CITY OF SHREVEPORT
BUDGET
EXECUTIVE2020 ANNUAL OPERATING BUDGET 2020 ANNUAL OPERATING BUDGET
Published by the City of Shreveport
Adrian D. Perkins M A Y O R Sherricka Fields-Jones, Chief AdministrativeBUDGET Officer Kasey Brown, Assistant CAO/Budget Manager
Printed by the City of Shreveport
EXECUTIVE
CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
CITY OF SHREVEPORT, LOUISIANA
2020 ANNUAL OPERATING BUDGET
Adrian D. Perkins
MAYOR BUDGET Sherricka Fields-Jones
CHIEF ADMINISTRATIVE OFFICER
CITY COUNCIL MEMBERS
Willie Bradford District A Levette Fuller District B John Nickelson District C Grayson Boucher District D EXECUTIVEJames Flurry District E James Green District F Jerry Bowman District G
CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
BUDGET
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CITY OF SHREVEPORT TABLE OF CONTENTS
THE MAYOR'S BUDGET MESSAGE 1
INFORMATION ABOUT SHREVEPORT Community Profile 10 Major Employers 15
BUDGET SUMMARIES
Total Operating Budgets 19 Organization Chart of City Government 20 Form of Government and Services 21 Budgetary Structure 21 Statement of Budgetary Policies 23 Calendar for 2019 Budget Preparation 24 Budgetary Process 25 Full-Time Employees 26 Summary of Full-Time Positions by Budget Activity Unit 27 2019 Revenues by Source and Fund 31 2019 Expenditures by Source and FundBUDGET 32 GENERAL FUND SUMMARY
Budgets by Department 34 Sources of Revenue and Uses of Funds 35 Budget Allocations by Department 36 General Fund Expenditures 36 Summary of Available Funds 37 Major Revenue Assumptions 38 Summary of Revenues 42 Revenue Detail 43 Summary of Expenditures 49 Expenditure Detail by Department 50 Expenditure Detail (by Sub-Object) 52
GENERAL FUND DEPARTMENTS
Organization Chart - Executive Office 56 Executive Office Overview 57 EXECUTIVEFull-Time Employees 60 Organization Chart - City Attorney 62 City Attorney Overview 63
v TABLE OF CONTENTS GENERAL FUND DEPARTMENTS
Organization Chart - Property Standards 68 Property Standards Department Overview 69 Organization Chart - Human Resources Department 74 Human Resources Department Overview 75 Organization Chart - Information Technology 80 Information Technology Department Overview 81 Full-Time Employees 88 Organization Chart - Public Assembly and Recreation 90 Public Assembly and Recreation Department Overview 91 Full-Time Employees 95 Administration Overview 96 Planning and Development Overview 99 Special Facilities Overview 102 Event Services Overview 105 Maintenance Buildings Overview 108 Maintenance Grounds Overview 113 Environmental Services Overview 116 Athletics Overview 119 Recreation Overview BUDGET123 Organization Chart - Finance Department 130 Finance Department Overview 131 Full-Time Employees 132 Administration Overview 133 Accounting Overview 135 Purchasing Overview 137 Records Management Overview 139 Revenue Overview 141
General Government Overview 144
Organization Chart - Police Department 146 Police Department Overview 147 Full-Time Employees 150 Administration Overview 152 Support Overview 157 Uniform Services Overview 162 Investigations Overview 166 OrganizationEXECUTIVE Chart - Fire Department 172 Fire Department Overview 173 Full-Time Employees 176 Administration Overview 178 Firefighters Overview 181
vi TABLE OF CONTENTS GENERAL FUND DEPARTMENTS
Fire Department (continued) Fire Prevention Overview 187 Training Overview 190 Maintenance Overview 195 Emergency Medical Services Overview 199 Communications Overview 205
Organization Chart - Department of Engineering and Environmental Services 212 Department of Engineering and Environmental Services Overview 213 Full-Time Employees 216 Engineering Overview 217 Environmental Services Overview 221
Organization Chart - Department of Public Works 226 Department of Public Works Overview 227 Full-Time Employees 228 Administration Overview 229 Permits and Inspections Overview 231 Traffic Engineering Overview 235 Streets and Drainage OverviewBUDGET 239 Fleet Services Overview 242
Organization Chart - City Council 246 City Council Department Overview 247 Legislative Overview 249 Internal Audit Overview 252
Organization Chart - City Courts 256 City Courts Department Overview 257
Organization Chart - City Marshal 262 City Marshal Department Overview 263
INTERNAL SERVICE FUNDS
RETAINED RISK INTERNAL SERVICE FUND
Organization Chart - Risk Management 268 Sources of Revenue and Uses of Funds 269 Summary of Available Funds 270 EXECUTIVERevenue Detail 271 Expenditure Detail 272 Retained Risk Overview 274
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SPECIAL REVENUE FUNDS
RIVERFRONT DEVELOPMENT SPECIAL REVENUE FUND
Sources of Revenue and Uses of Funds 278 Summary of Available Funds 279 Revenue Detail 280 Expenditure Detail 281 Civic Appropriations from the Riverfront Fund 283 Riverfront Development Overview 284
DOWNTOWN ENTERTAINMENT DISTRICT SPECIAL REVENUE FUND
Summary of Available Funds 286 Revenue Detail 287 Expenditure Detail 288 Downtown Entertainment Fund Overview 289
GRANTS SPECIAL REVENUE FUND
Grants Summary 292 Police Grants Summary - Prior Year Awards BUDGET294 Police Grants Summary - Current Year Awards 298 Police Expenditure Detail 298
GRANTS:
DARE (Drug Education) 300 AFIS 301 Shreveport Enforcement Project 302 Organized Crime Drug Enforcement Task Force 303 Safe Streets and Gang Task Force 304 Federal ATF 305 PSN Anti-Gang Initiative 306 US Marshals 307 PSN Gun-Crime Reduction 308 Crimes Against Children Task Force (CACTF) 309 High-Intensity Drug Trafficking Areas (HIDTA) 310 Federal Justice Assistance Grant 311 Tactial Diversion Task Force 312 BYRNE Criminal Justice Innovation 313 JAG Grant Recovery 2009 314 Predictive Policing Demonstration Phase II 315 ImmigrationEXECUTIVE & Custom Enforcement 316 Violence Against Women VAWA Recovery 317 Multi-Jurisdictional Task Force 318 State Narcotics Fund 319
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GRANTS:
Federal Narcotics Fund 320 Sex Offender Fund 321
Environmental Grants Summary - Prior Year Awards 324 Environmental Grants - Current Year Awards 324 Brownfield Revolving Loan Fund 325 Energy Efficiency/SWEPCO 326 Brownfield Community-Wide Assessment (Hazardous) 327 Brownfield Community-Wide Assessment (Petroleum) 328
Fire Grants Summary - Current Year Awards 330 2017 (FP Safety) Grant 331 Assistance to Firefighters Grant 332
SHREVEPORT REDEVELOPMENT AGENCY SPECIAL REVENUE FUND
Revenue/Expenditure Detail 334 Shreveport Redevelopment Agency Fund Overview BUDGET335
METROPOLITAN PLANNING COMMISSION SPECIAL REVENUE FUND
Organization Chart - Metropolitan Planning Commission 338 Sources of Revenue and Uses of Funds 339 Major Revenue Assumptions 340 Revenue Detail 341 Expenditure Detail 342 Metropolitan Planning Commission Overview 344
COMMUNITY DEVELOPMENT SPECIAL REVENUE FUND
Organization Chart - Community Development 352 Sources of Revenue and Uses of Funds 353 Revenue Detail 354 Expenditure Detail 359 Community Development Overview 361 Administration Overview 364 EXECUTIVEWorkforce Development Overview 367 Housing and Business Development Overview 370
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STREETS SPECIAL REVENUE FUND
Summary of Available Funds 378 Revenue/Expenditure Detail 379 Streets Overview 380
ENTERPRISE FUNDS
GOLF ENTERPRISE FUND
Organization Chart - Golf Enterprise Fund 382 Sources of Revenue and Uses of Funds 383 Summary of Available Funds 384 Major Revenue Assumptions 385 Revenue Detail 386 Expenditure Detail 388 Golf Enterprise Fund Overview 390 Full-Time Employees 391 Administration Overview 392 Querbes Park Golf Course Overview 394 Huntington Park Golf Course OverviewBUDGET 398
MUNICIPAL AIRPORTS ENTERPRISE FUND
Organization Chart - Municipal Airports 402 Sources of Revenue and Uses of Funds 403 Summary of Available Funds 404 Major Revenue Assumptions 405 Principal and Interest Maturities - Revenue Bond Debt 406 Revenue Detail 407 Expenditure Detail 409 Municipal Airports Department Overview 413 Full-Time Employees 415 Administration Overview 416 Maintenance Overview 419 Security Overview 422 Downtown Airport Overview 425 Aircraft Rescue Fire Fighting Overview 428
WATER AND SEWERAGE ENTERPRISE FUND
OrganizationEXECUTIVE Chart - Water and Sewerage Enterprise Fund 432 Sources of Revenue and Uses of Funds 433 Summary of Available Funds 434 Major Revenue Assumptions 435
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ENTERPRISE FUNDS
WATER AND SEWERAGE ENTERPRISE FUND - continued
Principal and Interest Maturities - Revenue Bond Debt 436 Revenue Detail 437 Expenditure Detail 438 Department Overview 441 Full-Time Employees 443 Administration Overview 444 Water Purification Overview 448 Customer Service Overview 452 Wastewater Treatment Overview 456 Field Operations Overview 460
SHREVEPORT AREA TRANSIT SYSTEM (SPORTRAN) ENTERPRISE FUND
Sources of Revenue and Uses of Funds 466 Revenue/Expenditure Detail 467 SporTran Summary BUDGET468
DOWNTOWN PARKING ENTERPRISE FUND
Summary of Available Funds 472 Parking Meter Collections and Parking Ticket Receipts 473 Revenue/Expenditure Detail 474 Downtown Parking Fund Overview 475
CONVENTION CENTER ENTERPRISE FUND
Revenue/Expenditure Detail 478 Convention Center Enterprise Fund Overview 479 Preliminary 2019 Operating Budget - Convention Center Revenues 480 Preliminary 2019 Operating Budget - Convention Center Expenses 480
CONVENTION CENTER HOTEL ENTERPRISE FUND
Summary of Available Funds 482 EXECUTIVERevenue/Expenditure Detail 483 Convention Center Hotel Enterprise Fund Overview 484 Preliminary 2019 Operating Budget - Convention Center Hotel Revenues 485 Preliminary 2019 Operating Budget - Convention Center Hotel Expenses 485 Principal and Interest Maturities - Revenue Bond Debt 486 xi TABLE OF CONTENTS
ENTERPRISE FUNDS
SOLID WASTE ENTERPRISE FUND
Solid Waste Division Summary 488 Division Funding 489 Full-Time Employees 491
DEBT SERVICE FUND
Debt Service Fund 494 Debt Service Tax Millages 495 Debt Service Fund Summary 496 Expenditures and Changes in Fund Balance 497 Principal and Interest Maturities Table 498 Debt Service Obligations - General Obligation Bonds 2019 - 2034 499 Principal Amount Outstanding - General Obligation Bonds, 2009 - 2020 499 Principal Amount Outstanding - General Obligation Bonds, 2019 - 2029 500 Legal Debt Margin 500 Assessed and Estimated Actual Value of PropertyBUDGET 501 Ratio of Net General Bonded Debt to Assessed Value and Net Bonded Debt Per Capita 502 Ratio of Annual Debt Service Expenditures for General Bonded Debt to Total General Governmental Expenditures 503
CAPITAL PROJECTS FUNDS
Mayor’s Capital Budget Message 507 Capital Projects Sources of Funding 511 Capital Projects Funding by Program 511 Program A Summary (Buildings and Improvements) 513 Program B Summary (Recreation) 516 Program C Summary (Streets) 520 Program D Summary (Drainage) 523 Program E Summary (Water) 526 Program F Summary (Sewer) 529 Program G Summary (Traffic Control) 532 Program H Summary (Airports) 535 ProgramEXECUTIVE L Summary (Transit) 539
Glossary 542
xii OFFICE OF THE MAYOR SHREVEPORT, LOUISIANA ADRIAN PERKINS POST OFFICE BOX 31109 MAYOR SHREVEPORT, LA. 71130 (318) 673-5050 / (318) 673-5085 (FAX)
October 1, 2019
Chairman Jerry Bowman Vice Chairman John Nickelson Councilman Willie Bradford Councilwoman LeVette Fuller Councilman Grayson Boucher Councilman James Flurry Councilman James Green Citizens of Shreveport
Dear Members of the City Council and Citizens of Shreveport,BUDGET I am pleased to present the 2020 Operating Budget and my first budget as Mayor of Shreveport. This budget is a policy document and a statement of my administration's values. My administration’s mission is to create opportunities and improve the quality of life for citizens through enhancements in public safety, economic development, and technology. This budget not only identifies our financial and operational targets, but it also demonstrates our commitment to Shreveport's future. The 2020 Budget emphasizes fiscal responsibility.
The City of Shreveport has borrowed from the reserve fund to balance the budget in years past. This practice has depleted Shreveport's operating reserves and threatened our financial outlook. Over the past nine years the City’s reserve fund has severally diminished. My first step after taking office was to implement a sanitation fee to mitigate the general fund subsidy for solid waste collection. Now, I am proud to announce that my administration has produced a balanced budget that spends less and saves more.
The 2020 Budget is a fiscally responsible plan of action that aggressively seeks to improve Shreveport's financial outlook. It reflects actions, such as reduced spending, taken by my administration to address stagnant revenues. These efforts include the aforementioned sanitation fee as well as additional revenue to fund EMS services. We also project a 2 percent increase ($2.3 million) in sales tax revenue, which accounts for 59 percent of the general operating fund. EXECUTIVE
1 The Chief Administrative Officer and her staff worked with the directors of each City department to identify waste and nonessential expenditures that, when accumulated, represent significant savings. The appointment of Shreveport’s first Chief Technology Officer also enabled us to cut costs while improving services. These cuts, along with the revenue enhancements mentioned above, are expected to increase our operating reserves over the next year. This puts us on track to build our reserves back up to the recommended level of 7 percent of expenditures.
Despite the deep cuts reflected in this budget, we increased the funds available for public safety and technology upgrades. We are leveraging technology to enhance public safety as well. The CTO renegotiated the City's phone contracts, saving hundreds of thousands of dollars. Those savings were rolled into First Net, which provides emergency personnel with high-speed internet and priority access to networks.
A budget is more than a spreadsheet; it is an accounting of our values. The 2020 Budget is a fiscally responsible document that aggressively seeks to secure a bright financial future for Shreveport. It makes prudent cuts while ensuring that each department can continue to provide the highest level of service that Shreveport citizens expect and deserve. Mayor of Shreveport, BUDGET
Adrian D. Perkins
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BUDGET OVERVIEW
The city’s 2020 combined operating budget totals $510,333,106. The budgets for each of the city’s operating funds are shown below:
CITY OPERATING FUNDS 2019 2020 % FUND Adopted Adopted Change Budget Budget General Fund 222,540,400 209,493,400 -5.86% Retained Risk Fund -13,862,700 -17,332,800 25% Metropolitan Planning Commission 1,631,900 1,485,200 -9% Community Development Fund 12,765,300 21,412,400 68% Riverfront Development Fund 9,011,400 9,496,100 5.10% Grants Fund 4,289,354 4,416,166 2.96% Shreveport Redevelopment Agency 4,000 4,000 0.00% Streets Special Revenue Fund 6,912,800 8,423,500 21.85% Downtown Entertainment Fund 586,900 236,600 -59.69% Golf Enterprise Fund 1,755,700 1,998,500 14% Airports Enterprise Fund 23,821,300BUDGET 21,323,600 -10.49% Water & Sewer Enterprise Fund 139,062,000 144,977,000 4.25% SporTran Enterprise Fund 14,124,940 14,261,940 .9% Downtown Parking Enterprise Fund 1,338,400 1,367,500 2.17% Convention Center Enterprise Fund 1,789,000 1,789,000 0.00% Hotel Enterprise Fund -4,001,900 -4,403,900 10% Solid Waste Enterprise Fund 0 15,955,100 0.00%
SUBTOTAL 421,768,794 434,903,306 1.82%
Debt Service Fund 79,340,900 75,429,800 -4.93%
GRAND TOTAL 501,109,694 510,333,106 1.84%
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FUND SUMMARIES
A diagram of the operating and capital budget units is presented below.
Summary information on each fund is presented below.
OPERATING BUDGET $510,333,106
ENTERPRISE FUNDS GENERAL FUND SPECIAL REVENUE FUNDS $197,268,740 $209,493,400 $45,473,966
Golf $1,998,500 Executive Office $996,400 MPC $1,485,200
Airports $21,323,600 Legal $1,185,600 Community Dev. $21,412,400
Water & Sewerage $144,977,000 Property Standards $3,573,300 Riverfront Dev. $9,496,100
SporTran $14,261,940 Human Resources $825,900 Grants $4,416,166
Downtown Parking $1,367,500 Information Technology $3,739,000 Redevelopment Agency $4,000
Convention Center $1,789,000 Public Assembly & Rec.$17,494,000 Downtown Entertainment $236,600
Convention Center Hotel Finance $3,660,000 BUDGET Streets $8,423,500 -$4,403,900
Solid Waste $15,955,100 General Government $31,192,000
Police $60,538,900
Fire $56,810,600
Engineering & Enviro. Affairs $4,945,400
Public Works $17,716,300
Council $1,510,000
City Courts $3,7,11,900
City Marshall $1,549,100
DEBT SERVICE FUND INTERNAL SERVICE FUND
Debt Service Fund $75,429,800 Retained Risk -$17,332,800
CAPITAL IMPROVEMENTS FUND BUDGET $981,876,313
Program A - Buildings Program D - Drainage Program G - Traffic $29,607,392 $15,367,600 $7,500,300 EXECUTIVE Program B - Recreation $25,429,774 Program E - Water Program H - Airport $104,354,610 $65,859,021
Program C - Streets Program F - Sewer Program L - Transit $91,215,732 $600,032,457 $42,509,427
4 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
Summary information on each fund is presented below.
General Fund
Primary services of the city are supported by the General Fund. The city relies upon taxes and user fees to support the resources necessary to provide these services. The General Fund budget includes stable revenue and efficient spending to provide services to the citizens. Our four largest General Fund departments’ budgets are shown below:
2017 2018 % DEPARTMENT BUDGET BUDGET CHANGE
Police 59,966,640 60,538,900 1% Fire 56,810,600 56,810,600 0% Public Works 31,842,000 17,716,300 -44% Public Assembly & Recreation 17,494,000 17,494,000 0%
Citizens can be assured that we will use taxpayer dollars and user fees with prudency and control as we work within the confines of our fiscal resources. The 2020 General Fund budget of $209,493,400 is a 6% decrease BUDGETfrom the 2019 adopted budget. · Projected Revenues: $210,274,400; a 2% decrease from the 2019 adopted budget. The General Fund revenue decrease is primarily due to the creation of the Solid Waste Enterprise Fund. Sales tax collections that account for 59% of total general fund revenue are projected to end the year at $123 million. This is a 1% increase compared to the 2019 budget of $121.5 million. In 2020, sales taxes are budgeted conservatively at $123.8 million. · Projected Expenditures: $208,406,500; a 5% decrease from the 2019 budget. Within the budget, the departments initiated more cuts to absorb increases in retirement and health contributions. The budget includes additional match funds to receive the additional EMS revenue. The budget also includes additional funding to the Police Department. · Projected Operating Reserves: $1,086,900.
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Retained Risk Fund
The 2020 budget for the Retained Risk Internal Service Fund is -$17,332,800 a 25% increase from 2019. Current revenue to the fund is $10,430,900, and current expenditures are $10,130,900. General Fund contributions are currently budgeted at $6,913,200 for 2020. The liability reserve and several re-insurance policies are the city’s protection against large awards resulting from liability lawsuits. Because the costs associated with the Retained Risk Fund (spending on claims, lawsuits and legal representation) affect the General Fund balance, the city aggressively seeks to reduce these costs whenever possible. The goal is to maintain liability reserves as large as the city can afford, even though the city is covered by insurance against catastrophic claims.
Metropolitan Planning Commission Fund
The 2020 budget for the Metropolitan Planning Commission is $1,485,200, down 9% from their 2019 budget. The City of Shreveport’s share (through the General Fund) of the MPC’s operational costs will be $913,000 (61%), for 2020. According to the MPC, the Caddo Parish Commission will contribute $273,000 (18%) toward operations and the remaining of the operational cost will be derived from user charges.
Community Development Fund . The 2020 budget for the Community Development Fund is $21,412,400, up 68% from the 2019 adopted budget. The budget includes an $890,500 subsidy and grants match from the General Fund. This subsidy is unchanged from 2019. Most of the receipts generated by the fund are federal and state grants and will be spent on housing, business development, and workforce investment programs. BUDGET Riverfront Development Fund
The 2019 budget for the Riverfront Development Fund is $9,496,100, a 5% increase from the adopted 2019 budget, largely due to estimated 2019 fund balance being higher than estimated. Gaming revenue represents $8,007,100, and casino rent represents $1,062,200, unchanged from 2019. Civic appropriations are funded at $150,000, and the Neighborhood Investment Program (NIP) is funded at $125,000.
Grants Fund
The Grants Special Revenue Fund budget for 2020 is $4,416,166 in carryover funding, representing a 2% increase from the previous year. Grants to law enforcement for crime fighting efforts, enforce drug laws, and address gang activity has increased by 10%. This fund budget also includes a decrease in two Brownfield Community-wide Assessment Grants that are near the end of the performance period. This grant fund amount does not include grant funds for SporTran or the Airports – these can be found in the Capital Improvements Budget.
