8 CITY OF SHREVEPORT FOURTH YEAR (2018) PROGRESS REPORT December 31, 201

– – 2018 1, January OLLIE S. TYLER MAYOR

Tyler Administration Fourth Year (2018) Progress Report Ollie S. Tyler

Each year, we have publicly shared the work that has been accomplished within my administration. I am proud to present the City of Shreveport community with the fourth Progress Report. It has been an honor to have served as your Mayor for the past four years. My administration has accomplished so much with the help of a dedicated and hardworking team of city workers that serve this city each and every day. Because of these professionals, we have seen many successes during my term as Mayor.

In 2015, we presented this Administration’s four-year Strategic Plan for the City of Shreveport. The plan was designed to provide a level of expectation and accountability in keeping the city on track to achieving our vision, mission, and priorities. The plan also was designed to provide the community with hope and affirmation that services will be executed with our “sense of urgency” mantra as we pushed ahead with advancements within our city. This administration’s first budget of 2016 included more than $4 million in cuts to the general fund budget. These cuts came from materials, supplies, contractual services, and other charges, all while sustaining basic operations. Through 2018, the reduced level of non-personnel expenditures has been maintained, and the city has experienced higher than expected collections from sales taxes and EMS revenue from Medicaid and Medicare transports.

I am also proud to say that the lowest paid employees’ pay was raised to $10.16 per hour, and all employees, including police and firefighters, received a 5% pay increase during the last four years. Our team has applied for and acquired over $65 million in grant funding to supplement tax dollars, including $3.9 million to become the first city in Louisiana to deploy zero-emission, battery-electric busses and a $24.2 million federal grant to revitalize choice neighborhoods within the city. This administration has also reduced property taxes a combined 6.05 mills since 2015, and has paid off over $71 million General Obligation Bond debt since 2015.

This administration aggressively tackled the federal consent decree on our sewer system, which has been the largest and most difficult infrastructure improvement task in the last 50 years. More than $200 million has been spent on Water & Sewer improvements since my tenure since Mayor. We have taken action to complete approximately 313 street projects, totaling more than $60 million. Furthermore, we have eliminated the General Fund reliance on the Streets Special Revenue Fund so that roadway repairs can continue annually. We have hired more than 120 new police officers and made sure they have all available means at their disposal to keep our city safe, including additional overtime funding and $6 million for additional police vehicles.

I thank my Executive Staff for adopting a servant leadership approach in addressing the challenges of this city that will maximize our organization’s operational effectiveness and efficiency well into the future. I am still excited about the future of Shreveport and will continue to use each day to rally for a city I consider “A Great Place to Call Home.”

Ollie S. Tyler Mayor Recognitions

• The 2017 Annual Average Cost of Living Index ranks the Shreveport-Bossier Metropolitan Statistical Area (MSA) among some of the most affordable places to live in Louisiana and region (Biz Magazine 2-2018). • Shreveport-Bossier lauded for tech growth (https://innotechtoday.com/innovation-in-shreveport/ 6-2017). • Shreveport ranked as a prime area in the U.S. for teachers to live and work in the 3rd Annual Best Cities for K- 12 Teacher’s Report. (GoodCall.com 5-2017). • Shreveport ranked # 5 out of the top 250 Cities in the U.S. that present conditions for postgraduates looking to find their first home. (LendEDU 5-2017). • Shreveport ranked as one of the best cities in the entire U.S. for getting the most out of your paycheck - study was based on factors like cost of living, household income, homeowner costs and median gross rent. (GoBankingRates 4-2017.) • Shreveport ranked No. 5 out of 113 major U.S. Cities as “Best Cities for Retirement in 2017.” Criteria were personal safety, low property taxes, affordable cost of living, and climate. (GetRichSlowly.org, 2017). • Shreveport ranked No. 1 nationally for having the lowest manufacturing costs in the U.S. (KPMG National Real estate Management Company, 2016). • Shreveport ranked No. 3 out of the top 10 cities nationally for affordable housing and above average salaries for 18-to-34 year-olds (Money Under 30, 2016). • Shreveport ranked 17 out of the top 25 cities with the lowest cost of living (Business Insider, 2016) • Shreveport ranked No. 18 out of 150 cities in the United States as the best place to start a business in 2016 (WalletHub, 2016). • Shreveport is the most cost-friendly city to do business among the 27 small-sized U.S. metro city areas (study by KPMG LLP, 2016). • North Louisiana ranks as the No. 1 most cost competitive manufacturing market (KPMG Competitive Alternatives, 2016). • Shreveport ranks in the Top 10 of Millennial Friendly Cities (Bloomberg Business citing data from Realtor.com, 2015). • Shreveport ranked No. 1 out of 150 cities in the United States as the best place to start a business in 2015 (WalletHub.com, 2015). Department and Program Progress Reports

Airport Authority 2018 Accomplishments • Accepted more than $16M in grant funds from the Federal Aviation Administration (FAA) and Louisiana Department of Transportation and Development (LADOTD) for the extension of runways at both Shreveport Regional (SHV) and Shreveport Downtown (DTN) Airports. These projects greatly improve the infrastructure and safety at the city’s airports and add significantly to the local economy. • A strong response from the community in flying the Shreveport-Charlotte route has resulted in good performance on the route. As a result, American Airlines has announced that effective January 7, 2019, the two daily Charlotte flights will be upgraded to a larger aircraft with an additional 1,000 seats in the market each month and will include the addition of Wi-Fi access and a first-class cabin. • Attracted and negotiated a lease with a major Aircraft Maintenance Repair and Overhaul (MRO) airline, Western Global Airlines (WGA). WGA is in full operation and has already contributed significantly to the airport through the increased landing of large wide-body aircraft such as the Boeing 747s and MD-11s at SHV. In addition, the company has already hired more than 50 employees making a significant contribution to the workforce and local economy. • Awarded a Small Community Air Service Development (SCASD) Grant from the U.S. Department of Transportation with a total value of $450,000 for marketing Shreveport Regional Airport for the next three years. • SHV experienced eight consecutive months of increased passenger traffic. Calendar year 2018 will surpass 600,000 total passengers using the airport for the first time in four years. • Completed more than $1M in refurbishments on the 40-Year Old Wide Body Hangar (Hangar 40) to make it ready to accommodate new tenant Western Global Airlines. • Completion of a newly constructed Consolidated Passenger Screening Checkpoint at SHV which will provide improved efficiency in screening passenger and improve the passenger experience. • Hosted a meeting with our Federal Representatives from Washington, DC to discuss current runway projects and to share future infrastructure needs for SHV to garner support for future growth plans and potential financial support. • Installation of a new parking revenue control system offering updated customer conveniences. • Completed a comprehensive re-write of the Airport Security Program (ASP) to ensure compliance with Transportation Security Regulation (TSR) Part 1542. • Successfully completed state and federal annual airport certification inspections for both airports. • Selected an architect firm for the renovation of the former Army Reserve Building at Downtown Airport to house the Southern University Shreveport Louisiana Aeronautical Program. This project will bring approximately $1.2M in improvements to the facility which will support SUSLA improving the program and to provide more certified graduates for the growing aircraft maintenance workforce needs in Shreveport. • Remodeled and opened new baggage claim level restrooms to provide upgraded facilities and an improved customer experience for passengers. • Completed the Capital Improvement Program (CIP) for the Airport Authority covering the next 5-years and submitted to FAA and LADOTD a plan for $62 Million in improvements to both airports. • Completion of the Phase II of a multi-year drainage program to begin replacing the 60-year old system at SHV. Estimated Cost $2 Million. • Increased cargo landings at SHV resulting in an 18% increase in cargo activity. This positions Shreveport as the second largest cargo airport in the state and 80th in the nation, behind Nashville, TN, with 292.4 million pounds. • Completed the Initial launch of the FlyShreveportFIRST campaign to bring awareness to the community on the true cost of travel and the need to fly from Shreveport Regional Airport rather than driving to Dallas. • Completed a federal and state-funded Airport Sustainability Management Plan which will assist in SHV’s ability to compete for energy-related grant funds and to provide guide to long-term airport planning. • Completed Phase I of a LaDOTD-funded grant project for airfield lighting enhancements at SHV. Estimated Cost: $1.1 million. • Completed a project to reconstruct the pavement on the north end of primary Taxiway A at SHV with state grant funding. Cost: $400,000.00.

