END OF YEAR REPORT 2024
FROM MAYOR FRANK SCOTT, JR.
Friends,
In the last year, we have focused our energy and efforts on generating real results for Little Rock residents through the essential services provided by our more than 2,500 City of Little Rock team members.
During 2024, we tracked those results through specific metrics and guideposts that reflect intentionality and purpose, hoping to provide residents with meaningful and important information about how their City government operates.
We are a data-driven City, but we do much more with data than just collect it. That data informs our decision-making process and serves as the foundational resource for our policies and priorities. This 2024 year-end edition of ROCKFolio is our data-led progress report that provides the framework for how we operate the City efficiently and effectively, while continuing to meet the needs of the community.
ROCKFolio is our report card. It allows us as city leaders to see where we have been and evaluate the areas where we need to improve. As a report card, it is another way to demonstrate accountability and transparency to the community we serve.
Please take the time to learn more about your City government and its departments in this look back on the data that supported our policy priorities in 2024. Our pledge to you is to build on our successes and find additional solutions where needed as we all work together to unite, grow and transform the City of Little Rock.
DEPARTMENT DESCRIPTION DEPARTMENT HIGHLIGHTS
• Summer Youth Employment Opportunity internships led to employment opportunities for participants. These metrics change daily as we survey employers for feedback and updates. To date, a total of 17 interns have been placed at worksites, consisting of 3 full-time and 14 part-time positions.
• The mission of Career Climb is to connect residents with meaningful career and apprenticeship pathways by prioritizing people-centered approaches, promoting innovative solutions, upholding professionalism, and delivering exceptional service that drives personal growth and community prosperity. The Career Climb Job Fair was held in June in partnership with Watershed and Junior Achievement of Arkansas. 520 residents attended the event, and 31 employers provided job opportunities.
• Summer Youth Employment Opportunity, in collaboration with 175 worksites, had 558 interns completed the six-week program designed to provide meaningful work experiences in a positive, productive work environment.
• During the 2024 Summer, the department’s School-Based Intervention Team launched the Youth Workforce Development Institute pilot program. A total of 24 students, ages 13 to 15, participated in the six-week initiative, which aimed to enhance awareness of diverse career options while offering development in professional life skills.
• The 3rd Annual Back to School Family Fun Fest, in partnership with the Minority Health Commission, took place on August 10, at the First Security Amphitheater. 37 vendors participated in the event, attracting more than 931 residents. Seven departments from the City of Little Rock supported the festivities, including the Little Rock Police Department, which provided 150 backpacks and supplies. In total, 700 backpacks were distributed.
• The first ReEntry Resource Fair was held in November. Attendance was estimated to be greater than 300.
• The Community Violence Intervention Reentry Team collaborated with the Pulaski County Courts to support the “Get Right with the Courts” initiative aimed at addressing issues related to fines, fees, child support, and court costs, and providing a pathway to driver’s license reinstatement for eligible individuals. The initial session supported 1737 residents. Due to the overwhelming response, an additional date was added to support 503 residents.
• The annual AnyONE Can Food Drive garnered community support with 1500 canned food items. All items were donated to Immerse Arkansas to support unsheltered youth.
OPPORTUNITY AREAS
• A well-prepared young workforce is essential for the economic growth and stability of the City of Little Rock. By equipping young people with the necessary skills and knowledge, they can contribute effectively to the economy, increasing productivity and innovation. With the expansion of SYEO to Career Climb, DCP is actively seeking partnerships with local businesses to provide employer-sponsored paid internship and apprenticeship opportunities for residents ages 16-30. These partnerships will also support our reentry population as well..
• Prioritize youth voice and leadership by providing platforms for young people to share their perspectives, contribute to decision-making processes, and actively participate in community improvement initiatives. By actively listening to and engaging with young people, DCP can ensure that programs are relevant, responsive, and truly meet the needs of the community.
KEY DATA
EVALUATION
COMMUNITY RESOURCES
Manager: Dr. Jacque Eaves
• Q1-Q3 Performance Measure: Increase SYEO intern program completions to 459 to 55, an increase of 20%.
• Data Measured: Completed applications, onboarding, orientation, job placements, and program completions.
• Status: COMPLETED: Reached target of 1000 applicants for the SYEO internship program. 657 interns were placed and 556 interns completed the six-week internship.
• Q4 Performance Measure: To increase the total number of worksites from 175 to 193 by the end of the 2024 fiscal year.
• Data Measured: Track the number of new worksite applications signed each month. Incorporate and use a CRM to log and categorize all outreach efforts and responses.
• Status: COMPLETED: After attending outreach events in the fourth quarter, the CWD Coordinator connected with local businesses for worksite consideration for 2025.
COMMUNITY VIOLENCE INTERVENTION
Manager: Marcus Montgomery
• Performance Measure: Increase the total number of enrichment events from 2023 by 50% by the end of the 2024 calendar year. 2023 Enrichment Event total is 43. The 2024 enrichment session total attendance was 135.
• Data Measured: Track the number of enrichment events the intervention team conducts each month. Use Outlook, sign-in sheets, QR codes, Apricot, and event forms to log and categorize all intervention efforts and responses.
• Status: COMPLETED: Moving forward the Intervention Team will discuss goals and resources aimed at reaching the level of Exceptional customer service during the 2025 school year.
PROGRAM DEVELOPMENT
Manager: Dr. Mark Perry
• Performance Measure: Increase in Positive Prevention Programs participant numbers by 25%.
• Data Measured: Positive Prevention Program participants enrolled in Apricot between January 1, 2024, and December 31, 2024.
• Status: COMPLETED: The number of participants in 2023 was 643. The goal for 2024 is 804 or an increase of 161 participants. The Data Coordinator worked with Positive Prevention Programs to clean the enrollment database to begin the participant count for PPPs in 2024. The number of Positive Prevention Program participants from January 1st, 2024, through December 31st, 2024, is 937. The increase in number of Positive Prevention Program participants at the end of December 2024 is 294 or approximately 46%.
OPERATIONS
Manager: Gwendolyn Trigleth-Jackson
• Performance Measure: To improve response and resolution timeframes by 15%.
• Data Measured: Amount of time utilized to respond to requests for services, information, and materials, in conjunction with the quality of the work.
• Status: ONGOING: Through targeted training and regular progress review meetings, we will proactively address identified deficiencies. To enhance operational resilience, the Operations Team will engage in cross-training initiatives, minimizing the impact of staff absences on work quality and efficiency.
DEPARTMENT DESCRIPTION
DEPARTMENT HIGHLIGHTS
• 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.
OPPORTUNITY AREAS
• A key opportunity area for the Department of Emergency Communications would be an increase in civic engagement through public education (engage with HOAs, POAs, Neighborhood Organizations, schools, etc).