Shreveport Redevelopment Agency
In 2000, the city council created the Shreveport Redevelopment Agency's (SRA) Special Revenue Fund to acquire and land-bank vacant adjudicated properties for future projects in designated redevelopment areas. The city council currently serves as the Redevelopment Agency. The fund has not been active since 2006 and has a current fundEXECUTIVE balance of $4,000 that has carried over from prior years.
6 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
Streets Special Revenue Fund
The City of Shreveport created the Streets Special Revenue Fund in 2011 to collect in excess of 2% gross receipts derived from the AEP/SWEPCO Franchise Fee. The Fund’s operating budget for 2020 is $8,423,500, representing a 22% increase from the 2019 budgeted amount. In 2019, $1,045,000 from the Streets Special Revenue Fund will be transferred to the General Fund. In 2020 $1,500,000 will be transferred to the General Fund and the remaining amount of $6,923,500 will be in operating reserves.
Downtown Entertainment District Fund
The Downtown Entertainment District Fund collects additional sales tax revenues generated from the Red River Entertainment District as a result of a city created Tax Increment Financing (TIF) District. The city began managing the Red River District in mid-2012. The proposed 2020 budget is $236,600, down 60% from the 2019 budget, due to a decrease in operating reserves. To better align expenditures with revenue collection, personal services was decreased and event facilitation and management will be staffed with temporary employment services, funded at $26,000 in professional services. Sales tax increments and the expected rental revenue from the Red River District are used as necessary for operations, maintenance, and improvements for that district.
Golf Enterprise Fund
The 2020 Golf Enterprise Fund budget is $1,998,500, up 14% from the 2019 budget, due to increased membership at golf courses. Revenue increased by 9% at Querbes and 7% at Huntington. Allocated in the budget are funds for the contractual management of the golf course and restaurant operationsBUDGET at Querbes and Huntington Park. Airports Enterprise Fund
The 2020 budget for the Shreveport Regional and Downtown Airports Fund is $21,323,600, an 10% decrease from 2019 the adopted budget. The fund’s overall budgetary reserves are $6,800,100. This amount includes accounts established for a Terminal Operations and Maintenance Reserve and an Airfield Reserve that must be budgeted and reserved each year as stipulated in accordance with the airlines’ leases. Although the Airports budgetary fund balance is appropriate for filling the Airports reserves for budgetary purposes as required by its leases, it has been deemed inappropriate to be used to calculate its debt service coverage from operations as stipulated by its prior bond covenant.
Water and Sewerage Fund
The 2020 operating budget for Department of Water and Sewerage Enterprise Fund is $144,977,000, an increase of 4% over the 2019 adopted budget due to the implementation of Revenue Bonds issuance plan to fund mandated utility infrastructure repairs. In November 2013, the city entered into a Consent Decree, imposed by the Department of Justice (DOJ) and the Department of Environmental Quality (DEQ), to comply with the Clean Water Act. The extended negotiations were accompanied with a schedule of rate increases to correct the crumbling infrastructure that the city has been subjected to for decades. EXECUTIVE
CITY OF SHREVEPORT 7 2020 ANNUAL OPERATING BUDGET
Shreveport Area Transit (SporTran) Fund
The 2019 operating budget for SporTran is $14,261,940, a 1% increase from the 2019 budget. The city's overall General Fund contribution increased from 2019 to $6,992,300. This amount includes a $2,087,500 local match contribution for federal grants and capital projects. Funds from the city of Bossier total $975,000.
Downtown Parking Enterprise Fund
The 2020 budget for the Downtown Parking Enterprise Fund is $1,367,500, an increase of 2% due to increase in Fines and Forfeits of 18%. This increase is mainly attributed to the increased fine for handicapped parking. The 2020 operating reserve for this fund is estimated at $48,200. As funding becomes available, the city uses assets generated from the fund to pursue further enhancement of parking facilities in the downtown area.
Convention Center Enterprise Fund
The Shreveport Convention Center opened in 2006 and this enterprise fund was created in 2011 to account for the operating subsidy to this fund. All operating revenue and expenses are collected and paid by the third- party management company, SMG. The city ensures that the activity of the Convention Center is included in the financial statements. In 2020, the Convention Center will receive $1,789,000 for operational cost from the Riverfront Development Fund, same as 2019.
Hotel (Convention Center) Enterprise Fund
The Convention Center Hotel Fund is used to pay debt service and relatedBUDGET expenses on the hotel. The 2020 operating budget for the hotel includes $11,449,734 in revenue and $10,616,258 in expenditures, allowing the hotel to contribute $833,476 toward the hotel debt service payments, and $569,992 toward future capital replacements. The budget and financial reporting for hotel operations is provided by the third-party management of HRI Lodging. The 2020 Convention Center Hotel budget is -4,403,900, up 10% from 2019 due to the refinancing of the hotel debt from variable to fixed rate. The negative fund balance represents the amount of the hotel debt service that has been subsidized by the fund.
Debt Service Fund
The proposed 2020 Debt Service Fund budget is $75,429,800 a 1% decrease from 2019, due to a decrease in fund balance. The city will pay $18.5 million for principal and interest on its debt. Of this amount, approximately $13.7 million will be paid toward debt service on General Obligation Bonds. Approximately $5 million will be paid on all other debt, primarily payments on various notes issued to purchase vehicles and heavy equipment. A reserve of $59.3 million is retained, which is 3.2 times one year’s debt service and 4.3 times one year’s General Obligation Bond debt service. For 2020, the city will levy 15 mills property tax to service its General Obligation debt. Overall debt service property taxes have been decreased 6.05 mills since 2015 due the city paying off more than $77 million in General Obligation debt in that time. EXECUTIVE
8 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
Capital Projects Fund
The proposed 2020 Capital Improvements budget of $981,876,313 represents a total of 141 capital projects. The decreased number, totaling four capital projects, is primarily due the close-out of completed projects. Overall, the capital budget has decreased by 0.5%, compared to the adopted 2019 budget due, to the continuance of consent decree projects.
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INFORMATION ABOUT SHREVEPORT
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12 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
Community Profile
Shreveport, Louisiana is home to more than 200,000 residents. It is the largest city and the commercial and cultural center of the Ark-La-Tex region, a 46,500 square mile, tri-state economic hub. Shreveport sits at the intersection of interstate highways I-20 and I-49, and is joined with Bossier City via the Red River. Shreveport is the third largest city in Louisiana and the state’s second largest tourism destination, after New Orleans. Shreveport anchors a metropolitan area of over 451,000 in a 112 square mile radius, making it big enough to offer all the amenities of an average American city but still small enough to be welcoming, friendly and convenient.
Shreveport is a safe city with a major regional medical center, grades Pre-K through 12 and higher educational opportunities. It has affordable cost of living and abundant housing options in family friendly neighborhoods in modern or historic areas. The city offers a unique combination of eclectic entertainment, cultural, and dining options, coupled with elegant Southern charm and a relaxed attitude that makes this Louisiana crown jewel a destination to live, work, play, and start a business.
Shreveport has continued to thrive in terms of a healthy economy and a satisfying quality-of-life. The people of Shreveport make the city what it is, and the passion and dedication of its residents and community leaders make Shreveport A Great Place to Call Home!
History
Shreveport, Louisiana, was founded in 1836 by the Shreve Town Company, a corporation established to develop a town at the juncture of the newly navigable Red River and the TexasBUDGET Trail. This trail was an overland route into the newly independent Republic of Texas and, prior to that time, into Mexico. Captain Henry Miller Shreve was a commander of the US Army Corps of Engineers in this area. He is credited for clearing the 180-mile long raft of debris that had clogged its channel since time immemorial. In Shreve's honor, the Shreve Town Company and the village of Shreve Town were named. On March 20, 1839, the village of Shreve Town was incorporated as the town of Shreveport. In 1871, Shreveport was incorporated as a city. Shreveport's original boundaries were contained within a parcel of land sold to the Shreve Town Company by the indigenous Caddo Indians in 1835. In 1838, Caddo Parish (county) was carved out of Natchitoches Parish and Shreve Town became the parish seat; Shreveport remains the parish seat of Caddo Parish, Louisiana today. The original town site consisted of sixty-four city blocks divided by eight streets running west from the Red River and eight streets running south from Cross Bayou, a tributary of the red River. Today this sixty-four block area is the city's central business district and is listed on the National Register of Historic Places. Shreveport, and its smaller sister city, Bossier City (founded in 1884 and incorporated in 1907) together have six historic districts and many landmarks listed on the National Register. In fact, Shreveport is second only to New Orleans among Louisiana cities with multiple historic landmarks. One of these is the McNeill Street Pumping Station, an 1887 waterworks facility that is still in use and is the unique example of its type in the nation. It is listed on the National Historic Landmarks list, the highest level of national historical designation. Shreveport founded Barksdale Air Force Base by purchasing the land for use by the federal government. This base opened in 1933 as Barksdale Army Air Field. It is also a national landmark. The Red River, opened by Shreve in the 1830s, remained navigable until 1914 when disuse, owing to the rise ofEXECUTIVE the railroad as the preferred means of transporting goods and people, allowed it to gather silt. Not until the 1990s was navigation of the river again possible to Shreveport. Today the Port of Shreveport-Bossier City is being developed once again as a shipping center and evolving into a major economic driver for the region.
CITY OF SHREVEPORT 13 2020 ANNUAL OPERATING BUDGET
Positioned for Economic Impact
Shreveport is the center of a metropolitan area representing more than 451,000 residents, located approximately 180 miles east of Dallas/Fort Worth Texas, south of Little Rock Arkansas, and west of Jackson Mississippi. Shreveport Regional Airport offers convenience and features direct flights to six hubs that connect to destinations all over the world. Situated at the convergence of three states, two major transportation interstates, and the mighty Red River, Shreveport is positioned for continued success as a major economic and residential city. Shreveport has the benefit of a truly diverse economy. Industry is thriving in Shreveport with opportunities in manufacturing, health care, oil and gas, film, tourism and a host of other industries. Our vibrant riverboat gaming industry continues to spur tourism along the riverfront while making the area a regional destination. Collectively the gaming industry generates $635 million annually, employs approximately 6,000 individuals from across the region, and supports local suppliers. Additionally the three riverboats provide approximately $12 million annually to the City of Shreveport to help support general fund operations and provide support to local non-governmental entities. Living up to our ``Hollywood South’’ reputation, Shreveport has been the back drop of more than 100 movies and television series since 2006. Such activity is the driving force behind the Louisiana Film Prize and the Louisiana Music Prize events that take place each fall placing many eyes on the City of Shreveport and the region.
Healthcare, Education, and Quality of Life
Medical education, research and patient care are also key parts of our economy. LSU Health Sciences Center includes a medical school and university teaching hospital. In SpringBUDGET 2013, the Biomedical Research Foundation (BRF) of Northwest Louisiana assumed management of the Shreveport hospital. Now known as University Health System, the private hospital remains committed to expanding its research programs. Our vibrant Health Care sector also consist of Willis-Knighton Health System, the Christus-Schumpert Health System, the Overton-Brooks Veterans Administration Medical Center, Shriner’s Hospital for Children, and numerous smaller community providers. Home to several institutions of Higher Education, a private Tier 1 Liberal Arts College, and the state second largest K-12 public school system, Shreveport serves as a hub of intellectual capital for the North Louisiana region. Northwestern State University and Southern University Shreveport continue to see record enrollments for students seeking degrees in high demand and high paying medical degrees.
EXECUTIVE
14 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
MAJOR SHREVEPORT-BOSSIER CITY EMPLOYERS
Barksdale Air Force Base Government 14,581
Willis-Knighton Health Systems Health Care 6,732
Oschner Health – Shreveport Health Care 2,762
Caddo Parish School Board Public Education 9,416
Bossier Parish School Board Public Education 3,000
Walmart Stores, Inc. Retail 1,501
City of Shreveport Local Government 2,760
Harrah’s Horseshoe Casino/Hotel & Harrah’s Louisiana Downs Gaming and Horse Racing 2,532
State of Louisiana Civil Service Government 1,200
Christus Schumpert Health System Health Care 1,800 Teleperformance Call Center CallBUDGET Center 1,623 United States Department of Veteran Affairs Health Care 1,682
Sam’s Town Casino & Hotel Gaming Casino 1,265
El Dorado Casino and Hotel Gaming Casino 1,214
Diamond Jack’s Casino & Hotel Gaming Casino 1,200
Margaritaville Resort Casino Gaming Casino 1,052
Boomtown Casino & Hotel Gaming Casino 800
U. S. Postal Service Post Office 800
International Paper Paper Mill 675
City of Bossier City City Government 670
Red River Sanitors, Inc. Janitorial Service 650
Kansas City Southern Railway Railroad 630
Libbey Glass, Inc. Table Glassware 582
Brookshire’s Grocery Stores 578
EXECUTIVELouisiana State University Higher Education 375
School of Medicine LSU Health - Shreveport Higher Education 2,762
Caddo Parish Sheriff’s Office Public Administration 761
CITY OF SHREVEPORT 15 2020 ANNUAL OPERATING BUDGET
BUDGET
EXECUTIVE
16 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
BUDGET SUMMARIES
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 17 2020 ANNUAL OPERATING BUDGET
BUDGET
EXECUTIVE
18 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2020 OPERATING BUDGETS
General Fund 209,493,400
Retained Risk -17,332,800
Metropolitan Planning Commission 1,485,200
Community Development 21,412,400
Riverfront Development 9,496,100
Grants 4,416,166
Shreveport Redevelopment Agency 4,000 Streets Special Revenue BUDGET8,423,500 Downtown Entertainment District 236,600
Golf 1,998,500
Airports 21,323,600
Water & Sewerage 144,977,000
SporTran 14,261,940
Downtown Parking 1,367,500
Convention Center 1,789,000
Convention Center Hotel -4,403,900
Debt Service 75,429,800
EXECUTIVESolid Waste 15,955,100
TOTAL 510,333,106
CITY OF SHREVEPORT 19 2020 ANNUAL OPERATING BUDGET
CITIZENS
EXECUTIVE BRANCH
OFFICE OF THE MAYOR EXECUTIVE OFFICE
ADRIAN D. PERKINS MAYOR
LEGISLATIVE BRANCH CHIEF ADMINISTRATIVE OFFICER JUDICIAL BRANCH SHERRICKA FIELDS JONES CITY COUNCIL CITY JUDGES CITY MARSHAL ASSISTANT CAO CHARLIE CALDWELL KASEY BROWN CITY MARSHAL COUNCIL MEMBERS CITY ATTORNEY CITY COURTS MEKISHA CREAL CITY ATTORNEY COURTS INTERNAL AUDIT CLERK OF COUNCIL ADMINISTRATOR LEANIS STEWARD ARTHUR G. THOMPSON INTERNAL AUDITOR CLERK OF COUNCIL
POLICE FIRE AIRPORTSBUDGETHUMAN RESOURCES BEN RAYMOND SCOTT WOLVERTON STACY MORITZ ANGELITA JACKSON POLICE CHIEF FIRE CHIEF INTERIM DIRECTOR DIRECTOR
COMMUNITY DEVELOPMENT FINANCE PUBLIC ASSEMBLY INFORMATION BONNIE MOORE CHARLES J. MADDEN AND RECREATION TECHNOLOGY DIRECTOR DIRECTOR SHELLY RAGLE KEITH HANSON DIRECTOR DIRECTOR
PUBLIC WORKS PROPERTY STANDARDS ENGINEERING AND WATER AND SEWERAGE GARY NORMAN TERRENCE GREEN ENVIRONMENTAL AFFAIRS BARBARA FEATHERSTON INTERIM DIRECTOR DIRECTOR PATRICK FURLONG DIRECTOR DIRECTOR
BOARDS & COMMISIONS
Alarm Appeal Board Architectural and Engineering Selection Committee City of Shreveport Parking Ordinance Hearings Offer Comprehensive Envirionmental Board of Appeals Employee Retirement System Board of Trustees Firemen’s Pension and Relief Fund Board of Trustees Health Care Trust Fund Board of Trustees Historic Preservation Commission Board Loan Review Committee Personnel Board Policemen’s Pension and Relief Fund Board of Trustees Property Standards Board of Appeal Shreveport Convention Center Hotel Authority Shreveport Metropolitan Planning Commission Shreveport Metropolitan Zoning Boards of Appeals Shreveport Municipal Fire & Police Civil Service Board Shreveport Public Assembly and Recreation Advisory Council Shrevport Airport Authority EXECUTIVE
20 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
CITY GOVERNMENT FORM OF GOVERNMENT AND SERVICES
The City of Shreveport was incorporated in 1839. The current City Charter, adopted in 1978, established a Mayor-Council form of government. The City provides a full range of municipal services, including police and fire protection, emergency medical services, street and drainage systems, refuse collection, water and sewerage services, parks and recreation, planning and zoning, airports, public transportation and community development programs. Operation of the convention center, hotel and the public transit system is provided under a third- party management agreement.
BUDGETARY STRUCTURE
The financial transactions of the City are budgeted and recorded in individual funds. The most significant of these are:
1. General Fund
This is the principal fund of the City and is used to account for all activities of the City not included in other specified funds. The General Fund is used to account for the normal recurring activities of the City including police, fire, parks, public works and general administration. 2. Special Revenue Funds BUDGET These funds account for revenues from specific taxes or other revenue sources which by law are designated to finance particular functions or activities of government. Special revenue funds contained in this budget are:
Metropolitan Planning Commission Community Development Riverfront Development Grants Shreveport Redevelopment Agency Downtown Entertainment (TIF District) Streets
3. Enterprise Funds
Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private businesses, in that the costs of providing goods and services to the general public are financed through user charges. Enterprise funds contained in this budget are:
Golf Airports Water and Sewerage Shreveport Area Transit System (SporTran) Downtown Parking Convention Center EXECUTIVEConvention Center Hotel Solid Waste
CITY OF SHREVEPORT 21 2020 ANNUAL OPERATING BUDGET
4. Debt Service Fund
This fund accounts for the payment of interest and principal on General Obligation Bonds and other general obligation debt including debt payable from special assessments with governmental commitment. It does exclude debt issued for services provided by a governmental enterprise fund. This fund is funded principally from property taxes levied by the City. Transfers from the General Fund and Riverfront Fund are made to pay for general obligation debt other than General Obligation Bonds.
5. Retained Risk Internal Service Fund
The Retained Risk Internal Service Fund charges other funds based on activity and claims. Revenues are contributed by the City's various funds (primarily the General Fund), and used to pay claims, purchase insurance and provide a reserve fund to help the City meet its obligations in the event of a catastrophe.
6. Capital Improvements Fund
This fund accounts for resources used in the City's capital improvements program. The annual Capital Improvements Budget is published as a separate document and more fully details the fund's revenues and expenditures. 7. Fiduciary Funds BUDGET The City's Pension Trust Funds are in this category since they are held by the City in a fiduciary capacity. By custom, the City does not appropriate the budgets of fiduciary funds by ordinance, and thus they are not presented in this budget document.
8. Enrichment Fund
The City's Enrichment Fund was established by Section 26-186-191 of the Code of Ordinances. It was “established as a trust fund for donations by any person for the purpose of enrichment of city facilities and services.”
EXECUTIVE
22 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
STATEMENT OF BUDGETARY POLICIES
The City Charter requires the Mayor to propose and the City Council to adopt an annual comprehensive operating budget. The City's fiscal year is January 1 to December 31, and budgets for a particular year are required to be adopted by December 15th of the preceding year.
Responsibility for administering each budget is shared between the Mayor, the Chief Administrative Officer, the Director of Finance and the City Council. Council approval is required before a budget ordinance may be amended.
The General Fund budget is adopted using the modified accrual basis of accounting. Enterprise and Fiduciary Trust Fund budgets are accounted for on an accrual basis. The audited financial statements report governmental funds using the modified accrual basis of accounting. Government-wide audited financial statements, enterprise funds, and fiduciary funds are reported using the accrual basis of accounting.
Budgets must be balanced each year. Revenues included from all sources, including beginning fund balances, should equal the amount of funds appropriated for each year, including operating and liability reserves.
The adoption of the operating budget shall constitute an appropriation of the sums specified therein for the purposes and from the funds indicated. Such appropriation shall be considered valid only for the year for which made and any part of such appropriation which is not encumbered or expended shall laps at the end of the year. No funds shall be expended and no obligation incurred other than in accordance with the operating budget ordinances.
Formal budgetary integration and encumbrance accounting are employed as management control devices during the year. All appropriations which are not expended or encumbered lapse atBUDGET year end. Encumbrances outstanding at year end will be re-appropriated and honored during the subsequent year.
Legal budgetary control for operating budgets is exercised at the department/object class with the exception of the Community Development Department where control is exercised at the division/object class.
Operating reserves are an important part of the budget process for the General Fund. In 1991, the policy decision was made to have an operating reserve of 5% of expenditures or $5,000,000 which ever was greater. In 1997 the desired reserve was increased to 6% and in 1998 to 7%. For 2020, the Operating Reserve is $1,086,900 which is 1% of expenses.
It is the City's policy that the Golf, Airports, Downtown Parking, Convention Center, Convention Center Hotel and Water and Sewerage funds operate within their self-generated revenues to the greatest extent possible, although it is recognized that these funds may require operating subsidies from the General Fund. Transfers are made to certain funds from either the Riverfront Fund or the General Fund in order to permit an adequate level of these activities. The MPC also receives an operational subsidy from the Caddo Parish Commission.