2019 Look Ahead • Launch upgraded service on American Airlines to Charlotte, NC, on larger CRJ-700 aircraft effective January 7, 2019, providing improved customer experience and increased seats. • Completion of Runway 6/24 Extension Project at Shreveport Regional Airport which will add an additional 800 feet to the secondary runway and upgrades to Taxiway C from asphalt to concrete to improve safety and commercial service capability. Estimated $9M project. • Begin a construction project for Runway 5/23 at Shreveport Downtown Airport which will shift and extend the runway from its existing configuration to enhance safety at the airport. Estimated $7M project. • Relocate Customs and Border Protection (CBP) into a newly renovated permanent facility that meets their current security requirements. Estimated cost: $100K, source TBD. • Resolve the Ground Lease Issue at DTN to ensure compliance with federal guidelines and to ensure the airport becomes financially self-sufficient. • Complete the planning, environmental, and design components for the planned relocation of the SHV Air Traffic Control Tower Facility. • Recruit and launch of a new Maintenance Repair and Overhaul (MRO) facility at SHV to initially provide service to small aircraft and potentially overnight air carrier maintenance. Begin planning and design for Phase II of a new narrow-body hangar facility to support growth. • Completion of building and hangar renovations for the SUSLA Aeronautical program at DTN which will increase the school’s capacity to produce more students in the aviation mechanics industry. • Recruit new aerospace-related industry to lease Hangar 20B at DTN and hire local workers trained in aviation maintenance fields. • Partner with the Regional Air Service Alliance (RASA) and other community groups to pursue new business and leisure air service routes, including low-cost airline options, from SHV. • Planned launch of a new Airport Art Program featuring multiple new gallery spaces throughout the airport. • Continued launch of the FlyShreveportFIRST designed to continue to bring awareness to the air service options at SHV and to convince citizens to support their local airport to stimulate growth, completion, and lower air fares. • Conduct the Tri-Annual Full-Scale Emergency Exercise for SHV to comply with federal requirements for a commercial service airport.

Beautification and Litter Abatement 2018 Accomplishments • Continued to partner and coordinate with our police department, Shreveport Green, many businesses, neighborhood associations, business associations, churches, Sheriff’s Department, City Marshal’s Office, City Judges, DEQ, non-profit organizations, volunteer groups, and the Juvenile Detention Center to help keep our city clean and beautiful. • Required all Neighborhood Investment Program (NIP) grant recipients to have a neighborhood clean-up once a month to qualify for their funding. • Conducted a total of 102 city assisted cleanups and 2,692 volunteers this year. • Updated our digital cameras with new technology and we are continuing to rotate our hidden cameras at illegal dumpsites and they have been very effective with catching offenders.

2019 Look Ahead • Continue to encourage and coordinate cleanups in our city and neighborhoods • Continue communication with city departments and all of our beautification partners to make Shreveport a better place to live, work, and play. • Continue to explore new strategies and planning for a more beautiful and cleaner Shreveport

City Attorney Office 2018 Accomplishments • Continued to maintain its aggressive approach to saving taxpayer dollars by improved efficiency, oversight and management of the City of Shreveport legal matters. Despite the costs related to successfully defending several lawsuits filed by litigants, attorney’s fees still remained lower than those fees paid in prior administrations. • The City Attorney’s Office established a better system of checks and balances with its Risk Management Division and has reduced the number of overall claims and claims that result in litigation. • The City Attorney’s Office continued to strictly review each bill submitted by our qualified contract (outside) attorneys in an effort to reduce attorney fees and costs. • The City Attorney’s Office continues to aggressively seek to collect all monies owed to the city. Over the last three years, this office has successfully recouped more than $12 million in outstanding receipts dating back to 2009.

2019 Look Ahead • Continue to support the Mayor’s Administration with best practices from the legal community, forward thinking legislation and assistance to all City departments.