KEY DATA
STAFFING DATA
• The Emergency Communications Department has an authorized personnel count of sixty-five (65). Of the sixty-five (65), there are fifty-eight (58) full-time positions filled, leaving a total of seven (7) vacancies in the department. Four (4) of the overall vacancies are in the Operations division. The department also has eight (8) part-time employees; this number is not included in the authorized count. Part-time employees are helpful during the peak hours of operations and can work all positions on the operations floor.
• The current new-hire academy began on December 16, 2024. This class has eleven (11) incumbents. The next new hire academy is scheduled to begin in April 2025, with an anticipating total of ten (10), affording the department the opportunity to expand and increase the number of staff members needed in the Operations division to properly serve a city of this population.
PERFORMANCE/CALL STATS
• The National Emergency Number Association (NENA) has established the national standard for call answer times, which is that 95% of all 9-1-1 calls should be answered within 20 seconds. Additionally, the table displays the percentage of calls that were “abandoned” as well as the total number of non-emergency calls that were received. Abandoned calls are calls that were not answered when 9-1-1 was dialed.
• The overall YTD average call answer percentage is 90.52%, yielding 4.48% from achieving the national average of 95%.
EVALUATION
For 2024, our two main focuses were on Staffing & Performance. Our goal for staffing was to get fully staffed in the Operations division, which is 48 positions. The year ended with 44 of those positions filled. Although we strive to achieve a vacancy rate of 0%, the year ended with a 9% vacancy rate. In Performance, the
goal is to meet the national standard of answering 95% of 9-1-1 calls within 20 sec. The year ended with 90.52% of 9-1-1 calls being answered within that time frame. Additionally, as we continue to improve the performance, we want to reduce the call abandonment rate. The goal is 10%; the year ended with 13.86%.
DEPARTMENT DESCRIPTION
DEPARTMENT HIGHLIGHTS
• Completed the FY23 Audit and received clean (unmodified) audit opinions and no findings, which shows that the City is effectively accounting for and tracking City funds as well as utilizing grant funds in accordance with grant requirements.
• Held the 4th Cohort of the Build Academy that culminated in a Pitch competition that included BUILD Academy and Emprende participants.
• Started the City’s Disparity Study to provide recommendations and insights on how the City can become better and more inclusive in its approach to bidding and awarding contracts
• Completed Implementation of the Bonfire Procurement platform to modernize the City’s approach to public procurement.
• Maintained the City’s AA/Aa1 ratings from S&P and Moody’s, which helps to keep borrowing costs low for the City.
• Completed the issuance of over $37 million in capital improvement bonds as part of the 2022 voter-approved millage program.
• Completed the FY24 Budget Book and received the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA)
• Received the GFOA award for Excellence in Financial Reporting for the 2022 Annual Comprehensive Financial Report (ACFR).
• Completed the City’s first Popular Annual Financial Report (PAFR), which condenses the ACFR down into a high-level overview of the City’s financial performance during the last year.
• Applied for 61 grants in 2024, which exceeds the 2023 number by 17.
• The City of Little Rock obligated all $37.7 million dollars of its received allocation from the State and Local Fiscal Recovery Funds (SLFRF) program funding authorized by the American Rescue Plan Act (ARPA) by 12/31/2024.
• The Procurement Team hosted a successful Vendor Expo in October, showcasing the talents of BUILD and Emprende graduates. This event connected local businesses with city buyers and other government agencies, fostering valuable partnerships and expanding opportunities for growth.
OPPORTUNITY AREAS
• Continue to increase financial transparency by ensuring monthly financial reports are completed timely and are presented in a manner that is understandable for residents.
• Improvement in the accounts payable process to ensure that are vendors are timely paid for services and goods provided to the City.
• Increased community and resident engagement as part of the development of the 2026 annual operating budget.
• Completion of the annual audit by June 30, 2025
• Complete, present and then implement recommendations from the disparity study.
• Grant Applications, awards and the amount of the awards
• Monitoring and Reporting of the City’s State and Local Fiscal Recovery Funds (SLFRF) program funding authorized by the American Rescue Plan Act (ARPA)
• Minority Spending as well as responses to bid opportunities
KEY DATA EVALUATION
• The Grants team successfully met its goal of increasing grant applications from 44 in 2023 to 61 in 2024 which is a 38.64% increase and above the 20% increase goal.
• The City’s State and Local Fiscal Recovery Funds (SLFRF) program funding is 100% obligated by 12/31/2024. As of 12/31/2024, the City had expended $32,832,047.72 of it’s allocated funds.
• 2024 year-to-date minority spend is 18.02% which is below the goal 30%. Overall minority spend totaled $23.1 million which is an increase from the $14.1 million in 2023. This is an increase of 63.51%. Total minority spend increased from 14.27% of discretionary spending (non-required or personnel related spending) in 2023 to 18.02% in 2024 an increase of 26.28%.
DEPARTMENT DESCRIPTION
DEPARTMENT HIGHLIGHTS
The Little Rock Fire Dept conducted two recruit classes in 2024 with the second class to graduate in March of 2025. The Department also received two new apparatuses, one engine unit and one aerial ladder truck in 2024. The new engine(E-18) is now assigned to Fire Station 18 (Mabelvale West) with the Aerial Ladder truck (T-11) assigned to Fire Station 11(University). Both apparatuses
will provide enhance responses to the growing communities located in Southwest Little Rock.
Additionally, the Little Rock Fire Dept received its first Baby Box (Safe Haven) in May of 2024 at Central Fire Station. The Baby Box gives parents a safe place to surrender their newborns, as a last resort, in a crisis situation.
The Little Rock Fire Department will continue to engage the community we proudly serve through our full-time Community Outreach specialist, with the goal of 12 community programs for 2025.
OPPORTUNITY AREAS COMMUNITY
The Little Rock Fire Department works to continue the reduction of false alarms by 10% and implement our business inspection program in the 1st quarter of 2025.
KEY DATA
Key areas of data collected include false alarms data, unit response compliance times data, and unit incident response data.
NUMBER OF TOTAL FIRE CALLS
• 2024 Results: The Little Rock Fire Department had an increase in Fires Calls for 2024.
Total Fire Calls increased from 1,472 calls for the calendar year 2023 to 1,730 fire calls for 2024, an increase of 17.5 %
STRUCTURE FIRE REPORT
• 2024 Results: The Little Rock Fire Department responded to 703 structure Fires for 2024 compared to 654 structure fires for 2023, an increase of 7.5%.
EVALUATION
• Measure: Maintain accredited status by responding to 90% of EMT calls within 6:20 seconds.
• 2024 Results: For 2024, the Little Rock Fire Department fell short of meeting its 6:20 response time objective for 90% of its total EMS calls. With a total of 21,163 EMS calls in the City of Little Rock, the response objective was achieved 74.7 % of its total EMS responses.