The City's Pension and Retirement Funds are expected to remain actuarially sound. As a result of an agreement made in 1983, payments are being made to the State of Louisiana, which assumed liability for the retirement systems serving Police and Fire sworn personnel. EXECUTIVE
CITY OF SHREVEPORT 23 2020 ANNUAL OPERATING BUDGET
June July July Revise budget instructions, prepare budget reports Distribute Capital Improvements budget and develop revenue forecasts information to departments Assistant CAO CAO / Assistant CAO Mid July Complete June closeout Finance
Mid July Download Logos forms to departments Finance July - August July Prepare Capital Budget Revenue Estimation Committee Department Heads, Assistant CAO Budget Coordinators July Issue budget target letters CAO / Assistant CAO July Distribute Position Control on LAN Information Technology August July - August Prepare 5-year Capital Budget Meet with department budget staffs Department Heads, CAO / Assistant CAO Budget Coordinators July Mid August BUDGET Prepare Operating Budgets Department Heads, Budget Coordinators
Mid August Mid September Review departmental budgets Assistant CAO August - September Mid August September 30 Review and prepare capital budgets Prepare budgets and budget ordinances CAO / Assistant CAO CAO / Assistant CAO
October 1 All budgets and ordinances filed with Clerk of Council CAO Prior to December 15 Budget review sessions Council and Administration
First Council Meeting in October Budget ordinances introduced Council Prior to November 15 Public Hearings on Budgets Council Prior to Public Hearing Budget ordinances published in official journal EXECUTIVEClerk of Council December 15 Legal deadline for budget adoption Council
24 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
BUDGETARY PROCESS AND ASSUMPTIONS
Process
During June and July 2019, the Assistant Chief Administrative Officer (Assistant CAO), in conjunction with the Chief Administrative Officer (CAO) and department heads, began to prepare estimates of revenues expected to be available during the remainder of 2019 and for 2020. These estimates were the first step in preparing in the City's 2019 budget process.
All departments were requested to prepare a 2020 budget submittal based on a target figure established by the Assistant CAO. These target figures were designed to produce a balanced General Fund budget and to limit other budgets to the amount of their available revenue.
Departments within the General Fund or those dependent on it for much of their funding were also asked to provide information on high-priority requests which could not be included in the target budget. Within this book, the departmental summaries list the departments’ highest priorities.
Once submitted, budget requests were reviewed by the CAO and Assistant CAO, who compiled each submittal into the proper format and identified major issues for the attention of the Mayor. This process included numerous discussions with department heads and budget coordinators.
The Mayor is required by the City Charter to submit all budget ordinances and review materials for 2020 to the City Council on or before October 1, 2019. After the budget ordinances are filed with the clerk of council, the city council will hold budget review meetings. The chairman of the council will set the dates and times for such meetings after consultation with the Mayor regarding the availabilityBUDGET of department heads and other necessary personnel.
The City Council is required by Charter to hold a Public Hearing regarding the proposed 2020 budgets on or before November 15, 2019. The City Council is required by Charter to adopt all of the City’s 2020 budgets on or before December 15, 2019.
The City Charter allows the Mayor to authorize the transfer of budgeted amounts from one activity to another within the same lump sum character of appropriations, within the same department. Budgetary transfers across department lines or between character classes of lump sum appropriations must be approved by the City Council. During the year, the City Council approves several amendments to the budget. The City Charter provides that expenditures may not legally exceed appropriations.
Capital Improvements for the City of Shreveport are to be budgeted based on systematic planning and an appropriate mix of local, state, and federal funds. When a new capital project is created or established by ordinance, the scope of the project, the amount of the appropriation, and the funding source or sources must be identified. The funds appropriated and the scope of a capital project established by ordinance shall not be materially changed except by an ordinance adopted by the city council, unless the ordinance establishing the scope of the project provides that the scope therein may be changed by resolution.
Appropriations for capital projects shall remain in force until the project is completed or the appropriation is amended by ordinance. When a project has been completed or a determination has been made that it will not be completed, the project shall be closed by ordinance. No funds remaining from the appropriation for a closed project shall be used for another project or another purpose until the funds have been appropriated by ordinance forEXECUTIVE that project or purpose. No funds shall be expended and no obligation incurred for capital projects other than in accordance with the capital budget ordinances. Long-range planning is encouraged by the City Charter requirement that a five-year Capital Improvements Program be prepared annually.
CITY OF SHREVEPORT 25 2020 ANNUAL OPERATING BUDGET
FULL TIME EMPLOYEES
The City of Shreveport has 2,760 full-time authorized positions for 2020. Among these are a number of vacant, unfunded positions. Employment in the Fire and Police departments has decreased from 1,287 to 1,372 since 2003, while the number of other full-time City employees has been reduced from its 1995 peak of 1,640 to 1,250 for 2020. BUDGET
EXECUTIVE
26 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
SUMMARY OF FULL-TIME POSITION ALLOCATIONS BY BUDGET ACTIVITY UNIT
2018 2019 2019 2020 DEPARTMENT/BUDGET ACTIVITY ACTUAL AUTHORIZED ESTIMATE BUDGET
GENERAL FUND
Office of the Mayor Executive Office 11 11 11 11 TOTAL - OFFICE OF THE MAYOR 11 11 11 11
City Attorney 14 14 13 13 TOTAL – City Attorney 14 14 13 13
Property Standards 34 34 34 40 TOTAL – Property Standards 34 34 34 40
Human Resources 9999 TOTAL – Human Resources 9 9 9 9
Information Technology 30 30 30 30 TOTAL - Information Technology 30BUDGET 30 30 30 Public Assembly & Recreation Administration 14 14 11 10 Planning and Development 3 6 55 Special Facilities (NEW) 4 5 55 Events Services 23 23 17 15 Maintenance - Buildings 114 84 30 30 Maintenance - Grounds 0 0 55 55 Environmental Services 32 32 30 30 Athletics 19 20 18 19 Recreation 61 62 60 60 TOTAL - PUBLIC ASSEMBLY & RECREATION 270 246 231 229
Finance Administration 7 7 77 Accounting 18 18 18 18 Purchasing 8 9 99 Records Management 2 2 22 Revenue 19 19 19 17 TOTAL - FINANCE 54 55 55 53
Police EXECUTIVEAdministration 39 39 40 39 Support 157 160 164 164 Uniform Services 460 460 451 450 Investigations 110 110 116 115 TOTAL - POLICE 766 769 771 768
CITY OF SHREVEPORT 27 2020 ANNUAL OPERATING BUDGET
SUMMARY OF FULL-TIME POSITION ALLOCATIONS BY BUDGET ACTIVITY UNIT
(CONTINUED) 2018 2019 2019 2020 DEPARTMENT/BUDGET ACTIVITY ACTUAL AUTHORIZED ESTIMATE BUDGET
Fire Administration 10 10 10 8 Firefighters 506 506 506 506 Fire Prevention 15 15 15 15 Training 10 9 9 9 Maintenance 10 10 10 12 Emergency Medical Services (EMS) 8 8 8 8 Communications 39 42 40 46 TOTAL - FIRE 598 600 598 604
Engineering and Environmental Services Engineering 40 36 36 36 Environmental Services 15 15 15 15 TOTAL - Engineering and Environmental Ser. 55BUDGET 51 51 51 Public Works Administration Permits and Inspections 29 26 26 26 Traffic Engineering 35 35 35 40 Streets and Drainage 119 119 107 107 Fleet Maintenance 24 24 24 21 TOTAL - PUBLIC WORKS 347 344 202 199
City Council Legislative 6 6 6 6 Internal Audit 8 8 8 8 TOTAL - CITY COUNCIL 14 14 14 14
City Courts 56 56 56 56 TOTAL - CITY COURTS 56 56 56 56
City Marshal 28 28 30 30 TOTALEXECUTIVE - CITY MARSHAL 28 28 30 30 TOTAL - GENERAL FUND 2,286 2,261 2,105 2,106
28 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
SUMMARY OF FULL-TIME POSITION ALLOCATIONS BY BUDGET ACTIVITY UNIT
(CONTINUED) 2018 2019 2019 2020 DEPARTMENT/BUDGET ACTIVITY ACTUAL AUTHORIZED ESTIMATE BUDGET
INTERNAL SERVICE/SPECIAL REVENUE FUNDS
Retained Risk Fund 4 555 TOTAL - RETAINED RISK FUND 4 5 5 5
Metropolitan Planning Commission 20 20 20 20 TOTAL - METROPOLITAN PLANNING COMMISSION 20 20 20 20
Community Development Administration 9 9 9 10 Workforce Development 26 23 23 23 Special Progams 0 0 0 5 Housing & Business DevelopmentBUDGET 9 11 11 7 TOTAL - COMMUNITY DEVELOPMENT 44 43 43 45
Riverfront Development 1 222 TOTAL - RIVERFRONT DEVELOPMENT 1 2 2 2
Downtown Entertainment 2 000 TOTAL - DOWNTOWN ENTERTAINMENT 2 0 0 0
Police Grants AFIS 0 12 11 11 TOTAL POLICE GRANTS 0 12 11 11
TOTAL - INTERNAL SERVICE/SPECIALREVENUE 71 82 81 83 FUNDS EXECUTIVE
CITY OF SHREVEPORT 29 2020 ANNUAL OPERATING BUDGET
SUMMARY OF FULL-TIME POSITION ALLOCATIONS BY BUDGET ACTIVITY UNIT
(CONTINUED) 2018 2019 2019 2020 DEPARTMENT/BUDGET ACTIVITY ACTUAL AUTHORIZED ESTIMATE BUDGET
ENTERPRISE FUNDS
Golf Administration 0 0 0 0 Querbes 12 12 12 13 Huntington 8 6 6 6 Jerry Tim Brooks Lakeside 0 0 0 0 TOTAL - GOLF 20 18 18 19
Airports Administration 14 15 14 13 Maintenance 22 35 34 34 Security 45BUDGET 37 37 35 Downtown 6 7 5 5 TOTAL - AIRPORTS 87 94 90 87
Water and Sewerage Fund Administration 8 9 9 9 Water Purification 46 46 45 45 Customer Service 65 65 65 65 Wastewater Treatment 71 71 71 71 Field Operations 133 133 133 133 TOTAL - WATER AND SEWERAGE 323 324 323 323
Solid Waste Shreveport Collections 0 0 117 123 Landfill 0 0 5 5 Bulk Collections 0 0 13 13 TOTAL - SOLID WASTE 0 0 135 141
TOTALEXECUTIVE ENTERPRISE FUNDS 430 436 566 570
GRAND TOTAL - ALL OPERATIONS 2,787 2,780 2,749 2,759
30 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2020 REVENUES BY SOURCE AND FUND
GENERAL INTERNAL SPECIAL ENTERPRISE DEBT TOTAL FUND SERVICE REVENUE FUNDS SERVICE FUNDS FUNDS FUND
Taxes & Special 162,027,200 0 6,886,000 0 23,000,000 191,913,200 Assessments
Licenses and Permits 9,494,100 0 55,000 53,000 0 9,602,100
Ext. Service Charges 1,583,300 0 1,354,600 129,047,640 0 131,985,540
Interest Earnings 0 10,000 2,900 13,200 32,000 58,100
Fines and Forfeits 2,747,900 0 0 307,000 0 3,054,900
Intergovernmental 694,000 0 3,434,900 1,953,000 1,700,000 7,781,900
Transfers From 10,395,700 0 0 2,898,600 0 13,294,300 Other Funds BUDGET Miscellaneous 19,754,800 0 15,805,100 3,291,500 0 39,086,100
Internal Service 3,577,400 10,420,900 0 1,813,500 0 15,811,800 Charges
Operating Subsidies 0 0 2,079,800 7,079,500 0 9,159,300
Grants 0 0 11,040,200 3,857,000 0 14,897,200
SUBTOTAL - 210,274,400 10,430,900 40,658,500 150,548,640 24,732,000 436,644,440 REVENUES
Fund Balance -781,000 -27,763,700 4,815,466 46,720,100 50,697,800 73,688,666
TOTAL 209,493,400 -17,332,800 45,473,966 197,268,7400 75,429,800 510,333,106 REVENUESEXECUTIVE
CITY OF SHREVEPORT 31 2020 ANNUAL OPERATING BUDGET
2020 EXPENDITURES BY SOURCE AND FUND
GENERAL INTERNAL SPECIAL ENTERPRISE DEBT TOTAL FUND SERVICE REVENUE FUNDS SERVICE SOURCE FUNDS FUNDS FUND
Personal Services 151,328,100 1,979,600 6,750,300 30,813,200 0 190,871,200
Materials and Supplies 8,037,000 6,800 219,399 11,059,300 0 19,322,499
Contractual Services 17,229,800 30,700 10,434,242 40,921,140 0 68,615,882
Other Charges 4,400,200 8,078,800 10,570,655 55,521,800 14,600,000 93,171,455 Liability Reserves 0 -27,463,700 0BUDGET 0 0 -27,463,700 Improvements and 2,889,200 35,000 540,370 3,082,500 0 6,547,070 Equipment
Transfers to Other Funds 24,522,200 0 9,926,400 10,229,800 0 44,678,400
SUBTOTAL 208,406,500 -17,332,800 38,441,366 151,627,740 14,600,000 395,742,806 EXPENDITURES
Operating Reserves 1,086,900 0 7,032,600 45,641,000 60,829,800 114,590,300
GRAND TOTAL 209,493,400 -17,332,800 45,473,966 197,268,740 75,429,800 510,333,106 EXECUTIVE
32 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
GENERAL FUND SUMMARY
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 33 2020 ANNUAL OPERATING BUDGET
BUDGETS BY DEPARTMENT
GENERAL FUND BUDGET 209,493,400
MAYOR 996,400
CITY ATTORNEY 1,185,600
PROPERTY STANDARDS 3,573,300
HUMAN RESOURCES 825,900
INFORMATION TECHNOLOGY 3,739,000 PUBLIC ASSEMBLY & RECREATION BUDGET17,494,000 FINANCE 3,660,000
GENERAL GOVERNMENT 31,192,000
POLICE 60,538,900
FIRE 56,810,600
ENGINEERING & ENVIRONMENTAL AFFAIRS 4,945,400
PUBLIC WORKS 17,716,300
CITY COUNCIL 1,510,000
CITY COURTS 3,711,900 CITYEXECUTIVE MARSHAL 1,594,100
34 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
GENERAL FUND
Approximately 77% of the City’s General Fund revenues for 2020 comeBUDGET from taxes and special assessments.
Salaries and benefits paid to City employees make up 73% of all General Fund expenditures in 2020. Other significant expenditures are for contractual services, primarily for utility charges and inter-fund transfers, to RetainedEXECUTIVE Risk, Community Development, SporTran, MPC, Golf and Solid Waste.
CITY OF SHREVEPORT 35 2020 ANNUAL OPERATING BUDGET
Most of the expenditures in General Fund involve the City's most basic services. Expenditures for Fire and Police services make up 56% of the proposed budget. Services provided by the Public Works and the Engineering Department (streets/drainage maintenance and engineering) account for an additional 10.7%. General Government includes the Operating Reserves, transfers to the Retained Risk fund for claims payment and insurance purchases, funding to pay City’s portion of health care costs for retirees, and subsidies to SporTran, MPC, Golf and Community Development fundsBUDGET account for 15.1% of 2020 spending.
General Fund expenditures for 2020 are expected to be approximately $209.4 million, down 6% from the 2019EXECUTIVE budget primarily due to Solid Waste Enterprise Fund being established.
36 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
GENERAL FUND
SUMMARY OF AVAILABLE FUNDS
Actual Fund Balance as of January 1, 2019 -1,207,000
2019 Estimated Revenues 210,279,300
2019 Total Available for Expenditure 209,072,300
2019 Estimated Expenditures 209,853,300
Estimated Fund Balance December 31, 2019 -781,000
2020 Estimated Revenues 210,274,400
2020 Total Available for Expenditures 209,493,400
2020 Estimated Expenditures 208,406,500
Estimated Operating Reserve as of December 31, 2020 1,086,900
Fund balance serves two purposes. One is to maintain an adequate amount of cash for unanticipated emergencies, and the other is to provide adequate cash flow during seasonal variations. The General Fund Operating Reserve is intended to be maintained at approximately 5-7% of expenditures. 2020 Estimated Reserves are projected to be 0.7% of expenses.
EXECUTIVE BUDGET
CITY OF SHREVEPORT 37 2020 ANNUAL OPERATING BUDGET
2020 GENERAL FUND BUDGET
MAJOR REVENUE ASSUMPTIONS
2018 2019 2019 2020 LOCAL TAXES ACTUAL BUDGET ESTIMATE BUDGET
Sales Tax 123,869,548 121,500,000 123,000,000 123,800,000
BUDGET For 2020, sales tax collections are expected to be $123,800,000, which represents a 2% increase from the 2019 budgeted amount. Sales tax collections account for 59% of total general fund revenue.
2018 2019 2019 2020 PROPERTY TAXES ACTUAL BUDGET ESTIMATE BUDGET
Operating Millage 26,812,086 28,069,500 27,376,100 27,518,200
EXECUTIVE Property tax revenues for 2020 are projected to remain the same as 2019.
38 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2018 2019 2019 2020 FRANCHISE TAXES ACTUAL BUDGET ESTIMATE BUDGET
AT&T / Bell South 226,859 226,000 226,000 226,000 Centerpoint Energy 1,845,291 2,400,000 1,845,300 1,900,000 Comcast Cable 1,483,325 1,650,000 1,483,000 1,483,000 SWEPCO 5,069,917 4,500,000 4,800,000 4,800,000 Telecommunications 149,261 115,000 149,300 150,000
Utility franchise fees vary year-to-year mostly because of weather conditions.
2018 2019 2019 2020 STATE TAXES - LOCAL SHARE ACTUAL BUDGET ESTIMATE BUDGET
Beer Tax 215,511 240,000 215,500 230,000 Delinquent Ad Val Ta 911,292 800,000 911,300 850,000 Video Poker 905,852 930,000 890,000 900,000 No significant growth is expected in local share taxes. BUDGET 2018 2019 2019 2020 LICENSES AND PERMITS ACTUAL BUDGET ESTIMATE BUDGET
Occupational Licenses 4,705,222 4,800,000 4,800,000 4,800,000 Building Permits (City) 1,150,358 1,117,800 1,016,000 1,117,800
EXECUTIVE Occupational License and fees are a barometer of business and construction activity. While they are up from earlier years, they are projected to be relativity flat from 2019 to 2020.
CITY OF SHREVEPORT 39 2020 ANNUAL OPERATING BUDGET
2018 2019 2019 2020 EXTERNAL SERVICE CHARGES ACTUAL BUDGET ESTIMATE BUDGET Landfill Fees 6,197,706 7,400,000 2,745,000 0 Police Charges 606,890 594,500 514,400 594,500 Ambulance Charges 17,344,900 17,000,000 17,100,000 18,000,000 Recycling Fees 1,841,005 1,900,000 761,000 0
Due to the Governor’s Medicaid and Medicare expansion, the city expects to net $6 million revenue from EMS service in excess over what was budgeted for 2017.
2018 2019 2019 2020 INTERNAL SERVICE CHARGES ACTUAL BUDGET ESTIMATE BUDGET Indirect Cost: Other Funds 1,747,400 1,747,400 1,747,400 2,005,400 Indirect costs are estimated and charged from data furnished in the Central Services Cost Allocation Plan developed annually by a consultant and the Finance Department. They reflect costs incurred by General Fund departments in support of other funds and programs. BUDGET 2018 2019 2019 2020 PROJECT ENGINEERING - DESIGN ACTUAL BUDGET ESTIMATE BUDGET
Inspection and Design 1,151,900 700,000 1,160,000 1,330,000 .Project engineering and design payments are paid to the General Fund from the Capital Project funds for engineering services on projects. Increases are due to the initiation of new capital projects.
2018 2019 2019 2020 TRANSFERS ACTUAL BUDGET ESTIMATE BUDGET
Water & Sewer Fund 1,467,000 1,336,000 1,327,400 1,413,500 Water & Sewer Fund transfers represent the amount paid by the Water & Sewerage Fund for costs that are accounted for in the General Fund budget.
2018 2019 2019 2020 FINES AND FORFEITURES EXECUTIVEACTUAL BUDGET ESTIMATE BUDGET Total Fines and Forfeitures 2,401,036 2,695,400 2,747,500 2,747,900 Fines and Forfeitures are associated with Property Standards as well as a portion of the fines/costs collected by the City Courts and City Marshal.
40 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2018 2019 2019 2020 INTERGOVERNMENTAL ACTUAL BUDGET ESTIMATE BUDGET State Highway and Signal Maintenance 693,520 707,800 694,000 694,000 Intergovernmental revenue is paid to the City by the State to offset a portion of the costs incurred to maintain rights-of-way and traffic signals on State highways located within the City.
2018 2019 2019 2020 MISCELLANEOUS ACTUAL BUDGET ESTIMATE BUDGET Firemen's 2% 746,629 807,000 750,000 807,000 Firemen’s 2% revenue is based on proceeds of 2% Fire Insurance Premium Tax imposed on various fire insurance companies doing business in Louisiana.
2018 2019 2019 2020 CERTIFICATES OF INDEBTEDNESS ACTUAL BUDGET ESTIMATE BUDGET Total Certificates of Indebtedness 2,100,000 0 5,200,000 0 Certificates of Indebtedness reflect the short-term borrowing done on a regular basis to purchase vehicles and equipment. The 2020 budget does not include any planned certificatesBUDGET of indebtedness.