Community Development 2018 Accomplishments • The City of Shreveport, Department of Community Development, was awarded a Choice Neighborhood Implementation Grant in the amount of twenty-four million, two hundred fourteen thousand, two hundred eighty-four dollars ($24,214,284.00). The Choice Neighborhood Program focuses on transforming neighborhoods of concentrated poverty into income neighborhoods of long-term viability by revitalizing severely distressed public and/or assisted housing. This grant will benefit the Allendale, Ledbetter Heights, and the West Edge of downtown Shreveport. The major partners are the Housing Authority of the City of Shreveport, Volunteers of America of North Louisiana, and Caddo Parish Schools. • The US Department of Housing and Urban Development (HUD) selected Shreveport and Bossier to conduct a Community Needs Assessment (CNA). The first phase of the report was completed on October 16, 2018. The two year CNA process was a collaborative effort involving the Department of Housing Urban Development (HUD) and other federal, state, and local partners. They have been working with community stakeholders to identify priority needs, resources, and strategies regarding housing, economic development, and education. • The Department of Community Development celebrated the 44th Anniversary of the Community Development Block Grant (CDBG) Program during the week of April 2-6, 2018, and received The John A. Sasso Award, which recognizes community efforts on a National level. • The City of Shreveport received a five hundred thousand dollar ($500,000.00) African American Civil Rights Grant from the United States Department of Interior, National Park Service for the preservation of the Old Galilee Missionary Baptist Church, a historic site for an African American Civil Rights Museum. • A draft of the City’s Affirmative Furthering Fair Housing Plan was completed. The plan is designed to help the City analyze the challenges to fair housing choices and establish goals and priorities to address the fair housing barriers in the community. • The City of Shreveport received a one million dollar ($1,000,000.00) Choice Neighborhood Planning and Action Activity grant in Fiscal Year 2016 to build a state of the art kitchen incubator and culinary medicine center. The city, in conjunction with Southern University, continues to move progressively with the development of the Milam Street Kitchen Incubator. The Kitchen Incubator will help revitalize the Allendale and Ledbetter Heights neighborhoods, providing wrap-around services to businesses in the culinary arts food production industries. It will function as a kitchen incubator/workforce development hybrid to connect entrepreneurship, culinary workforce training, wellness, and expand economic opportunities. The facility is slated for completion in January of 2019. • $50,000 in grant funding was awarded to the Housing Authority of the City of Shreveport to address barriers to housing and jobs for youth and young adults with criminal records. • The Neighborhood Investment Program (NIP) has made awards to 501 neighborhood community organizations in its fifteen year history. In 2018, NIP funded a total of 20 neighborhood organizations totaling $123,250. • Under the Emergency Solutions Grant Program, approximately One Thousand Eleven Hundred and Seventy Three (1,173) individuals were provided services. Nine (9) non-profit agencies were funded totaling $338,351.00. • In 2018, three (3) non-profit agencies were funded, totaling $90,000.00 for public service related activities. • A total of sixteen thousand, six hundred seventy-six (16,676) new and returning customers received job placement-related services at the Career Solutions Center. We were also able to meet or exceed all of the required performance standards. • Over seventy-eight (78) youth received educational and career preparation services. • The 2018 Summer Youth Employment Training Program placed a total of eighty-one (81) youth at job sites throughout the city of Shreveport. • Louisiana Job Employment and Training Program (LaJET) served 994 participants. Of that number, 409 completed the program and 98 obtained full-time employment. • The department received a twenty thousand dollar ($20,000.00) grant to plan and implement the Financial Empowerment Center. Upon completion of the planning process and submission of an application to the Cities for Financial Empowerment fund, the city will receive a grant for $250,000. • The Department acquired an additional 57 available lots and blighted properties that were adjudicated, vacant and/or abandoned to implement Heritage Place, a component part of the Choice Neighborhoods Initiative. This project is ongoing. • We completed the construction of a replica of the Sprague Street Victorian Row House, located on Elvis Presley Boulevard, that will be used as a commercial office space or public service facility. • The Department donated to The Fuller Center for Housing of NWLA property to construct two new homes for low income, disabled, or homeless veterans. • Funding was provided to several public facilities: Project Celebration, a Domestic Violence Center received $400,000 to renovate the building purchased last year for the new domestic violence center; the Martin Luther King CDC’s Lane Project received an additional $23,065 to offset shortages in the construction contract to construct a new facility to offer mentoring, computer, after school tutoring, and socialization services to the youth and elderly in the MLK community; the YWCA of North Louisiana was provided $150,000 to purchase the building they are currently located in to expand services and programs for low income women and girls; Oakland Cemetery Preservation Society, Inc. was granted $42,350 to provide street signs and an information kiosk for visitors in the Cemetery; • The Bank on Initiative, now known as Bank On of NWLA, and currently operating under United Way of NWLA as a sub recipient of the city, opened 2,799 new bank accounts, exceeding the three year goal of 2,700 new accounts in 2018. In late 2017 and early 2018, United Way of NWLA expanded Bank On of NWLA to offer the opportunity for 13 new participating banks and credit unions to offer second chance accounts to citizens in the northwest Louisiana region. • The Healthy Living Initiative Phase I was the rehabilitation of a vacant house that is currently being used as the resource center for the Healthy Living Initiative was completed. Phase II is currently in progress and will be completed near the year end. Red River Gardeners Coalition and the LSU Ag Center are currently providing oversight and providing resources on gardening, healthy eating, food preparation, harvesting fresh vegetation, and teaching youth and adults how to begin and maintain a garden. • There were fifty nine (59) homes serviced through our rehabilitation programs, fifty three (53) Paint Your Heart Out, fifteen (15) Emergency Repairs, thirteen (13) Handicapped Accessibilities, and Ten (10) Homebuyers Assistance Program Participation Initiative programs.

2019 Look Ahead • Begin implementation of the Choice Neighborhood Grant. • The Department is engaged in the Empowering People in Careers (EPIC) initiative. The objective of the initiative is to provide career growth and promotional possibilities for female heads of households and low wage earners to improve their skills, move them toward living wage jobs, and substantial employment. The first targeted industry will be healthcare. • Continue to see grant funding for Community Development initiatives.

Economic Development 2018 Accomplishments • Assisted 38 new companies, project leads, or new developments. • Visited and /or assisted 23 existing companies. Some new and existing companies that were assisted created 981 new employment opportunities in the city and area. • Updates were recently made on the City’s 2018-2019 Economic Profile available at https://www.shreveportla.gov/CivicMedia. The city’s Quality of Life video is in the process of being updated as well. The Economic Development office organized 2 successful job fairs this year that were free to our area companies. We continue to assist with film production, LAFilm Prize participants, and market the film industry in our area. • Some of the new businesses include: Western Global Holdings, an aircraft Maintenance Facility creating 170 new jobs; Teleperformance, a customer service call center that is creating 500 new jobs; Asteri Networks, an IT company that has created 14 new jobs; Jaguar Energy Services, an oilfield services company has created 50 new jobs; Moffitt Porsche and Audi of Shreveport, a new dealership that opened this summer; CarMax, a used car dealership opened that in November; Gibbon’s American Grill, which opened in February; and a new 4 story 105 room hotel, Home 2 Suites (Hilton property) which is currently under construction off of East 70th.

2019 Look Ahead • We will continue to work diligently towards greater economic growth and opportunities with new companies, as well as support existing business growth and expansion. • We are cautiously optimistic that the oil and gas service industry will continue to ramp-up with increased production, thus creating a greater positive economic impact throughout our area.

Fair Share 2018 Accomplishments • The City’s Fair Share Office coordinated efforts with the Louisiana Economic Development Department to provide a six (6) week course “at no cost” to 13 small business contractors offering critical information about construction management and how to prepare for the business law portion of the contractor’s licensing exam. The classes were held each Monday and Wednesday from 6:00 p.m. to 8:00 p.m. at the Louisiana Technical College in Shreveport Louisiana. • The City of Shreveport’s Fair Share Coordinator serves on Governor John Bel Edwards’ Small Business Diversity Committee. The mission of this committee is to cultivate small business competitiveness and strengthen entrepreneurship throughout the state. The committee members will also serve as a “beacon” ensuring coordination of small business support between federal, state and local agencies so as to decrease duplicative regulation, rules and requirements. The committee members will continue its efforts in the 2019 program year and advise Governor John Bel Edwards and the Louisiana Economic Development Department on policies and programs that make businesses more competitive. The first meeting will occur on Wednesday, January 09, 2019. • The City’s Fair Share Program coordinated efforts with the Northwest Louisiana Technical Procurement Center to host a Vendor Fair at Barksdale Airforce Base. This event enabled our Fair Share and DBE clients the opportunity to market directly to 350+ Government Purchase Cardholders. The Military personnel can purchase up to $3,500.00 for supplies and $2,500.00 for service, and an innovative way to procure opportunities with the contracting staff at Barksdale Airforce Base. • The City of Shreveport’s Fair Share Program partnered with the Louisiana State Licensing Board for Contractors and hosted a workshop on “How to Become a General Contractor.” The workshop was free and opened to the public with 20 business owners in attendance. • The City of Shreveport’s Fair Share Coordinator attended the Annual Contract Compliance Conference and earned continuing education credits from Morgan State University. This comprehensive training experience provided a unique opportunity to study among nationally recognized experts in their respective fields such as Contract Compliance, Labor Compliance, Economic and Business Development and Minority, Women, Disadvantaged, Small, Emerging Business Enterprise Programs. • The City of Shreveport’s Fair Share Office coordinated efforts with the Louisiana Economic Development Department to provide a Fall Session Six (6) week course “AT NO COST” to ten (10) small business contractors offering critical information about construction management and how to prepare for the business law portion of the contractor’s licensing exam. • The City of Shreveport and the Louisiana Economic Development Department hosted a 2018 Small Business Summit at the Shreveport Convention Center and promoted “Doing Business with 61 State Department/Agencies, Local Government Agencies and Local Casinos.” The intent was to identify, and prepare small business owners for expanded market engagements in the 2019 program year. There were 400 small businesses in attendance for the ½ day summit. • The City of Shreveport’s Fair Share Office coordinated efforts with Northwest Louisiana Procurement Technical Assistance Center to host “Doing Business with the Navy Workshop” at the Petroleum Club with five (5) Fair Share and DBE clients in attendance. • The City of Shreveport’s Fair Share Office coordinated efforts with Northwest Louisiana Procurement Technical Assistance Center to host a “Doing Business with Barksdale Airforce Base Workshop” with 20 Fair Share and DBE clients in attendance at the Greater Shreveport Chamber of Commerce’s Conference Room. • The City of Shreveport’s Fair Share policy is to ensure every opportunity is made available to include small, minority and women owned businesses in its letting of contracts and purchases. From January – July 2018, the Fair share program demonstrated a capacity building initiative for clients earned actual dollars totaling $32,779,670.53. The completion of the 2018 Fair Share report will occur in December 2018.