• Measure: Maintained accredited status by responding to 90% Fire Calls within 8:00 minutes.
• 2024 Results: For 2024, the Little Rock Fire Department achieved its 8 minutes response time objective for 90% of its totals Fire Calls. With a total of 1,668 fire calls in the City of Little Rock, the response objective was met 92% of its total fire responses for 2024..
• Measure: Reduce False Alarm Calls by 10% for years 2023 and 2024.
• 2024 Results: For 2024, the Little Rock Fire Department fell short of its 10% reduction in False Fire Alarms within the City of Little Rock. The year-end total for 2024 remained unchanged at 4,835 false fire alarms calls compared to 2023.
• Measure: Conduct 12 Community Fire Engagement Events for 2024.
• 2024 Results: The Little Rock Fire Department conducted 7 community events out of the 12 desired for 2024. However, the Department attended 250 other events that included educational programs at schools, birthday parties, daycares, other community events hosted by local churches and businesses, all within the City of Little Rock. In addition to the total events the Little Rock Fire Department attended, 115 smoke detectors were installed in residential homes throughout City.
DEPARTMENT DESCRIPTION
DEPARTMENT HIGHLIGHTS
• Fleet Services was selected as one of the 2024 “100 Best Fleets in North, Central & South America.” This contest serves as a benchmark for outstanding practices in fleet management and recognizes the most efficient fleet operations.
• Fleet laid the groundwork for the installation of the first Level-3 EV Charging Station at the City’s 6th Street fueling station. We attained a grant to offset part of the cost as we continue our sustainability efforts.
• We broke ground to install a fully automated heavy-equipment washing and cleaning facility at the City’s Landfill facility.
• Fleet focused on re-marketing our retired vehicles and equipment in 2024 to a worldwide group of online bidders. By repurposing these assets to new owners, this has allowed them not to be disposed of in landfills or dumps around the area. Some of our re-marketed trucks have been used for clean-up efforts after the devastation of Hurricane Helene in the southeast. Other sold-off assets are being used in underdeveloped countries to help build roads and housing.
• Fleet worked with the Public Works Solid Waste Collections Department to produce the first formal waste equipment replacement plan that resulted in the City funding seven (7) replacement Side Loaders this year.
OPPORTUNITY AREAS
The Department of Fleet Services will continue to work towards achieving the goals that contribute to the City’s overall mission and core values.
KEY DATA
of Maintenance Tickets that came in from January 2024 to December 2024 have been completed. 99%
of cars brought into the impound to registered owner have been returned 80%
EVALUATION
• In Fleet’s efforts to promote sustainability, we continued to build out the Electric Vehicle infrastructure. We currently have 17 Level-2 EV charging stations installed at various key City locations. This accomplishment will help to accelerate the transition and adoption of electric vehicles.
• We replaced over 50 6-cylinder or 8-cylinder vehicles with 3-cylinder or 4-cylinder vehicles, which not only enhanced sustainability but also saved significantly on fuel costs.
DEPARTMENT DESCRIPTION
DEPARTMENT HIGHLIGHTS
In 2024, we held two Residents Academy’s. This program is for Little Rock residents who are interested in learning more about how the Housing Code Enforcement Division is organized and how we operate. Participants attended a five-week training course to learn about our operations.
Our Community Development Division assisted and developed 190 housing units through affordable housing efforts
including down payment assistance, new construction, tenant based rental assistance and acquisition of land. Increasing the supply of housing is a cornerstone of our Community Development Division. There is about 25,000 housing unit shortage in Little Rock. This project alleviates housing supply constraints
IMPACTFUL MOMENTS
• Our Animal Services Division removed 4,416 animals from city streets and unsafe environments, as compared to 3,758 animals in 2023.
• Resident Impact: Removing stray animals helps improve the overall cleanliness and appearance of Little Rock, which benefits residents’ quality of life.
• In 2024, we completed our intake expansion at the Little Rock Animal Village.
• Removed unsafe structures that pose a health and safety risk to the surrounding community - successfully removed 142 structures.
• Resident Impact: Unsafe structures can pose serious risks to residents. The overall safety of the neighborhood improves, reducing the likelihood of accidents or injuries.
• Assisted twenty-six (26) first-time homebuyers with down payment assistance –
• Resident Impact: Down payment assistance helps to bridge this gap by providing the funds needed to cover all or part of the required down payment, making it easier for people to purchase homes.
• Established EProperty Plus, which is a software to streamline property marketing and disposition.
• Resident Impact: Users will easily be able to locate land bank property. This streamlines the process for investors purchasing property and creating affordable housing in the City of Little Rock.
• Held four (4) unsheltered fairs in 2024. We engaged with our homeless residents and provided an array of services, including meals services, medical services, and health services.
• Our Community Development Division assisted and developed 190 housing units through affordable housing efforts including down payment assistance, new construction, tenant based rental assistance and acquisition of land.
• Resident Impact: Providing a suitable living environment entails improving the safety and livability of neighborhoods, increasing access to quality facilities and services, and reducing the isolation of income groups within an area through the integration of low-income housing opportunities.
OPPORTUNITY AREAS
The Department of Housing and Neighborhood Programs can improve by becoming more digital. We are currently working with our IT department to digitalize the booking calendar for the Willie Hinton Neighborhood Resource Center.
Currently, our Land Bank has challenges in resolving legal barriers like quiet titles and delays. With the growing demand for affordable housing, we want to alleviate
those hurdles. The City of Little Rock applied for the Bloomberg Grant in which we proposed to use AI-powered tools that will analyze Land Bank inventories to identify viable properties, prioritize quiet title resolutions, and streamline internal coordination. Residents will see faster development timelines, increased affordable housing availability, and reduced taxpayer expenses.
KEY DATA
of funding allocated for 2024 was spent accordingly 100% 47 132 Rehab projects completed Unsafe and vacant structures removed
All metrics for 2024 were successfully achieived.
DEPARTMENT DESCRIPTION
DEPARTMENT HIGHLIGHTS
The Human Resources Department has shifted its focus to helping the City grow effectively, run efficiently, and deliver services to residents expeditiously. The following highlights are a result of this renewed sense of focus:
• After a five-year journey, the Risk Management Division implemented an on-site physical therapy clinic for first responders. This is one of only a handful of programs throughout the country.
• The Benefits Division completely restructured the employee benefits landing webpage. Employees can instantly access most documents needed to utilize benefit offerings. The team introduced several new voluntary benefits for employees including Medical Transportation Insurance, Simple Will, and a High Deductible Health Plan. The Benefits Division transitioned to a new provider for COBRA and retiree benefits effective January 1, 2025. This decision was made to improve service and communication.