2018 2019 2019 2020 FUND BALANCE ACTUAL BUDGET ESTIMATE BUDGET Prior - Year Fund Balance -1,207,000 8,285,000 261,200 -781,000
EXECUTIVE
CITY OF SHREVEPORT 41 2020 ANNUAL OPERATING BUDGET
GENERAL FUND
SUMMARY OF REVENUES
2018 2019 2019 2020 MAJOR SOURCE ACTUAL BUDGET ESTIMATE BUDGET
Taxes and Special Assessments 162,054,292 160,634,500 161,163,700 162,027,200 License and Permits 9,391,305 9,359,000 9,413,300 9,494,100 External Service Charges 9,178,758 10,393,500 4,568,400 1,583,300 Internal Service Charges 3,141,331 2,639,400 3,316,200 3,577,400 Interest 6,678 0 2,000 0 Fines and Forfeits 2,401,036 2,695,400 2,747,500 2,747,900 Intergovernmental 693,520 707,800 694,000 694,000 Miscellaneous 28,950,777 27,825,600 28,379,200 30,154,500 Prior Year Fund Balance 0 8,285,000 0 -781,000 TOTAL 215,817,697 222,540,200BUDGET210,279,300 209,493,400
EXECUTIVE
42 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
CITY OF SHREVEPORT, YEAR – ENDING - DECEMBER 31, 2020
REVENUE DETAIL
FUND NAME GENERAL FUND 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET Taxes & Special Assessments - Character 90
900001 Sales Tax 123,869,548 121,500,000 123,000,000 123,800,000 901002 Delinquent Taxes 107,923 80,000 95,000 85,000 901010 General Alimony Mills 15,887,970 16,540,900 15,975,800 15,975,800 901011 SPAR Mills 1,252,540 1,278,600 1,287,400 1,278,400 901012 Platoon Mills 2,213,476 2,258,600 2,280,000 2,258,600 901013 Police & Fire Mills 1,734,832 1,773,300 1,737,200 1,773,300 901014 Special Salary Mills 1,734,832 1,773,300 1,737,200 1,773,300 901015 Street Improvement Mills 1,734,832 1,773,300 1,737,200 1,773,300 901016 Gen Fringe Ben Mills 2,539,503 2,591,500 2,621,300 2,591,500 902020 SWEPCO 5,069,917 4,500,000 4,800,000 4,800,000 902021 AT&T / Bell South 226,859 410,000 226,000 226,000 902022 Centerpoint Energy 1,845,291 2,400,000 1,845,300 1,900,000 902023 Telecommunications 149,261 115,000 149,300 150,000 902024 Cable TV 1,483,325BUDGET 1,650,000 1,483,000 1,483,000 902025 Bellsouth - Video Revenues 151,914 0 151,900 150,000 903031 Delinquent Ad Val Taxes 930,907 820,000 931,000 870,000 904040 Beer Tax 215,510 240,000 215,500 230,000 904043 Video Poker 905,852 930,000 890,000 900,000
Total Taxes & Special Assessments 162,054,292 160,634,500 161,163,700 162,027,200
Licenses and Permits - Character 91
911001 Occupational 4,705,222 4,800,000 4,800,000 4,800,000 911013 Liquor 194,709 180,000 170,000 180,000 911015 Chain Store 171,924 173,000 165,000 170,000 911017 Fire Insurance 1,051,124 1,012,700 1,132,900 1,100,000 911019 Life Insurance 1,002,751 1,047,500 1,047,500 1,047,500 913030 Penalty on Deliquent License 277,702 140,000 140,000 140,000 Total Business Licenses 7,403,432 7,353,200 7,455,400 7,437,500
912020 Plumbing 168,775 184,000 150,000 184,000 912021 Electrical 226,488 225,000 204,000 225,000 912022 Building 1,150,358 1,117,800 1,016,000 1,117,800 912023 Sign Permits 7,015000 912024 A/C And Heating 154,799 87,300 145,000 87,300 EXECUTIVE912025 Craftsman Registration 77,300 115,600 105,000 115,600 912027 Sidewalk Vendors / Pods 200 0 200 400 912029 Fire Preventions- Permits 6,550 7,000 6,000 7,000 912031 Parish Electrical Residential 13,445 13,700 3000 0 Total Building Permits 1,856,368 1,875,700 1,724,900 1,753,800
CITY OF SHREVEPORT 43 2020 ANNUAL OPERATING BUDGET
CITY OF SHREVEPORT, YEAR – ENDING - DECEMBER 31, 2019
REVENUE DETAIL
FUND NAME GENERAL FUND 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET 911047 Tree Removal Permit 400 1,900 1,900 1,900 912036 Parish Building Permit - Residen 23,218 25,000 5,600 0 912037 Parish Building Master Comm 4,344 5,200 3,000 0 912038 Parish Electrical Standalone 23,335 22,000 4,000 0 912039 Parish Electrical Occupancy 0000 912040 Parish Electrical Comm 1,235 1,000 2,000 0 912049 Parish A/C Registr Comm 130000 912051 Parish A/C Residential Registr 1,088 68,000 1,400 0 912052 Parish Plumbing Commercial Fee 3,640 6,000 1,400 0 912053 Parish A/C Standalone Resident 195 0 100 0 912054 Parish Electrical Standalone Com 2,015 2,000 800 0 912055 Parish A/C Standalone Comm 0000 912056 Parish Building 0 0 117,000 118,000 912057 Parish Electrical 0 0 59,000 60,000 912058 Parish Plumbing 0BUDGET 0 23,500 24,000 912059 Parish Mechanical 0 0 14,000 14,000 Total Construction Permits 59,600 108,600 233,700 217,900
Total Construction Permits 125,356 122,000 126,900 131,100
914041 Application Permit 4,550 4,600 200 4,600 914042 Inspection Permits 100 2,000 0 2,000 914043 Parish Plumbing Registration 17,875 19,300 4,000 0 914044 Driver Licenses 31,958 20,000 20,000 20,000 914045 Boat Inspection Permits 66,715 75,000 70,000 75,000 Total Vehicles Licenses and Permits 121,198 120,900 94,200 101,600
Total Licenses and Permits 9,391,305 9,359,000 9,413,300 9,494,100
External Service Charges - Character 92
920005 Office Rent 400 500 400 500 920008 Land Rent 32,410 6,000 25,000 25,000 Total Land and Office Rent 32,810 6,500 25,400 25,500
924044 Engineering Service Fees 1,700000 924046EXECUTIVE Penalties & Other Charges 0 3,000 3,000 3,000 Total Engineering Revenue 1,700 3,000 3,000 3,000
44 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
CITY OF SHREVEPORT, YEAR – ENDING - DECEMBER 31, 2019
REVENUE DETAIL
FUND NAME GENERAL FUND 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET 925050 Indy Stadium Rent 12,685 12,000 12,000 12,000 925054 Rental Of Space 94,982 90,000 104,500 107,500 925056 Tournaments 8,175 1,200 3,800 4,500 926060 Spar Entry Fees 33,020 40,000 30,000 30,000 926062 Craft Program 525 1,600 0 0 926067 Professional 7,437 16,300 22,500 22,500 Total SPAR Revenue 156,824 161,100 172,300 161,100
927071 Landfill Fees 6,197,706 7,400,000 2,745,000 0 927072 Back-Door Garbage Collect Fee 2,650000 927075 Permits, Cash Sales, Etc. 250,154 270,000 281,000 706,000 927076 Recycling Fee 1,841,005 1,900,000 761,000 0 927077 Garbage Collection Fees 54 0 100 0 927316 Cng Sales -68BUDGET 1,000 0 0 Total Public Works Revenue 8,291,501 9,571,000 3,787,000 706,000
928081 Exposition Hall 0 1,200 6,300 6,300 928082 Convention Hall 8,525 8,500 17,000 8,500 928083 Chamber Of Commerce Plaza 22,500 27,000 22,500 22,500 928086 Civic Theater 3,700 3,700 3,700 10,000 Total Building & Property Rentals 34,725 40,400 49,500 47,300
929090 Fingerprinting Fees 42,640 45,000 40,000 45,000 929091 Photgraph Sales 4,800 7,000 3,200 7,000 929093 Abo Cards And Parties 109,390 115,000 105,000 115,000 929101 Fees For False Alarms 206,817 155,000 140,000 160,000 929291 Escort Fees 98,540 90,000 50,000 90,000 929293 Record Checking Fees 1,695 2,500 1,200 2,500 929298 Accident Reports 197,317 197,000 198,000 197,000 Total Police Revenues 661,199 611,500 537,400 616,500
Total External Service Charges 9,178,758 10,393,500 4,568,400 1,583,300 EXECUTIVE931015 Processing Fee 77,032 27,000 74,000 77,000 Total Accounting 77,032 27,000 74,000 77,000
CITY OF SHREVEPORT 45 2020 ANNUAL OPERATING BUDGET
CITY OF SHREVEPORT, YEAR – ENDING - DECEMBER 31, 2019
REVENUE DETAIL
FUND NAME GENERAL FUND 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET 934041 Indirect Cost-Community Devel 380,000 380,000 380,000 380,000 934042 Indirect Cost-Airport 292,200 292,200 292,200 292,200 934043 Indirect Cost-Water & Sewer 950,000 950,000 950,000 950,000 934045 Indirect Cost-Sportran 25,000 25,000 25,000 25,000 934046 Indirect Cost-Riverfront 42,200 42,200 42,200 42,200 934047 Indirect Cost-Golf 57,000 57,000 57,000 57,000 934049 Indirect Cost-Downtown Parking 1,000 1,000 1,000 1,000 934050 Indirect Cost-Solid Waste 0 0 0 258,000 Total Indirect Cost 1,747,400 1,747,400 1,747,400 2,005,400
937073 Project Design Fees 1,011,420 500,000 1,020,000 1,190,000 937074 Project Inspection Fees 140,479 200,000 140,000 140,000 Total DOS Project Revenues 1,151,899BUDGET 700,000 1,160,000 2,330,000 938080 W & S Engineering Pymt 0 0 170,000 0 Total W & S Project Revenues 0 0 170,000 0
935050 Insurance Proceeds 0000 939092 Cross Lake Security 165,000 165,000 165,000 165,000 Total Misc. Internal Service Charges 165,000 165,000 165,000 165,000
Total Internal Service Charges 3,141,331 2,639,400 3,316,200 3,577,400
941010 Interest 6,720 0 2,000 0 941034 Gain/Loss On Sale Of Security -42000 Total Interest Earnings 6,678 0 2,000 0
951012 Civil Section Revenue 500,537 600,000 600,000 600,000 951013 Court Fines 659,317 706,000 749,600 750,000 951014 Violations Bureau Fines 731,994 800,000 800,000 800,000 951016 Bond Forfeitures 28,027 50,000 50,000 50,000 951022 City Court Cost 56,036 24,400 30,000 30,000 951023 City Court Cost – DWI 9,250 10,000 12,000 12,000 TotalEXECUTIVE Courts and Marshal Revenues 1,985,161 2,190,400 2,241,600 2,242,000
46 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
CITY OF SHREVEPORT, YEAR – ENDING - DECEMBER 31, 2019
REVENUE DETAIL
FUND NAME GENERAL FUND 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET 951018 Lot Mowing Fees 212,743 180,000 180,000 180,000 951021 Demolition Fees 18,115 200,000 200,000 200,000 951026 Securing Structures -22,069 20,000 20,000 20,000 951027 Towing Charges 1,689 5,000 5,000 5,000 951028 Care Of Premise 204,198 100,000 100,000 100,000 952029 Fines 1,200 0 900 900 Total Property Standards Revenues 415,876 505,000 505,900 505,900
Total Fines & Forfeitures 2,401,036 2,695,400 2,747,500 2,747,900
961017 State Hwy Maintance Contract 214,060 214,000 214,000 214,000 961018 State Hwy Signal Maintance 483,120 480,000 480,000 480,000 961024 Training Fees 11,624BUDGET 13,800 0 13,800 Total Intergovernmental 708,804 707,800 694,000 707,800
EXECUTIVE
CITY OF SHREVEPORT 47 2020 ANNUAL OPERATING BUDGET
CITY OF SHREVEPORT, YEAR – ENDING - DECEMBER 31, 2019
REVENUE DETAIL
FUND NAME GENERAL FUND 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET Other Revenues - Character 98
981001 Miscellaneous 885,366 505,700 290,600 239,700 981002 Sale Of Scrap 7,106 9,100 5,000 6,200 981003 Oil And Gas Royalties 28,800 36,000 75,000 36,000 981005 Auction Proceeds 55,216 65,000 0 65,000 981008 Commission On Concessions 40,497 45,000 40,200 40,000 981009 Vending Machine Receipts 153 2,400 2,500 2,700 981010 Firemen's 2% 746,629 807,000 750,000 807,000 981012 W & S Pmt In Lieu Of Taxes 1,635,000 1,635,000 1,635,000 1,635,000 981014 Housing Auth In Lieu Of Taxes 26,891 29,000 29,000 29,000 981015 Catering 120 700 200 200 981020 Disposal Of Land 91,986 20,000 20,000 20,000 981051 Certificate Of Indebtedness 1,600,000000BUDGET 981086 Police Bond Fees 0000 981089 Background Checks -7,176 4,000 4,000 4,000 981837 E911 Dispatch Reimbursement -28,038 300,000 300,000 300,000 981853 Transfers 878,588 1,105,800 1,000,000 1,105,800 981906 FEMA 95,381 0 600 0 982025 W & S Trf/Revenue Div 0 300,000 300,000 300,000 982047 Riverfront 7,030,600 5,560,900 5,560,900 5,854,900 982066 Transfer From Streets Fund 0 270,000 1,045,000 1,500,000 983031 Current Year Fund Balance 0 8,285,000 0 -781,000 985052 Emergecy Medical Service 17,344,899 17,000,000 17,100,000 18,000,000 985054 EMS Memberships 118,757 130,000 105,000 130,000
Total Other Revenues 28,950,777 36,110,600 28,263,000 30,075,500
Revenue - Character 99
990017 Private Donations 98,674 0 116,200 75,000 TotalEXECUTIVE Transfer from Riverfront Fund 98,674 0 116,200 75,000 Total Miscellaneous and Transfers 29,049,451 36,110,600 28,374,200 30,150,500
Total Revenue 215,916,371 222,540,200 210,279,300 209,493,400
48 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
GENERAL FUND
SUMMARY OF EXPENDITURES
2018 2019 2019 2020 MAJOR APPROPRIATIONS ACTUAL BUDGET ESTIMATE BUDGET
Personal Services 145,311,650 152,647,300 146,197,500 151,328,100
Materials & Supplies 8,560,822 9,393,200 8,859,000 8,037,000
Contractual Services 30,721,278 27,779,000 23,645,800 17,989,800
Other Charges 4,888,321 4,290,500 4,477,300 4,400,200
Operating Reserves 0 3,122,300 0 1,086,900
Improvements & Equipment 5,137,553 1,697,700 2,060,600 2,889,200
Notes Payable 2,156,207 3,057,500 2,716,200 1,856,400
Transfer to Capital Projects Fund 0 0 0 0
Transfer to Water and Sewerage Fund 760,000 BUDGET760,000 760,000 760,000
Transfer to MPC Fund 716,725 1,063,400 1,063,400 913,000
Transfer to Grants Fund 0 6,300 0 0
Transfer to SporTran Fund 6,577,610 6,592,300 6,892,300 6,992,300
Transfer to Retained Risk Fund 5,782,260 6,913,200 6,913,200 6,913,200
Transfer to Community Development Fund 890,500 890,500 890,500 890,500
Transfer to Information Technology 0 0 0 0
Transfer to Streets Special Revenue Fund 0 0 0 0
Transfer to Other Governments 5,044,019 5,000,000 4,800,000 5,000,000
Transfer to Solid Waste Fund 0 0 1,250,300 1,109,600
Operating Subsidy- Golf 87,200 87,200 87,200 87,200 EXECUTIVE TOTAL 218,021,592 222,540,400 209,853,300 209,493,400
CITY OF SHREVEPORT 49 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL BY DEPARTMENT 2018 2019 2019 2020 G/L ORG ACTUAL BUDGET ESTIMATE BUDGET OFFICE OF THE MAYOR 10.10.1020 Executive Office 1,027,697 996,400 976,100 996,400 TOTAL - OFFICE OF THE MAYOR 1,027,697 996,400 976,100 996,400
CITY ATTORNEY 10.11.1100 City Attorney 1,195,435 1,186,200 1,184,100 1,185,600 TOTAL - CITY ATTORNEY 1,195,435 1,186,200 1,184,100 1,185,600
PROPERTY STANDARDS 10.12.1200 Property Standards 3,163,824 3,575,300 3,573,300 3,573,300 TOTAL - PROPERTY STANDARDS 3,163,824 3,575,300 3,573,300 3,573,300
HUMAN RESOURCES 10.13.1300 Human Resources 751,876 826,000 826,800 825,900 TOTAL - HUMAN RESOURCES 751,876 826,000 826,800 825,900
INFORMATION TECHNOLOGY 10.14.1400 Information Technology 3,227,673 3,739,000 3,426,800 3,739,000 TOTAL - INFORMATION TECHNOLOGY 3,227,673BUDGET 3,739,000 3,426,800 3,739,000
PUBLIC ASSEMBLY & RECREATION 10.15.1510 SPAR Administration 7,907,627 5,782,200 6,893,700 5,804,400 10.15.1520 Planning & Development 431,344 464,200 406,900 413,900 10.15.1525 Special Facilities 356,055 359,400 299,700 295,600 10.15.1530 Event Services 913,507 810,800 795,200 794,700 10.15.1540 Environmental Services 4,839,454 2,288,700 2,376,700 2,366,200 10.15.1545 Maintenance - Buildings 381 2,510,200 2,503,700 2,503,600 10.15.1547 Maintenance - Grounds 1,198,394 1,257,200 1,213,100 1,236,800 10.15.1550 Recreation 2,602,655 2,830,400 2,658,700 2,890,200 10.15.1555 Athletics 1,158,262 1,190,900 1,000,400 1,188,600 TOTAL - PUBLIC ASSEMBLY & RECREATION 19,407,678 17,494,000 18,148,100 17,494,000
FINANCE DEPARTMENT 10.20.2010 Finance Administration 224,506 226,500 335,600 341,900 10.20.2012 Records Management 23,663 54,900 38,800 55,000 10.20.2015 Accounting 1,088,418 1,076,400 1,191,200 1,150,100 10.20.2020 Purchasing 583,045 494,300 388,400 483,300 10.20.2021 Purchasing – Supplies 33,836 28,000 16,500 23,000 10.20.2040 Revenue Division 2,170,458 1,779,900 1,751,800 1,606,700 TOTALEXECUTIVE - FINANCE DEPARTMENT 4,123,925 3,660,000 3,722,300 3,660,000
GENERAL GOVERNMENT 10.23.2300 General Government 28,881,290 31,248,700 29,676,800 31,192,000 TOTAL - GENERAL GOVERNMENT 28,881,290 31,248,700 29,676,800 31,192,000 50 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL BY DEPARTMENT 2019 2019 2020 BUDGET ESTIMATE BUDGET POLICE DEPARTMENT 10.25.2510 Police Administration 11,871,829 11,734,400 11,687,800 12,107,600 10.25.2515 Support 29,298,437 31,808,900 30,453,200 31,763,400 10.25.2520 Uniform Services 8,063,825 7,554,000 7,510,200 7,474,000 10.25.2540 Investigations 8,497,644 8,869,100 8,643,400 9,193,900 TOTAL POLICE DEPARTMENT 57,731,734 59,966,400 58,294,600 60,538,900
FIRE DEPARTMENT 10.30.3010 Fire Dept Administration 1,454,859 1,508,800 1,462,400 1,448,000 10.30.3015 Fire Fighters 38,392,654 39,809,800 38,526,600 39,760,500 10.30.3020 Prevention 1,221,435 1,279,100 1,256,500 1,293,300 10.30.3025 Training 806,603 834,900 853,100 853,800 10.30.3030 Maintenance 2,567,854 3,204,800 2,966,000 3,191,200 10.30.3040 Emergency Med Services 7,717,850 6,161,000 6,014,800 6,182,500 Communications 3,492,137 4,012,200 3,618,700 4,081,300 TOTAL - FIRE DEPARTMENT 55,653,391 56,810,600 54,698,100 56,810,600
ENGINEERING & ENV. AFFAIRS 10.33.3310 Engineering 2,283,605 2,801,500 2,766,100 3,501,000 10.33.3315 Environmental Affairs 1,160,389BUDGET1,525,200 1,393,100 1,444,400 TOTAL ENGINEERING & ENV. AFFAIRS 3,443,994 4,326,700 4,159,200 4,945,400
PUBLIC WORKS 10.35.3510 Administration 568,549 578,400 612,900 548,800 10.35.3521 Collections 5,966,420 7,526,100 2,665,200 0 10.35.3522 Landfill 9,038,484 7,529,500 3,372,900 0 10.35.3523 Bulk Collections 1,040,321 204,200 345,600 0 10.35.3540 Permits & Inspections 1,208,444 1,580,800 1,615,000 1,648,900 10.35.3550 Traffic Engineering 4,939,184 4,528,100 4,587,000 4,712,600 10.35.3560 Streets And Drainage 7,005,848 6,606,200 7,548,100 7,601,500 10.35.3570 Fleet Services 2,555,575 3,288,700 3,036,500 3,204,900 TOTAL PUBLIC WORKS 32,367,712 31,842,000 23,783,200 17,716,300
CITY COUNCIL 10.50.5010 Legislative 620,495 731,800 680,800 718,100 10.50.5015 Internal Audit 752,598 772,300 770,000 791,900 TOTAL - CITY COUNCIL 1,373,093 1,504,100 1,450,800 1,510,000
CITY COURTS 3,588,343 3,472,900 3,749,100 3,711,900 10.90.9000 City Courts 3,588,343 3,472,900 3,749,100 3,711,900 TOTAL - CITY COURTS EXECUTIVECITY MARSHAL 10.95.9500 City Marshal 2,083,926 1,894,100 2,169,500 1,594,100 TOTAL - CITY MARSHAL 2,083,926 1,894,100 2,169,500 1,594,100 TOTAL EXPENDITURE DETAIL BY DEPARTMENT 218,021,592 222,540,400 209,853,300 209,493,400
CITY OF SHREVEPORT 51 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL BY SUB-OBJECT 2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET Personal Services - Character 10 100001 Official/Administrative Salaries 5,098,885 5,141,500 5,378,400 5,356,400 100002 Official/Administrative Overtime 4,580 0 12,000 12,000 100011 Official/Admin Civil Service St 396,574 410,000 395,000 402,500 110001 Professional Salaries 6,708,009 7,673,600 6,817,400 7,400,500 110002 Professional Overtime 417,882 239,600 393,000 238,100 110011 Professional Civil Service St 7,328,049 7,908,500 7,702,500 8,216,600 120001 Technician Salaries 3,118,736 3,326,300 3,400,800 3,840,500 120002 Technician Overtime 259,427 140,900 233,000 126,900 120011 Technician Civil Service St 6,075,368 6,077,800 5,997,300 6,196,100 130001 Protective Service Salaries 2,629,315 2,587,200 2,986,700 2,520,600 130002 Protective Service Overtime 2,108,265 1,341,100 2,127,000 1,362,200 130011 Protective Service Civil Serv St 39,708,017 41,503,600 39,365,300 41,479,200 130012 Protective Service FLSA Pay 1,353,893 1,411,000 1,296,800 1,452,800 140001 Paraprofessional Salaries 4,746,822 5,224,200 4,528,800 4,889,300 140002 Paraprofessional Overtime 81,574 47,600 87,300 42,700 140011 Paraprofessional Civil Svc St 0 0 0 0 150001 Office/Clerical Salaries 3,172,297 3,405,800BUDGET 3,190,100 3,268,700 150002 Office/Clerical Overtime 0 0 0 275,000 150011 Office/Clerical Civil Service St 2,219,574 2,480,300 2,477,700 2,528,800 160001 Skilled Craft Salaries 2,214,367 2,455,400 2,772,000 3,165,700 160002 Skilled Craft Overtime 191,169 55,200 164,500 78,000 160011 Skilled Craft Civil Service St 263,614 0 0 0 170001 Service/Maintenance Salaries 6,184,392 6,406,800 4,916,400 4,310,800 170002 Service/Maintenance Overtime 1,249,441 493,900 669,900 62,800 180001 Employee Retirement System 5,926,675 6,904,300 6,389,500 7,081,800 180002 State Civil Service Retirement 17,853,863 19,458,600 18,470,100 19,319,300 180003 Deferred Compensation 228,144 211,000 232,300 221,300 180004 Other Retirement Systems 143,014 133,800 147,100 147,100 180005 Group Insurance 21,459,602 23,357,400 21,944,600 23,696,000 190003 Unemployment Insurance 23,802 40,000 40,000 40,000 190006 Performance Pay Reserve 0 117,000 117,000 -538,500 190007 Medicare Trust Contribution 1,362,376 1,415,700 1,395,500 1,426,600 190008 OASDI Contributions 69,830 60,700 73,000 76,200 190050 City-Wide Employee Training 99,968 45,000 45,000 45,000 190090 Clothing 1,065,622 927,100 1,010,500 886,800 190091 Training 246,341 416,600 395,700 318,800 190092EXECUTIVEMemberships 75,332 100,600 101,400 102,800 190093 Medical Exams 239,206 158,100 153,400 152,100 190094 Car Allowance 1,800 1,800 1,800 1,800 Total - Personal Services 145,311,650 152,647,300 146,197,500 151,238,100
52 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL BY SUB-OBJECT 2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET 200101 Postage 264,721 177,300 159,500 168,800 200102 Printing and Publishing 105,549 103,200 109,500 104,600 200150 Office Supplies 362,772 363,300 345,500 348,900 200153 Office Furnishings 50,598 39,300 30,300 23,800 200155 Arts and Crafts 10,942 17,500 10,000 9,500 200210 Fuel, Oil & Lubricants 3,070,026 3,222,700 2,765,800 2,466,800 200220 Medical Supplies 512,654 463,800 510,900 463,100 200230 Custodial 223,518 224,300 227,000 244,000 200240 Chemicals 89,629 109,700 101,100 87,500 200245 Safety 192,341 179,000 173,900 165,400 200250 Consumables 67,524 56,100 60,600 57,200 200255 Clothing 7,013 3,000 3,000 3,000 200271 Minor Equipment 378,207 425,500 337,000 275,900 200290 Misc Op Supplies 40,047 22,300 19,300 20,300 200291 Training 3,088 7,400 7,400 7,400 200543 Computer Software < $500 26,715 26,100 25,700 4,500 250505 Motor Vehicle Maint Supplies 1,197,064 1,283,200 1,236,700 1,277,900 250515 Small Engine Maint Supplies 156,649 123,200 114,800 115,200 250520 Equipment Maint Supplies 945,614 1,107,500 1,087,800 998,800 250542 Street Lighting, Signals & Signs 187,903BUDGET 377,100 394,300 377,100 250555 Buildings and Grounds 419,162 317,700 387,400 434,200 250560 Street Maint Supplies 461,597 739,000 738,500 378,100 250590 Misc Maintenance Supplies -212,510 5,000 13,000 5,000
Total - Materials & Supplies 8,560,822 9,393,200 8,859,000 8,037,000
Contactual Services 300100 Utilities - Water 4,692,951 3,568,100 3,864,200 3,573,900 300110 Utilities - Electricity 2,532,133 2,120,000 2,398,000 2,120,000 300120 Utilities - Natural Gas 275,019 212,000 283,500 212,000 300190 Utilities - Telephone 19,355 18,400 18,500 18,400 300200 Wireless Services 221,369 225,600 281,200 259,600 300300 Rents 237,335 593,200 571,600 442,600 300400 Maintenance and Repairs 3,005,689 3,346,200 3,278,000 3,153,100 300500 Professional Services 18,874,610 16,796,000 11,914,900 7,303,800 300600 Travel 40,913 55,300 82,000 84,300 300700 Training 1,997 0 0 0 EXECUTIVE300800 Miscellaneous 59,908 74,200 193,900 62,100
Total - Contractual Services 30,721,278 27,779,000 23,645,800 17,989,800
CITY OF SHREVEPORT 53 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL BY SUB-OBJECT 2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET Other Charges - Character 40 400110 Assessments and Taxes 643,328 306,600 306,000 306,000 400112 Sales Tax Administration 405,306 460,000 460,000 400,000 400115 Recording Fees 352,131 180,000 340,000 340,000 400120 City Memberships 61,515 102,300 100,000 100,600 400125 Promotions 3,073 5,000 5,000 5,000 400145 Election Expense 228,985 100,000 100,000 100,000 400146 Game Expense 53,007 50,300 50,300 50,300 400162 Civic Appropriations 566,538 747,000 776,000 776,000 400163 Public Agency Appropriations 1,778,721 1,653,100 1,653,100 1,695,500 400166 Litigation 1,331 1,500 1,500 1,500 400169 IInterest-Internal Expense 19,729 0 0 0 400172 Substd Housing Demolition 367,344 450,000 450,000 390,000 400190 Misc General Expense 177,677 1,100 1,200 1,100 400199 Program Services 229,645 233,600 234,200 234,200 Total - Other Charges 4,888,321 4,290,500 4,477,300 4,400,200
Operating Reserves - Character 42 420095 Operating Reserves 0 3,122,300 0 1,086,900 Total Operating Reserves 0 3,122,300 0 1,086,900
Improvements & Equipment - Character 45 BUDGET 475525 Buildings 979,664 386,700 337,400 360,000 480515 Non-Building Improvements 275,861 0 157,000 157,000 480518 Street Overlay 0 0 0 0 481520 Street Reconstruction 149,250 0 0 1,000,000 485543 Computer Software 63,598 130,600 126,900 166,900 485550 Office/Reprod Equipment 459,278 267,200 278,700 221,100 485553 Medical Equipment 4,683 18,200 18,200 18,200 485555 Audiovisual Equipment 0 3,300 2,300 2,300 485557 Tools and Equipment 330,018 341,600 296,500 334,700 485558 Communications Equipment 10,532 84,400 142,900 84,000 485560 Vehicles 2,665,923 265,700 230,700 345,000 485570 Machinery/Equipment 198,746 200,000 470,000 200,000 Total - Improvements & Equipment 5,137,553 1,697,700 2,060,600 2,889,200 Transfers Out 500000 Transfer to Capital Proj Fund 0 0 0 0 510109 Notes Payable 2,156,207 3,057,500 2,716,200 1,856,400 550501 Transfer to Golf 87,200 87,200 87,200 87,200 560601 Transfer to MPC Operating Subsidy 716,725 1,063,400 1,063,400 913,000 570002 Transfer to Grants 0 6,300 0 0 590001 Transfer to Sportran 6,577,610 6,592,300 6,892,300 6,992,300 615906 Transfer to Retained Risk Fund 7,929,707 6,913,200 6,913,200 6,913,200 625908 Transfer to Community Develop 890,500 890,500 890,500 890,500 705940 Transfer to Other Governments 5,044,019 5,000,000 4,800,000 5,000,000 357175EXECUTIVE Transfer to Solid Waste 0 0 1,250,300 1,109,600 Total - Transfers 23,401,968 23,610,400 25,373,100 24,522,200
GRAND TOTAL EXPENSES 218,021,592 222,540,400 209,853,300 209,493,400
54 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EXECUTIVE OFFICE
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 55 2020 ANNUAL OPERATING BUDGET
MAYOR
Chief Administrative Officer Chief of Staff
Administrative Assistant to the CAO Economic Director of Director of Confidential Assistant CAO Development Fair Share Governmental Secretary Coordinator Program Affairs/Public Relations Administrative BUDGETAssistant Department Heads
Communications Manager
EXECUTIVE
56 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT G/L ORG EXECUTIVE OFFICE 10.10.1020
DIRECTOR CHIEF ADMINISTRATIVE OFFICER Mayor Adrian D. Perkins Sherricka F. Jones
DEPARTMENT OVERVIEW
The Mayor is responsible for the conduct of the Executive branch of city government and administers all offices, departments, boards, commissions and agencies thereof. The Mayor has the authority to sign all contracts, bonds or other instruments or documents on behalf of the city and serves as the conduit for communications between the Executive and Legislative branches. The Mayor serves on numerous boards, appoints representatives of the city to boards and commissions subject to council approval, issues mayoral proclamations, participates in meetings and attends ceremonial events. The Mayor is responsible for proposing policies, procedures and directives regarding the appropriate level and operation of city services and for communicating such to the City Council, the CAO and department heads. The Executive Office of the Mayor serves as the focal point where citizens and media can obtain information about city government and its activities.
The Executive Office supervises the economic development staff includingBUDGET the Director of Fair Share Program and the Director of Economic Development. The Director of Fair Share Program and the Director of Economic Development are paid from the Riverfront Development Fund. In addition to economic development, the Executive office focuses on community and neighborhood outreach and the marketing of Shreveport.
The Chief Administrative Officer’s (CAO) office serves as the immediate supervising authority and coordinator of department heads and is responsible for implementing and monitoring the Mayor’s programs, preparing and managing the City’s budget, monitoring state and federal legislative activities and administering the Vehicles for Hire program. The City’s Fair Share Program is designed to increase the participation in City contracts by businesses owned by minorities and women, and is part of the Executive Office.
2019 ACCOMPLISHMENTS
• Hired new Executive Office Staff to help support the vision of the Mayor including Chief Administrative Officer, Assistant Chief Administrative Officer, Chief of Staff, Confidential Secretary, Fair Share Director, Economic Development Coordinator, Communications Manager, and Administrative Assistant. • Implemented a quarterly Love Shreveport Citywide Cleanup campaign. • Formed the Environmental Control Unit, as a division of SPD, to crackdown on illegal dumping and litter related crimes with plans in place to implement an Environmental Court. • Selected new Program Managers for the Consent Decree program. • Expanded the Summer Internship Program for High School and College students to include more than EXECUTIVE150. • Implemented SmartPhone Water Meter reading and billing systems to improve accuracy and customer service. • Implemented a $7 sanitation fee to give trash collectors a raise.
CITY OF SHREVEPORT 57 2020 ANNUAL OPERATING BUDGET
2020 ACCOMPLISHMENTS (continued)
Public Safety • Named a Police Chief for the Shreveport Police Department • Worked in partnership with the community to bring our Part I Crime Rate down to historic lows during 2019 • Reallocate several positions within the department and increased patrol staffing with more “boots on the ground.” • Upgraded the logging audio recorder system at the Communications Division as we transition to a new P-25 compliant radio provided by the Caddo Parish Emergency Communications District.Technology
Technology • Modernized the departmental org chart – including management structure, responsibilities, titles, and pay (30+ positions). • Eliminated the 33% vacancies in positions after reorganizing. • Created the first mobile-friendly and transparency-focused budget called, “The People’s Budget”. • Procured a modern 311 system and began implementation (slated for launch to public by EOY). • Created a special projects team, including a Data Scientist, GIS Specialist, and Social Media Specialist. • Created a centralized data warehouse, with tens of millions of records from disparate, silo’d systems, for easy analysis. BUDGET • Piloted a modern citizen notification system for the bond proposal meetings, ready to fully deploy by EOY. • Began using the new data warehouse to create dashboard graphs of various questions and answers for
Economic Development • Supported efforts to expand manufacturing at several large firms in Shreveport, including Frymaster and Module X Solutions. • Convened key executives from across the city’s Healthcare Corridor, and worked to support growth and diversification within the city’s healthcare industry. • Marketed Shreveport’s Opportunity Zones and educated investors and business leaders about the tax benefits of Opportunity Zone enterprises. • Investigated the possibility of growing industrial hemp and producing hemp-based end products in Shreveport, and supported two industrial hemp site selection initiatives. • Worked closely with the Metropolitan Planning Commission to develop streamlined rules making it easier and less expensive to start and operate food trucks in Shreveport. • Celebrated the launches of multiple new businesses in Shreveport, including SuperATV, CMIT, Hope Pharmacy, Conterra, Tomakk Glass Partners, Sanctuary Glass Studio, and Every Man a King Distillery. • Convened Mayor’s Business Advisory Council, a diverse group of local business leaders offering advice, EXECUTIVEfeedback and direction on economic development.
58 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET 2020 GOALS AND OBJECTIVES • Publish the 2020 Adopted Budget and submit for the GFOA Distinguished Budget Presentation Award. • Implement recommendations from 2019 GFOA site visit and assessment. • Explore funding and innovative means to address aging infrastructure. • Revamp tax and water billing notices to be more customer-friendly. • Establish a central permitting group that manages all external and internal work done in City right of ways. • Support public safety agencies of Shreveport Police Department in its efforts to reduce crime and Shreveport Fire Department in their effort to save lives and property. • Monitor legislation and communicate with legislators regarding matters of the city, including to seek additional funding for projects from federal and state government grants. • Work with each department to increase efficiency in utilizing taxpayer resources.
RESOURCES AVAILABLE
Department 2018 2019 2019 2020 % Funding ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 980,887 947,000BUDGET 898,700 923,500 -2% Materials and Supplies 14,651 14,600 16,500 14,600 0% Contractual Services 31,034 33,200 55,000 32,200 0% Other Charges 805 600 600 600 0% Improvements and Equipment 319 1,000 5,300 1,000 0%
TOTAL 1,027,697 996,400 976,100 996,400 -0%
FULL-TIME EMPLOYEES 11 11 11 11 0%
BUDGET CHANGES FOR 2020
Personal Services decreased by 2% while the overall budget for the Executive Office remain the same. Personal services also includes a 2% increase in ERS, and 5% increase in health care contributions,
FUTURE BUDGET CONSIDERATIONS
v None. EXECUTIVE
CITY OF SHREVEPORT 59 2020 ANNUAL OPERATING BUDGET
FULL TIME EMPLOYEES
This chart includes nine (9) employees paid from the Executive Office and two (2) employees paid from the Riverfront fund that report to the Mayor’s office. 1 Please see ‘Employee Roster’ in the Riverfront section for information about the two (2)BUDGET position funded through the Riverfront fund.
EMPLOYEE ROSTER
Category Class Level Title Authorized
Elected 800 E Mayor 1 SUBTOTAL 1 Appointed 21 Officials 802 A Chief Administrative Officer 1 22 Professionals 803 A Assistant Chief Administrative Officer 1 793 A Executive Council To The Mayor 1 785 A Fair Share Director 1 795 A Director of Gov Affairs/Public Relations 1 792 A Communications Manager 1 745 A Economic Dev Coordinator 1 25 Para Professional 436 A Admin. Assistant 1 816 A Assistant To The CAO 1 26 Office/Clerical 822 A Confidential Secretary 1 EXECUTIVESUBTOTAL 10
TOTAL 11
60 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
CITY ATTORNEY
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 61 2020 ANNUAL OPERATING BUDGET
OFFICE OF THE CITY ATTORNEY
CITY ATTORNEY
DEPUTY CHIEF ASST. CITY ATTORNEY (7) LEGAL ADMINISTRATOR (1) DIVISION OF RISK OF LITIGATION (1) MANAGEMENT (5)
LEGAL SECRETARY (3)
RECEPTIONIST (1) BUDGET
EXECUTIVE
62 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT G/L ORG CITY ATTORNEY 10.11.1100
CITY ATTORNEY BUDGET COORDINATOR MEKISHA S. CREAL Tammie Frazier-Roberison
DEPARTMENT OVERVIEW
The City Attorney’s Office provides legal advice to the Mayor, City Council and all departments, agencies, boards and commissions of City government. Duties and responsibilities of the office are assigned by Section 8.03 of the Charter. The office also handles all legal matters in which the City of Shreveport is a party or in which it has an interest. The office has two (2) divisions: Administrative and Criminal. The criminal division handles all criminal prosecution in Shreveport City Court.
2019 ACCOMPLISHMENTS
• Continued to enforce collection of delinquent bond forfeiture judgment rendered in Shreveport City Court, resulting in additional revenue in equal proportions to the City's General Fund, Shreveport City Court, Shreveport City Marshal, and the Caddo Indigent Defenders Office. • Continued to litigate cases to reduce the impact of amounts paid from the Retained Risk Fund for claims and related expenses. BUDGET • Began the process of reducing outsource litigation costs by handling more matters in house.
2020 GOALS AND OBJECTIVES
° Continue development of internal and external administrative procedures to reduce the amount of attorney time spent on routine administrative matters. ° Continue efforts to improve the level of legal service provided to City officials and departments. ° Continue to aggressively defend litigation filed on behalf of and against the City and reduce the number of suits filed against the City. ° Work with the CAO, other City employees and contract attorneys to reduce the number and severity of claims against the City. ° Continue to aggressively pursue collection of bond forfeiture judgments. ° Assist Finance Department in identifying and aggressively pursuing collection of outstanding debt owed to the City. ° Analysis of current case management practices with a view toward increased efficiency in the handling and disposition of litigated matters. ° Continue focus on staff development and training. EXECUTIVE
CITY OF SHREVEPORT 63 2020 ANNUAL OPERATING BUDGET
DEPARTMENT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 1,075,188 1,059,100 1,058,700 1,054,500 0% Materials and Supplies 16,074 19,800 19,800 18,500 -7% Contractual Services 100,607 101,000 101,000 108,000 7% Other Charges 3,016 3,200 1,500 1,500 -53% Improvements & Equipment 549 3,100 3,100 3,100 -18%
TOTAL 1,195,435 1,186,200 1,184,100 1,162,800 0%
FULL-TIME EMPLOYEES 14 14 13 13 -7%
PART-TIME EMPLOYEES 3 3 1 1 -67%
BUDGET CHANGES FOR 2020 BUDGET None.
FUTURE BUDGET CONSIDERATIONS
v None at this time.
EXECUTIVE
64 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Officials 870 A City Attorney 1 22 Professional 872 A Assistant City Attorney 7 25 Para Professional 876 A Legal Administrator 1 26 Office/Clerical 733 A Office Manager 0 823 A Legal Secretary 4
SUBTOTAL 13
Part Time 22 Professional 872 A Part Time Assistant City Attorney 1
SUBTOTAL 1
TOTAL 14 BUDGET
EXECUTIVE
CITY OF SHREVEPORT 65 2020 ANNUAL OPERATING BUDGET
BUDGET
EXECUTIVE
66 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
PROPERTY STANDARDS
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 67 2020 ANNUAL OPERATING BUDGET
PROPERTY STANDARDS
DIRECTOR
ASST. DIRECTOR
MGMT ASSIST (1) MGMT ASSIST (1) PARALEGAL (1) PROP. MGMT SPEC. (1) SUPERVISORS (2)
ADMIN. ASST. (1) OFFICE ASSOC. (1) SUPERVISOR, GROUNDS (1) CERTIFIED INSPECTORS (11)
CREW MEMBERS GROUNDS (7) INSPECTORS - (4) OFFICE SPEC. (5) (4-vacant) DRIVER/LIGHT EQUIP. (1) DRIVER/HEAVY EQUIP BUDGET(1- Vacant)
EXECUTIVE
68 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT G/L ORG PROPERTY STANDARDS 10.12.1200
DIRECTOR BUDGET COORDINATOR Terrence Green Latoicha Jones
DEPARTMENT OVERVIEW
The mission of the Property Standards Department is to facilitate and improve the overall quality of life for the citizens of Shreveport through removal of blight throughout the city.
Four major programs are administered: (1) Demolition and Securing of Structures, which allows the City through its contractors to demolish or secure a structure if it has been abandoned and allowed to become structurally deficient or provides open access to vagrants or others that have no legal right to be in or on the property; (2) Weed Abatement, which requires owners of properties to keep vegetative growth below 12 inches in height; (3) Care of Premises, which allows the City to cite owners for other nuisances, as defined by Ordinance, on private property; and (4) Non-Operative Vehicles, which allows the City to remove inoperable vehicles from private property.
2019 ACCOMPLISHMENTS • Continue in-house training program for inspectors and administrativeBUDGET staff. • • Provided Continuing Education training for the (15) inspectors and (2) supervisors. • Increased productivity in the number of lots the grass crew cut and clean. • Worked with the Mayor’s office, Police Department and DEQ on using surveillance cameras to catch illegal dumping violators. • Worked with the Information Technology and Engineering Departments to provide an accurate map of adjudicated and private properties for MGO and Building Blocks within the limits of Shreveport. • Became a stand-alone department. • Ordinance changed for the Environmental Court. • Became a tire generator. • Hired a deputy director and five (5) additional grass crew members. • SWEEPS: Continued collaborative efforts of PW Streets & Drainage, Police, DEQ, Zoning and Animal Control; to reduce blighted conditions throughout the city which have negative impact on quality of life and cause crime to increase if left unattended. • Worked with Information Technology to establish a Facebook page for the department. EXECUTIVE
CITY OF SHREVEPORT 69 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES
Property Standards goals and objectives is to continue to strive to facilitate and improve the overall quality of life for the citizens of Shreveport through removal of blight throughout the city. In order to obtain this goal we are committed to working with each department and every agency to seek initiatives that will support the mission of Property Standards. Property Standards will continue to utilize new strategies when appropriate and effective for the department to increase productivity by seeking the following for 2019:
° Upgrade My Government Online (MGO) to totally automated. MGO would allow Property Standards Inspectors to become mobile in the field utilizing real time, allowing all inspections to be accomplished in the field from initializing a violation to final inspection. Productivity would increase significantly by having the capability of this upgraded technology. ° Develop a systematic approach to cutting adjudicated lots that will improve the frequency of cut by assigning permanent routes for our contractors to cut. ° Eliminate the back log of houses that have completed the notification process for demolition. The success of this initiative depends on the funding available as this is the most expensive process within our department. ° Work with the Property Management section of the Engineering Department to help educate owners of property about the $1 program in an effort to get property in the hands of responsible citizens that will maintain their property. ° Work to help reduce the amount of illegal dumping within our neighborhoods. Search for more Towing Companies and collaborating with the EnvironmentalBUDGET Crime Unit to successfully catch ° offenders and remove blight throughout the City of Shreveport.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Lots cut by City contractors 6,673 6,800 7,000 Lots cut by City crews 3,000 5,000 7,000 Care of premise 1,105 1,400 1,600 Substandard structures secured 82 90 110 Houses demolished 135 150 175 Property Standards inspections 37,500 45,000 54,000 Property Standards Board Appeals 55 75 100 Inoperable vehicles tagged 1,241 1,500 1,800 Violations cited 15,083 17,000 19,000 CitationEXECUTIVE to court written 72 90 110 Complaints entered into Civic Plus system 2,700 3,000 3,300
70 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 1,415,993 1,527,800 1,692,300 1,978,400 29% Materials and Supplies 146,999 145,700 145,400 145,700 0% Contractual Services 1,110,175 1,269,800 1,205,600 919,200 -28% Other Charges 428,559 540,000 500,000 440,000 -19% Improvements & Equipment 62,097 90,000 30,000 90,000 0% Transfer to Other Funds 00000
TOTAL 3,163,823 3,573,300 3,573,300 3,537,300 0%
FULL-TIME EMPLOYEES 34 34 34 40 18%
BUDGET CHANGES FOR 2020
Increased the number of grass crew members to increase the productivity and efficiency maintaining the vacant properties throughout the City of Shreveport. BUDGET FUTURE BUDGET CONSIDERATIONS
v ($500,000) Professional Services: Expenditures to abate Care of Premise, grass violations and demolition of dilapidated houses. This is because of numerous excessive large down trees and limbs, and an increase of open storage violations caused by evictions and abandoned lots. There is an increase of grass cutting generated by assisting other departments with the maintenance of their city lots and right-of-ways. Funds are necessary, by mid-October to complete the balance of the year. v ($100,000) Warehouse: Storage for field equipment (tractors, riding mowers, chain saws, weed eaters, etc.) used by our in house grass crews. v ($350,000) Building: As our department continues to grow, we will need adequate space to house personnel. v ($119,900) ($31,100) – Sr. Certified Mechanic and ($88,800) Four (4) Crew Members: This would allow us to improve our frequency of cuts and clean-ups. This would increase the number of in-house abatements resulting from care of premise, securing and grass violations. This will also help resolve nuisance complaints quicker. v ($67,800) – Two (2) Paralegal: With the new system (MGO) becoming automated, we will need addi- tional research staff to keep up with all the violations the inspectors will be initializing to get the letters out to the property owners timely v ($66,000) – Asst. to the Director: This person will be the Director’s Confidential Assistant, will also be responsible for supervising all Office Personnel such as: Paralegal, Property Management Specialist, Management Assistant, Administrative Assistant, 5 Office Specialist and an Office Associate. EXECUTIVEv ($1,000,000) – Equipment: To be more proficient with removing all the blight in the City of Shreveport on all vacant properties and maintain the following equipment will be needed: 1) Ford F250 Pickup - $31,778.25; 1) Chevy Equinox – $20,902.86; 2) Dodge Ram 1500 Extended Cab
CITY OF SHREVEPORT 71 2020 ANNUAL OPERATING BUDGET
FUTURE BUDGET CONSIDERATIONS (continued)
Pickup - $40,316.50 ($20,158.25 ea); 2) Dodge Chargers – $41,786.50 ($20,893.25 ea); 5) Dodge Ram 1500 Regular Cab Pickups - $92,551.25 ($18,510.25 ea); 2) Ford F-350 Crew Cab Trucks – $85,602.50 ($42,801.25 ea); 2) Ford F-450 Diesel Crew Cab & Chassis w/Knaphiede Service Body - $86,098.50 ($41,569.25 DRW and $44,529.25 for 4WD); 1) Ford F-550 Pickup Truck – $48,278.50; 1) 16 yd Dump Truck – $131,130.53; 1) 35G Excavator - $50,455.06; 1) 75G Excavator - $97,000.00; 2) 90 hp Tractor with batwing attachment – $143,342.12 ($71,671.06 ea); 1) Stagecoach 102” x 32” Gooseneck Trailer - $11,100.50; 2) Stagecoach 83” x 20” Pipe top MD w/4’ ramp gate – $8,751.00 ($4,375.50 ea); 2) Dump Trailers – 8’ x 20” Goodeneck Dump Trailer $32,041.00 ($16,020.50 ea); 2) Stagecoach 7’ x 16’ Bumper Pull Dump Trailer $19201.00 ($9,600.50 ea); 6) Zero turns mowers – $47,305.44 ($7,884.24 ea); 2) Generator – $1,200.00; 2) Compressors – $800.00; 2) Air impact wrench – $400.00; 2) 3 Ton Floor Jacks – $400.00; 4) Backpack blowers – $1,600.00; 8) Weed eaters – $3,200.00; 4) Chain Saws – $1,600.00; 3) Pole Saws – $900.00; 4) Edgers – $1,200.00; 3) Hedge Trimmers - $900.00
EMPLOYEE ROSTER
Category Class Level Title Authorized Appointed BUDGET 21 Officials 722 A Director of Property Standards 1 726 A Assistant Director, Property Standards 1 SUBTOTAL 2 Classified 22 Professionals 420 13 Paralegal 1 437 13 Management Assistant 2 23 Technicians 338 15 Property Management Specialist 1 359 12 Cert. Property Standards Inspector 4 457 15 Property Standards Supervisor 2 25 Paraprofessionals 481 14 Cert. Property Standards Inspector 11 209 9 Office Specialist 5 26 Office/Clerical 436 11 Administrative Assistant 1 27 Skilled Craft 208 8 Office Associate 1 131 10 Driver, Heavy Equip 1 132 8 Driver, Lt Equip 1 28 Service/Maintenance 466 13 Supervisor, Grounds 1 EXECUTIVE462 8 Crew Member, Grounds 7 SUBTOTAL 38
TOTAL 40
72 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET HUMAN RESOURCES
DEPARTMENT FOR PUBLIC SERVANTS
BUDGET
I am convinced that nothing we do is more important than hiring and developing people. At the end of the day, you bet on people not on strategies.” - Lawrence Bossidy
EXECUTIVE
CITY OF SHREVEPORT 73 2020 ANNUAL OPERATING BUDGET
BUDGET
EXECUTIVE
74 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET DEPARTMENT G/L ORG HUMAN RESOURCES 10.13.1300
Angelita B. Jackson Director
DIVISION OVERVIEW The Human Resources Department focuses on recruitment, professional development, retention, compliance and comprehensive services provided to our exceptional employees. The department’s goals are to provide quality services to employees and create a stronger more unified workforce by utilizing technology and human resources strategies. Human Resources includes talent acquisition, talent management, compensation analysis, employee and labor relations, training and development, and many humanistic services such as health and wellness education programs. Human Resources encourages innovation, diversity, learning and growth, teaching and the willingness to meet the demands of a progressive city. Human Resources is committed to improving the work environment of employees in the areas of education, competitive living wages, safety, and emerging technology. The department is always seeking talented and driven individuals committed to the success of the City of Shreveport and public service. 2019 ACCOMPLISHMENTS • To meet the demands and expectations of employee and staff, the department implemented online training as well as continued with instructor led training sessions and workshops. Online training allows employees to continue their professional development by accessing training at their convenience, with no additional cost and no travel time away from the worksite. The department partnered with the State Civil Training Department to expand and enhance employee education demandsBUDGET for mandatory training and accessibility. • The department developed Customized Supervisor Training to address the needs of the City’s supervising workforce. • The Department has successfully transitioned to Automated Voting for employee elections when casting their ballots for employee reps and board of trustees. • The Department hosted its 4th Annual Leadercast event that was also open to the public. This year’s silver sponsors included: Northwest Louisiana SHRM, Morning Star Baptist Church, Merrill Lynch, and Forever Wellness and Recovery. This year’s gold sponsors included: Caddo Parish, Southern University of Shreveport, LA, Willis Knighton Health Systems and Jean Simpson Personnel Services. Without the support of our sponsors, department heads, and the City’s Administration, this event would not have been possible, nor a success. The department was able to double the revenue. • The department completed the 2019 comprehensive compensation study. • The department’s annual events of Women Motivating Women and the Men’s Conference continued to be a great success with employees for development, growth and awareness. • The department continued with the City’s Leadership Academy I. The 16th and 17th Leadership Academies had over 30 graduates for the year. • Employee Recognition is vital to increase employee morale, productivity and quality customer service. The department continued to recognize tenured employees with greater than 10 years of service through the annual Employee Service Award Banquet and 10 Year Vesting Celebration. Honorees were presented service pins, certificates, and medallions in appreciation for their years of service. • The department partnered with LSUS to offer Live2Lead webinar to employees and staff. • The department added three additional vendors to expand the Employee Assistance Program. The EXECUTIVEdepartment was able to partner with our EAP vendors and facilitated several training sessions throughout the City that focused on mental health and a holistic, well-balanced life. The department continued to offer Mediation Mondays, Financial workshops and the GED/HiSet classes to support this initiative. • The department held its’ 1st Annual City of Shreveport Mardi Gras celebration and crowned our first ever Mardi Gras King and Queen.
CITY OF SHREVEPORT 75 2020 ANNUAL OPERATING BUDGET
2019 ACCOMPLISHMENTS
• The Health and Wellness program continued to increase awareness and held a “Halloween in the park” to kick off our Health O Ween Health Fair. We also partnered with Camp Gladiator for a corporate get FIT challenge and hosted a free month of fitness. There was a total of 21 participants. • The department amended and provided clarification personnel policies and procedures. o Sexual Harassment (Louisiana HB 524 Act No. 270) – Continue to education employees regarding the importance of a Sexual Harassment and Harassment Free Workplace. Passing of the HB 524 makes training and enforcement mandatory effective as of January 1, 2019. • The department updated the Sick Leave Donation policy at the request of City Council. • The department continued posting jobs internally to increase promotional opportunities for current employees. • 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 GOALS AND OBJECTIVES ° Continue to research options for implementing a new pay structure for classified service. ° Reduce the department’s environmental imprint and provide a paperless payroll process. ° Evaluate and implement comparable analytics software to assist with forecasting and data mining. ° Continue to stress the importance and value of being a mentor while leading with the implementation of Leadership Academy III. BUDGET ° Continue to offer the GED/HiSet classes for employees.
PERFORMANCE MEASURES 2018 2019 2020 ACTUAL ESTIMATE GOAL Total full-time authorized positions 2792 3165 3165 Total full-time filled positions 2508 2666 2700 Job openings 494 307 614 Turnover rate, public safety employees 3.8% 3.7% 3.7% Turnover rate, other employees 6.9% 7.1 % 7.0% Number of pre-disciplinary conferences 233 96 192 Terminations 18 13 20 Terminations overturned (classified) 2 1 1 Employees trained 4,880 844 4,800 New hires (full-time) processed 279 165 328 New hires (part-time/seasonal) processed 64 17 34 Transfers 12 14 28 Health and Wellness Participants 200 200 200 No. EXECUTIVEEmployment applications received 17,262 6,046 12,096 Job Analysis/Job Audits Completed 10 28 56
76 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DIVISION FUNDING 2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 718,500 772,000 772,300 771,400 0% Materials and Supplies 5,800 5,800 6,300 6,300 9% Contractual Services 23,200 44,200 44,200 44,200 0% Other Charges 2,000 2,000 2,000 2,000 0% Improvements & Equipment 2,000 2,000 2,000 2,000 0% Transfer to Other Funds 00000
TOTAL 751,500 826,000 826,800 825,900 0%
FULL-TIME EMPLOYEES 9 9 9 8 -11%
PART-TIME EMPLOYEES 1 1 1 1 0%
BUDGET CHANGES FOR 2020 For the past several years resources and personnel are limited throughout the city. With much reservation, Human resources is unable to absorb the requested increases for employee benefits (insurance 5% and pension 2%) and maintain the department budget target. Any additional reduction would be a substantial sacrifice in services and personnel. BUDGET
FUTURE BUDGET CONSIDERATIONS
v Increase in funding for competitive pay across all positions. v Funding for additional resources for City-Wide team building and collaborative events for employees and management to strengthen working relationships, boost morale and support unity as a body of the City of Shreveport. v Funding for additional resources to provide a more robust online training system for all employees.
Our mission remains to: “Recruit, Train, and Retain Quality Employees” for our city.
EXECUTIVE
CITY OF SHREVEPORT 77 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Classified 21 Officials 123 22 Director of Human Resources 1 22 Professionals 026 19 Assist. Director Human Resources 1 225 15 Human Resources Analyst III 2 228 17 Sr. Human Resources Analyst 2 437 13 Management Assistant 1 23 Technicians 227 12 Human Resources Technician II 2 25 Paraprofessional 209 9 Office Specialist 0 SUBTOTAL 9
Part-Time 25 Paraprofessional 209 9 Office Specialist (part-time) 1 TOTAL BUDGET10
EXECUTIVE
78 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
INFORMATION TECHNOLOGY
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 79 2020 ANNUAL OPERATING BUDGET
INFORMATION TECHNOLOGY
Special Projects CHIEF TECHNOLOGY ASSISTANT TO THE CTO OFFICER
FULL STACK DEVELOPER I DEPUTY DIRECTOR ADMINISTRATIVE ASSISTANT DIGITAL MARKETING SPECIALIST GIS SPECIALIST DATA SCIENTIST I
SYSTEMS INTEGRATION DATABASEIT OPERATIONS PROBLEM CHANGE SENIOR MANAGER ADMINISTRATORMANAGER COORDINATOR LAN MANAGER
SENIOR SYSTEM SR. COMPUTER HELP DESK NETWORK AND ANALYST (2) OPERATOR (2) TECHNICIAN I SYSTEM ADMIN II SENIOR PROGRAMMER BUDGETNETWORK AND ANALYST SYSTEM ADMIN I (2)
PROGRAMMER / PC SR PC/COMM TECH (2) DEVELOPER PC/COMM TECH (2) SYSTEMS ANALYST I SUPPORT SPECIALIST I (2)
BUSINESS ANALYST I
EXECUTIVE
80 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT G/L ORG INFORMATION TECHNOLOGY 10.14.1400
Keith Hanson, Chief Technology Officer BUDGET COORDINATOR Mark Santos DEPARTMENT OVERVIEW
In addition to providing technology support to the City departments, the Information Technology Department interacts with citizens and businesses to provide greater understanding and engagement with City government.
The Information Technology Department supports the network infrastructure servicing all City departments. Information Technology coordinates all of the City’s computing activities and manages both the maintenance of existing computer systems and the development/purchase of new applications. It also maintains the City’s internal telephone system, cell phones and cable network (including fiber optics). Information Technology is also responsible for the City’s central printing and copying services, as well as maintaining the City’s Internet/Intranet websites and the City’s Business Recovery Plan.
The Information Technology Department is also responsible for all smart city initiatives.
2019 ACCOMPLISHMENTS • Appointed the City’s first Chief Technology Officer. • Completed an IT department reorganization plan with updatedBUDGET pay classes, job descriptions, and division managers. • Created a special projects division to spearhead public facing IT initiatives, adding the following roles to our roster: o Digital Media Specialist o Data Scientist o GIS Specialist o Full Stack Developer • Completed the Voice over Internet Protocol (VoIP) infrastructure build as a part of Phase I of the VoIP project which included implementing Session Initiation Protocol (SIP) trunking with AT&T IP Flexible and an Avaya phone system. • Began the Phase I deployment of VoIP phones. Phase I includes Government Plaza, the Police Facility and the City Courts. • Replaced switches at Government Plaza and the Police Facility with Cisco PoE switches to support a VoIP phone system. • Completed an Information Security Assessment, External Penetration Test and Internal Vulnerability Assessment for cybersecurity improvements. • Implemented a new Utility Management Billing System (UMBS) to replace the current water billing system. Project was fast-tracked and completed several months ahead of the projected schedule. • Assisted in the implementation of a Smart Phone Meter Reading (SPMR) system to improve the water EXECUTIVEreader reading process. • Implemented Phase I of MyGovernmentOnline for Permits, MPC, Property Standards, Engineering, and Fire Prevention to replace the out of date PermitsPlus system. Begin work on Phase II.
CITY OF SHREVEPORT 81 2020 ANNUAL OPERATING BUDGET
2019 ACCOMPLISHMENTS (continued)
• Replaced the legacy payment remittance-processing machine for the Revenue Division saving thousands in bank fees. • Replaced the Uninterrupted Power Supply (UPS) in the Government Plaza datacenter. • Assisted in the development of a RFP for a new Police/Jail Records Management system including Mobile Field Reporting. • Began the project to upgrade the current City of Shreveport fiber ring to a 10Gb layer-3 fiber ring. • Implemented Remote Authentication Dial-In User Service (RADIUS) for wireless authentication and other Authentication, Authorization, and Accounting (AAA) devices. • Published the first ever mobile-friendly and transparency-focused People’s Budget to provide citizen’s with access to a fast and up-to-date way to analyze and examine the City’s budget. • Procured and began implementation of CP Connect 311 and Citizen Request Management solution. • Procured and began implementation of CivicReady mass notification system. • Procured and began implementation of Tolemi Building Blocks, a public mapping tool, to provide advanced spatial analysis and automated reports in a single interface. • Began implementation of a data warehouse of City information using Panoply and Amazon Red Shift data warehouse services. • Provided application and database support for all City of Shreveport applications which included: o Upgrading the NewWorld Accounting and Payroll to the latestBUDGET version. o Implementing electronic Personnel Action Forms in the HR system. o Developing a subcontractor interface for A&E Reporting. o Implementing a new Attendance on Demand time tracking system. o Application and server upgrade of the Faster fleet maintenance application. o Application and server upgrade of the Police Alcoholic Beverage Ordinance (ABO) application. • Continued improvement of the network infrastructure by organizing data closets at Government Plaza and the Police facility, additional segmenting of the network, replacing older network switches and adding new server racks and structured cabling. • Upgraded the virtual server environment to the latest version and implemented additional best practice to improve performance, maintenance and disaster recovery. • Deployed network infrastructure at multiple SPAR recreational centers and the new City Marshal facility. • Deployed a Mobile Device Management (MDM) system to manage mobile devices. • Published the City of Shreveport’s Operating and Capital Budgets.
2020 GOALS AND OBJECTIVES
° Depending on the outcome of the 2019 Bond Proposal and proposed plans for the relocation of the current Police Facility, develop a plan for relocation of the Police Facility datacenter and the infrastructure EXECUTIVEchanges for the new facility. ° Complete the Phase I deployment of VoIP phones. Phase I includes Government Plaza, the Police Facility and the City Courts. Begin the Phase II deployment of VoIP phones.