2019 Look Ahead • Redirect the Small Business Diversity Committee’s Policies and Procedures identifying a small business resource guide for procurement opportunities by economic development region. Continue research and development of recommendations with regard to access to capital strategies which directly impacts the rate of entrepreneurship and small business growth. Demographic information on small business ownership in the Northwest Louisiana Community. • Execute a Small Business Financial Workshop and for all proposed, startup and existing business owners who know it is time to plan now to understand the numbers that create success for this business. This workshop will prepare the business owner the “why, how and what’s next” when it comes to understand their past, knowing where they stand now and what they will need to analyze and estimate the numbers the business owner and investors/lenders need to know to back the business owner and propel to sustainable success. The Fair Share Office will partner with local banking institutions to host this workshop in the 2019 program year • The Fair Share Office will continue to provide an aggressive strategy to hold city departments accountable ensuring S/MBE and WBE businesses the opportunity to participate in the performance of city-let contracts as both Prime Contractor and Subcontractor by recording and distributing timely and accurate information on each project and use this important information to identify proposed solicitations that will involve significant contract bundling requirements and provide interested S/MBE and WBE’s about the plans, specifications and requirements of the projects. • The Fair Share Office will continue to establish a stronger partnership with our S/MBE and WBE business owners to create a dynamic environment where these businesses and entrepreneurs can flourish. • The Governor’s Office will execute a “Louisiana First” workshop that will educate the small business owner about the DOTD programs and future procurement opportunities in February 2019. The Fair Share Office will inform local partner agencies of this opportunity and encourage them to invite their clients to the workshop that will occur in Baton Rouge Louisiana.

Finance 2018 Accomplishments • The City’s strategic goal to protect and sustain transparent, engaging, and high quality governance and fiscal responsibility continues to resound at the forefront of the Administration’s budgeting and fiscal monitoring. • In 2018, property tax millage was reduced by 2.16 mills to 33.65 mills, resulting in the continuance of historically low millage rates during this Administration. • In 2019, property taxes will remain at 2018 levels their lowest level (33.65) since 1982. The cumulative impact of tax reductions has been -6.05 mills since 2015, resulting in a savings to property owners of an estimated $60 per $100,000 of their property’s value. • Allowing for the millage reduction, outstanding general obligation bond (GOB) debt was paid down another $17.5 million in 2018, leaving a balance of $150.3 million. By comparison, in 2000, the City had a GOB debt of more than $369 million and City property tax millages were 51.30. • In 2018, sales taxes continued to rebound to an estimated $123.4 million, an increase of approximately 4 million over 2017. While the increase has been across all categories, mining and health care have lead the way. • All sworn firefighters and police officers (excluding the fire and police chiefs) received a 5% pay increase (2% longevity and 3% base pay). This is public safety largest pay increase since 2003 at a cost of $2.9 million. • All other City employees earning less than $75,000 received a 5% pay increase (largest since 2002) at a cost of $1.1 million. • Additionally, our team has applied for and acquired more than $65 million in grant funding over a four-year period which allowed this administration to supplement tax dollars to provide greater services and programs for the citizens.

2019 Look Ahead • The Administration will be working with a sound $500.6 million fiscal budget to provide for the continuation of City services at a high level while increasing general fund operational reserves to maintain critical bond ratings and readily accessible cash resources in the event of an emergency. • All sworn firefighters and police officers (excluding the fire and police chiefs) will receive a 2% longevity increase. • The City absorbed the employee’s portion ($80,000) of the health care insurance increase, thus employees saw no increased premium payments for 2019. • In the 2019 budget, there was small transfer from the Streets Special Revenue Fund to purchase a street sweeper. The remaining funds will to provide up to $6 million in street related projects for 2019. • The 2018 and 2019 City of Shreveport Operating and Capital Budgets can be reviewed in their entirety at https://www.shreveportla.gov/199/Budgets.

Fire Department 2018 Accomplishment • SFD continues to retain our Class One Rating reducing citizens and business insurance premium rates. • Year to Date 2018 Emergency Response Data. • Responded to 41,677 total incidents: o 1,165 Fires o 32,033 EMS incidents o 15,830 Transports to Hospitals o 6,090 Good Intent incidents o 3,456 Service Calls. o 773 Hazardous Materials Incidents o 1,985 False Alarms • 17 cardiac arrest saves (patient survived and was discharged from the hospital). • Installed 462 smoke alarms. • 156 Fire Prevention Programs delivered to 7,457 attendees (Fire Prevention and Operations). • Conducted 34 Station Tours with an estimated attendance of 1700 children. • There have been three (3) fire deaths in 2018; a decrease from six (6) in 2017. • Made 25 arson arrests. • Responded to 73 Bomb Threats/Suspicious Objects. • Worked 132 EMS Special Events to date and will work the Independence Bowl on December 27th. • Purchased 210 SCBAs (self-contained breathing apparatuses) with federal grant funding of $1,240,910 (Federal Share) and $124,090 (local match from City of Shreveport) and trained all personnel and placed them in service March of 2018. • Opened new Fire Station #17 at 2901 Baird Road (2011 Bond Project); relocated Truck 12 to Truck 17 for better Class One Ladder Truck response. • Presently hiring a class of 26 firefighters that will begin training January 16, 2019. • Partnered with Southern University to create a paramedic program and presently have 15 firefighters enrolled. • Took delivery on the final four medic unit remounts (2017 budget year of 1.1 million dollars for six (6) medic unit remounts). • Took delivery on 110 Foot Ladder Truck and is in service at Central Fire Station (Truck One 2018 budget). • Received Fire Prevention grant for $40,000 to purchase 3,000 smoke detectors and 3,000 life safety public education literature. • Received a $10,000 grant to develop life safety education programs targeting 2nd and 3rd grade children. • Received FY 2018 State Homeland Security Program Grant for $25,000 and will purchase X-Ray machine for Bomb Robot. • Received FY 2017 State Homeland Security Program Grant for $25,000 small bomb robot which has been utilized several times and in cooperation with SPD for barricaded suspects. SPD funded $31,000 towards this purchase also.

2019 Look Ahead • The Department will begin final 2011 Bond Project - New Fire Station #8 located at the Fairgrounds. • We will purchase 11 acres at Greenwood and Broadway for future new Fire Station #14. This property will also be utilized for future growth on the department. Our vision is to partner with a State Capital Project of building a Regional EMS Training Center. • To continue our level of service, SFD will hire a class of 26 firefighters to replace those lost through attrition in 2018. Class will begin January 16, 2019. • The Fire Department has submitted for FEMA Assistance to Firefighter Grant in November of 2018 for a technology IT update at the academy and purchase of EMS simulation training equipment. • We will continue to pursue the Upper Payment Limit Medicaid reimbursements for Large Urban Government regarding EMS Transports. • We will also continue to promote our smoke alarm giveaway program with a goal to ensure all homes in Shreveport have a working smoke detector. • The department would like to explore the possibility of allowing for our citizens to join EMS Lifecare Membership through the City Water Bill. This could be a monthly pay program or one-time Payment option. We have found we need to make the application process more user-friendly and utilize this tool to market it also. • We continue to encourage professional development and secondary education for our members to have a solid plan of succession for leadership positions. We will continue to take advantage of federally funded training programs available for firefighters. • The department would like to streamline our incident reporting system into one reporting system. Presently we have a fire reporting system and an EMS Patient Care Reporting System. One reporting system will allow us to better document and record our incidents thus reducing city liability and enhance our ability to better bill for EMS services. • The following are our priority unfunded needs at this time: o Fire Apparatus and Fleet Vehicle Replacement - $8,975,000. This consist of Ten Engines, two Medics, two Ladder Trucks, Two Rescue Trucks, Ten Battalion Chief Trucks, and fifteen staff cars. o A second priority is to raise EMS education incentive pay for all EMT Basics, Advanced EMT, and Paramedics serving on the department. EMS incentive pay has remained the same for 16 years, however the services provided for that specific skill set has increased dramatically in call volume. The technical and education level required to remain certified at these skill levels has increased as well. Additionally, the paramedic training now has to be provided by an accredited institution (SUSLA and BPCC) for this area, and requires a commitment to a two year training program. This increase in EMS incentive pay is needed to compete with what other Fire Departments are paying their EMS providers and to continue to provide an incentive to keep our paramedic staffing at the level needed to provide the highest level of EMS services. We have developed a three year plan to raise EMS incentive pay to the level where we can compete to hire new firefighters and retain the firefighters that we invest so much value in the training. Cost for this first year increase would be $285,000, followed by another $285,000 increase in 2020, and a final increase of $225,000 in 2021. This would cap out all three discipline levels with EMT-B earning $100 a month, Advanced EMT earning $175 a month, and Paramedics earning $500 a month. th o A third priority is to add an 11 Medic Unit for EMS Transport Response. EMS run volume has steadily increased over the past seven years. SFD has seen an increase of 3,000 additional EMS calls between 2011 and 2017 and we are trending to have a total EMS incident increase at the end of 2018. We added our 10th medic unit in 2005 and our total EMS run volume then was 27,569. We will respond to a projected 36,000 EMS calls in 2018, an increase in 8,431 EMS calls since the 10th medic unit was added. Run volume alone justifies placing an 11th medic unit in service. It has become a frequent occurrence for all ten SFD medic units to be assigned to a call and we will have to request mutual aid from Bossier City Fire Department and/or Balentine Ambulance Service. Significant funding will be needed to add this additional medic unit to our fleet: a total start-up cost of $750,000 (if we purchase a new medic unit; if we use a reserve medic this is reduced by $210,000) with a recurring cost of approximately $450,000 following the start-up year. o A fourth priority is to replace firefighter staffing positions cut from the 2013 and 2014 operating budgets. Thirty-one were cut, however, we were able to replace 17 through a grant awarded in 2016. This leaves 14 unfunded firefighter vacancies.

Governmental Affairs 2018 Accomplishments • The Mayor’s Office of Governmental Affairs is responsible for coordinating the City of Shreveport’s legislative efforts by working with local, state and federal lawmakers as well as government agencies to protect and promote the city’s best interest while advancing our quality of life and business-friendly agenda. It serves as the point‐of‐contact for follow‐up on partnership connections that include but are not limited to: Shreveport City Council meetings; Northwest Louisiana Council of Governments (NLCOG); Restore Louisiana Taskforce (Flood Task Force); and Military Affairs. • The majority of City of Shreveport board/commission vacancies, to date, have been filled (appointments are made by the Administration and confirmed by the Council). • All active boards and commissions were placed on the City’s website— with information that includes their duties and responsibilities, appointment requirements, and meeting dates and time: https://www.shreveportla.gov/1493/Boards-Commissions. • The Office of Government Affairs oversaw the Mayor’s Summer Internship Program 2018 where 17 of Shreveport’s best and brightest college students participated in, and learned about, city government. • Mayor Tyler hosted a community meeting on behalf of Louisiana Restore Task Force to address Housing and Community Development at Bill Cockrell Recreational Center/Park. • Served as the point‐of‐contact for follow‐up on partnership connections, Shreveport City Council Meetings, Northwest Louisiana Council of Governments (NLCOG): Restore Louisiana Taskforce (Flood Task Force), and Military Affairs. • All members of the Shreveport Implementation Redevelopment Authority were appointed, making this board up and running. • Submitted and monitored the City’s 2019 Capital Outlay request.

2019 Look Ahead • Submitted (Oct 25, 2018) City’s 2019 Capital Outlay request. • Attend U.S. Conference of Mayors with Mayor. o Set up meeting with Members of our Delegation. o Visit with Departments (USDOT/Federal Highway Administration (FHWA), HUD, FAA, etc). • Seek additional Grants for 2019. • Host breakfast or luncheon with Northwest LA State Delegation. • Continue to facilitate meetings with Mayor and elected officials, in person and/or via telephone calls. • Host meeting with Mayors in NW LA or I-20 Corridor. (Largest City in this Region). • Visit with University officials (SUSLA, LSUS, Centenary and Northwest LA Technical and Community College). • Contact Universities for another successful Mayors Summer Internship Program. • 2019 Mayor’s Women’s Commission Kick off Breakfast. • Boards and Commissions are 97% up to date. (ongoing) • Continue to serve as point of contact for partnership connections for the following: NLCOG (Northwest Louisiana Council of Government), Southern University at Shreveport, Louisiana State University at Shreveport, Barksdale Forward/Military Affairs, and Restore Louisiana. • Update staff on upcoming election to include amendments or propositions, early voting dates and times, and State Legislature Committee Meetings. • Monitor 2019 Legislative Session (schedule to go in session April 8, 2019).

Human Resources 2018 Accomplishments • Dr. Randall Pinkett was the guest speaker for the 2018 Spring Leadership Conference. Dr. Pinkett possesses five academic degrees, is a Rhode Scholar, and former winner of The Apprentice TV show. The department was honored to host such an accomplished individual in our city. • Implementation of the Human Resources suite into the New World system to improve efficiency in tracking training, discipline, certifications, and required licenses uniformly throughout departments. • The Department hosted its 3rd Annual Leadercast event to be offered to the public. Without the support of sponsors, department heads, and the Administration, this event would not be possible, nor a success. • Implemented Online Training - Online training will replace and fulfill 15% of the department’s current training needs. HR is partnering with the State Civil Training Department to expand and enhance employee education demands. The future of education and professional development is online and/or web-based learning. • Human Resources implemented electronic voting increasing access to nearly 75% of the employee population when casting their ballots for employee reps and board of trustees. • A comprehensive salary survey was conducted in 2018 on all classified positions within the city. • Over 150 instructor-led training sessions and workshops were offered, with approximately 3,700 employees in attendance and 233 were for onboarding. • The department’s annual events continued to be a great success with employees such as Women Motivating Women and the Men’s Conference. • The HR Department has progressed and implemented online training which has replaced and fulfilled over 15% of the department’s current training needs. With records showing over 700 employees completing courses ranging from Customer Service, Conflict Resolution, Time Management, and Workplace Diversity. • HR is partnering with the State Civil Training Department to expand and enhance employee education demands. The department has facilitated several Mental Health and Financial Awareness Workshops across the City. • The GED program continues to attract employees, seeking to take advantage of the opportunity. • For the 2018 year, the HR Department combined the Annual Recognition Banquet and Leadership Graduation held at the Shreveport Convention Center. The 14th and 15th Leadership Academies had a total of 37 graduates for the year. Honorees were presented service pins, certificates, and medallions in appreciation for their years of service. • The department continued posting jobs internally to increase promotional opportunities for current employees. • Over 400 employees attended the Human Resources’ Annual Health and Wellness Conference. The Department kicked off the “Walk to New Orleans” campaign. The competition began June 2018, challenging each participate to walk 350 miles (the distance to New Orleans from Shreveport). Deadline was October 2018. There were a total of 15 teams that participated walking more than 18,000 miles total. • The HR Department attended numerous Barksdale AFB Employer Panels. An Intern partnership was formed to allow airmen to work for the City to begin their acclimation and transition into the civilian workforce.

2019 Look Ahead • The department continues to collect data for its Annual Report, including metrics, dashboards and other indicators.

Information Technology Department 2018 Accomplishments • In early 2016, the IT Department began an aggressive initiative to improve the performance, reliability, and security of the City of Shreveport’s network infrastructure. In 2018, the IT Department replaced older network equipment, added additional redundant hardware and internet services, added additional segmentation of the network, organized data closets at Government Plaza, upgraded the data storage subsystems, and added additional backup appliances. • The IT Department worked with several phone system vendors to develop a plan to begin deployment of phase 1 of a VoIP phone system at Government Plaza, the Police Facility, and the City Courts building. All network switches were replaced at Government Plaza and the Police Facility with Power over Ethernet (PoE) switches to support the new VoIP phone system. The new VoIP phone system will provide a better quality of service and reduce the City’s annual phone costs by approximately $400,000/year. • The IT Department along with several other city departments began implementation of a new Permits, Planning, and Zoning system that is scheduled to go live in March 2019. Some of the benefits include applying and paying for permits online, digital plan review, real-time inspections, automatic workflow, and an online vendor portal. The new system will streamline the current process and provide transparency of the workflows. • Completed projects to provide fiber access to city-owned buildings in the downtown Clyde Fant area and built a fiber network infrastructure at Independence Stadium.

2019 Look Ahead • Begin Phase 1 deployment of the VoIP phone system beginning 2nd quarter of 2019. Once Phase 1 is complete, Phase 2 will begin deploying the VoIP phone system at all other City of Shreveport buildings. • Continue network infrastructure improvements by upgrading the citywide fiber ring to 10g. This improvement will be necessary as the city begins deploying the VoIP phone system at all other City of Shreveport buildings. • Begin implementation of a new water billing system. • Begin deployment of hyper-converged storage on VMware that will eventually replace the current data storage solution. • Strengthen the City of Shreveport disaster recovery plan with the ultimate goal of having either of the City of Shreveport’s data centers to function as a primary stand-alone data center in the event of a disaster. • Develop a comprehensive Cyber Security Plan, including an Information Security Assessment and a Network Penetration Test.

Infrastructure 2018 Accomplishments In 2015, after decades of neglect, the city faced more than $1.5 billion in needed infrastructure repairs. Since taking office, this administration has launched one of the most aggressive infrastructure repair campaigns in the city’s history. These efforts have included: • Street Repairs – In 2018, 103 new street projects began, totaling $ 12.4 million, with 94 completed. The last four years represent one of the most aggressive citywide street improvement efforts in Shreveport’s history with 313 street improvement projects, at a cost of over $60 million. Attacking the most deplorable and problematic streets first, the streets projects completed in 2017 were located all across the city. • Drainage and Floodplain Management o The Master Drainage Plan Update (Project D15001) commenced in July 2018. The project includes four main tasks: analyze drainage system safety and maintenance protocols, update the drainage features in the City’s geographic information system (GIS), update policy and procedures, and develop a digital terrain model. Task 100 is nearing completion and the detailed scope for Task 200 is being finalized. o The remaining 2011 Bond drainage projects are city-wide drainage improvements (Project D11001) and paved ditch repairs (Project D11002). These projects are executed on an as needed basis. In 2018, we completed 28 projects at a cost of $223,009. o The City was approved for three hazard mitigation grants from FEMA for a total amount of $2,253,588. This grant money will be used to purchase and demolish homes with repetitive flood losses and to design and construct a flood reduction infrastructure project.

2019 Look Ahead • Street Repairs - The City will launch a new roadway plan at a cost of around $6.8 million. • Sidewalks – As part of the 2011 Bond, in 2019, the City will complete construction of sidewalk repairs around schools at a cost of $2.1 million. See Public Works section for more sidewalk repair information. • Drainage and Floodplain Management o The Department of Engineering & Environmental Services will continue to execute the Master Drainage Plan Update (Project D15001). o The Department of Engineering & Environmental Services will continue to design and execute city-wide drainage improvements (Project D11001) and paved ditch repairs (Project D11002) as needed. Five projects are under construction, or in the bid process, at a total estimated cost of $295,115. o The Department of Engineering & Environmental Services will continue to execute the three hazard mitigation grants from FEMA. The period of performance for the grants ends in December 2020, but we anticipate the projects to closeout before then. o The City participates in the Community Rating System (CRS). Due to some recent changes, activity credit points have been weighted differently. The Department of Engineering & Environmental Services will execute existing activities and implement new activities to maximize the points earned and decrease our CRS Class. With a lower CRS Class we can reduce the flood insurance premiums of our community’s residents and businesses, reduce flood damage to existing buildings, manage development in areas not mapped by the NFIP, protect new buildings beyond the minimum NFIP protection level, preserve and/or restore natural functions of floodplains, help insurance agents obtain flood data, and help people obtain flood insurance.

Water and Sewer 2018 Accomplishments • In complying with the Department of Justice (DOJ) Sewer Consent Decree (CD), the majority of 2018 legal milestones were met or exceeded ahead of schedule, with the exception of getting all but one Phase 1 construction project functionally completed by April 12, 2018. At the end of year, the originally budgeted $700 million CD Program was 52-percent complete, with $210M spent in Phase 1 Design and Construction, $110M encumbered for Phase 2 Design and Construction, $5M encumbered for Design of Phase 3, and just over $38M has been spent on the Sanitary Sewer Assessment of Phase 1 thru 5A . In 2018, $90 million was spent for sewer related work, with $71 million of that being federal consent decree projects. In total to date, 33 projects, totaling $185 million, have been designed and constructed for Phase I of the Consent Decree sewerage overhaul. The new trenchless technology being deployed has saved over $100 million dollars on this infrastructure improvement. o Seventeen (17) projects, totaling $122 million, have begun construction for Phase II of the Consent Decree sewerage overhaul in 2018. This will include rehabilitation and replacement of approximately 1 million feet of sewer mains. While each project will have a separate completion date, all Phase II projects are required to be concluded by May 2019. At this time, we have a few projects that risk overstepping the deadline due to various reasons, but we are managing the issues and expect to get them completed in time. o Sixteen (16) new projects have been identified and are in various stages of Design for Phase III of the Consent Decree. o 2011 Bond Projects - Approximately 2 miles of the force main for the Wallace Lift Station has been replaced. The Twelve Mile Bayou Pump Station Modifications are expected to be complete by Dec. 31, 2018. West Shreveport Lift Station has been completed. Huntington Lift station is nearly complete. Stoner Force Main is under construction. Lucas & N. Regional Waste Water Treatment Plant Improvements are under construction.. o Other completed projects include: Huntington LS Access Road and Akard Sewer Improvements. • A total of $8.2 million was spent on water projects in 2018, which included design and construction to replace outdated or failing distribution infrastructure and treatment facilities. • During 2018, the construction of several water projects were completed, such as: Southwest Shreveport Water Main Improvements, Carrier Pipe at Amiss Water Treatment Plant, and a large portion of the Water System Asset Inventory & GIS Updates. During 2017, the Sanitary Sewer Assessment (SSA) and Remedial Measures Plan (RMP) for the Phase IV SSA were completed months ahead of schedule and the SSA for Phase 5 began. • In 2018, the City continued its successful preventative and sewer improvement promotions started in 2016 with the “Make Peace with your Pipes” and “Can’t Flush This” campaigns. These programs encourage residents and businesses to properly dispose of used cooking oil, grease, and food waste rather than dumping down the sink as well as what can’t be flushed down the toilet. • Through November 30, 2018, the Amiss Water Purification plant has treated and pumped 12.542 billion gallons of potable water to the distribution system, averaging approximately 37.55 million gallons per day. The plant is continuing its proactive flushing programs targeted at minimizing water age to improve overall water quality throughout the distribution system. This was performed through scenario development and implementation based on distribution system hydraulic modeling. We also worked with a number of community programs to educate our customers on the water treatment process and all things drinking water. • The Field Operations Division completed 38,317 work orders for 2018, This included 3,653 water asset work orders and 3,403 sewer asset work orders, with the remainder (34,531) being address-based work orders such as locates, system investigations, dress-ups, etc. This information was tracked through Cityworks. The Department will continue the deployment of the work order system to other divisions in 2019, including the Water and Wastewater Treatment Plants. In addition, a mobile application is being tested for deployment in early 2019. • The Customer Service Division took over 358,000 phone calls in 2018, down from 368,000 phone calls in 2017. Approximately 162,000 calls were handled by the automated system and 196,000 calls taken by a Customer Service Representative. The division also completed 64,117 field work orders across the 65,215 active accounts. This was up from 60,307 work orders completed in 2017. • The Lucas Wastewater Treatment Plant processed 7.4 billion gallons of wastewater, averaging approximately 22 million gallons per day to date in 2018. The North Regional Wastewater Treatment Plant processed 1.98 Billion Gallons of wastewater, averaging approximately 6 million gallons per day to date in 2018. The increase was attributed to the wet weather experienced during 2018. The Lift Station division, within the Lucas Wastewater Treatment Plant, managed 131 lift stations and provided an average response time to stations of 32 minutes during the 2018 calendar year. The Sludge Farm facility also met all regulatory metrics for the 2018 calendar year.

2019 Look Ahead • The Departments of Water and Sewerage and Engineering and Environmental Services will continue to work to initiate and manage the construction of Phase II and III of the Consent Decree, begin design of Phase IV, and begin Phase V assessments. The assessment work on Phases IV and V are more than one year ahead of schedule based on the current schedule. • A number of 2011 Bond water & sewer projects will be completed in 2019, including the Lucas and North Regional Waste Water Treatment Plant Upgrades ($11.6 million) and Stoner Force Main Replacement ($8.6 million). • Consent Decree - All Phase II Consent Decree projects are to be completed by May 12, 2019. All Phase III projects are expected to be in construction by November, 2019 • The Amiss Water Purification facility will enter the first phase of an extensive, multi-faceted plant optimization project. This will include changes to the treatment process, as well as upgrades to equipment and treatment systems. These improvements will allow the Department to continue to produce great drinking water and prepare us to meet more stringent regulations in the future. • The Department of Water and Sewerage will formally kick-off the implementation of a new billing system software in January 2019. This implementation will leverage our existing Cityworks work order system and the City’s new vehicle GPS program to facilitate more efficient operations. As the Department plans for an Automated Meter Reading system, a new manual read system will be implemented in the short term to improve meter reading accuracy and further improve customer confidence in their water bills.

2011 Bond Projects 2018 Accomplishments • In four years, this Administration has made significant progress in completing the majority of the 2011 Bond projects. In total, there were 106 projects/programs listed in the 2011 Bond (Appendix A) with 90 accomplished at 2018 year end. The projects completed in 2018 included: o Bill Cockrell Outdoor Recreation. ($750,000) o Valencia ($2.037 million). o Fire Station 17 ($2.4 million) o Wallace Force Main Replacement ($5,400,000)

2019 Look Ahead • Most of the remaining 2011 Bond projects will be completed. The remaining tasks consist mainly of multi-project programs that have been on-going for several years.

Police Department 2018 Accomplishments • In 2018, through November 30th, Police officers responded to over 190,000 calls for service, investigated over 11,000 vehicle accidents, and arrested over 10,000 offenders. • The Police Department initiated a new, aggressive recruitment strategy that resulted in the hiring of 68 police officers in 2018. As of December 12, 2018, the department is processing 114 applicants to start a basic academy class in February of 2019. • 2018 has been a busy year for the Community Policing Bureau, with officers attending many Neighborhood Watch, Homeowners’ Association, Neighborhood Association, and Business Association meetings. • The 48-year average for Part I crime, from 1970 – 2017, is 16,047. In 2017, the city experienced 12,665 reported Part I crimes. While this is well below the 47 year average, there remains much work to be done. Through the end of November 2018, almost every category of Part I Crime saw decreases from 2017 figures. Some of those categories, such as robberies and burglaries, saw significant double digit decreases. The Violent Crime Index dropped by 15% through the end of November. The numbers for December, while preliminary, indicate the downward trend is continuing. • Police Vehicle Equipment Replacement Program: $1 million in the 2018 budget purchased 34 new vehicles. In 2016, the City established a Police Vehicle Equipment Replacement Program and through 2018, has spent $6.5 million towards law enforcement vehicles. Additionally, and in partnership with Caddo Parish, the Commission provided the City with another $500,000 toward the purchase of 12 additional marked units in 2016.

2019 Look Ahead • The department will conduct two (2) basic training classes with the goal of hiring 80 police officers in 2019. This is in an effort to increase the staffing of sworn officers to record numbers. • Continue with proactive and inventive policing initiatives in an effort to decrease Part I Crimes by 5% from 2018 numbers. • Continue to research and explore funding options to implement the institutional deployment of body cameras, as appropriate, to enhance transparency and build community trust. • Continue to partner with other law enforcement agencies, including but not limited to: the Caddo Parish Sheriff’s Office, the Drug Enforcement Administration, the Bureau of Alcohol, Tobacco, Firearms, and Explosives, the Federal Bureau of Investigation, and the United States Marshals Service to address Part I crimes in our City and to make Shreveport an even safer place for citizens to live, learn, work, worship, and play. • Aggressively seek additional grant funding opportunities. • Work closely with other local organizations that address quality of life issues and ultimately help lead to a reduction of crime in our city. This includes the Department of Community Development and their Choice Neighborhood Initiative. • Continue to focus and put more officers on the street to aggressively address not only crime, but the fear and perception of crime in our community. • Continue to plan and begin implementation for transitioning to a web-based Report Management System and, ultimately, move towards digital report entry via our mobile data systems. • Enhance our partnerships with programs designed to positively influence our youth. Organizations with which we partner include: the Volunteers for Youth Justice, the Rutherford House, and many others.

Public Relations and Communications 2018 Accomplishments • We continue to openly engage our citizens and communicate city activities, services, news, and public service announcements to the public through a number of traditional and social media venues. • We continue to work with civic and community leaders to address crime concerns throughout the city. • Directors and staff continued to engage the community at public forums and neighborhood meetings. • The Mayor participated in 602 activities and events in 2018, which included community meetings, speaking engagements with civic groups, philanthropic groups, non-profit organizations, businesses, and faith-based organizations.

2019 Look Ahead • Continual updates and posts to keep citizens informed on Facebook (Shreveport Mayors page) and Twitter @Cityshreveport. • We hope to take over the government-access cable channel for regular news stories and updates regarding city government and establish “Ask the Mayor” social media chats on predetermined city topics.

Public Works 2018 Accomplishments • The Streets and Drainage Division has had a total of 1164 request for services for Roadside/Drainage diches, 136 flooded lots, and 244 Boulevards. The division performed litter removal in neighborhoods and on all three major interstates in the amount of 2884 tons. • The Permits and Inspections Division has issued 11,751 permits for total revenue of $1,512,216, as of December 12, 2018. • Property Standards Division has issued 972 care of premise notices, 65 court citations, 191 property demolitions were initiated, 97 securing violations for structures were issued, and 1,165 inoperable vehicle violations were issued. o There were 7,208 adjudicated and neglected property lots cut last year o For a complete list of Property Standards violations by Council District, see Appendix B • The Solid Waste Division has collected refuse from more than 66,000 households with an average of 75 bulk collections, removal of 20 large trash piles. There were no illegal dump sites reported. The total tonnage of refuse collected at the landfill so far is 77,602 tons. • Traffic Engineering Division has performed 2,571 barricade set-ups, 10,739 sign replacement/installations, 172,892 linear feet of street striping, 1,260 traffic signal repairs, and 5,422 city street light repairs.

2019 Look Ahead • Solid Waste will continue to expedite requests for bulk pick up collections.

SPAR – Shreveport Public Assembly and Recreation 2018 Accomplishments • SPAR provides citizen and visitors of Shreveport with innovative and traditional cultural opportunities as well as superior recreational activities. This is accomplished by creating a vital parks and recreation system, offering quality of life services, promoting natural spaces, enhancing the local economy, and improving community welfare. SPAR offers facilities, programs, services, and events that enrich our community and surrounding region. The department enhances lives through people, places, play, programs, and parks. • SPAR manages 63 parks, 16 community centers, 46 playgrounds, 300 flower/rose beds, 4 cemeteries, and 126 city-owned facilities. In 2018, SPAR served more than 477,109 youth and adult visits at our community centers and participants in athletic programs; Independence Stadium continue to be the hub for multiple sporting and community events; and 1.5 million visitors and citizens attended parades, festivals, trade shows, and conventions in the city. • SPAR had a successful 2018 completing more than $6.2 million in 2011 Bond Projects. The projects include: o Southern Hills Outdoor Recreations o Valencia Community Center o Fire Station 17 o Lakeside Community Center o Bill Cockrell Outdoor Recreation In addition SPAR was able to accomplish several other major capital improvements totaling more than $2.1 million, including: o Asian Garden Stage Modification o AB Palmer Spray Park o Independence Stadium Club Level Upgrades (Locker Room Flooring, Club Level Roof) o Riverview flood rehabilitation o Police facility maintenance & upgrades o Government Plaza elevator upgrades o Atkins Park Tree Removal o Andrew Currie Community Center o Randle T Moore To date SPAR has completed 44 of the 51, 2011 Bond Projects. Since 2015, SPAR has initiated more than $30 million in park and municipal infrastructure improvements. • Continued partnerships with groups including Kiwanis Club, Southern University-Shreveport, American Red Cross, March of Dimes, Shreveport Regional Arts Council, Rotary Club, Greenwood Garden Study Club, Friends of Municipal, Louisiana Master Gardeners, Oschner’s University Health, ReForm Shreveport, Querbes Park Foundation, Aseana Foundation, Shreveport Metropolitan Ballet, Shreveport Symphony, and Shreveport Opera to bring quality of life and cultural events to our citizens and visitors. • Planned and facilitated six Mardi Gras Parades and facilitated a host of events including: African American History Parade, Maker’s Fair, Holiday in Dixie, Gumbo Cook Off, ARTBREAK, Famer’s Market, Mudbug Madness, Let the Good Times Roll Festival, KTBS 4th of July Independence Day Festival, Louisiana Film Prize, Red River Revel, Revel Cork Wine Festival, BREW Beer Festival, Diwali Festival of Lights, Pumpkin Shine on Line, Log Jammer Half Marathon, and Brookshire’s 10K. SPAR continued to provide the Movie and Moonbeams series of outdoor films in neighborhood parks • Hosted the 3rd Annual “Shreveport Spirit of the Season” holiday extravaganza featuring fireworks, outdoor drive- in movies, and holiday markets throughout the month of December. “Shreveport Spirit of the Season”, now an annual event, has infused the holiday spirit into downtown with a holiday display of a 50’ Christmas tree (that is sponsored by the Alta and John Frank’s Foundation) and various decorations and lights that lined the parkway.

2019 Look Ahead • In 2019, SPAR will complete the following 2011 Bond Projects: RiverView Hall and Theater Renovations; Bilberry Community Center, David Raines Outdoor Recreation, Highland Park Renovations, and Querbes Park Tennis Center. The purchase of property for new Fire Station 14 will be finalized. The press box elevator and lighting upgrades will begin at Independence Stadium. • The remainder of 2019 will continue to be busy for SPAR with the opening of Lakeside Community Center and Randle T. Moore as well as renovations to Bilberry Community Center, Sunset Acres Community Center, Southern Hills Park, Querbes Tennis Center, and the opening of Shreveport Common Urban Park.

SporTran • As SporTran celebrates its 1st anniversary under our new Intermodal Transit System concept, it’s rewarding to reflect on the many accomplishments the organization has experienced and exciting to look forward to the future. SporTran has long been a leader in its delivery of transit service, and the following is a small example of SporTran’s accomplishments over the past years • In June 2018, the City and SporTran completed construction of its new Southwest Transit Hub Building at Cedar Grove Park. • The City and SporTran won another Federal Transit Administration's (FTA) Low or No-Emission Vehicle Deployment Grant for $1.5 million, which will fund the two additional electric buses and two additional depot chargers. • SporTran has balanced new operations changes under the 2017 Transit Development Plan and made improvements as needed:

2017 Transit Development Plan Task Old System Nov. 2017 Current Increase Ridership Monthly 192,261 - (Avg) 219,536 Increase Buses during Peak Time Service 36 40 41 Increase Daytime Service Routes 17 27 27 Increase Nighttime Service Buses 5 11 11 Increase Nighttime Service Routes 5 14 15 Replaced all Bus Stop Signs through the City 2638 879 1078

2019 Look Ahead • SporTran looks to enter into an agreement with the City of Shreveport and Caddo Parish to expand transit service to those citizens living in North Shreveport and Northern Caddo parish. This agreement took three years to finalize and speaks to SporTran’s long-term commitment to growth of the transit system. • SporTran has recently entered a contract to purchase all three Sun Furniture Properties located at the corner of Texas and Murphy. These properties will be renovated using Federal and Public-Private Partnership funding to create SporTran Multimodal Resource Center and Light Duty Maintenance Facility. Our new Multimodal Resource Center will include the following but not limited to: o Transit Food Court o Transit Mall o Regional Transit Technology and Coordination Planning Center o Transit Operational and Safety Training Facility o Employee Wellness Center • SporTran has prepared the 2019 route and schedule changes that will go into effect on January 13, 2019. These changes are primarily for weekday and Saturday daytime service.