• The Benefits Division has adopted a more hands-on approach with other departments by conducting in-person open enrollment group sessions and being actively present during the delivery of benefits statements. This approach allows us to address immediate questions or concerns effectively. This increased in-person engagement has played a key role in fostering a stronger and more positive relationship between Human Resources and employees.
• The Health & Wellness Division actively engaged the Wellness Champions to become more proactive and involved in the wellness initiatives. Wellness Champions were present at all 2024 events to share information with employees and educate them on what is available to them.
• The Health & Wellness Division provided its first on-site dental clinic to Public Works employees. The intention is to provide more of this type of on-site care in 2025.
• The Classification & Compensation Division conducted a city-wide classification and compensation study. This study is designed to optimize the organizational structures and establish equitable and competitive compensation for all employees.
• The Civil Service Testing & Promotion Division collaborated with Police and Fire departments in the development of a promotional process calendar to ensure the departments have promotional lists ready in 2025 before lists expire, thus reducing overtime and acting pay.
• The Employment Services Division collaborated with hiring managers to improve workforce planning. To attract top talent, it expanded talent sourcing strategies, utilizing a range of channels such as social media, industry-specific websites, and employee referrals. The division also focused on building a strong talent pool through networking, engaging with candidates, and attending job fairs. It strengthened our talent pipeline through internship and apprenticeship programs, ensuring future workforce development.
• The Employment Services Division partnered with the Information Technology Department to enhance the Applicant Tracking System (ATS) by integrating parts of it with the Enterprise Resource Planning (ERP) system. This ongoing optimization aims to improve recruitment workflows, increase data accuracy, and enhance overall efficiency in the hiring process.
• The Employment Services Division continued its efforts to reduce the time it takes to fill advertised positions. In 2024, it reduced the total time to hire by 16% compared to 2023. This was achieved through more efficient recruitment processes, greater collaboration among stakeholders, and faster offer and onboarding procedures. These improvements helped streamline the hiring process and reduce delays.
• During the third quarter of 2024, the Labor & Employee Relations Division began developing a Human Resources Business Partner model to increase collaboration
with departments. This change is on schedule to reach completion by July 2025 and will streamline decision-making across departments. This model is used in other progressive cities (e.g., Chicago, Houston, Philadelphia) and has yielded positive results in culture and performance.
• The Labor & Employee Relations Division partnered with the Learning & Performance Division to develop and implement Anti-Discrimination and Harassment Training for department directors, management, supervisors, and employees.
• The Learning & Performance Division updated new employee orientation to focus on the City’s mission and core values. It also added a biweekly part-time orientation to shorten the onboarding timeframe for part-time employees. The Division improved the employee experience by piloting a program with 911 in partnership with Bloomberg Harvard to reduce turnover. This program was expanded later in the year to all City departments.
• The Learning & Performance Division partnered with Bloomberg Harvard to reimagine the performance evaluation process. The new performance management tools include an individual development plan to help City employees identify professional development needs. We have delivered impactful training on topics such as Harassment & Discrimination Awareness, Effective Communication, and Team Engagement & Motivation.
OPPORTUNITY AREAS
The Department of Human Resources identified the following areas as opportunities for improvement during the fiscal year 2025:
• The Human Resources Department has an opportunity to co-create an Employee Value Proposition in partnership with Marketing & Communications and all City departments. This will effectively market the City as an employer of choice while also reminding current employees of the aspects that make the City a great place to work.
• The Benefits Division can enhance the employee experience across all stages of the employee lifecycle to include providing manager toolkits, benefits, and worker’s
compensation information to employees through microlearning experiences and bite-sized communications.
• All Human Resources Divisions have an opportunity to improve communication with employees, with targeted effort toward employees who do not have access to email.
• The city-wide classification and compensation study is currently being analyzed and transformed into actionable plans, dependent on budget availability.
• The Civil Service Testing & Promotion Division is collaborating with the Little Rock Police Department to streamline police officer testing and recruitment. Human Resources will absorb quarterly written test administration and a portion of applicant contact. This shift will enable training staff to process backgrounds at a faster rate and increase the number of recruit schools with the goal of police officer vacancy reduction.
• The Employment Services Division is utilizing the current Applicant Tracking System to implement an electronic/paperless offboarding system, thus streamlining the process and increasing exit interview data. There will be no cost incurred by the City and a decrease in the administrative burden once the process is fully implemented.
• Labor & Employee Relations Division will collaborate with Department stakeholders to ensure that all understand the value of the Human Resources Business Partner model for improving culture and the overall employee experience.
• The Learning & Performance Division identified an opportunity to update exit interview questions to better understand and address turnover within the organization and provide meaningful feedback. This will allow City leadership to better understand and reduce turnover. It has improved technology functions to provide better output and more meaningful data. It has also identified an opportunity to continue the development and facilitation of supervisory training with a focus on first-time supervisor knowledge, skills, and abilities.
KEY DATA
• 1,296 employees hired (28% increase compared to 2023)
• 90 days average time to fill positions (16% decrease compared to 2023)
• 1,514 employees have completed and turned in a wellness exam form (11% increase from 2023).
• 650 employees completed the Cigna Health Assessment (40% increase from 2023)
• 985 employees completed an on-site health screening (12% increase from 2023)
• Our goal was to enroll 175 employees in the Omada Health program. We surpassed our goal by enrolling 280.
• Our goal was to enroll 70% of members with MyCigna.com. We finished the year with 75% enrollment.
• 89 employees completed an OB-GYN screening (3% increase from 2023).
• 54 employees completed a Cervical Cancer screening (15% increase from 2023).
• Benefits Division processed 1,130 employee terminations in 2024 (48% increase from 2023).
• 227% increase in the heart attack risk assessment compared to 2023 (200 employees total).
• The Learning & Performance Division piloted an onboarding program in partnership with Bloomberg Harvard for Emergency Communications resulting in the following:
• Reduced turnover of employees during 6-month probation from 22% to less than 1%
• Reduced time new hires spent in Emergency Communications Academy to 1 week, resulting in faster transition to the floor
• Reduced department vacancy rate from 33% as of 12/31/23 to 9% as of 12/31/24
• The Learning & Performance Division’s programs helped increased aggregate City retention of full-time non-uniform employees during the 6-month probationary period from 69% in the second quarter of 2024 to 81% as of 12/31/24.
• The Learning & Performance Division developed and facilitated supervisory training sessions for 55 attendees with an average quality rating of 4.5 out of 5. The Division also developed and facilitated Harassment & Discrimination training for 490 City employees.
• Since the creation of the Civil Service Testing & Promotion Division in June 2024, the City has hired an additional 34 police recruits and 15 firefighters. In 2024, we promoted 33 fire personnel. The chart below shows hiring trends across police and fire ranks. Creating the Civil Service Testing & Promotion Division has significantly reduced the amount of time Police and Fire departments function without a certified list.
EVALUATION
• The Benefits, Health & Wellness Division met or exceeded all its goals in 2024. This was accomplished through strategic planning, identifying the outcomes they wanted to achieve, and dedicating resources to accomplish them. The team tracked progress throughout the year, and this helped identify iterative changes that were necessary to achieve success.
• Collaboration with department directors has been essential to the Classification & Compensation Division’s successful progress toward completion of the compensation study. The team worked closely with Finance to review salary adjustment options and determine what may be feasible in current and future fiscal years. This partnership identified other opportunities to communicate effectively with department stakeholders.
• The Civil Service Testing & Promotion Division partnered closely with Fire and Police Chiefs to identify the ranks that needed to be prioritized in the testing and promotion calendar. They also provided a reading list for the workforce to utilize in preparation for future assessments. The calendar enables staff to prevent conflicts between assessment windows and vacation plans.
• The Employment Services Division prioritized improving the candidate experience. They have taken a customized approach to partnering with departments, identifying areas where dedicated service is needed, and training managers to take ownership of their responsibility in the hiring process. This partnership has shifted the candidate experience from one that was task-driven to one that is relationship-driven. The Division redefined its partnership with Information Technology, and this has been critical in improving the integration and functionality of software systems.
• The Learning & Performance Division partnered with Bloomberg Harvard and City departments to improve performance, onboarding, and training offerings. The team conducted surveys and listening sessions to ensure solutions delivered stakeholder value.
DEPARTMENT DESCRIPTION
DEPARTMENT HIGHLIGHTS
• M365 Implementation: The Information Technology (LRIT) department completed the deployment of Microsoft 365 (M365) to all licensed City employees, providing integrated cloud-based features that improve productivity and communication.
• Mentorship: During the 2024 school year, LRIT completed another successful mentorship program with 10 students from the Little Rock School District. This mentorship extended a firsthand view of various technologies and a potential pipeline for future City of Little Rock employees. One of the students that participated in the Mentorship program was hired as an intern during the Summer of 2024.
• Rave Implementation: The Rave Alert system has been implemented and provides instantaneous communications citywide to include citizens, specific communities, or institutions for emergency or non-emergency events.
• Helpdesk Implementation: A new Helpdesk ticketing system and call center software has been implemented to improve tracking and reporting for information technology-related service requests and incidents. This will help resolve any information technology-related challenges/issues that will hinder any departmental employee from fulfilling a citizen’s request and/or inquiry, thus increasing customer satisfaction.
• Eyes on the Rock: LRIT continues to add cameras at registered locations to support the “Eyes on the Rock” public safety initiative to help increase safety across the city.
• Homeless Shelter – Website: The Homeless Shelter website is currently in development, which will provide all shelter agencies with the ability to continuously update the system with the number of beds available for servicing the unsheltered.
• Police Records Management System (RMS): The Police Records Management System (RMS) system has been deployed to all Police patrol units. The RMS reporting system shortens the time it takes to complete incidents and makes reports available to the citizens and insurance companies sooner. The Police RMS system also includes a victim notification feature that issues notifications to the victim whenever there is an update to an existing case.
• Fire Records Management System (RMS) - First Due: The First Due incident reporting system has been implemented to increase efficiencies within the Fire department by linking vital information needed for incident response. The First Due system provides more efficient incident reporting and makes reports available to citizens and insurance companies sooner.
• Permitting System Portal: Now online and available to residents to use for payment and processing of permits.
• Network Upgrades – City Hall: Network infrastructure upgrades have been completed for the 2nd-floor City Hall offices, including the recently renovated Boardroom. The Boardroom received additional equipment and software to allow for hosting remote/ virtual meetings, which allows virtual two-way conversations between remote and Boardroom participants.
OPPORTUNITY AREAS
• Improving the user experience by soliciting and responding to user feedback, evaluating and improving internal processes, and deploying technologies that enhance customer service while still responding to productivity and functionality needs of the City.
KEY DATA
Uptime for critical systems in the City of Little Rock 99%
Close rate for Helpdesk tickets
0Helpdesk tickets over 90 days old at time of closure
EVALUATION
• The implementation of Microsoft 365 has been completed and deployed to City staff.
• Over 95% of City mobile devices are enrolled in Lookout.
• 0% Helpdesk tickets over 90 days old.
• More than 10 students at the Little Rock School District were mentored.
DEPARTMENT DESCRIPTION
DEPARTMENT HIGHLIGHTS
In 2024, Little Rock Parks and Recreation achieved several milestones that positively impacted residents and strengthened community engagement:
• Community Engagement and Events: Hosted impactful community meetings, including the Hindman Park Community Meeting Series, the Allsopp Trail Project meeting, and the Reservoir Park tornado recovery update, allowing residents to shape park improvements. Events like National Public Lands Day plus adoption programs, and “Squatch Til You Drop” 5K, fostered community involvement and environmental stewardship.
• Facility Improvements: Successfully reopened the Jim Dailey Fitness & Aquatic Center indoor pool after 18 months of renovations, significantly enhancing fitness and wellness opportunities.
• Pavilion Utilization Growth: Increased pavilion rentals by 25.58%, exceeding the goal and creating more opportunities for families and organizations to enjoy park spaces.
• Social Media and Digital Growth: Achieved a 17.64% increase in social media followers through timely, engaging content and improved digital outreach, connecting more residents with information on programs and events on the updated website.
• Program Expansion: Innovative programming at Dunbar and Southwest Community Centers led to 50% and 20% attendance increases, respectively, by aligning programs with community needs.
OPPORTUNITY AREAS
In 2024, Little Rock Parks and Recreation achieved several milestones that positively impacted residents and strengthened community engagement:
• Facility Access and Renovations: With renovations underway at East Little Rock, Stephens, and The Centre at University Park, prioritizing timely project completion and clear communication will be critical. Once these spaces reopen, we will focus on robust programming to drive participation.
• Digital Engagement: Although social media growth was strong, we fell short of the 25% target. In 2025, we will expand content strategies, leverage new media and platforms, and increase video-based storytelling to better engage residents.
• Data-Driven Decision Making: Continuing to refine data collection methods will improve program evaluation and resource allocation, ensuring we meet community needs effectively.
• Pavilion and Facility Promotion: Building on the growth in pavilion rentals, we will further simplify the reservation process and promote new amenities to sustain and grow facility use.
KEY DATA
• Community Center Attendance: Tracked monthly attendance at seven community centers, with highlights including a 50% increase at Dunbar and a 20% increase at Southwest.
Increase in attendance at Dunbar Community Center 50%
Increase in attendance at Southwest Community Center 20%
17.6%
Growth in social media followers. Facebook and Instagram metrics were tracked monthly via Meta Business Suite.
Increase in pavilion rentals. Monitored through Reservation Software 25.6%
• Program Participation: Recorded through attendance sheets and ActiveNet, capturing engagement in new and existing programs.
• Event Participation: Collected data on community meeting attendance and event participation to measure outreach effectiveness.
EVALUATION
• Increase Community Center Attendance by 10%: Not fully met. Overall attendance decreased by 2.5%, mainly due to facility closures and renovations. However, targeted efforts led to significant growth at Dunbar (+50%), Southwest (+20%), and West Central (+12%).
• Increase Social Media Following by 25%: Partially met. Achieved a 17.64% increase in followers, reflecting strong progress but falling short of the goal.
• Increase Pavilion Utilization by 25%: Achieved and exceeded. Pavilion rentals grew by 25.58%, meeting the goal due to streamlined booking processes and better promotion.
While not all goals were fully met, the department made substantial progress and laid the foundation for continued success in 2025.
DEPARTMENT DESCRIPTION DEPARTMENT HIGHLIGHTS
While not all goals were fully met, the department made substantial progress and laid the foundation for continued success in 2025.
• MacArthur Park Design Guidelines: The department and the Historic District Commission successfully initiated and adopted a comprehensive update to the MacArthur Park Design Guidelines, enhancing the effectiveness of the guidelines as both a regulatory and educational resource for property improvements and new development in the local ordinance district. The design guidelines were composed by The Lakota Group and the project was funded by the City of Little Rock with assistance from the Historic Preservation Fund, which is administered by the National Park Service, Department of the Interior, and the Arkansas Historic Preservation Program, an agency of the Division of Arkansas Heritage through a Certified Local Government (“CLG”) grant awarded in February 2023.
• Launched an Award-Winning Interactive Viewer: The department was awarded Preserve Arkansas’s Outstanding Service in Neighborhood Preservation Award for the MacArthur Park Local Historic District Viewer. This digital tool uses GIS technology as an ArcOnline Instant App to bring together the past and present
for the future development of Little Rock’s locally designated historic district. The app offers a comprehensive repository of both current and historical data for 378 sites—existing and lost—enhancing user education, assisting regulatory compliance, supporting research, and fostering personal engagement and connection with built heritage. The app also provides information on active Certificate of Appropriateness applications and case files for residents to stay up to date on projects within the district.
• https://littlerock.maps.arcgis.com/apps/instant/sidebar/index. html?appid=b0b65ae0cfa3487297a35cef6be7884f
• Created a Historic Preservation Active Projects Viewer and StoryMaps: The department created an interactive viewer providing up-to-date information on citymanaged preservation projects citywide and created ArcOnline StoryMaps for each project.
• https://littlerock.maps.arcgis.com/apps/instant/sidebar/index. html?appid=2957c55136da43e497786b407a6d4b73
• Hillcrest Historic District Resurvey Project Phase 3 & 4: The department and the Historic District Commission completed phase 3 of the five-phase, multi-year Hillcrest Historic District Resurvey Project, secured funding for and began fieldwork for phase 4, and applied for funding of phase 5, the final phase. From 2020 to 2024, 1,471 parcels within the Hillcrest Historic District have been inventoried and assessed for historic and architectural significance.
• National Register Nomination Update for the Dunbar School Site: The department, in partnership with the Little Rock School District, the Historic Dunbar Neighborhood Association, and the Quapaw Quarter Association, received an Underrepresented Communities grant from the National Park Service to support efforts to obtain national significance in the National Register of Historic Places for the Dunbar school site. This grant funds the research, preparation, and submission of a new nomination for the Dunbar School Historic Site in support of national significance. The grant activity will take place over the next two years. Fieldwork and archival research are now underway.
• Inspection Efficiency: The department achieved a 95.75% on-time inspection rate for residential properties, exceeding the goal of 95%. While we narrowly missed our 95% goal for commercial properties (achieving 94.76%), this still represents a high level of service efficiency.
• Adoption of the Downtown Little Rock Master Plan: The department, in collaboration with the Downtown Little Rock Partnership, managed and adopted a nine-month long planning effort to create strategic goals and actions to guide the growth and development of the city’s urban core over the next two decades. Strategies focus on key areas such as development and urban design, streets and mobility, infrastructure and transportation, and parks and open space. The plan was led by a diverse team of international experts and local knowledge leaders, including Sasaki, S.B. Friedman, Walker Consultants, AMR Architects, and Crystal Colleen Mercer Watson.
OPPORTUNITY AREAS
In 2025, the department aims to improve in the following areas:
• Expanding GIS Use Across the City: While not solely a Planning & Development initiative, the department is actively working to increase GIS integration, particularly for field operations. By equipping more city departments with GIS tools, the city can enhance data collection and analysis, leading to better decision-making and more responsive city services.
• ESRI Enterprise & Advantage Agreement: We are pursuing an ESRI Enterprise and Advantage Program Agreement to provide more advanced GIS capabilities and enhanced capacity. This will improve data accessibility, mapping, and analytics for multiple departments, ultimately benefiting residents through improved city planning, infrastructure management, and service delivery.
• Inspection Goals for Commercial Properties: We are refining our processes to ensure we meet or exceed the 95% on-time inspection rate for commercial properties in 2025.
KEY DATA
• Inspection Data: Includes scheduling and completion rates for residential and commercial properties.
• GIS Base Data Maintenance: We manage critical datasets such as:
• City boundary updates
• Street changes (new streets and abandonments)
• New buildings and demolitions
• Zoning and future land use
• Development permits
• Historic sites and districts
• Annexations and subdivisions
EVALUATION
• We successfully met our 95% goal for residential inspections with a 95.75% completion rate.
• While we fell slightly short on commercial inspections (94.76%), we are implementing improvements to close this gap in 2025.
• Our award-winning MacArthur Park Local Historic District Viewer and the adoption of the MacArthur Park Design Guidelines demonstrate our commitment to improving community planning tools and preservation policies.
DEPARTMENT DESCRIPTION
DEPARTMENT HIGHLIGHTS
• Homicides down 42% when compared to the data of 2023
• Overall violent crime down 6%
• Overall property crime down 4%
• No officer involved shootings in 2024
• Data driven and evidence-based focus on crime
• This allows the department to deploy resources strategically rather than flooding entire neighborhoods with officers.
• The department hopes to continue its decreases in property and violent crimes, as well
• as overall crime.
• Promoting our various youth programs (i.e. Saving our Sons [SOS], Girls Empowering &
• Mentoring Sisterhood [GEMS], Explorers, and Cadets)
• Continue to enhance public trust and transparency
• Community collaboration
OPPORTUNITY AREAS SAFETY
DEPARTMENT DESCRIPTION
DEPARTMENT HIGHLIGHTS
• Civil Engineering has completed construction on 25 public street & drainage projects; 34 additional projects have been awarded and are under construction and are on schedule for completion in 2025.
• The Sustainability Office launched the “Pick It Up!” litter awareness campaign to inspire residents to take action.
• Phase 1 Construction of the Southeast Trail Project from John St. to the Pump Station on E 6th St. is substantially complete.
• In September Public Works received a $25M Safe Streets for All Federal Grant where the City committed $6.25M in matching funds to design and construct safety improvements along five (5) of its most dangerous roadway corridors including a
planning study for Colonel Glenn/Asher Ave. The five (5) roadway focus areas are Geyer Springs Rd, University Ave, John Barrow Rd, Chicot Rd, and the intersection of S. Woodrow St and W. 12th St.
• Public Works performed the first ever city-wide street assessment to grade the condition of every street in the City of Little Rock to enable a more data-centric approach to the Street Resurfacing Program.
OPPORTUNITY AREAS
• Solid Waste is moving forward with pilot projects that will test in-vehicle routing and workload management solutions to improve efficiency in both services and the management of sanitation collection.
• Public Works is looking at ways to provide single-stream recycling access to residents of multi-unit housing.
KEY DATA
97.9%
of pothole request tickets have been closed. Operations continue to keep pace with requests as we transition into the season where requests typically increase.
97.4%
of sanitation collection picks have happened as planned of those missed picks were resolved in a timely manner.
94.8% of pickups were reported as missed 2.6% %
4 days on average to respond to missed garbage pickups
6,042
Tons of recycling collected. We are on pace to hit our recycling and sustainability goals for the year
EVALUATION
• Sanitation services continue to be steady, providing residents with A+ average efficiency at a rate of 97.43% completed picks as planned. Of the 2.5% missed picks, 95% of those were resolved promptly.
• Pothole requests continue to be addressed effectively, with a 98% completion rate in a timely manner.
• With the opening of the Green Station in February 2024 and adding glass to the WM contract for residential recycling carts in March 2024, our collection rate has risen by 3%. We will broaden our education and outreach efforts to inform residents of new and existing recycling opportunities as we continue to work toward increasing the tonnage of recycled materials in Little Rock.
DEPARTMENT DESCRIPTION
DEPARTMENT HIGHLIGHTS
ENHANCING ACCESS
The Little Rock Zoo launched the Zoo for All program in 2024 to increase access to for all. This program is two-fold with a SNAP Benefit/EBT Card Admission Program and the Southern Bancorp Little Rock Community Days for Little Rock residents.
• SNAP Benefit/EBT Card Admission Program began in March of 2024. The total number of Zoo guests that participated in 2024 was fourteen thousand nine-hundred sixty-four (14,964), or five percent (5%) of overall annual Zoo attendance. In 2025, the Zoo plans to increase that number.
• Southern Bancorp Little Rock Community Days is a quarterly event where City of Little Rock residents gain admission for only $2. This event is held on Saturdays to allow access to our residents. This event is an offshoot of the Hiland Diary Dollar Days to give back to the people of Little Rock. These four days resulted in two-thousand seven hundred sixty-five (2,765) residents coming to the Zoo, with more than twenty-five percent (25%) of the designated community days attendance represented by Little Rock residents on those days.
SPECIALTY EVENTS
The Zoo continues to bring special events and attractions to enhance our guests’ experiences. Some events are one-time events while others are annual events. The Arkansas Zoological Foundation sponsors several fund raisers each year including Wild Wines and Zoo Brew. Other events include:
• GloWild – The 2023-2024 season was the most successful with over 40,000 attendees. Sponsored by the Arkansas Zoological Foundation, this annual holiday event featured dozens of glowing animal lanterns and fun holiday attractions. The 2024-2025 season concluded on January 6, 2025.
• Dragon Kingdom – The Year of the Dragon inspired the Zoo to bring a one-time exhibition of animatronic dragons to the zoo. Thanks to the generous contributions from the Arkansas Zoological Foundation and the Laura P. Nichols Foundation, the Little Rock Zoo hosted this dynamic event of fourteen (14) larger-than-life animatronic dragons spread throughout the Zoo. A life—sized castle façade greeted Zoo guests at the entrance of the main area of dragons and allowed the zoo to educate the public about real-life reptiles.
• Solar Eclipse – On April 8, 2024, the City of Little Rock was in the path of totality for the solar eclipse. The Zoo hosted a successful event with more than fifteen hundred (1,500) participants, most of whom came from out of state. This event was covered by local and national news, highlighting how the Zoo provided a unique way to view the eclipse, and how to watch how the animals react to the totality event.
CONSERVATION INITIATIVES
The Little Rock Zoo continues to work with partners locally and around the world to conserve wildlife and wild places.
• The Eastern Collared Lizard Breeding Program is a partnership with the Arkansas Game and Fish Commission (AGFC), University of Arkansas Fayetteville, Arkansas Cooperative Fish and Wildlife Research Unit and the University of Central Arkansas. To address the conservation status of this species as a species of concern for Arkansas, this breed and release program involves the Zoo breeding collared lizards to release into the Ozark glades. In 2024, a new outdoor breeding facility was built that can hold up to fifteen (15) collared lizards (one male and two females in each of the five individual areas within the new facility). The Zoo currently has twelve lizards in brumation, a temperature cool-down that replicates conditions in the wild and physiologically prepares the lizards for reproduction in the spring and summer.
• The Zoo’s recycling Initiatives are in partnership with Keep Little Rock Beautiful and the Little Rock Sustainability Office. Working with these partners, the Zoo helped run four successful Recycling Events for the community. In total, over 900 attendees and vendors at these events collected the following: 16.6 tons of electronic waste, over 2000 pounds of glass, 540 pounds of plastic bags, 11.3 tons of shredding, 7400 pounds of items for Goodwill, and 42 donated bicycles. Participants filled almost 4 dumpsters of items for single-stream recycling, including plastic and cardboard.
• The Little Rock Zoo collected and recycled a total of 33,090 gently used and unused eclipse glasses after the total solar eclipse in April. Members of the Zoo’s teen volunteer program spent a total of 36 hours sorting, counting, and packing up the glasses to be sent to other locations through our partnership with Astronomers Without Borders. The Zoo received donations of glasses from all over Arkansas, but from all over the country as well, including Arizona, Montana, Oklahoma, Florida, New York, and Maryland.
• As a part of the Association of Zoos and Aquariums (AZA) Gorillas on the Line program, the Zoo sent 106 mobile devices to Eco-Cell to be recycled. These devices were collected on grounds from guests and staff. This resulted in a total of $151.25 which was sent to the AZA SAFE Gorilla program for gorilla conservation.
• In February 2024, the Zoo recycled 1,100 pounds of old holiday lights and extension cords collected from guests and staff during the holiday season. For the 2024-2025 holiday season, an additional 1,040 lbs. of lights were collected in November and December of 2024, additional lights are being collected in 2025. The proceeds plus other donations in early 2024 totaled $1,065, which was sent to the Lion Recovery Fund to aid in African lion conservation.
• The Zoo also made strides in its stormwater management. The Zoo completed a stormwater drainage construction project to reduce runoff and provide more sustainability in its overall stormwater discharge.
IMPROVING ANIMAL CARE THROUGH UPDATES AND RENOVATIONS
The Zoo continues to make improvements to our animal habitats and holdings as the Zoo continues to improve the well-being of the animals. The Zoo has an ethical responsibility to ensure the well-being of the animals in our care and has made a commitment to provide the best for them. To the staff at the Little Rock Zoo, animal wellness means providing for the animals’ physical and psychological needs. These needs are met by providing nutritional diets, around the clock veterinary care, preventative
care, opportunities for physical conditioning and for expressing behaviors natural for their species. Opportunities are also provided to exercise choice and control in their environment and staff provide positive-reinforcement training and enrichment to create engaging environments.
• Komodo Dragon Habitat – This project was started in 2024 and will be completed in early 2025. The Zoo brought in a young Komodo dragon in 2024 - the first Komodo dragon in Arkansas. A larger young adult Komodo will occupy the new space that will open soon. The habitat is found in a renovated portion of an old WPA building.
• Hidden Corners of the World: Uncommon Creatures – In partnership with the City of Conway and Toad Suck Daze and along with a generous donation to the Arkansas Zoological Foundation, the Zoo was able to purchase and build a new mixed species habitat in the Reptile Building.
• Front Entry Project – The new Front Entry project is made possible through the 2022 Bond. With architects WDD and zoological specialist firm Tessere, the Zoo has worked during 2024 to design new animal habitats, new guest engagement areas and beautification changes to the front entry of the Zoo. Alessi Keyes has been contracted as the construction manager for this project- the largest capital project to date at Little Rock Zoo. This project will go out to bid in early 2025. This new area will be completed in 2026 and will add a new era to animal care and guest viewing at the Zoo.
• New HVAC in great ape building – The new HVAC system replaces a system that was installed in the 1980s and has been added to and worked on for decades. This new system will provide better temperature control for the building. The upgrades to the ductwork allow necessary room to add animal chutes for better management of the great apes.
• New HVAC at siamang and gibbon building – The new system provides better temperature control in this building.
• “Bug Room” – The new prefabricated building, called the Bug Room, is set up for propagating feeder insects for the Zoo. The Zoo currently spends hundreds of dollars a week purchasing feeder insects, like crickets, for the Zoo animals. This new building will allow the Zoo to raise many of the insects that are currently purchased.
• Other updates and renovations – The Zoo renovated the Arkansas Heritage Farm playground in 2024 and started the renovation of the Café Africa playground shade structure.
CONSERVATION EDUCATION AND THE IMPACT ON ZOO GUESTS AND RESIDENTS
The Conservation Education team works both on and off grounds to take the Zoo’s message into the community. Working with several partners, the team has initiated innovative programs. The Zoo’s Animal Care team works closely with the Conservation Education team to provide educational experiences both on and off grounds.
Guest Engagement:
• Total number of guest interactions (onsite): 113,921 interactions
Family
Programs:
• Awareness Days
• Awareness Days planned and hosted: 22 events
• Number of people reached through awareness day activities: 2341 individuals
• Caterpillar Club Programs
• Number of Caterpillar Club programs: 30 programs
• Number of people reached through Caterpillar Club: 243 individuals
• Number of people reached through Pop Up Play in nature play areas (free): 410 individuals
• Number of people reached through Blue & You Sensory Garden activities (free): 328 individuals
Education Volunteerism:
Volunteers are a driving force in the Conservation Education division that allow the Zoo to expand our impact both onsite and in the community.
• Adult Volunteers and Docents: 24 individuals
• Youth Zoo Crew (YZC – teens ages 13-17): 43 individuals
• YZC makes up 64% of our volunteer base and contributes nearly 75% of hours given to the Zoo from the education department
• During June and July, the YZC participate in a summer intensive to learn about our Zoofari camp, interpretation, and conservation
• Total Volunteer hours given: 6877.83 hours
• Total volunteer engagement with guests: 76,080 individuals
Partnership Programs & Outreach:
The Little Rock Zoo takes learning into the community through paid outreach offerings and strategic partnerships.
• Total offsite programs conducted: 106 programs
• This is an 82.76% increase over 2023
• Approximate number of people reached through offsite programs: 9,456 individuals
• This is a 99.3% increase over 2023
• This is just about doubling offsite engagement
• Number of people reached through Mascot Partnership (Chicot Elementary School): 1533 individuals
• This is a 119% increase in school engagement from 2023 (year 1 to year 2 of partnership)
• We more than doubled our engagement at Chicot
• Number of Students reached through Project Zoo: 72 individuals
• This is a 60% increase in student engagement from 2023 (we accepted more projects)
Total Guest Impact Numbers for 2024: 128,802. This number is more than double the individuals impacted by the Zoo’s Conservation Education team in 2023.
OPPORTUNITY AREAS
The Little Rock Zoo will continue to grow and develop in the following areas:
• Expansion of Zoo for All to enhance access
• Development of Zoo Master Plan to upgrade facilities and animal exhibits
• Investment in community outreach to enhance conservation learning
• Investment in on-site programming to enhance zoo experiences
• Addition of activities and events to promote community
KEY DATA
388
Wellness checkups through 6/30/24
5,572
Active Member Households
40,000
GloWild attendees
268,644
Gate admissions
14,694
Zoo for All/SNAP Benefit admissions
113,921
onsite guest interactions
106
off-site community programs completed
EVALUATION
The Little Rock Zoo continues to be a leading cultural attraction in our state and a valuable resource for conservation learning. The Zoo has made great progress this year. Our key metrics that we are proud to share are:
• 400 animals and 176 species
• Total volunteer hours – 7,595 hours
• Total number of guest interactions – 113,921 interactions
• Offsite community programs conducted – 106
• Number of people reached with offsite programs – 9,456
• Recycling Days
• over 900 attendees
• 16.6 tons of electronic waste
• over 2000 pounds of glass recycled
• 540 pounds of plastic bags recycled
• 11.3 tons of shredding
• 7400 pounds of items donated to Goodwill
• 42 donated bicycles
• almost 4 dumpsters for single-stream recycling, including plastic and cardboard.
• Total Admission (including events) – 308,644
• 5,572 Active Member Households
• Recycling Days
• SNAP/EBT – 14,964
• Community Day – 2765 City residents