82 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES (continued) ° Continue implementation of MyGovernmentOnline Phase 2. More improvements and enhancements for the Permits, Property Standards, Engineering & MPC departments. ° Implement a citywide Point-of-Sale system. ° Complete the implementation of the CP Connect 311 and Citizen Request Management solution. ° Complete the implementation of the CivicReady mass notification system. ° Continue implementation of Tolemi Building Blocks, a public mapping tool, to provide advanced spatial analysis and automated reports in a single interface. ° Continue implementation of a data warehouse of City information using Panoply and Amazon Red Shift data warehouse services. ° Assist with implementation of new SPAR Athletics and Event and Point-of-Sale software. ° Begin implementation of a new Police/Jail Records Management system including mobile field reporting. ° Replace the Uninterrupted Power Supply (UPS) in the Police Facility datacenter. ° Identify, map and record the City of Shreveport’s citywide fiber infrastructure. ° Begin the review and update of the current Business Resumption Plan/Disaster Recovery Plan. ° Begin the discovery, planning and deployment of infrastructure improvements such as the use of Office 365 or G-Suite, cloud-based resources and Virtual desktop infrastructure (VDI).
° Continue project to upgrade the current City of Shreveport fiber ring to a 10Gb Layer-3 fiber ring. ° Begin deployment of hyper-converged storage on VMware thatBUDGET will eventually replace the current data storage solution. ° Deploy next generation anti-virus solution, managed cybersecurity monitoring solution and other cybersecurity products as identified in the External Penetration Test and Internal Vulnerability Assessment. .° Continue the planning and deployment of a VoIP phone system at other City of Shreveport buildings. ° Continue replacing network switches with Power over Ethernet (PoE) network switches to prepare sites for a VoIP phone system. ° Deploy additional Microsoft Exchange email servers for redundancy. ° Deploy digital records management for City departments. ° Continue to upgrade/update production applications as new releases are available. ° Continue to update internal documentation, procedures, policies and training materials (Network diagrams, databases, websites, position descriptions). ° Discover solution for False Alarms and Occupational Licenses and Grant Management. ° Continue the project to convert all public facing web applications to meet latest industry standards, compliance using current technology and best practices. EXECUTIVE
CITY OF SHREVEPORT 83 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Service Requests completed 2346 2476 2500 Service Request completion rate (in days) 12.15 16.7 10 Problem Reports completed 5091 4475 4500 Problem Reports completed in 8 hours 70.9% 68.3% 75% Problem Reports completed in 24 hours 79.7% 77.7% 80%
DEPARTMENT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 1,758,697 2,226,500 1,933,800 2,437,700 9% Materials and Supplies 74,625 79,500 74,500 79,500 0% Contractual Services 980,231 1,207,400 1,209,900 1,051,400 -13% Other Charges 00000BUDGET% Improvements and Equipment 414,120 225,600 223,100 170,400 -24% Transfers to Other Funds 00000%
TOTAL 3,227,673 3,739,000 3,441,300 3,739,000 0%
FULL-TIME EMPLOYEES 30 30 30 30 0%
BUDGET CHANGES FOR 2020
The Information Technology budget for 2020 remained the same as the 2019 budget. Personal Services increased by $211,200 (9%) for the 2020 budget. In 2019, The IT Department completed a department reorganization plan with updated pay classes, job descriptions and division managers. While the reorganization plan is complete, the actual reorganization is still currently in progress. Most of the new positions have been posted and being filled by a combination of internal and external applicants. Because the IT Department was under-staffed in 2019, it is anticipated that 10 additional employees will be added to the staff. All positons for current IT employee staff have be budgeted for 2020 except for one that will be vacated because of retirement. The reorganization added approximately $200K to Per- sonal Services. Personal Services also included a 2% increase in the Employee Retirement Sys- tem Contribution and a 5% increase in the Group Insurance Contribution. To offset the increase in Personal Services, other line items had to be decreased: Contractual Services $156,000 (13%), Improvements and Equipment $55,200 (24%). Even with the decrease in EXECUTIVEContractual Services, additional funding will be allocated to cybersecurity.
84 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
FUTURE BUDGET CONSIDERATIONS
v Managed Cybersecurity Monitoring ($250,000/year): As municipal government agencies are becoming higher risks to cyber-attacks and ransomware, it becoming more and more important to not only protect against attacks but to detect and remediate any penetrations. A Managed Cybersecurity Monitoring service would monitor approximately 1500 endpoints (workstations, laptops & server) 24 hours a day seven days a week. Any suspicious activity would be immediately identified, the proper personnel notified and a remediation process put in place. v VoIP Phone System ($300,000) Phase II: The IT Department is working on a project to deploy a VoIP phone system for all City of Shreveport locations where feasible. Phase I of the project includes building the phone system infrastructure and deploying the phone system at Government Plaza, the Police Facility and the City Courts. The cost for City of Shreveport portion of phase I was approximately $300,000. Phase II of the project includes deploying the phone system at all other City of Shreveport locations. v Network Switch Replacement for VoIP Phone System ($150,000): VoIP phones are powered over Ethernet cable by a Power over Ethernet (POE) network switch. The IT Department has replaced the PoE network switches at Government Plaza, the Police Facility and the City Courts. PoE network switches will need to be installed at almost all locations where VoIP phones will be deployed. v Uninterrupted Power Supply (UPS) Replacement at the Police Facility Datacenter ($80,000): The UPS at the Police Facility datacenter is over 20 years old. The batteries were replaced about 3 years ago and should last another 1 to 2 years. Because of the age of the UPS, maintenance and parts are becoming an issue. v Add a Security Administrator ($95,000): The IT DepartmentBUDGET does not have a position dedicated to managing and administrating security policies and procedures. Local governments are big targets for cyber-attacks and recent trends indicate that it will only get worse. The primary role of a Security Administrator is to define, implement and maintain corporate security policies and procedures, spearhead vulnerability audits, forensic investigations and mitigation procedures, respond to security-related incidents and institute organization-wide training in security awareness, protocols and procedures. v Liebert Air Conditioning Unit Replacement at Police Facility ($50,000): One of the Liebert System/3 AC units at the Police Facility datacenter is 29 years old. One of the units was replaced in the third quarter of 2010, as it had a long history of mechanical failures. While more stable than the unit that was replaced, soon the problems that the other unit has experienced will begin to intensify on the second unit merely due to the age of the equipment and the fact that these units have been up and running 24/7/365 since installation. The two units work in tandem as a backup for each other, so the replacement of the second unit is inevitable. v Add Department Analysts ($750,000/year): There are many opportunities of technology improvements within each department. Each department having a Department Analyst under the direction of the IT Department would provide the resources to identify technology improvements within the department that would provide additional efficiency, productivity, transparency, improved customer service and citizen perception. v Cisco Umbrella ($40,000): Cloud-based security platform that provides the first line of defense against threats on the internet. Provides visibility into internet activity across all devices even when users are off the enterprise network. This product will strengthen the City’s cybersecurity defense. v Map City Fiber ($12,000): The City’s fiber connectivity between locations is a combination of CenturyLink owned fiber and City owned fiber (laterals). Digitally mapping all of this fiber connectivity EXECUTIVEwill be valuable in troubling shooting connectivity issues, preparing for disaster recovery and marking fiber locations for Louisiana One-Call.
CITY OF SHREVEPORT 85 2020 ANNUAL OPERATING BUDGET
FUTURE BUDGET CONSIDERATIONS (continued)
v Hyper-Converged Servers ($200,000): Servers to support the deployment of hyper-converged storage. Hyper-converged storage is a software-defined approach to storage management that combines storage, compute, networking and virtualization technologies in one physical unit that is managed as a single system. The IT Department will transition from SANS storage to a hybrid of hyper-converged storage and cloud-based storage over the next 5 years. v Cloud-Based Storage ($150,000): Cloud-based storage offers the benefits of reduced storage cost, data redundancy and replication, disaster recovery and ransomware/malware protection. The IT Department will transition from SANS storage to a hybrid of hyper-converged storage and cloud-based storage over the next 5 years. v WatchGuard Firewall Replacement ($25,000): Replace remaining WatchGuard firewalls that are located at remote City of Shreveport locations. Upgrading these devices will provide a more secure network infrastructure. Most of these were replaced in 2018. v Microsoft Office Suite Migration ($450,000/year): Microsoft Office 2010 mainstream support has already ended and extended support will end October 2020. Unsupported software is a security risk for the City’s network. The current direction for Microsoft products is subscription\cloud based. We are currently evaluating Microsoft’s Office 365 and Google’s G-Suite. These subscription \ cloud based products (including email) also provide the infrastructure and storage to support the products. v Virtual Desktop Infrastructure ($750,000): Several departments have expressed interest in using mobile devices – tablets & phones – to access network storage and applications. This will involve additional network hardware (servers, storage, switches, wireless access points and firewall), software (virtual host software running on the servers) and application licensing. BUDGET v Document, Policy and Engagement System ($100,000): A Document, Policy and Engagement System is a policy, forms, manuals and procedures collaboration tool. This software would allow departments to manage the development and workflows of policies, forms, manuals and procedures for distribution and compliance.
EXECUTIVE
86 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
FULL TIME EMPLOYEES
BUDGET The projected staff level of 30 for the 2020 budget is the same as the 2019 budget.
In 2019, the IT Department completed a department reorganization plan with updated pay classes, job descriptions and division managers. While the reorganization plan is complete, the actual reorganization is still currently in progress. Most of the new positions have been posted and being filled by a combination of internal and external applicants. Because the IT Department was under-staffed in 2019, it is anticipated that 10 additional employees will be added to the staff. All positons for current IT employee staff have been budgeted for 2020 except for one that will be vacated because of retirement.
The 2020 budget and organizational chart reflect the current staffing along with the anticipated positions to be filled by external applicants. Current IT staff positions were budgeted for their current position with anticipated pay increases.
A Security Administrator position is included in Unfunded Needs.
EXECUTIVE
CITY OF SHREVEPORT 87 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Officials 280 A Assistant to CTO 1 818 A Information Technology Director 1 849 A IT Deputy Director 1 SUBTOTAL 3 Classified 22 Professionals 281 16 Business Analyst I 1 284 17 Data Scientist I 1 361 19 Database Administrator 1 285 17 Digital Marketing Specialist 1 286 17 Full Stack Developer I 1 287 17 GIS Specialist 1 200 19 IT Operation Manager 1 402 18 Network & Systems Admin I 1 027 18 Network & Systems Admin II 1 035 15 Programmer/PCBUDGET Developer 1 025 19 Senior LAN Manager 1 270 17 Senior Programmer/Analyst 1 293 20 Senior Systems Administrator 1 273 18 Senior Systems Analyst 2 298 16 Systems Analyst I 1 SUBTOTAL 28 23 Technician 288 12 Help Desk Technician I 1 403 13 PC/Telecom Technician 2 352 13 Problem Change Coordinator 1 258 13 Senior Computer Operator 2 469 15 Senior PC/Telecom Technician 2 296 13 Support Specialist I 2 SUBTOTAL 10 25 Paraprofessional 436 11 Administrative Assistant 1 ASubtotal 1 EXECUTIVETOTAL 30
88 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
PUBLIC ASSEMBLY & RECREATION
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 89 2020 ANNUAL OPERATING BUDGET
Shreveport Public Assembly & Recreation
Director
Assistant to the Director
Assistant Director Assistant Director
Planning & Administration Athletics Recreation Development
Budget Coordinator City Architect Athletic Programs Senior Programming Human Resources Landscape Architect Officials Recreation Center Accounts Pay/Rec. Planners Scorekeepers After-School Programming Revenue Verification GIS Coordinator Athletic Field Maint. BUDGET Therapeutic Rec. Contract Administration Senior Project Administrator Tournament Mgmt Youth Activities Cemetery Sexton Tennis Centers Camps Marketing/Social Media
Technology
Risk Management
Maintenance Event Services Environmental Services
Building Maint. Festival Plaza Day/Night Cleaning Staff
Grounds Maint. Warehouse Services Riverview Hall
Cemetery Maint. Cleaning Contract Mgmt. Riverview Theater
Municipal Grounds R. T. Moore Center
Construction Event Task Force
EnergyEXECUTIVE Management Special Facilities
Independence Stadium
Fairgrounds Field
90 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
SHREVEPORT PUBLIC ASSEMBLY AND RECREATION
DIRECTOR Shelly Ragle
DEPARTMENT OVERVIEW
Shreveport Public Assembly and Recreation enhances lives through people, parks, places, play and programs. SPAR envisions facilities, programs, services and events that enrich our community. SPAR will accomplish this vision through: faithful stewardship of the community’s natural, cultural and historic resources; enhancement of service delivery to our community through innovative programming and services; providing the highest standard of excellence through partnerships and collaborations; and enhancement of internal and external customer service and public outreach.
SPAR is responsible for maintenance, appearance and operation of city properties, including government offices, fire stations, assembly facilities, community centers, parks, athletic facilities, cemeteries, flower beds, rights-of- way and all municipal grounds. SPAR operates many special event facilities including convention and meeting facilities, entertainment venues and stadiums. SPAR is also responsible for programming, scheduling, equipment facilitation, site preparation, and set-up and clean up at various facilities throughout the city.
SPAR manages 63 parks, 16 community centers, 5 swimming pools, 46 playgrounds, 300 flower/rose beds, 4 cemeteries, 28 highly-visible grounds, 126 city-owned properties and 52 city-owned facilities. Annually, SPAR hosts more than 460,000 youth and adult visits in theBUDGET community centers. SPAR serves 8,400 youth and adults who participate in athletic programs, over 76,000 visitors to Independence Stadium and 1.5 million visitors and citizens who visit festivals, parades, trade shows and conventions.
SPAR is made up of ten divisions including Administration, Planning and Development, Special Facilities, Event Services, Grounds and Building Maintenance, Environmental Services, Athletics, Recreation and Golf.
The Administration Division serves as the management branch of all the divisions of SPAR. This division manages all fiscal, contracts, payroll, human resources, marketing and technology needs for the department. In addition to management of SPAR divisions, this division is responsible for utility expenditures and maintenance contracts for such items as electricity, water, natural gas, elevators, and air conditioning.
SPAR’s Planning and Development Division manages the city’s capital projects for public buildings and recreation and municipal bond projects, as well as projects related to the renovation and remodeling of city buildings. The division provides architectural reviews and representation via the city architect for many city projects. This division also provides design services, space planning and project management for all city departments.
The Special Facilities Division provides programming and event management for Independence Stadium. This division also provides continued oversight of Fairgrounds Field. This division facilitates sporting events at the youth, high school and collegiate level.
The Events Services Division works closely with many groups to provide cultural and leisure opportunities within city facilities. This division is responsible for coordinating, scheduling and facilitating events at Festival Plaza, Riverview Hall and Theater, the Red River Entertainment District and many other city facilities. The Event Services division also assists with the planning, organization and facilitation of several annual parades, festivals and other eventsEXECUTIVE held on city streets, parks or facilities.
SPAR’s Maintenance Divisions oversee and manage the operation, appearance and mechanical integrity of all city-owned facilities and properties. These divisions are responsible for repairs and maintenance to mechanical
CITY OF SHREVEPORT 91 2020 ANNUAL OPERATING BUDGET
DEPARTMENT OVERVIEW (continued) systems, plumbing and electrical systems, roof repairs and replacement, painting and various other maintenance requirements in these facilities. They are also responsible for the grounds and flower beds in parks, around public buildings and facilities and many public right-of-ways.
Working closely with the maintenance division, SPAR’s Environmental Services Division is responsible for the housekeeping functions of 34 city-owned facilities. The division performs the necessary housekeeping function in city facilities with in-house staff or through a contracted maintenance agreement. The Environmental Services division operates a full-service warehouse and oversees purchasing, inventory control and distribution of housekeeping supplies and equipment for all city departments. This division is also the city’s interdepartmental mail courier.
The Athletics and Recreation Divisions provide athletic and sport opportunities and a slate of leisure, recreational, wellness, cultural enrichment and educational opportunities for all Shreveport citizens and visitors. Through programming and partnerships, these divisions provide opportunities for needs for all individuals including therapeutic recreation, youth programs and camps, senior programs, youth athletic leagues and adult athletic leagues.
2019 ACCOMPLISHMENTS BUDGET • Completed construction and opened renovated Sunset Acres Community Center. • Managed construction and completion of the Lakeside Community Center. • Completed construction and opened the modernized Bilberry Community Center. • Completed the City’s first urban park-The Common Park. • Partnered with Querbes Park Foundation and the Community Tennis Associate to raise funds and renovate the Historic Querbes Tennis Center. • Advertised for new USTA Professionals to manage the City’s staffed Tennis Centers. • Renovated David Raines Tennis Courts and Pool House. • Continued partnerships with both the Greenwood and Oakland Cemeteries support groups to fund monument restoration,(Oakland and Greenwood) irrigation maintenance (Oakland), tree removal (Greenwood). • Property Acquisitions: Deanna Produce, and Fire Station 14. • Continued successful partnership with the ASEANA Foundation for upgrades to Asian Garden. • Developed a relationship with Pamoja Art Society for the adoption of the former municipal park. • Completed the $3.2 million upgrade and renovations to RiverView Hall and Theater. • Continued partnership with REFORM Shreveport for projects at Highland Park and for “Give for Good Day”, and a “Parklet” in Shreveport Common. • Opened the Blue Suede House on Elvis Presley as home to Choice Neighborhoods and Shreveport Common. •EXECUTIVE Continued to coordinate and manage the Shreveport Common Planning Project including, property acquisition, fundraising efforts and serving as city liaison on management team and Board of Directors. • Coordinated and facilitated the Battle on the Border High School Showcase, the West Monroe versus Longview High School Football Game and the Independence Bowl football game.
92 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET 2019 ACCOMPLISHMENTS (continued)
• Coordinated and facilitated the Battle on the Border High School Showcase, the West Monroe versus Longview High School Football Game and the Independence Bowl football game. • Received a $75,000 grant from the Judah and Astrid Hertz Foundation to partner with Rock Solid Sports for 1,400 youth and adults to receive free swim lessons. • Sponsored 31th Annual Dr. Martin Luther King Jr. Basketball Tournament. • Hosted regional events that attract thousands of visitors to our area; included are Mardi Gras Parades, 4th of July Festival, Spirit of the Season-Holiday Lights, Independence Bowl. • Continued to support the transition of management partners at Sci-Port Discovery Center. • Entered into a development a work program for the maintenance and facilitation of the Common Park.
2020 GOALS AND OBJECTIVES
° Manage and oversee The Common Park. ° Continue to cultivate partnership to provide better services and facilities. ° Continue development of Shreveport Common to create a cultural neighborhood and encourage economic development through coordination and management of the Shreveport Common planning project including facilitation of property purchase and serving as liaison on the Shreveport Common management team and Board of Directors. ° Continue to implement and complete beautification projects BUDGETthroughout the city to provide aesthetically- pleasing destinations for citizens and visitors. ° Finalize Fire Station 8 and Fairgrounds Park the last of the 2011 Bond Projects. ° Continue to facilitate and coordinate events in well-maintained public venues. ° Implement technology-based applications for safety programs, warehouse inventory database, and work order system. ° Continue efforts to alleviate the growing health disparities of obesity in Shreveport through health initiatives in community centers, including a series of exercise, nutrition and healthy living programs. ° Implement and facilitate new youth programs such as job training, financial planning, dress for success/etiquette and archery. ° Continue to enhance the quality of life in Shreveport with events, programs, and services that have a direct impact on citizens and attract visitors.
EXECUTIVE
CITY OF SHREVEPORT 93 2020 ANNUAL OPERATING BUDGET
DEPARTMENT FUNDING
Division 2018 2019 2019 2020 % Full-Time Funding ACTUAL BUDGET ESTIMATE BUDGET CHANGE Employees Administration 7,907,626 5,782,200 6,893,700 5,804,400 0% 10 Planning & Development 431,344 464,200 406,900 413,900 -11% 5 Special Facilities 356,055 359,400 299,700 295,600 -18% 5 Event Services 913,507 810,800 795,200 794,700 -2% 15 Environmental Services 1,198,394 1,257,200 1,213,100 1,236,800 -2% 30 Building Maintenance 4,839,454 2,288,700 2,376,700 2,366,200 3% 30 Grounds Maintenance 381 2,510,200 2,503,700 2,503,600 0% 55 Recreation 2,602,655 2,830,400 2,658,700 2,890,200 2% 60 Athletics 1,158,262 1,190,900 1,000,400 1,188,600 0% 19 TOTAL 19,407,678 17,494,000 18,148,100 17,494,000 0% 229
APPROPRIATIONS
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 10,105,529 10,243,800BUDGET 9,800,000 10,252,800 0% Materials & Supplies 919,696 817,800 909,600 933,700 14% Contractual Services 5,996,150 4,922,200 5,538,400 4,918,000 0% Other Charges 297,725 301,500 301,500 301,500 0% Improvements & Equipment 1,340,937 372,400 762,300 775,200 108% Transfers to Other Funds 747,640 836,300 836,300 312,800 -63% TOTAL 19,407,678 17,494,000 18,148,100 17,266,200 0%
BUDGET CHANGES FOR 2020
Funding reflects a 5% increase in health benefits, as well, as a 2% increase in city retirement contributions. Personal Services budget reflects a 6% vacancy rate (less than full funding) to account for turnover and attrition. Decrease in debt services budget is to account for pay off on a previous COI that was used to by mowing equipment. Increase in in material and supplies to fund the rise in parts and pieces for repairs. Increase in Improvements and Equipment to fund the purchase of new radios needed to stay compatible with other departments and Caddo 911 and to fund maintenance and repairs of facilities. The current funding level will have an effect on the level of services provided. It will affect timing of the EXECUTIVEmowing rotation and will not allow for any new programs or projects.
94 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
FUTURE BUDGET CONSIDERATIONS
v Additional budget dollars for preventive building maintenance and environmental services, including roof replacement, HVAC upgrades, elevator equipment upgrades and other equipment replacement. v Equipment funding for purchases of equipment such as backhoes, front end loaders, lawn mowers, employee computers, recreation center equipment such as computers and treadmills and other equipment that is normally funded in the equipment budget. v Additional budget dollars for programming in recreation, athletics, and event services. v Funding to replace computers at recreation centers and for employees. v Funding to replace outdated and deteriorating playground equipment. v Funding to implement a full-time staff for riverfront grounds maintenance, whose responsibility would be the area from Lake Street to Caddo Street and Spring Street to the Red River with their focus on upscale landscaping, turf maintenance, litter control, and container gardens. v Additional or renovated administrative office space at Government Plaza. v Funding to replace all plumbing at the City Jail-$180,000. BUDGET
FULL TIME EMPLOYEES
AsEXECUTIVE in 2019, this funding level will have an effect on the level of services provided. It will affect timing of the mowing rotation and will not allow for any new programs or projects. Also, there will be limited funding for hiring of professional services and for supplies.
CITY OF SHREVEPORT 95 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG PUBLIC ASSEMBLY & ADMINISTRATION 10.15.1510 RECREATION
Cheredith Rhone, Division Manager
DIVISION OVERVIEW
The Administration Division serves as the executive branch of Shreveport Public Assembly and Recreation. The Administration Division is responsible for administering and managing all fiscal and administrative matters for SPAR. This division is responsible for administering contracts and agreements pertaining to the city’s public buildings, offices, recreational or cultural venues, park, athletic and sports facilities with event organizers, con- struction contractors, professional service providers and commodity vendors. This division’s responsibilities also include the department’s payroll, human resources, fixed assets, business resumption management and planning, risk management, marketing and technology needs as well as citywide utilities.
2019 ACCOMPLISHMENTS
• Revitalized SPAR’s Safety Program by conducting weekly training sessions. • Researched customer service portals. • Researched and evaluated new work order technology. BUDGET • Continued evaluations of existing partnerships; developing evaluation mechanism to measure level of excellence in public service. • Hosted meetings to gain input from citizens and user groups about their ideas and needs for amenities in the renovation of existing public buildings, and kept the public informed of improvements to venues in the bond issue. • Managed the Point of Sale system for the department. • Implemented the new city wide standard GPS tracking hardware and software management system. • Researched and evaluated new integrated software management systems to provide functionality including point of sales for the Athletics, Recreation and Event Services divisions. • Coordinated the consolidating and standardization of copy machines and printers at all of the recreation centers to be more cost effective . • Coordinated the installation of additional surveillance cameras at A.C. Steere Park. • Coordinated the technology components for the renovation of Lakeside, Bilberry and Sunset Acres recreation centers. • Implemented a monthly golf membership appreciation rewards program, designed to retain current members and increase membership. • Consolidated the golf marketing plan to reduce cost and increase efficiency.
2020 GOALS AND OBJECTIVES ° EXECUTIVEWork to revitalize playgrounds and develop annual plan for playgrounds and equipment replacement. ° Identify funding sources for equipment and capital projects. ° Implement a monthly newsletter; highlighting departmental and employee accomplishments.
96 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES (continued)
° Coordinate the technology component implementation for Blue SUEDE Studios. ° Continue implementation of systemic equipment replacement plan. ° Develop future and ongoing partnerships utilizing individual partner analysis to measure level of excellence in public service. ° Secure alternative funding sources for Shreveport Regional Arts Council, Sci-Port: Louisiana’s Science Center and the Shreveport Convention Center. ° Research developing trends and innovations in parks and recreation. ° Continue to manage programs and enhance customer experience by providing secure and convenient customer service portals. ° Continue to cultivate other public/private partnerships to assist the city in providing programs and services, patterned after the success of existing relationships. ° Develop job training and recruitment program to ensure employees develop skill set necessary to be successful. ° Develop succession plan to offer career paths for employees. ° Develop customer feedback process and implement survey procedure to obtain input from and to engage citizens. BUDGET ° Develop and implement marketing and communication plan. ° Continue to provide additional, professional, developmental training for staff. ° Improve efficiencies through technology and innovation. ° Develop and implement a five year strategic growth plan . ° Continue implementation efforts for national accreditation process through National Recreation and Parks Association.
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 1,023,590 958,100 1,090,500 1,096,800 14% Materials and Supplies 108,141 82,700 82,700 122,700 48% Contractual Services 4,743,275 3,563,200 4,201,700 3,563,200 0% Other Charges 97,889 75,200 75,200 75,200 0% Improvements & Equipment 1,187,092 266,700 607,300 633,700 138% EXECUTIVETransfer to Other Funds 747,639 836,300 836,300 312,800 -63% TOTAL 7,907,626 5,782,200 6,893,700 5,804,400 0%
FULL-TIME EMPLOYEES 14 13 11 10 -23%
CITY OF SHREVEPORT 97 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020
Funding reflects a 5% increase in health benefits, as well, as a 2% increase in city retirement contributions; also personal services reflects additional assistant director. Increased materials and supplies to account for the rise in the cost of parts and pieces. Increase in improvements and equipment will fund the purchase of new radios (98) for the department that will be compatible with other city departments and with Caddo 911 and to fund anticipated repairs and maintenance of facilities. Decrease in debt services due to the final payment of a COI.
FUTURE BUDGET CONSIDERATIONS
v Renovate, update and enlarge the SPAR Administrative offices at Government Plaza. v Upgrade computers and monitors for employees. v Purchase a wide format scanner for large projects; for example, construction and personnel projects. BUDGET EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Officials 835 A Director of SPAR 1 754 A Assistant Director 2 766 A Assistant to the Director 1 781 A Division Manager 1
SUBTOTAL 5
Classified 22 Professionals 773 17 Implementation Administrator 1 437 13 Management Assistant 3 25 ParaProfessional 209 09 Office Specialist 1 EXECUTIVESUBTOTAL 5 TOTAL 10
98 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG PUBLIC ASSEMBLY & PLANNING & DEVELOPMENT 10.15.1520 RECREATION
Russell DeLancy, AIA, City Architect
DIVISION OVERVIEW
The Planning and Development Division manages the City of Shreveport’s capital projects for public buildings and recreation. The division also administers projects related to the renovation and remodeling of all city buildings. In addition, the division provides architectural review and representation for many city projects. This division is also responsible for Program A and Program B Capital Budgets.
BOND PROJECTS • Completed construction of Bilberry Gymnasium. • Completed construction of Sunset Acres Community Center Expansion project. • Completed construction of Lakeside Recreation Center Renovations. • Completed construction of Independence Stadium West Elevator Upgrades. • Completed construction of Independence Stadium Lighting Upgrades. • Prepared construction drawings, provided construction bidding and project construction administration for Independence Stadium Concourse Level Concessions andBUDGET Restroom Renovations. • Prepared construction drawings, provided construction bidding and project construction administration for David Raines Tennis Court Re-Finishing. • Completed construction of Riverview Theater Renovations. • Prepared construction drawings, provided construction bidding and project construction administration for Riverview Theater Dressing Room Renovations. • Prepared construction drawings, provided construction bidding and project construction administration for Querbes Tennis Center Pro Shop Renovations. • Prepared construction drawings, provided construction bidding and project construction administration for Querbes Tennis Clay Court Renovations.
CAPITAL PROJECTS • Completed construction of Randle T. Moore Community Center Floor Refinishing and Interior Painting project. • Completed construction of Randle T. Moore Community Center Waterproofing and Exterior Painting project. • Prepared construction drawings, provided construction bidding and project construction administration for David Raines Pool House. • Prepared construction drawings, provided construction bidding and project construction administration for Querbes Swimming Pool. • Prepared construction drawings, provided construction bidding and project construction administration EXECUTIVEfor Bill Cockrell Swimming Pool. • Prepared construction drawings, provided construction bidding and project construction administration for Asiana Gardens Stage Modifications.
CITY OF SHREVEPORT 99 2020 ANNUAL OPERATING BUDGET
Capital Projects (continued)
• Prepared construction drawings, provided construction bidding and project construction administration for Government Plaza Landscaping Upgrades. • Prepared design and construction drawings for SWEPCO Electrical Hub Building. • Completed construction of Shreveport Common Park. • Prepared design and construction drawings for relocation of Providence House Warehouse Building. • Prepared construction drawings and provided construction bidding for Querbes Recreation Center Renovations.
2020 GOALS AND OBJECTIVES
° Complete Shreveport Common Park project. ° Complete all remaining 2011 SPAR Bond Projects. ° Design and construct new Fire Station #8. ° Continue beautification efforts throughout the city. BUDGET ° Continue work on Choice Neighborhood project. ° Develop and implement revitalization plans for equipment replacement.
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 431,344 456,700 399,000 406,000 -11% Materials and Supplies 2,740 4,500 4,500 4,500 0% Contractual Services 3,306 3,000 3,400 3,400 13% Other Charges 00000% Improvements & Equipment 00000% TransferEXECUTIVE to Other Funds 00000% TOTAL 431,343 464,200 406,900 413,900 -11%
FULL-TIME EMPLOYEES 4 5 5 5 0%
100 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020
Funding reflects a 5% increase in health benefits, as well, as a 2% increase in city retirement contributions, also unfunded GIS Analyst to fund a vacancy rate for the department.
FUTURE BUDGET CONSIDERATIONS
v Office space for library, work area and document storage. • Funding to digitize all drawings and plans in archives. • Office space to house large format printers.
EMPLOYEE ROSTER
Category Class Level Title Authorized Appointed BUDGET 22 Professionals 744 A City Architect 1 22 Professionals 771 A Assistant to Division Manager 1 SUBTOTAL 2 Classified 22 Professionals 488 15 GIS Analyst 1 462 19 Senior Project Administrator 2 SUBTOTAL 3
TOTAL 5
EXECUTIVE
CITY OF SHREVEPORT 101 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG PUBLIC ASSEMBLY & SPECIAL FACILITIES 10.15.1525 RECREATION
DIVISION OVERVIEW
The Special Facilities Division provides programming, event management, and building maintenance for Independence Stadium. This division also provides continued oversight and grounds maintenance of Fairgrounds Field. This division facilitates sporting events at the youth, high school and collegiate level. The Club Level of Independence Stadium is a venue for many social and community events as well as governmental meetings.
2019 ACCOMPLISHMENTS
• Facilitated Southwood Jr. ROTC Ball, the African American Parade Committee Awards, Shreveport Job Corp’s Graduation, Caddo School Board’s Luncheon, Community Development’s Lender’s Forum, The Red River Revel Fundraiser, N. Caddo Military Ball, 2 Intergovernmental Meetings, CABOSSA Soccer Tournament, City Marshall’s Event, Booker T. Washington and Woodlawn High School Proms, 2 School Board meetings with Southern Strategies, Shreveport Green’s Great American CleanUp, facilitated State Police training, Shreveport Police Department’s Apartment ManagerBUDGET Workshop, five (5) football camps with NFL pros like Tre’Davious White, Roosevelt Collins, and Morris Claiborne, Mayor’s Intern graduation event, Mayor’s Young Women’s Leadership Summit, Caddo Parish High School Football Jam- boree and weekly games, SPAR Athletics Division’s youth football games, NFL Invitational Passing Clas- sic Competition, 9th Annual Battle on the Border High School Football Showcase, Robert “Superman” Blount Fit for Life event, Southern University Battle of the Bands, 44th Walk-On’s Independence Bowl, and Providence House Sleep Out 4 Independence. • Division staff painted approximately 27,000 square feet inside the club level, press box, and outside of the stadium saving the city approximately $15,000 in labor costs. • Division staff installed 135 LED light panels that saved us approximately $8,000 in labor costs. Additional costs savings to the city will be expected over the lifetime of the LED panels. • Division staff repaired golf carts, weed eaters, zero turn lawnmower and saved the city over $3000 in the process. • Assisted with capital projects: installation of new elevator in the press building, renovation of the upper concourse restrooms and concession stands, replacement of flooring in the Club level. • Provided parking for monthly food assistance program provided by Catholic Diocese.
EXECUTIVE
102 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Events held at Independence Stadium 80 91 115 Percentage of time Independence Stadium is in use 55% 60% 75%
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 228,971 234,800 175,100 171,000 -27% Materials and Supplies 31,705 24,300 24,300 24,300 0% Contractual Services 42,371 50,000 50,000 50,000 0% Other Charges 53,007 50,300 50,300 50,300 0% Improvements & Equipment 0000 Transfer to Other Funds 0000
TOTAL 356,054 359,400 299,700 295,600 -18%
FULL-TIME EMPLOYEES 6 BUDGET6 6 6 0%
BUDGET CHANGES FOR 2020
Funding reflects a 5% increase in health benefits, as well, as a 2% increase in city retirement contributions. Although these increases were budget in the personal services line item, there was a deletion of supervisory position and an addition of other entry level positions which lowered the overall costs.
FUTURE BUDGET CONSIDERATIONS
v Install heaters in all east and west lower area restrooms ($25,000). v Repair to window seals in Independence Stadium Press Box ($25,000). v Install new turf that includes adding a drainage system to the north endzone (1 mil). v All new chair back seats inside the stadium (unknown cost). v Specialty paint coating on all concrete stands, renumbering (unknown cost). v Pave the Gold, Silver, Handicapped Lots and repave the Red, Orange, Tan Lots at Independence Sta- dium ($800,000). v New countertops and carpet in Independence Stadium Press Box ($75,000). v Install freight elevator for Independence Stadium Club Level ($300,000). EXECUTIVEv Upgrade electrical at Independence Stadium ($250,000). v Purchase and install new water fountains ($30,000).
CITY OF SHREVEPORT 103 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized Classified 22 Professional 460 16 Superintendent SPAR 1 25 Para Professional 144 11 Event Coordinator 1 27 Labor/Trades 459 13 Supervisor, Building 1 SUBTOTAL 3
28 Service Maintenance 456 6 Crew Member, Grounds 2 SUBTOTAL 2
Total Full Time 5
BUDGET
EXECUTIVE
104 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG PUBLIC ASSEMBLY & EVENT SERVICES 10.15.1530 RECREATION
Catherine Kennedy, Division Manager
DIVISION OVERVIEW
The Events Services Division works closely with many groups to provide cultural and leisure opportunities within city facilities. The Event Services Division is responsible for coordinating, scheduling and facilitating events at Festival Plaza, Riverview Park, Riverview Hall, Riverview Theater, Randle T. Moore Center and the Red River Entertainment District. This division provides facilitation services and equipment for events and programs throughout the city. This division also chairs the City of Shreveport Special Event Task Force which coordinates permitting and scheduling for all events on city properties or streets. This division also creates rental contracts for every SPAR facility including 15 Community Centers.
2019 ACCOMPLISHMENTS
• Planned and facilitated five Mardi Gras parades and rental of 367 reserved parade spaces for two Mardi Gras parades. BUDGET • Coordinated and facilitated: African-American History Parade, Holiday in Dixie carnival, Ark-La-Tex Ambassadors’ BBQ Competition, Patty on the Plaza, Gumbo Cook Off, ARTBREAK, summer and fall Farmer’s Markets, Mudbug Madness Festival, Let the Good Times Roll Festival, KTBS Fourth of July Independence Day Festival, Labor Day Blues Festival, Red River Revel, Revel Cork Wine Festival and BREW Beer Festival, Hot Air Balloon Rally, Aseana Foundation’s Spring and Fall Festivals, Pumpkin Shine on Line, Log Jammer Half Marathon, Paint Your Heart Out, Community Development Fun Day, Brookshire’s 10K race, various arts events with the Shreveport Regional Arts Council. • Contracted for over 544 events in the 15 community centers. • Permitted 468 block parties, street closures, festivals and events on city property. • Provided location services for several major motion pictures and for Louisiana Film Prize. • Facilitated concerts, races, balls, receptions, banquets and community events. • Continued partnerships with groups including Shreveport Regional Arts Council, Rotary Club, Shreveport Metropolitan Ballet, Shreveport Symphony, Shreveport Opera. • Hosted more than 700 meetings, tours, classes, weddings, parties and special events at Randle T. Moore Center. • Facilitated Movies and Moonbeams series of outdoor films in neighborhood parks bi-weekly from April through September. • Partnered with Red River Roadrunners to facilitate Riverside V and Summer Fun Run series in parks. • Assisted Sci-Port, Shreveport Regional Arts Council, Barksdale Air Force Base, North Shreveport Business Association, Get Up, Inc., The Prize Foundation, Shreveport Green, Homeowners Associations, The Shreveport-Bossier Sports Commission, National Oceanic and Atmospheric Association, SportSpectrum, EXECUTIVERobinson’s Rescue, Providence House, and the Junior League of Shreveport-Bossier with equipment for events.
CITY OF SHREVEPORT 105 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES
° Continue to facilitate and coordinate events in well-maintained public venues. ° Chair Special Event Task Force to ensure that policies and procedures are followed by event organizers. ° Maintain accurate records of events submitted to the Special Event Task Force. ° Evaluate division operations in regards to cost reduction and efficiency. ° Seek additional funding or partnerships to accomplish the division’s goals. ° Continue beautification efforts by maintaining and cleaning Red River District, Festival Plaza, Riverview Park and Riverview Hall/Theater. ° Continue ongoing partnerships to provide highest standard of excellence in service. ° Implement recruitment program for proposed positions and develop succession plan.
PERFORMANCE MEASURES BUDGET 2018 2019 2020 ACTUAL ESTIMATE GOAL Event days at Riverview Hall 50 15 60 % of time Riverview Hall is in use 14% 4% 16% Event days at Riverview Theater 49 20 69 % of time Riverview Theater is in use 13% 5% 18% Event days at Festival Plaza 96 96 100 % of time Festival Plaza is in use 26% 26% 27% Rental days at Randle T. Moore 25 35 40 % of time Randle T. Moore is rented 6% 9% 10% Clubs/Meetings at Randle T. Moore 25 124 179 % of time Randle T. Moore is used for clubs/classes 6% 21% 52%
EXECUTIVE
106 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 752,448 665,600 650,000 649,500 -2% Materials and Supplies 25,767 21,300 21,300 21,300 0% Contractual Services 60,674 53,900 53,900 53,900 0% Other Charges 73,782 70,000 70,000 70,000 0% Improvements & Equipment 8360000% Transfer to Other Funds 00000%
TOTAL 913,507 810,800 795,200 754,700 -2%
FULL-TIME EMPLOYEES 23 17 17 15 -12%
BUDGET CHANGES FOR 2019
Decreased staff and expenditures through attrition. The remaining staff members funding reflects a 5% increase BUDGETin health benefits, as well, as a 2% increase in city retirement contributions.
FUTURE BUDGET CONSIDERATIONS . v Replace damaged pedestrian light poles at Festival Plaza with a less expensive pole/light ($80,000). v Upgrade electrical service to Festival Plaza, burying some lines and establishing new permanent panels ($150,000). v Purchase new fans for under both pavilions at Festival Plaza ($30,000). v Purchase new LED/RGB lighting for under both pavilions at Festival Plaza ($30,000). v Repair/replace ceramic tiles at Festival Plaza ($13,000). v Install a new sound barrier wall along the KCS rail line ($160,000). v Repair/replace marble medallion at Festival Plaza ($15,000). v Renovate the lower restrooms at Festival Plaza ($180,000). EXECUTIVEv Sewerage repairs/upgrades to RTMoore (unidentified issue/cost).
CITY OF SHREVEPORT 107 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Officials 707 A Division Manager 1 SUBTOTAL 1 Classified 22 Professionals 460 16 Superintendent, SPAR 1 146 13 Fiscal Coordinator 1 SUBTOTAL 2
25 Paraprofessionals 144 11 Events Coordinator 1 245 9 Recreation Specialist 1 344 6 Office Specialist 1 330 12 Events Technician 1 SUBTOTAL BUDGET4 27 Skilled Craft 195 12 Maintenance Mechanic III 1 293 13 Supervisor, Buildings 1 SUBTOTAL 2
28 Service Maintenance 456 6 Crew Member, Buildings 6
SUBTOTAL 6
TOTAL FULL-Time 15
EXECUTIVE
108 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG PUBLIC ASSEMBLY & MAINTENANCE - BUILDINGS 10.15.1545 RECREATION
Ray Hill, Division Manager
DIVISION OVERVIEW
The Buildings Maintenance Division oversees and manages the operation, appearance and mechanical integrity of all city-owned facilities and properties. In addition, this division maintains the building assets of the City of Shreveport. This division is responsible for maintenance, appearance and operation of city properties including government offices, fire stations, assembly facilities, community centers, parks, athletic facilities, and swimming pool
2019 ACCOMPLISHMENTS
• Replaced evaporator and condenser serving A. B. Palmer Gym. • Re-negotiated contracts thereby reducing cost by 12.5% from previous year. • Updated 85% of all swimming pools. • Updated all spray grounds. • Renovated front offices for the separation of the Buildings DivisionBUDGET and Grounds Division. • Filled remaining administrative positions. • Retrofitted the plumbing in the Echo Pod at the City Jail at a cost of more than $30,000. • Riverview Park tier fountain clean-up and restoration. • Coordinated with contractors for roofing, HVAC and plumbing projects i.e.: Airport, Lakeside, AB Palmer, Princess Park, SPAR Warehouse (environmental bldg.), Stadium and Wildwood, Fire & Police Academy/Auditorium. • Facilitated the final construction details for Valencia, Andrew Currie, Hattie Perry, A.B. Palmer spray park and Born Learning Trail, and Lakeside Community Center. • Revitalized Anderson Island “Wendy” Park (painted equipment, added fencing, new lighting, new roof on pavilion, grills and picnic tables. • Continued LED lighting conversion throughout the city. • Implemented new trash can receptacles & storage enclosures for better security and maintenance. • