More than 2,500 City of Little Rock team members make the commitment every day to work toward making life better for residents and guests of Arkansas’s capital city. We take pride in our work and in our community, and we are intentional about earning positive results.
As a data-driven City, we track those results and strive to exceed performance goals that are both measurable and realistic. We are excited to share with you our progress toward those goals. Our chief data officer, Marquis Willis, worked with all city departments to create goals and identify the metrics we use to measure them. The result is our first-ever ROCKfolio, a progress report that allows our residents to join us in evaluating where we’ve been, where we are, and where we’re going.
The ROCKfolio progress report is yet another way for us to demonstrate our commitment to be accountable, clear and transparent to our residents. We will continue to publish these comprehensive reports every six months and post them online for residents to view.
This report provides details about our departments, our central focus as city government and our benchmarks for success. I hope you have an opportunity to take a look at ROCKfolio and see how we are working together to transform Little Rock by bringing real results to our communities.
ii FROM MAYOR FRANK SCOTT, JR.
Department of Community Programs
Department of Emergency Communications
Department of Finance
Little Rock Fire Department
Department of Fleet Services
Department of Housing and Neighborhood Programs
Department of Human Resources
Department of Information Technology Department of Parks and Recreation
of Planning and Development
Little Rock Police Department
of Public Works
A LETTER FROM THE DIRECTOR
Dear Residents,
Although I am originally from Denver CO, I am a proud University of Arkansas at Pine Bluff (BA) and Arkansas State University (MA) graduate and now consider Little Rock “home.” As Director of Community Programs for the City of Little Rock, I enjoy working with community leaders to provide a wide range of opportunities to improve the quality of life for our children, youth, and families.
I am pleased to provide this update from the Department of Community Programs as part of ROCKfolio. Throughout the year, our dedicated team works tirelessly to implement effective programs, forge community partnerships, and foster an environment of collaboration. As you read about our endeavors, I hope you will also be able to see that our commitment to enhancing public safety, reducing violent crime, and elevating the overall quality of life for every resident remains steadfast. However, your personal involvement is
pivotal in realizing our shared vision of a Little Rock that thrives. Together, we can create a more vibrant city that all of our children, youth, and families can enjoy.
Thank you for your support, enthusiasm, and participation. We look forward to seeing you at our upcoming events. For more information, feel free to contact us at dcpinfo@littlerock.gov or (501) 399-3420.
Sincerely,
Dana Dossett, Director Department of Community Programs
City of Little Rock
THRIVE COLLABORATION
DEPARTMENT OF COMMUNITY PROGRAMS LEADERSHIP
DANA DOSSETT
DEPARTMENT DIRECTOR
MICHAEL SANDERS
ASSISTANT DIRECTOR
DR. MARK PERRY
COMMUNITY PROGRAMS DEVELOPMENT MANAGER
PROGRAM MONITOR
MARCUS MONTGOMERY
COMMUNITY VIOLENCE INTERVENTION MANAGER
COACHING/ TECHNICAL ASSISTANCE
REENTRY COORDINATOR
REENTRY PROGRAM ASSISTANT
PIT COORDINATORS (SCHOOL-BASED)
DR. JACQUELINE EAVES
COMMUNITY RESOURCES MANAGER
VACANT MENTAL HEALTH/ TRAUMA SPECIALIST
STREET OUTREACH
JUVENILE JUSTICE SPECIALIST
YIP COORDINATORS
CAREER & WORKFORCE DEVELOPMENT COORDINATOR
VACANT COMMUNITY ENGAGEMENT COORDINATOR
VACANT EDUCATION & TRAINING COORDINATOR
VACANT SYEO ASSISTANT
GWEN TRIGLETHJACKSON
OPERATIONS MANAGER
DATA COORDINATOR
ADMINISTRATIVE ASSISTANT
PROCUREMENT SPECIALIST
CONTRACT & TRANSITION SPECIALIST
VACANT BILL PAY
VACANT AUDITOR
DEPARTMENT DESCRIPTION
The City of Little Rock’s Department of Community Programs (DCP) provides quality prevention, intervention, and treatment (PIT) programming that utilizes resident involvement, evidence-based practices, and standardized processes with the goal of increasing positive outcomes and the quality of life for all Little Rock residents.
In 2023, DCP supported more than 60 programs and served more than 20,765 Little Rock children, youth, and families. All programs and services are available at no charge to those who qualify. There is only one “restriction:” all recipients of PITfunded programs or services MUST live within Little Rock city limits.
Building on the work that PIT-funded programs have been doing for more than 25 years, the Master Plan for Children, Youth & Families (Youth Master Plan) strives to meet the programmatic needs of the most underserved children, youth, and families while increasing the quality and accountability of those selected as the funded organizations and associations to meet those needs.
If you would like to refer someone to any of our service providers, please email: ProgramReferral@littlerock.gov or call (501) 399-3420.
COMMUNITY RESOURCES
The Community Resources branch of the Department of Community Programs identifies and manages community resources and key partnerships to increase positive outcomes, public safety, and the overall quality of life for all Little Rock residents.
• DCP partnered with the LRSD FIT Resource Fair and engaged 78 residents.
• Created and established the Career and Workforce Development Coordinator position to address the workforce needs of Little Rock residents.
• Career and Workforce Development Coordinator, Monica Montgomery, has completed orientation with 125 community partners. Over 170 local businesses have registered to serve as worksites.
• Provided monthly Professional Development Training for DCP PIT-funded program participants. Completed trainings and attendance to date include Drill Music the Real Impact on Our Youth (42), Program Orientation (72), Conflict Resolution: Tools We Can Use to Support Our Children, Youth, and Families (54), Supporting Thriving Adult-Child Relationships (38), Cognitive Behavioral Therapy & Mental Health Matters (48).
Opportunity Areas
The Summer Youth Employment Opportunity offers six-week summer employment to youth, providing them with an opportunity to learn about careers and develop the skills necessary to succeed in the workforce while earning a wage. Over 1000 residents applied for 2024 SYEO. The Department of Community Programs looks to continue to forge key partnerships with the business community to recruit and retain employees between the ages of 15-25 beyond the six-week program.
This is accomplished through:
• Internship and Apprenticeship Programs - Coordinate with the Executive Leadership Team to launch.
• The Career Climb Job Fair - organize and partner with local businesses to provide booth spaces for local businesses at no charge.
• Job Training Workshops - connect young adults with quality training in partnership with Junior Achievement of Arkansas.
• Educational Partnerships - collaboration with local schools, colleges, and vocational training centers to align with industry needs.
• Public Awareness Campaigns - Radio ads and campaigns to highlight events and the benefits of hiring young employees and promote success stories.
INTERVENTION
Intervention Services involve providing individual and group events that allow residents to engage in various Enrichment Sessions. These sessions are designed to build relationships, introduce skills, and employ strategies aimed at promoting positive outcomes.
Key areas of focus include:
1. Recruitment/Engagement: This involves outreach efforts in the street, reentry, and school settings to engage residents effectively.
2. Enrichment: This covers a wide range of activities including academic, cultural, social, emotional, workforce, and life skills development.
3. Empowerment: This focuses on fostering a sense of responsibility for self and achievement among residents.
Overall, the goal is to provide support and opportunities that help residents avoid negative paths and achieve more positive outcomes in their lives.
During this Summer we hosted a Youth Workforce Development Institute. The institute targeted youth ages 13 – 15. The purpose of this program was to increase the exposure of Little Rock’s youth residents to various careers in the workforce and to provide professional and life skills training and development. Kicking it off as a pilot, we were able to serve 24 students this summer. The Youth Workforce Development Institute was offered by our school-based intervention team.
In our Reentry component, we offer our justice-impacted residents, Job Readiness Training that helps justice-involved individuals or those with barriers find work and build pathways to self-sufficiency and financial independence.
Participants engage in 3 days of comprehensive instruction in which they break down personal barriers to employment, develop new skills, create résumés, and master interviewing techniques.
Classroom exercises are group-based, supplemented by one-on-one sessions with staff who help connect each person with additional resources outside of Second Chance, identify potential employment opportunities, and provide encouragement.
Opportunity Areas
The intervention team strives to share our story and to make the city and its residents aware of the programs and services we provide, as well as our success stories.
This can be accomplished through planning a quarterly department calendar of events to aid in providing ample opportunity for the City’s residents to attend events, and gain knowledge of, or receive the services the Intervention Team provides.
PROGRAM DEVELOPMENT
The Department of Community Programs contracts with community-based and faith-based organizations to administer various programs to improve the quality of life for Little Rock residents. The Program Development Team will be fully implementing outcomes evaluation for its 20 Positive Prevention Programs during the second half of 2024. Positive Prevention Programs will be assessing Social and Emotional Learning, Academic Skills, and Health Wellness and Safety of all participants using the same, uniform measurement tool. Assessments using the uniform measurement tool will be completed two times during 2024 and the assessment times will be completed at least four months apart. These separate assessments allow for setting of baselines and measurement of increases in the three outcome areas. This work is the first time Positive Prevention Programs have been evaluated using a uniform outcomes measurement instrument.
KEY DATA
SUMMER YOUTH EMPLOYEMENT
175
Worksite Applications
1000
911
Intern Applications Applications Accepted
803
Participants Onboarded
657
Participants Placed
POSITIVE PREVENTION PROGRAMS
Positive Prevention Program Participants
Re-Entry Interventions
School-based Interventions
Street Team Interventions
EVALUATION
The Summer Youth Employment Opportunity (SYEO) has been on a steady upward trend in the area of applicants who have applied for the 2024 SYEO.
SYEO ended in the month of May with a total number of 1000 applications received. With such a high number of applicants, it is imperative that there are an adequate number of worksites to place those applicants (interns) that have completed the onboarding process and have been hired. SYEO closed out the month of May with a total of 163 worksites, some hosting multiple interns for the summer.
The Program Development Team has had a steady number of enrollments through the first six months of the year, waning only in May due to the school year ending. The Program Development Team anticipates participant numbers
to increase with Summer program enrollment. The total number of new enrollments for the Positive Prevention Programs for January – May are 245 and the total number of ACTIVE participants for Positive Prevention Programs for January – May is 695. The Program Development Team ended 2023 with a total of 459 Active participants, that is an increase of 51% for January – May.
The Intervention Team continues in a positive direction providing Enrichment Sessions geared toward areas of need within the community and select schools. These sessions provide necessary resources to attendees while allowing the School-Based, Street Team and ReEntry interventionists to glean pertinent information from the City’s residents. The Intervention Team ended May with a total of 47 Enrichment Sessions provided.
A LETTER FROM THE DIRECTOR
Hello, my name is Juana Holmes-Green, and I have the pleasure of serving as the Director of Emergency Communications (9-1-1) for the City of Little Rock. I am a native of New Orleans, Louisiana, with twenty-four (24) years of experience in emergency communications. I am a graduate of Talladega College with a Bachelor of Arts degree in Physics (pre-engineering) and of Columbia Southern University with a Master of Science degree in Emergency Management Services. My experience includes various positions, from dispatcher to director, with the New Orleans Fire Department, Cy-Fair Volunteer Fire Department (Houston, TX), Dillard University Campus Police Department, and Orleans Parish Communication District. Throughout my career, I have obtained several professional certificates and awards to include Certified Public Safety Executive (CPE); through the Association of Public-Safety Communications Officials (APCO), certified Emergency (Police, Fire, and Medical) Dispatcher/Quality Assurance; through the International Academies of Emergency Dispatch (IAED), certified Instructor (APCO & IAED), and was awarded 2017 Trainer of the Year.
Over the past two years of leading this department, we have made significant strides in improving the staffing and work performance. It is through the unwavering commitment and innovative spirit of our dynamic team that we have been able to continue to thrive. I am pleased to announce that the department has improved staffing by reducing the vacancy rate to the national average vacancy rate of 25% in this industry. Additionally,
we have improved the department’s work performance in call-answer times. Currently, we are averaging 93% of 9-1-1 calls being answered within 20 seconds, bringing us closer to the national standard of 95% and an improvement of nearly 30% from this time last year. Finally, we have implemented a new call-taking protocol system that allows telecommunicators to improve the efficiency and effectiveness of emergency response. It ensures best practices standards that will reduce liability risks. The system allows the telecommunicator to save time and improve accuracy in processing the call.
As we move forward, I encourage all residents to stay engaged and curious about our current projects and future plans. One way to continue to help us, help you is by downloading the SMART911 app and create a safety profile. This is a free service that allows individuals to share personal and household information with 9-1-1 centers during an emergency. It enhances the information that is provided to the responders, help reduce response times, and improve the quality of emergency services.
Thank you for allowing me to serve as your 9-1-1 Director. I am incredibly proud to lead such a talented and passionate team. My unwavering commitment and dedication to the protection and safety of our residents and responders of the City of Little Rock supports our mission and acclivitous values of the department and my suitability to carry them out. My passion of public safety and understanding the importance in managing crime and safety issues has strengthened my duty to ensuring all residents and visitors receive a standard quality of exceptional service.
PUBLIC SAFETY
DEPARTMENT OF EMERGENCY COMMUNICATIONS LEADERSHIP
EMERGENCY COMMUNICATIONS OPERATIONS MANAGER
JUANA GREEN
(501) 371-4409 • JGreen@LittleRock.gov
EMERGENCY COMMUNICATIONS OPERATIONS MANAGER
JAMES MOORE
(501) 371-4523 • jmoore@LittleRock.gov
EMERGENCY COMMUNICATIONS TRAINING & QUALITY ASSURANCE MANAGER
MICHELLE ARMSTRONG
(501) 371-4406 • marmstrong@LittleRock.gov
Operations Division
Responsible for answering 9-1-1 and non-emergency calls; ascertaining all pertinent information to relay to responding personnel; dispatching appropriate agency personnel and managing the logistics of unit statuses.
Training/QA Division
Responsible for all aspects of departmental training, including a six-week training academy for new 9-1-1 Operators; responsible for Quality Assurance Program and ensure agency is in compliance with applicable laws, policies, and procedures; responsible for department recruiting efforts, community outreach programs, and social media platforms.
EMERGENCY COMMUNICATIONS INFORMATION SYSTEMS MANAGER
Responsible for maintenance and upgrade of ComputerAided Dispatch Software, radio systems, telephony systems, Next-Generation 9-1-1 Systems; provides support and technical assistance related to all systems utilized by Emergency Communications personnel.
Administrative Services Division
Responsible for reviewing and maintaining all financial records of the department, including budgeting documents, payroll; acts as a liaison between the department and other city departments and assists the Director with administrative functions relative to the Emergency Communications.
LEADERSHIP
DEPARTMENT DESCRIPTION
The City of Little Rock Department of Emergency Communications was created over thirty years ago, in 1987, as the Office of Emergency Services. Our first 9-1-1 call was answered on September 11, 1988. The department is responsible for receiving both emergency and non-emergency telephone calls and dispatching the appropriate personnel for a population of more than 200,000. The Department of Emergency Communications also
dispatches responders for the Little Rock Police Department, Little Rock Fire Department, and the Cammack Village Police Department. Medical calls are initially processed through this department but are then transferred to MEMS (Metropolitan Emergency Medical Services).
To provide efficient and courteous service to the residents and visitors of the City of Little Rock and each other in order to maintain the highest standards of professionalism possible.
MISSION STATEMENT VISION STATEMENT
The City of Little Rock Department of Emergency Communications is committed to making a S.H.I.F.T. in order to provide a standard quality of service to our residents through Selfless Service that will be executed with Harmony, Integrity, and Fairness while maintaining Trust.
S.H.I.F.T.
Residents are our focus of everything we do.
I T H F
We treat everyone as a valued member of our team.
We will always be honest and do what we say we will do.
We will always provide an impartial and just treatment without discrimination to anyone or their situation.
We are vulnerable and receptive to all feedback in order to improve the quality of service to our residents.
• Implemented our first set of $2,500 hiring incentives for employees who have successfully completed the Call-Taker training program.
• Partnered with LRPD and LRFD in attending Police Neighborhood Quarterly Meetings and participating in occasional radio segments on 96.5 The Box in an effort to promote community engagement and public education in regard to 9-1-1.
• Pursuing accreditation through the Commission on Accreditation for Law Enforcement (CALEA). The Public Safety Communications Accreditation Program provides a process to systemically review and internally assess its operations and procedures. This program requires organizations to collect and analyze important data for the purpose of making sound operational and administrative business decisions, creating leadership and practitioner-accountability. In addition, the focus is on quality assurance, interoperability, emerging technologies, risk analysis, asset security, resources access, contemporary training, and a range of other operational functions.
• Invested in two (2) employees’ professional development in applying and being the APCO RPL program. This program is designed for individuals interested in developing a solid foundation of management and supervisory skills necessary for successful Emergency Communications Center operations.
DEPARTMENT HIGHLIGHTS ACCREDITATION
COMMUNITY ENGAGEMENT
OPPORTUNITY AREAS
• Implementing additional technology, such as Automatic Call Distribution (ACD), in hopes of further decreasing our Call Answer Times to the National Standard of answering 95% of 9-1-1 calls within 20 seconds or less.
• Conducting quarterly new hire training academies to result in full staffing
• Increasing community engagement and education, both in-person and through social media.
• Text-to-9-1-1 Implementation, which ensures that emergency services are accessible to all individuals regardless of their communication abilities or the circumstances of an emergency.
KEY DATA
of calls answered in 20 seconds 92.7% of the department is staffed 72%
EVALUATION
Our goal is to answer 95% of our 9-1-1 calls within 20 seconds or less. Currently, our call-answer time average is 92% . This provides critical benefits for public safety. Quicker call answering times ensure that emergencies are assessed and dispatched promptly, leading to faster arrival of first responders, which can be crucial in lifethreatening situations. This efficiency reduces anxiety for callers, improving their ability to communicate essential information accurately. Furthermore, consistent rapid call answering enhances public trust and confidence in emergency services, reinforcing the perception of reliability and effectiveness in times
of crisis. Ultimately, such performance standards contribute to better overall outcomes in emergency situations.
Emergency Communications is working to staff the Operations Division to 100% by the end of the year. Well-staffed emergency communication centers have several benefits; to include, ensuring emergency calls are answered quickly, reduced burnout, improved call handling and accuracy, and training opportunities. Ultimately, increasing staffing levels contributes to a more effective emergency response system that directly impacts the safety and well-being of our community.
A LETTER FROM THE DIRECTOR
Hi, my name is Nicholas Sarpy, the Chief Financial Officer, for the City of Little Rock. I have spent my entire career serving state and local governments across the country in various roles from being an auditor for the State of Washington to Accounting Manager, Deputy Finance Director, Office of Management and Budget Director, and most recently as the Director of Finance for the City of Waco prior to coming to the City of Little Rock. I pride myself on being open and transparent about the financial affairs of the organization that I serve so that the best possible decisions can be made. I look forward to helping to continue and facilitate the good work that has been occurring within the City and to help lead the City forward and unlock its full potential. With that, it is my honor and privilege to be here in this role to serve the residents of this City
DEPARTMENT OF FINANCE LEADERSHIP
NICHOLAS SARPY
CHIEF FINANCIAL OFFICER
SANDRA BLADE
DEPUTY FINANCE DIRECTOR
VACANT ADMINISTRATIVE ASSISTANT
PROCUREMENT MANAGER SCOTT MASSANELLI TREASURY MANAGER
VACANT COMPTROLLER
VACANT SPECIAL OPERATIONS MANAGER AMANDA JONES
ANALYSIS
MANAGER VITESH PATEL
DEPARTMENT DESCRIPTION
The Department of Finance provides accounting and reporting, budgeting, internal audit, pension administration, accounts payable, purchasing, grants management, treasury management, payroll, and print shop services. In addition, Finance advises Executive Administration and other departments on financial issues. Monthly financial reports are distributed to the Board of Directors and posted to the City’s website for transparency to residents and other interested parties.
DEPARTMENT HIGHLIGHTS
• Completed the 4th Cohort of the Build Academy
• Began a disparity study to evaluate the City’s procurement practices and identify areas of improvement
• Began implementation of a new purchase card program to improve purchasing efficiency and generate additional revenues
• Successfully implemented the RAIN program in conjunction with the Human Resources Department
OPPORTUNITY AREAS
• Continue to support diversification of suppliers including helping local, small, minority, women-owned, and veteran-owned businesses to become vendors of the City
• Continue to improve financial transparency and the timeliness of reports
TRANSPARENCY
KEY DATA
$
Minority Responses 58% 54%
Bids Awarded to MWBE
10,808,275.08 of Descretionary Spending done with Minority-owned businesses
EVALUATION
Our primary performance goal for 2024 is to spend 30% of our discretionary spending dollars with minority owned businesses. Through six months we’ve spent over 10 million dollars with minority owned businesses, which is 20% of our discretionary spending funds. Government agencies doing business with minority-owned businesses bring numerous benefits, fostering economic diversity and inclusivity. Such partnerships help stimulate economic growth in underrepresented communities, leading to job creation and increased economic stability. By diversifying our supplier base, the City of Little Rock has gained access to a broader range of innovative products and services, enhancing our operational effectiveness.
Supporting minority-owned businesses also promotes social equity, addressing historical disparities and contributing to more balanced economic development. Moreover, these practices strengthen community relationships and reflect a commitment to fair and equitable economic opportunities, reinforcing the government’s role in fostering an inclusive economy. Additionally, we seek to find new sources to fund different programs through the City of Little Rock. We are actively working to improve our total grant applications submitted by 20% from 2023. Currently we are trending toward accomplishing this goal as we’re at 37 completed grant applications.
A LETTER FROM THE DIRECTOR
As the 14th Fire Chief of the City of Little Rock, it is an honor, a pleasure and privilege to work with the most dedicated professional men and women in the fire service. I’m Delphone Hubbard, Fire Chief of the Little Rock Fire Department. I have over twentynine (29) years of service in the fire profession. I began my fire career with the Memphis Fire Department and in January 2018 I was selected to serve as Fire Chief in Little Rock Arkansas. I am a member of several local and national Fire Chief Associations. I am designated as a Fire Chief Officer through the national accreditation agency CPSI. I have a bachelor’s degree in business from LeMoyne-Owen College (HBCU) and an MBA from Webster University.
The Little Rock Fire Department proudly serves the over two hundred thousand (200,000) residents and countless visitors of the great City of Little Rock, Arkansas. We respond to over thirty-six thousand (36,000) calls for service a year. I can truly say that as one of the finest Departments in the nation, we will always strive to stand true to
our vision statement “Providing Immediate fire and emergency medical services in an efficient and effective manner”. The Little Rock Fire Department is one of only 55 departments in the United States that has both national accreditation and an ISO Class One rating. That puts us in the top 0.2% in the U.S.
In addition to our fire and emergency services delivery disciplines, the Little Rock Fire Department offers a variety of other services to the community, from our fire safety education programs, our Citizens Fire Academy, our HER-O Day for girls, to our Savea-Life Smoke Alarm Program, we’re here to serve. Do not hesitate to call upon the fine men and women of this dynamic organization.
EFFICIENT & EFFECTIVE
FIRE CHIEF
DELPHONE HUBBARD
(501) 918-3710 • dhubbard@LittleRock.gov
ASSISTANT CHIEF OF ADMINISTRATION
ASSISTANT CHIEF OF OPERATIONS
PHILLIP DURHAM MICHAEL DOAN
(501) 366-0047 • pdurham@LittleRock.gov
BUREAU CHIEF
(501) 918-3790 • mdoan@LittleRock.gov
BUREAU CHIEF
DAVBRUM FLOWERS JOHN CLAMP
(501) 918-3780 • dflowers@LittleRock.gov
BUREAU CHIEF
(501) 569-4120 • jclamp@LittleRock.gov
ACCREDITATION MANAGER
ERIC HILDRETH CAPTAIN BO HAGAR
(501) 374-3467 • ehildreth@LittleRock.gov
(501) 918-3785 • thagar@LittleRock.gov
FIRE DATA ANALYST
TORIE SIMMONS
(501) 831-6913 • tsimmons@LittleRock.gov
DEPARTMENT DESCRIPTION
The Little Rock Fire Department is a dynamic organization comprised of 22 Fire Stations covering 123 square-miles, protecting over 202,000 residents. In addition, there are over 400 employees in the organization.
DEPARTMENT HIGHLIGHTS
The Little Rock Fire Department has currently hired a new recruit class that will be graduate from the Fire Academy later this year. Secondly, the LRFD has recently blessed and opened a Baby Box
at the Central Fire Station at 624 S Chester Street. Lastly, the LRFD is working to rebuild Station 9 as well as build a new Fire Station 25.
Areas of opportunity for the LRFD include more community outreach programs that teach fire safety to the community,
OPPORTUNITY AREAS OUTREACH
reduction of false alarms within the city, and lastly, performing business inspections within the city once again.
KEY DATA
Reduction in false alarm calls 5%
78% 6 8 90%
Of responses met the 6 minute and 20 second response objective
Of responses met the 8 minute response objective
EVALUATION
Maintain accredited status by responding to 90% of EMT calls within 6:20
• Quarterly Update: For the first quarter of 2024, the Little Rock Fire Department met it’s 6 minute and 20 second response objective on 77% of its responses.
Maintain accredited status by responding to 90% of Fire calls within 8 minutes
• Quarterly Update: For the first quarter of 2024, the Little Rock Fire Department met its 8 minute response objective on 89% of its responses.
Reduce false alarm calls by 10% from 2023
• Quarterly Update: In the first quarter of 2024, the Little Rock Fire Department has successfully reduced the total number of false alarm calls by 11% from January (419) to March (372).
Conduct 12 Community Fire Engagement Events in 2024
• Quarterly Update: Currently, the Little Rock Fire Department has conducted zero (0) major community outreach events for 2024 aside from education programs conducted at schools and businesses.
Number of Total Fire Calls
• Quarterly Update: The Little Rock Fire Department has had an increase in the total number of fires in the first quarter of 2024 from 93 in January, 124 in February, to 95 in March.
Structural Fire Report
• Quarterly Update: In the first quarter of 2024, the Little Rock Fire Department has reduced the number of structure fires by 7.6% from 39 in January, to 36 in March, which is down from 44 in February.
A LETTER FROM THE DIRECTOR
Our organization is comprised of seventy (70) employees and our primary responsibility is the management of all vehicles and moving equipment in the City’s fleet. The City owns approximately 1,300+ fleet units, which are purchased, fueled, maintained, repaired and disposed of by the Fleet Services Department. Our department operates two (2) vehicle maintenance facilities with seven (7) distinctive shops or service centers, eleven (11) automated fuel sites and thirteen (13) Level-2 EV charging stations, in addition to a large Vehicle Storage Facility that operates around the clock. We serve as an essential supportive department that may not be known to many; however, our commitment to the residents of Little Rock through our customers is vitally important.
If you have any questions about an impounded vehicle within the City of Little Rock limits, fuel sites for CLR employees, vehicular accidents/incidents involving CLR employees, Fleet Services can assist you. My team and I look forward to being of service to the residents and “Keeping Little Rock Rolling.”
Willie joined the City of Little Rock as the Director of Fleet Services in May 2016. He is a graduate of the University of Central Arkansas in Conway with a Bachelor of Science in Industrial Arts/Technology. He also has an Associates of Applied Science in Design Technology from Phillips College in Helena, AR. Willie uses his 40+ years of leading operations and supply chains, from an Operations-Excellence prospective, to lead a team of employees with accountability for Acquisitions & Inventory, Fleet Maintenance, Vehicle Storage Facility (VSF) and systems administration to operate and support the Fleet Services business unit. This business unit routinely weighs in as a top 100 large fleet with professional organizations such as GFX and NAFA.
Willie’s work history includes approximately 32 years in the private sector with 14 years at AMTRAN/IC Corporation in Conway, 10 years with Levi Strauss in Little Rock and 8 years with International Paper/Evergreen Packaging in Pine Bluff. Willie and his wife Mona’s most awarding accomplishment has been grandparents to their nine grandchildren.
ABOUT WILLIE A. HINTON KEEP LITTLE ROCK ROLLING
DEPARTMENT OF FLEET SERVICES LEADERSHIP
Fleet Services is comprised of five (5) divisions: Administration, Acquisitions and Inventory, Financial Management, Maintenance and Vehicle Storage. Below is the contact information for the team member that manages each division and a summary of their distinctive roles.
FLEET SERVICES DIRECTOR
WILLIE A. HINTON
(501) 918-4200 • whinton@LittleRock.gov
FLEET SYSTEMS & SPECIAL PROJECTS MANAGER
CHANGUS BELL
(501) 918-4203 • cbell@LittleRock.gov
FLEET ACQUISITIONS & INVENTORY MANAGER
KENNETH MULKEY
(501) 918-4235 • kmulkey@LittleRock.gov
FLEET FINANCIAL MANAGER
DONNA FACEN
(501) 918-4236 • dfacen@LittleRock.gov
Administration Division
Changus manages all Fleet systems and special projects, as well as oversees all fueling and electric charging stations for the City of Little Rock.
Acquisitions and Inventory Division
Kenneth oversees and manages all acquisitions of the City’s fleet vehicles and automotive parts.
Financial Management Division
Donna manages the financial activities and transactions of the department; serves as liaison to City Departments and outside agencies in preparation of annual fee schedules for billing of services provided by the Department of Fleet Services.
Maintenance Division
Walter oversees and directs the maintenance and repair of vehicles and equipment. He optimizes fleet operations from the initial vehicle up-fitting process to the end of the asset service life.
Vehicle Storage Division
Monica oversees and manages the day-to-day activities and operations of Fleet Administration and Vehicle Storage Divisions, to include the 24-hour operation of vehicle storage and ground transportation services within the Little Rock city limits and the monitoring of personnel actions.
DEPARTMENT DESCRIPTION
On behalf of the residents of Little Rock, it is the mission of the Fleet Services Department to provide our internal and external customers with safe and dependable vehicles, equipment and service facilities. Our goal is to work
in partnership with our customers, employees and a diverse service sector that promotes diversity to provide highquality products and services in a costeffective manner.
DEPARTMENT HIGHLIGHTS
Fleet Services applied for the 100 Best Fleets in the Americas. This contest is open to any fleet in North, Central or South America. The purpose of the program is to help foster pride in the industry, build recognition within the national fleet community, increase productivity and operational effectiveness, and encourage more individuals to consider fleet operations as a career choice. We are happy to announce that the City of Little Rock Fleet Services ranked #58!
One of the key goals that Fleet Services set for 2024 was to install and implement two (2) Level-2 Charging Stations per quarter throughout City facilities. This was set to be in line with Mayor Scott’s goal of reaching at least 50% of the City’s fleet being electric vehicles by 2030. As of May 2024, I am proud to say that my team has
OPPORTUNITY AREAS
Fleet Services’ mission is to provide our internal and external customers with safe and dependable vehicles, equipment and service facilities. The staff at Fleet is the backbone to this operation. Currently, our department is grappling with a significant number of open positions. To attract viable
installed thirteen (13) Level-2 EV Charging Stations and purchased fourteen (14) EVs to be used throughout City departments. We are continuing to work with the Office of Sustainability and the City of Little Rock Grants Division to procure grant funding for future Level-3 charging stations.
The Vehicle Storage Facility strives to provide exceptional customer service to individuals that come to the Facility to retrieve their vehicle. One of our goals for 2024 was to improve the communication between staff and our Spanish-speaking customers. We are now streaming slides on a monitor in the lobby that details in both English and Spanish pertinent information to the customer while they wait to be serviced.
candidates, we will look at revising job descriptions to highlight the evolving roles within the industry. In addition, we will continue to develop partnerships with local trade schools and colleges for recruitment opportunities.
KEY DATA
of Maintenance Tickets that came in from Janurary 2024 to June 2024 have been completed 99%
of impounded cars have been returned 77.5%
875
Preventive Maintenance Jobs completed
EVALUATION
• Return 80% of cars brought into the impound to registered owner: As of May 2024, the Vehicle Storage Facility has released on average 77.5% of vehicles back to the registered owner.
• Measure efficiency by monitoring number of work orders opened and closed: Fleet continues to improve the work order closure rate for less down-time and more departmental operational usage.
A LETTER FROM THE DIRECTOR
Hi, my name is Kevin D. Howard, and I am the Director of the City of Little Rock’s Department of Housing and Neighborhood Programs. I have been with the City since 2010. I’ve held several positions within the department, including the Neighborhood Stabilization 2 (NSP2) Program Administrator where I was responsible for administering $8.6 million the Little Rock Consortium received in NSP2 funds. I also served as the Community Development Manager for seven years during which I managed the HOME Investment Partnerships Program, Community Development Block Grant Program (CDBG), Continuum of Care (CoC), AmeriCorps NCCC Weatherization Program. Housing Opportunities for Persons with AIDS (HOPWA) and Neighborhood Stabilization II grants.
Prior to working at the City of Little Rock, I served two years as the Construction/ Environmental Specialist at the State of Arkansas Development Finance Authority (ADFA) in the HOME Investment Partnerships Program (HOME) Division. I’ve also owned and operated a Real Estate and construction company.
I am a graduate of Grambling State University and hold several professional licenses and certifications with over twenty-seven years of experience as a Real Estate Appraiser, General Contractor, and Real Estate Broker. I am the current National Community Development Association (NCDA) Region VI President, NCDA Executive Treasurer and serve on the National Board for NCDA. I have a passion for Community Service, Public health, and safety as well as Affordable Housing, I am proud to serve you as the Housing and Neighborhood Programs Director.
DEPARTMENT OF HOUSING & NEIGHBORHOOD PROGRAMS LEADERSHIP
KEVIN HOWARD
DIRECTOR
TRACY ROARK
ANIMAL SERVICES MANAGER
JOHN JENKINS CODE ENFORCMENT MANAGER
BRIAN CONTINO
ASSISTANT DIRECTOR
TRACEY SHINE
COMMUNITY DEVELOPMENT MANAGER
VALERIA TATE
RESOURCE SPECIALIST SUPERVISOR
FELICIA JOHNSON REDEVELOPMENT ADMINISTRATOR
MATTHEW DESALVO
CHIEF HOMELESS OFFICER
QUALITY & AFFORDABLE
DEPARTMENT DESCRIPTION
It is our mission in the Housing and Neighborhood Programs Department to enhance the quality of life by providing exceptional service for the residents of Little Rock by encouraging quality, affordable development and redevelopment while working closely with neighborhood organizations to identify resources needed to strengthen and make improvements in their areas; and to protect the health and safety of residents through the efficient and equitable implementation and enforcement of environmental and animal services.
There are seven (7) divisions under HNP which include Animal Services Code Enforcement, Community Development,
Environmental Services, Homeless Services, Land Bank, and Neighborhood Resource Specialist. Our department handles an array of issues including high grass/weeds, trash, unsafe structures, graffiti, animal intake, unleashed dogs, animal adoptions, and many others. Our department also provides various services to residents which include down payment assistance, rental assistance, development of affordable housing for homeownership to low/moderate income persons, homeowner rehabilitation services, wheelchair ramps, health services for low /moderate income persons, community clean-ups, unsheltered resources, Meals on Wheels, and more.
DEPARTMENT HIGHLIGHTS
Our department creates affordable housing through the development of New Construction single-family units. On April 3, 2024, our department held a ribbon cutting ceremony for the development of a new home. This is a New Construction Project located at 4403 Bowers Street. The single-family was developed using HOME funding. The unit will be sold to one low to moderate income household. The home is a 3 bedroom, 2 bath unit at 1,243 sqft. The list price is $189,900. The City will provide a Homebuyer subsidy of up to $20,000 using HOME funding, Our goal is to provide 100 units of affordable housing through Tenant Based Rental Assistance, Down Payment Assistance, and New Construction.
Our department recently broke ground at the Little Rock Micro Home Village which will provide temporary shelter to homeless individuals and families. This is one of Mayor Frank Scott Jr.’s initiatives of getting to Functional Zero. This innovates the strategy of developing more transitional housing and an emergency shelter to house a maximum of 220 individuals on any given night. Thus, providing unsheltered individuals & families a shelter. There will be a community center onsite which serves as a hub and provides a community space for these individuals and families to access case management, supportive, and wrap-around services.
16 UNITS BY 2025
OPPORTUNITY AREAS
As we employ a variety of approaches to maintaining, creating, and improving the quality of affordable housing, our department has a goal of increasing the housing stock in Little Rock. We work to develop at least 16 affordable housing units by 2025.
Our department wants to aid in Mayor Frank Scott, Jr’s initiative of getting
to Functional Zero (that point when a community’s homeless services system is able to prevent homelessness whenever possible and ensure that when homelessness does occur, it is rare, brief, and one-time). We are working to have the Micro Home Village developed by the end of 2024.
MICRO HOME VILLAGE RENDERS
KEY DATA
1,960
940 animals have been removed from the streets and sheltered unsheltered persons have been given housing resources
$ 100,541.01 provided in down payment assistance
of Animal Service Requests have been closed out 91% 51% of Down Payment Assistance funds have been allocated to residents for affordable housing
of Animal Village tickets have been closed 89%
67 properties have been removed from the Unsafe and Vacant list.
19
Housing Rehab projects approved
24 rehabilitation jobs have been completed as we wait on additional funding to continue projects
unsheltered individuals have been relocated to either permanent or temporary housing.
EVALUATION
The department is on pace to hit several key performance measures this year.
To assist with the rising cost of housing, the department has set a goal to allocate all funds available for down payment assistance to residents in the City of Little Rock. Through the first six months of the year, we’ve given out $100,541.01. Additionally, we’ve approved 24 housing rehab projects to assist Little Rock residents.
One of Mayor Scott’s goals is to get to functional zero homelessness. To help aid
in that effort thus far, we have provided 105 individuals with either temporary or permanent housing.
As a department that has multiple touchpoints with our residents, we seek to provide high-quality customer service in all areas. Including animal service requests so far we’ve closed out 91% of all tickets that have been received by animal services.
A LETTER FROM THE DIRECTOR
My name is Sheridan Richards and I am the Chief People Officer of the City of Little Rock. I have over fifteen years of experience in human resources management in the non-profit, corporate and government sectors. During my career, I have led strong teams in increasing employee engagement, aligning organizational strategic priorities with individual performance, change management, compliance and organizational development.
I am proud to lead the City’s Human Resources Department in creating and implementing talent strategies to attract, develop and retain a skilled workforce that is centered on performance excellence. The Human Resources Department partners and supports the city’s greatest asset: its people. We are proud to recruit and assess talent; ensure equitable and competitive compensation and benefits; foster productive relationships between management and employees; create learning experiences for employees and leaders across departments; and partner with all departments to ensure a safe and healthy work culture that is people-centered. The Human Resources team supports all city departments in this capacity so they can focus on delivering exceptional service to residents.
DEPARTMENT DESCRIPTION
The mission of the Department of Human Resources is to recruit, develop and retain an engaged and diverse workforce. Our vision is to serve as a strategic partner with all city departments in the attraction, development and retention of talent that delivers high quality service to residents.
The Department of Human Resources serves as the foundation of the City of Little Rock, providing partnership and support to approximately 2,700 employees. It serves the critical role of providing resources and support to manage the city’s most important asset—its people. Our department is the cornerstone of employee recruitment, development, and retention, ensuring that the city attracts top talent and fosters an environment conducive to growth and productivity.
Human Resources is comprised of six divisions: Benefits, Wellness, and Risk Management; Classification and Compensation; Civil Service Testing and Promotions, Employment Services; Labor and Employee Relations, and Learning and Performance. The department is responsible for a myriad of functions, including but not limited to, developing and disseminating job postings; addressing and mediating workplace conflicts; designing and managing competitive salary structures; ensuring equitable practices in hiring, promotions, and compensation; identifying training needs and creating learning experiences to enhance employee skills; creating and updating HR policies to reflect legal requirements and best practices; maintaining accurate and confidential employee records; collaborating with labor
unions to negotiate collective bargaining agreements; administering and ensuring compliance with union contracts; using data and metrics to guide human resource decisions and strategies; fostering a culture of employee safety and wellbeing; and aligning HR policies and practices with the goals and core values of the city .
Additionally, the HR department is integral in fostering strategic partnerships within the organization, aligning HR initiatives with broader city objectives to support
long-term goals. The Department of Human Resources partners with leadership across city departments to ensure the organization functions efficiently and meets its goals in serving the community. This partnership is key in leveraging data analytics and technology to make informed decisions. The Human Resources Department is a strategic partner that contributes significantly to the organizational resilience and competitiveness in a dynamic landscape.
DEPARTMENT HIGHLIGHTS
• The Department of Human Resources implemented a city-wide classification and compensation study, aimed at streamlining our organizational structures and ensuring fair and competitive compensation for all employees.
• The Employment Services Division implemented full-cycle recruitment services to enhance the candidate experience to position the City of Little Rock as an employer of choice.
• To date, the City of Little Rock has hired 270 applicants for various positions, and in partnership with the Department of Community Programs we have onboarded more than six hundred (600) youth for the Summer Youth Employment Opportunity Program.
• The Learning and Performance Management Division was created to enhance the culture of the City of Little Rock. The division has implemented several learning and performance initiatives designed to unlock the full potential of every City employee.
• The Civil Service Testing and Promotion Division was created to streamline the assessment and selection of uniform Fire and Police candidates. Seventeen (17) police officers were hired in December 2023 and 16 have graduated in 2024. Eleven (11) Police Officer Recruits have been hired in 2024 and are currently in the academy. Two (2) Police Officers have been reinstated and we have hired three (3) lateral Police Officers. Additionally, twenty (20) Firefighter recruits have been hired this year.
• The Benefits and Wellness Division has a 227% increase in the number of employees completing the Heart Attack Risk Assessment in comparison to 2023. The division is currently within 4% of reaching its goal of increasing preventative care utilization.
OPPORTUNITY AREAS
The Department of Human Resources has identified the following areas of opportunities where we can show improvement within the next six months:
• Optimizing the implementation of full-cycle recruitment services
• Leveraging compensation study results to implement competitive pay practices within the City of Little Rock
• Continuous process improvement for department efficiency and effectiveness
SUPPORT
• The Department of Human Resources is on track to reduce the time to fill advertised positions by the end of 2024.
• The department is partnering with the Department of Information Technology to optimize the applicant tracking software and improve the user experience for candidates and hiring managers.
• The team is actively recruiting and training new team members due to staff changes that occurred in the Employment Services division during the first two quarters.
• In June 2024, the department created the Civil Service Testing & Promotion Division to ensure recruitment functions are not impacted by civil service testing and promotion processes.
KEY DATA EVALUATION
The Department of Human Resources established a goal of decreasing the overall time to fill advertised positions. In the first quarter, we have reduced the total time to fill positions by 46% in comparison to 2023. A summary of the factors that have contributed to the reduction are listed below:
• Recalibrating partnerships with departments to identify ways to streamline service
• Supervisors have been trained on quickly interviewing and selecting applicants
• The implementation of full-cycle recruiting and online assessments have strengthened candidate pools
• Requisition procedures have been adjusted to assist in tracking time to fill metrics
A LETTER FROM THE DIRECTOR
Hi! I’m Abdoul Kabaou, the Chief Information Officer for the City of Little Rock. I’ve been serving the City since 2009, starting my career here in various roles including Deputy Director of Finance, Purchasing Manager, and Fiscal Systems Administrator. My focus is on systematic process improvement and information quality, striving to keep the City’s Information Technology (IT) ecosystem operational and efficient. I am honored to lead the City and the IT department in our journey to the cloud and our quest to integrate Artificial Intelligence.
My IT career began at Entergy, where I specialized in Programming and System Administration, contributing to the design and implementation of numerous process automation projects.
I hold a bachelor’s degree in finance and computer information systems from the University of Central Arkansas, and a master’s degree in management information systems from the University of Arkansas at Little Rock.
RAY WALKER OPERATIONS MANAGER
DEPARTMENT OF INFORMATION TECHNOLOGY LEADERSHIP
ABDOUL KABAOU
CHIEF INFORMATION OFFICER
TERENCE COX APPLICATIONS DEVELOPMENT MANAGER
VACANT NETWORKING & SECURITY MANAGER
APRIL PREWITT
SPECIAL PROJECTS & INNOVATION MANAGER
CONNECTIVITY
DEPARTMENT DESCRIPTION
The Department of Information Technology (IT) is a “service” department, providing critical data, communications and basic network infrastructure that enables other city departments to deliver services directly to the residents of Little Rock. The extensive, enterprise-wide voice and data network supports a wide range of city operations, such as delivering an emergency 9-1-1 call to a dispatcher, tracking fine payments and court appearances, collecting and analyzing budgets from each department, and processing paychecks to our employees. IT develops and maintains a network that reaches from a city hall desktop to a police car cruising a neighborhood, to
the cell phone in a city employees’ hand or to its mobile user wherever they may be. The IT Department plays a critical role in enabling the city to meet the service expectations of our community now and is constantly evaluating new technologies to enhance service delivery in the future.
The mission of IT is to support the City of Little Rock by providing leadership and guidance to staff in the appropriate application of technology, and to provide an efficient and reliable infrastructure for voice and data communication to enable City Officials, staff and employees to deliver the highest level of service to the residents of Little Rock.
DEPARTMENT OF INFORMATION TECHNOLOGY SERVICES & SUPPORT
COMMUNICATION
DEPARTMENT HIGHLIGHTS
• LRIT deployed Microsoft 365, also known as M365, cloud-powered productivity platform to over 2000 city employees.
• LRIT believes in investing in the youth of the City of Little Rock. During the 20232024 school year, LRIT mentored students who attended the Metropolitan Career Technical Center. These students attend various schools within the Little Rock School District. To date, LRIT has mentored over 25 students.
• LRIT configured and deployed 44 desktops for the Little Rock Fire Department to refresh and replace outdated technology.
• The overall Employee of the Year for 2024 is a member of the IT family, Ms. April Prewitt. April is a 19-year city employee, who is responsible for the City’s 9-1-1 and 3-1-1 environments from an information technology perspective.
• LRIT is concerned about the environment and has conducted two (2) electronic waste (e-waste) sessions this year. These items are no longer in use, either because they are broken, obsolete, or nearing the end of their useful life. This year, LRIT has decommissioned:
• 134 desktops
• 30 laptops
• 18 printers
• 49 monitors
• 3 APC’s
• 4 TV’s
• 3 iPads
• 2 desk phones
• 10 speakers
• 3 Uninterrupted Power Supplies (UPS)
• 3 boxes of cables
• 2 boxes of Tasers’ chargers
• 1 box of radios
• 1 box of cameras and batteries
• LRIT is working with several departments to streamline various processes.
• LRIT is collaborating with the Human Resources and 9-1-1 Communications Departments on the onboarding process for new employees
• LRIT has implemented a bulk ordering process which lessens the time for departments to receive required technology i.e. desktops, laptops, docking stations, and monitors
• LRIT has collaborated with the Planning and Development Department with automating its permitting process
• LRIT collaborated with the Little Rock Police Department (LRPD) and Pulaski County Prosecuting Attorney office to provide real-time access to the LRPD’s Incident Reporting System.
OPPORTUNITY AREAS
• To better communicate with residents for both emergency and non-emergency situations and/or information, LRIT is working with LRPD, LRFD, and 9-1-1 Communications in implementing a new mass notification system, Rave.
KEY DATA
6,682
Tickets Created TYD (up to 6/30/24)
6,548
Tickets Closed
97%
Ticket close rate
0
Tickets over 90 days that are still open
1
Ticket over 90 days YTD out of all tickets
0.01% +2.8% %
Percent of tickets over 90 days
Percentage change from 2023 YTD to 2024 YTD
Uptime for critical systems in the City of Little Rock
EVALUATION
• In 2022, there were 10760 Total Tickets Created.
• In 2023, there were 14104 Total Tickets Created. This is an increase of 31.08% over 2022.
• In 2024, there were 5431 Tickets Created as of 5/17/2024. This is an increase of 26.02% year to date over 2023.
• In 2022, there were 350 tickets out of 10760 tickets created that were over 90 days old at the time of closure. This is a percentage of 3.25% of total tickets.
• In 2023, there were 194 tickets out of 14104 tickets created that were over 90 days old at the time of closure. This is a percentage of 1.38% of total tickets and a 44.57% reduction in aging tickets over 2022.
• In 2024, there is a total of 1 ticket out of 5431 tickets created as of 5/17/2024 that were over 90 days old. This is a percentage of 0.018% of total tickets and is a 99.25% reduction in aging tickets over 2023.
A LETTER FROM THE DIRECTOR
Dear Residents of Little Rock,
It is my distinct honor and privilege to serve as the Director of Little Rock Parks and Recreation, a role I have held since April 2022. My journey with this department spans over fifteen years, during which I spearheaded the design and building of the nativestone playground at Riverfront Park and Vogel Schwartz Sculpture Garden and created the Little Rock Office of Outdoor Recreation. These years of design, planning, and service have deepened my understanding of our community’s needs and strengthened my commitment to enhancing our city’s parks and recreational facilities.
As an active board member of the National Recreation and Park Association (NRPA), the Arkansas Parks and Recreation Association (APRA), and the Arkansas Society of Landscape Architects (ASLA), I bring current, local and national standards to the parks and public facilities of Little Rock. I hold a Bachelor of Landscape Architecture from the University of Arkansas at Fayetteville and am a Registered Landscape Architect. Additionally, I am a Certified Parks and Recreation Professional (CPRP), Certified Playground Safety Inspector (CPSI), Arkansas Certified Nursery and Landscape Professional (ACNLP), and a Certified Intermediate Sawyer. These qualifications enable me to direct all facets of our department with health, safety, and welfare in mind.
As a native of Little Rock, I am deeply invested in the well-being and enrichment of our community. I live in midtown with my two young children, and together, we cherish the time spent exploring the natural beauty and recreational opportunities our city and state offer. Whether fishing, mountain biking, camping, or enjoying a day at the lake, these experiences fuel my passion for ensuring that all residents can access outstanding parks and outdoor activities. “My vision for Little Rock Parks and Recreation is to harness the potential of our rich history and diverse landscapes to enhance the quality of life for every resident of Little Rock. We aim to create a ‘City in a Park’ where everyone can experience joy, health, and connection in our shared green spaces.”
Sincerely,
Leland Couch Director, Little Rock Parks and Recreation
DEPARTMENT OF PARKS AND RECREATION LEADERSHIP
LELAND COUCH DIRECTOR
ANGELA NELSON
DEPUTY DIRECTOR OF ADMINISTRATION
JUSTIN DORSEY DEPUTY DIRECTOR OF OPERATIONS
SHAWANDA CRAIG DEPUTY DIRECTOR
OF RECREATION
GENEVA LAMM
EXECUTIVE DIRECTOR OF THE LITTLE ROCK MARATHON
KAREN SYKES
VOLUNTEER PROGRAMS COORDINATOR
BRITTANY NICHOLS
MEDIA & MARKETING COORDINATOR
DEPARTMENT DESCRIPTION
Little Rock Parks and Recreation is responsible for creating vibrant, innovative, and accessible recreational spaces for everyone in our community. Our Administration Division is the engine that keeps our department running smoothly, managing over 100 full-time employees and 200 seasonal staff. They ensure our financial health, answer inquiries, and keep operations efficient. This team supports all facets of our department’s extensive programming and maintenance.
Our Operations Division is the backbone of Little Rock Parks and Recreation. It is responsible for maintaining the beauty and functionality of our 6,000 acres of green space. This includes over 20 miles of scenic
trails, 42 playgrounds, and numerous other amenities. Urban Forestry & Horticulture, Design & Construction, and Maintenance & Safety teams work tirelessly to keep our parks inviting and safe. Whether planting trees, installing new playground equipment, or maintaining trails, this division ensures that our city parks and recreation facilities are well-kept and sustainable for future generations.
The Recreation Division, with a strong focus on inclusivity, brings life to our parks through diverse programming at our five community centers, multiple sports fields, ball courts, and the Jim Dailey Fitness and Aquatics Center. From youth sports and after-school programs to senior
activities and the renowned Little Rock Marathon, we offer opportunities for all ages and abilities. Additionally, we provide educational and cultural experiences through the MacArthur Museum of Arkansas Military History and the Vogel Schwartz Sculpture Garden, alongside
Therapeutic Recreation services for those with developmental disabilities. We aim to foster a culture of health, wellness, inclusion, and active living, making Little Rock truly “A City in a Park” where everyone feels welcome.
DEPARTMENT HIGHLIGHTS
Our team showed exceptional dedication and resilience during the Tornado Recovery. After the tornado hit Murray, Reservoir, and Rock Creek Parks, our Urban Forestry Division led immediate cleanup efforts. We are currently engaged in a comprehensive restoration process, which includes replanting trees, repairing damaged structures, and improving park infrastructure. With grant funding nearing $1 million, we are committed to restoring these parks to their full glory. Our staff’s collaboration and swift action underscore our commitment to maintaining and enhancing our green spaces.
We’ve made significant strides in community engagement and staff development. The Park Conservancy has become more active with public events and the Friends of the Park program. Our recent vital new hires, including a Parks Marketing and Social Media Coordinator, have already begun to make a significant
impact, enhancing our social media presence and outreach. By investing in our workforce, we are building a strong foundation for the future, ensuring that our department remains dynamic and responsive to the community’s needs.
Our noteworthy achievements, including a successful 2024 Little Rock Marathon, increased participation in our Therapeutic Recreation programs, and substantial facility improvements at Rebsamen Tennis Center and Golf Courses, are a testament to the strong partnership between our department and the community. With significant projects funded by bonds and grants and a strong focus on sustainability, we continue to enhance and maintain our parks, fostering a vibrant and connected community. As we look ahead, we remain dedicated to creating inclusive, safe, and beautiful spaces for all residents and visitors, recognizing the invaluable role of the community in our success.
OPPORTUNITY AREAS
Looking ahead, our department envisions numerous opportunities to further enhance and revitalize our parks. This year, we’ve collaborated closely with local architects and engineers, but it’s the invaluable input from our community that has truly shaped the comprehensive master plan updates for several key parks, including War Memorial, Murray, Rebsamen, and Hindman. These master plans have been meticulously designed to guide the thoughtful and sustainable development of our parks, ensuring they meet the evolving needs of our community while preserving their natural beauty and historical significance. The process involved extensive research, data analysis, and community input, making these plans a true reflection of our community’s needs and desires.
Community engagement has been and will continue to be at the heart of our planning process. We have held nine public meetings this year to gather feedback and understand neighborhood
priorities. This ongoing dialogue with residents is not just crucial, but it’s our promise as we refine and implement our master plans. We are committed to continuing these conversations, ensuring that our parks reflect the diverse interests and desires of those who use them. By actively involving the community, we can create spaces that truly enhance the quality of life in Little Rock.
As we move forward with these plans, the future holds exciting potential. Our focus on collaboration and community input will help us create parks that are not just functional and beautiful, but also inclusive and responsive to the needs of all residents. We are eager to build on the momentum of this year’s efforts, turning visionary plans into reality and continuing to make Little Rock a city that values and cherishes its green spaces. Together, we can shape parks as vibrant, welcoming recreation, relaxation, and connection places, enhancing the quality of life for all in our community.
KEY DATA
Increase in Community Center attendance
Of goal reached for pavilion rentals
EVALUATION
New followers on social media
2024 Performance Measures
What is the measure?
• Increase community utilization of City Park Pavilions by 25% in 2024.
• Goal for 2024 is 784 (Baseline for 2023 is 627)
What dataset(s) need to be measured to determine if the measure is being reached?
• Number of external reservations to date (reported monthly)
• ActiveNet “Reservation DOT Report” for date range, all reservation sites, “Pavilion” facility type + Forever A Rose Garden + Sculpture Garden
How will your department work to ensure the measure is reached?
• Track reservations monthly; promote rentals through digital & physical publishing; streamline rental process to optimize user experience
What is the measure?
• Increase participation and attendance in community centers by 10% in 2024.
What dataset(s) need to be measured to determine if the measure is being reached?
• Number of people entering the facility (tracked daily, reported monthly & quarterly)
• Community Center attendance sheets, ActiveNet Activity & Enrollment reports
How will your department work to ensure the measure is reached?
• Increase digital marketing and printed materials; offer more programs; improve website information and functionality; promote usage of facilities to other departments and partners
What is the measure?
• Increase community awareness of department offerings through digital publishing and grow our online following by 25% in 2024.
• Facebook page likes 2023 EOY = 9,800
• Instagram followers 2023 EOY = 27,70
• Total followers = 12,570
• Goal:
• Total followers = 15,713
What dataset(s) need to be measured to determine if the measure is being reached?
• Facebook page likes and Instagram Followers (reported monthly)
• Meta Business Suite – Insights, Results, Follows
How will your department work to ensure the measure is reached?
• Posting at least 5 times per week; creating a newsletter to promote our social media channels; inviting friends and influencers to like our page; sharing and responding to comments; including social media handle information on printed materials
A LETTER FROM THE DIRECTOR
My name is Brad Jordan, and I am the Interim Director of Planning & Development Department. I was born in Little Rock, and I attended the University of Arkansas at Little Rock where I received Bachelor of Arts Degrees in History and Psychology, and a Master of Arts in Public History.
I began my career in planning in 2011, as the Historic Preservation Coordinator for Capitol Zoning District Commission. In this position, I handled the day-to-day zoning requests and planned reviews for the agency. In 2013, I joined the Arkansas Historic Preservation Program as the Assistant Director of Main Street Arkansas. Here I traveled the state helping both small and large cities revitalize their downtowns through placedbased economic development. In 2015, I joined the executive staff at the City of Benton, and served as the Economic Development Director and then took over additional responsibilities as the Community Development Director in 2019. In 2022, I was hired as the Development Division Manager for the City of Little Rock’s Planning & Development Department.
It is my pleasure to serve the residents of Little Rock! If there is anything I, or anyone on our staff, can do to help, please let us know. Great customer service is our guiding principle.
Sincerely,
Brad Jordan Interim Director, Planning & Development Department
DEPARTMENT OF PLANNING AND DEVELOPMENT LEADERSHIP
BRAD JORDAN
INTERIM DIRECTOR / DEVELOPMENT DIVISION MANAGER
AMELIA GOLDMAN
ADMINISTRATIVE ASSISTANT
JEREMY GOSDIN PLANNING DIVISION MANAGER
GIS PROGRAMMER ANALYST
MONTE MOORE
DEVELOPMENT DIVISION ADMINISTRATOR
DEVELOPMENT SPECIALIST
CHARLES GIVENS
PAUL FIMPEL
ZONING & ENFORCEMENT ADMINISTRATOR
BUILDING CODES DIVISION MANAGER / BUILDING OFFICIAL
CHRISTOPHER SMITH, P.E.
ENGINEERING DIVISION MANAGER
BUILDING INSPECTION SUPERVISOR
ENVIRONMENTAL COMPLIANCE ENGINEER
DEPARTMENT DESCRIPTION
The Planning & Development Department consists of forty (40) employees in four (4) Divisions. The Department supports several Boards and Commissions, including the Planning Commission, the Board of Adjustment, the City Beautiful Commission, the Historic District Commission, the River Market Design Review Committee, and the Construction Board of Appeals.
The Building Codes Division issues construction-related permits and provides plan review and inspection services concerning building, plumbing, electrical, and mechanical construction in the city. The primary goal of the Division is to protect public health and safety through the administration and enforcement of these codes. Within the Building
Codes Division, there are six sections: Building Inspection, Electrical Inspection, Permitting, Plan Review, Plumbing & Gas Inspection, and Mechanical Inspection.
The Development Division reviews rezoning applications, subdivision plats, zoning interpretations, landscaping reviews, site plan reviews, and sign and zoning enforcement. This division provides the primary staff support for the Little Rock Planning Commission, Board of Adjustment, and City Beautiful Commission. The Division acts as a resource for developers, realtors, and other residents when presented with requests for current zoning, plat status, development standards, or statistical information. The Development Division helps to ensure compatibility of uses while
directing the placement of infrastructure and public services.
The Engineering Division is responsible for construction inspection , plan reviews, and enforcing City ordinances, standards, codes, manuals, regulations, and construction specifications for subdivision, commercial, office, and industrial developments within the City of Little Rock. The Engineering Division also reviews, inspects, and enforces for retaining walls, driveways, sidewalk, streets, stormwater drainage, and stormwater detention infrastructure for private development projects. The Engineering Division also oversees management and enforcement of the City of Little Rock National Pollutant Discharge Elimination System (NPDES) Stormwater Management and Floodplain Administration Programs
with coordination with the Public Works Department. Engineering Division staff also prepare summaries of review comments for the Planning Commission staff at Board and Commission meetings to provide information, answer questions, and review alternatives proposals.
The Planning Division is responsible for current and long-term planning efforts citywide, administration of historic preservation program, support of various planning-related boards and commissions, and geographics analysis and technical support to the city. Current planning, transportation planning, and neighborhood planning. The Planning Division staff responds to requests for statistics, graphics, and Geographic Information Systems (GIS) products.
DEPARTMENT HIGHLIGHTS
In the past 6 months, the team at Planning & Development have worked tirelessly for the residents of Little Rock, to streamline our processes and always provide current and accurate information to our constituents. We have recently completed a years-long effort to digitize all our zoning files. Now all past and present files can be accessed through city-based programs like Laserfiche and our online zoning maps.
Also, in the past 6 months, we have completed the process and passage of our Downtown Master Plan. We are currently working on our new Stormwater and Drainage Manual and our Master Transportation Plans, both of which should be complete by year’s end.
OPPORTUNITY AREAS
Over the next 6 months, our department will help guide a more cohesive process for enforcement of non-permitted ShortTerm Rentals. We plan to engage with the city’s Information Technology team to choose the best software in which to
track STRs in our city. This will provide a more comprehensive view of this type of use in our residential neighborhoods, and it will provide real-time information to assist with our enforcement efforts toward this end.
LONG-TERM PLANNING LONG-TERM GROWTH
KEY DATA
NEW CONSTRUCTION PERMITS
NEW DEMOLITION PERMITS
Residential Permits
Commercial Permits
REHAB, ALTERATION, ADDITION, OR UNSAFE PERMITS
Residential Permits
Commercial Permits
EVALUATION
The City of Little Rock Department of Planning and Development is responsible for guiding and managing the development and growth of the City. Our purpose is to create and implement plans and policies that promote sustainable development, enhance the quality of life for residents, ensure efficient use of resources, and balance economic, social, and environmental needs. This involves zoning, land use planning, transportation
planning, and the review of development proposals to ensure they align with the city’s long-term vision and goals.
This year we’ve had a change in leadership and we are establishing goals around the vision of our new Director. We’ll continue to track data related to the growth of our City and create goals that align with a new vision.
A LETTER FROM THE DIRECTOR
Hello, my name is Heath Helton, and it is an honor to serve as Chief of Police for the City of Little Rock, and I am proud to lead and support the dedicated members of the Little Rock Police Department. I grew up in southwest Little Rock, graduating from J.A. Fair High School in May 1991. In June 1996, I joined the Little Rock Police Department and rose through the ranks of police officer, detective, sergeant, and lieutenant working various patrol, investigative, tactical, training, and administrative assignments throughout the Department. I was promoted to the rank of Captain/Major in 2015 and his assignments included commands in the Training Division, Northwest Patrol Division, the Special Operations Division, and the Records, Support and Technology Division. In Assistant Chief in 2022, I was assigned as the Executive Bureau Commander. On December 22, 2022, I was sworn in by the Little Rock Mayor Frank Scott, Jr. as the 39th Chief of Police.
I am a graduate of the 268th Session of the FBI National Academy and 47th Session of the FBI National Executive Institute. I hold a bachelor’s degree in leadership from Central Baptist College and a master’s degree in criminal justice-public administration from Liberty University.
As Chief, I have implemented effective data-driven crime fighting initiatives, established the CPR (Communication, Professionalism, Relationships) model, focused heavily on community engagement, and ensured the on-going modernization of the Department’s technology. I am excited to serve the City of Little Rock and look forward to communicating and engaging with members of the public on a regular basis. I strive to promote a community policing style of leadership that stresses intelligent, partnershiporiented strategies involving community stakeholders, as well as various members of the criminal justice system.
PROTECTION & SERVICE
LITTLE ROCK POLICE DEPARTMENT LEADERSHIP
DEPARTMENT DESCRIPTION
The Little Rock Police Department serves the more than 200,000 residents of the capital city of Arkansas, with an authorized sworn strength of almost 600 officers and 100 civilians offering 24-hour emergency response.
In 2023, Little Rock police officers answered more than 160,000 calls for police service.
The Department is accredited by the Commission on Accreditation for Law Enforcement Agencies, which guarantees that the department meets the highest industry standards for the protection and service of the residents of our city.
DEPARTMENT HIGHLIGHTS
During the first six months of 2024, the Little Rock Police Department is proud to share a few department highlights. In March 2024, the department received their 9th award from the Commission of Accredited Law Enforcement Agencies (CALEA). This recognition is a testament to the department’s commitment to best practices in law enforcement and gold standard policies that clearly establishes it as a professional organization. Additionally, the department saw a 5% decrease in violent crime for the first half of 2024, with homicides down 23%.
The Community Response Team (CRT) received national recognition from the
U.S. Conference of Mayors Police Reform and Equitable Justice Grant Program. The department’s CRT initiative which, in less than four months this year, has been able to divert 328 emergency calls to responders specifically trained and equipped to deal with people who are possibly mentally ill, substance abusers, homeless, or otherwise in crisis.
The department’s Real Time Crime Center (RTCC) continues to be a proven game changer for the department in our efforts to address, solve, and prevent crime in our city.
OPPORTUNITY AREAS
The department needs to show improvement in telling our own story to the community via our various social media platforms. We need to continue our transparency efforts as well as building relationships and trust with the community. I would like to see continued efforts to decrease our violent and property crimes to levels lower than the end of 2023.
LRPD needs to do a better job or promoting our “Eyes on the Rock” initiative to get more community stakeholders and
residents to integrate or register their camera with the RTCC.
Continue to grow our youth engagement activities as well as programs to prevent violent crime committed by youth in our city. Additionally, grow our Community Response Team by adding additional officers and social workers to the team.
Lastly, increase our recruiting efforts to attract diverse individuals to the department that is reflective of the community we serve.
HIGHEST OFSTANDARDS
KEY DATA
1,605
Cameras registered with the Real Time Crime Center
87%
Sworn employment
1,636
Cameras integrated into the Real Time Crime Center
53% 5% 23% % % %
Homicide clearance rate
Reduction in violent crime
Reduction in homicides compared to first six months of 2023
EVALUATION
The primary goal of the Little Rock Police Department is to create a safe city. A place where people feel comfortable working, living, and visiting. To that end, the Little Rock Police Department has set two major goals. The first is to solve a minimum of 67% of the new homicides within a year and the second is to be at or above 95% of
our staffing capacity by year-end.
We are trending towards hitting our goals and as it stands, we’ve seen an overall reduction in violent crime by 5%. This is a huge win for the City of Little Rock.
A LETTER FROM THE DIRECTOR
Welcome to the City of Little Rock and the Public Works Department’s progress report. I am Jon Honeywell, the Director of the Public Works. I began working at the City Of Little Rock in April 2005 in the Civil Engineering Division as Civil Engineer III - Public Projects. I was promoted to Assistant Director of Public Works in March 2012, providing oversight for the Civil Engineering and Operations Divisions of Public Works. In November of 2013, I was promoted to Director of Public Works.
I graduated with a Bachelor of Science degree in Microbiology from the University of Arkansas in 1992 and earned a Bachelor of Science degree in Civil Engineering from the University of Arkansas in 1997. I am a Registered Professional Engineer in the state of Arkansas.
All of the staff of the Public Works Department are dedicated to serving the public in the best way possible in providing the street and drainage infrastructure, maintenance and services to everyone living in, working in and visiting our city.
Thank you,
Jon Honeywell P.E., Director Public Works Department JHoneywell@littlerock.gov
SUSTAINABILITY
DEPARTMENT OF PUBLIC WORKS LEADERSHIP
JON HONEYWELL, P.E. DIRECTOR OF PUBLIC WORKS
GRANT COX, P.E.
ASSISTANT DIRECTOR OF PUBLIC WORKS
TRAFFIC ENGINEERING MANAGER
SUE HULSEY / TAMMY FIMPEL
PUBLIC WORKS ADMINISTRATION
SOLID WASTE SERVICES MANAGER
BUILDING SERVICES MANAGER
CIVIL ENGINEERING MANAGER
LENNIE MASSANELLI
SUSTAINABILITY OFFICER
MANEESH KRISHNAN, P.E.
ASSISTANT DIRECTOR OF PUBLIC WORKS
PUBLIC WORKS OPERATIONS MANAGER
PARKING ENFORCEMENT COORDINATOR
DEPARTMENT DESCRIPTION
Public Works is responsible for maintaining and improving our City’s infrastructure, providing garbage collection and disposal services, maintaining the City’s traffic systems, cleaning our streets and drainage systems, maintaining City maps, leading the City’s sustainability efforts, providing parking enforcement and maintaining City-owned buildings and facilities.
The Department, including more than 375 employees, is divided into 5 main divisions:
• Civil Engineering
• Traffic Engineering
• Operations And Maintenance of Streets
• Solid Waste
• Building Services
DEPARTMENT HIGHLIGHTS
• Public Works received additional funding from Metroplan in the amount of $320,000 for the Jonesboro St. Children’s Trail project on March 20, 2024.
• The Civil Engineering Division recently launched a Public Projects Dashboard where residents can view past and current capital improvement projects.
• The Operations Division recently executed a concrete median maintenance contract.
• A grand reopening ceremony for the Green Station was held on February 5, 2024.
• Ground breaking of Southeast Trail was held on March 6, 2024.
OPPORTUNITY AREAS
• Operations Division is making efforts to reduce the backlog of ditch maintenance requests. The backlog is a result of additional cleanup efforts required due to recent events such as the 2023 tornado, winter storms, and rainstorms.
• Solid Waste Division is looking at ways to improve garbage route efficiencies.
INFRASTRUCTURE
KEY DATA
3,023
of pothole request tickets have been closed 98%
Tons of recycling collected. We are on pace to hit our recycling and sustainability goals for the year
of garbage pickup happened on time 93%
of pickups were reported as missed 2.5% %
4 days on average to respond to missed garbage pickups
EVALUATION
The City of Little Rock strives to be a City with improved sustainability practices and recycling efforts. This year, we hope to increase our recycling efforts across the City by 20%. To track this goal we’re measuring tonnage. As it stands we are on pace to hit our goal. Through 6 months we’ve had over 3,000 tons recycled.
To respond to resident requests better we are tracking data related to key concerns
our residents have. On average it takes us 4 days to respond to missed garbage pickups and we’ve closed out 98% of our pothole ticket requests. Tracking this information throughout the year will help us meet resident needs better in the future.
A LETTER FROM THE DIRECTOR
Hello, I am Susan Altrui. As the Director of the Little Rock Zoo, I am delighted to share the latest updates and achievements of one of Arkansas’s premier family attractions. Our Zoo is dedicated to fostering an appreciation of the natural world and ensuring excellence in guest experiences and animal care. Every day, our team works diligently to uphold the high standards set by the Association of Zoos and Aquariums and to steer the strategic vision for the Zoo Department.
At the Little Rock Zoo, we are committed to serving families first, and it is our privilege to serve the residents of Little Rock and all our guests. We strive to provide an exceptional experience in a safe, fun environment while inspiring people to value and conserve our natural world. This commitment is reflected in the hard work of our staff and the many initiatives we undertake.
661-7204
jdeavult@LittleRock.gov
661-7210 • tdawson@LittleRock.gov
661-7237 • dbean@LittleRock.gov
DEPARTMENT DESCRIPTION
The Little Rock Zoo has been a cherished treasure of our community since its modest beginnings almost a century ago. Today, the Zoo is home to over 400 animals representing more than 200 species, many of which are endangered. Our Zoo has evolved into one of the state’s premier educational and conservation resources, offering visitors a unique opportunity to connect with wildlife and learn about the importance of conservation.
Visitors can discover a world of adventure at the Little Rock Zoo. From the majesty of elephants and rhinos to the power and beauty of lions, tigers, and jaguars in our Big Cat Habitat, there is something for everyone. Enjoy the playful antics of the penguins, practice your territorial call with the siamangs, or venture into the
Reptile House to come face-to-fang with a venomous snake. Don’t miss the Arkansas Heritage Farm, where you can interact with a variety of animals up close.
With new exhibits, special events, and educational programs constantly being introduced, every visit offers something fresh and exciting. Take a break from the excitement and grab a bite at the café, unwind with a scenic ride on the train, visit the amphitheater for captivating animal presentations, or let the kids burn off some energy at one of our playgrounds. And don’t forget to take a spin on the historic Over-the-Jumps Carousel – the only one of its kind in the world! Before you head home, stop by the gift shop for unique souvenirs to remember your visit.
DEPARTMENT HIGHLIGHTS
Enhancing Access
In the last six months, the Little Rock Zoo has launched our Zoo for All program to increase access to the Zoo. This two-part program includes:
• SNAP Benefit/EBT Card Admission Program: Upon presenting an EBT card at the Zoo’s front gate, an individual will receive $2 admission for up to six guests along with $1 parking.
• Southern Bancorp Little Rock Community Days: A quarterly event where admission is only $2 for any resident of Little Rock. The event is held on a Saturday every three months, and parking is only $1.
Dynamic Programming
• GloWILD Event: The Zoo wrapped up its GloWILD event in January of 2024, hosting its most successful special event ever with 40,000 attendees. Sponsored by the Arkansas Zoological Foundation, this annual holiday event featured dozens of glowing animal lanterns and fun holiday attractions. Interactive features were also a family favorite, making GloWILD a premier holiday attraction for central Arkansas.
• Dragon Kingdom Show: Thanks to generous contributions from the Arkansas Zoological Foundation and the Laura P. Nichols Foundation, the Little Rock Zoo is hosting Dragon Kingdom from March through September of 2024. This dynamic show features 14 larger-than-life animatronic dragons spread out throughout Zoo grounds. A life-sized castle greets Zoo guests at the entrance to the show. Guests learn about mythical and real dragons and lizards through signage and live interpretation by education volunteers and docents.
• Solar Eclipse Event: On April 8, 2024, the Zoo hosted a successful solar eclipse event with more than 1,500 participants, most of whom came from out of state. This event was covered by several national and local news outlets and provided a unique way to view the eclipse.
Strengthening Conservation Initiatives
• Collared Lizard Breeding Program: The Zoo completed construction on a new brumation shed for its collared lizard breeding program. This new outdoor breeding facility allows the Zoo to hold up to 100 lizards for its partnered conservation breeding program for release in the Ozark glades.
• Recycling Initiatives: The Zoo successfully held two Little Rock Recycles Days in partnership with Keep Little Rock Beautiful and the Little Rock Sustainability Office. The Zoo saw hundreds of vehicles at both events where thousands of pounds of waste were recycled.
• Stormwater Management: The Zoo completed a stormwater drainage construction project to reduce runoff and provide more sustainability in its overall stormwater management.
Updating and Renovating the Zoo
• Komodo Dragon Habitat: The Zoo bid and contracted to hire Alessi Keys to construct a new Komodo dragon habitat in the reptile building. This new project renovates a large portion of an old WPA building.
• Front Entry Construction: The Zoo hired WD&D architects along with Alessi Keys as a contract construction manager through a public bid process to manage a large bond construction project at the Zoo’s front entry. Design documents are complete, and construction documents are underway.
Increasing Efficiency
• SSA Group Partnership: The SSA group officially took over the operation of the Zoo’s gift shop and café, investing more than $150,000 in capital into Zoo facilities. Wait times for meals in the café have decreased significantly, and both areas are producing better revenue results.
• Point of Sale System: The Zoo fully implemented a new point of sale software system, resulting in a more than 25% increase in membership sales from membership renewals sent via email through the POS program. This new system sends autoreminders to Zoo members asking them to renew their membership, resulting in higher membership sales.
OPPORTUNITY AREAS
Looking forward, the Little Rock Zoo has identified several opportunity areas to further our mission and enhance our impact:
• Economic Development: As one of Arkansas’s largest tourist attractions, further investment in the Zoo drives additional tourists to Little Rock.
• Expanded Access: Developing partnerships with additional sponsors can offer even more opportunities for reduced admission days.
• Education Outreach: Developing more and better partnerships with the Little Rock School District and other education partners to enhance conservation learning and bring the Zoo into classrooms.
• Dynamic Programming: Offering additional special events like Dragon Kingdom and GloWILD provides family fun and helps drive gate admission.
• Animal Care: Improving back-of-the-house inefficiencies in animal areas and the veterinary hospital to enhance animal care.
• Sustainability: Implementing additional sustainability initiatives to reduce energy consumption and improve other operations.
• Revenue Growth: Investing in additional targeted marketing opportunities to grow Zoo membership, sell group events, and increase attendance.
KEY DATA
299
Wellness checkups through 6/30/24
156,097
Gate admissions through 6/30/24
27,730
Member visits
8,468
Zoo for All admissions through 6/30/24
EVALUATION
Our progress this year has been remarkable, and we are proud to share some key metrics:
• Teen Program Volunteers: 595
• Adult Volunteers and Docents: 879
• ZooFari Camp Revenue: $76,000
• Education Outreach Programs Completed: 63
• Vehicles Participating in Little Rock Recycles Days: 418
• Pounds of Plastic Bags Recycled: 200
• Pounds of Glass Recycled: 2,000
• Pounds of Items Given to Goodwill: 3,200
• Lights for Lions Program: Recycled 1,130 pounds of holiday lights
• Gorillas on the Line Program: Recycled 106 devices
• Solar Eclipse Glasses: Collected 33,090 gently used solar eclipse glasses to be reused in other countries
• Admissions as of End of May: 133,367, up 15% over last year
• Zoo for All Admissions: Representing 5% of total Zoo admissions
• Membership Revenue: Up 22% over 2023
• Corporate Event Rentals: Up 30% over 2023
We look forward to continuing to serve the residents of Little Rock and all our visitors with excellence in conservation, education, and guest experiences. Your support and dedication to the Little Rock Zoo are invaluable, and we are excited about the future as we continue to grow and evolve.
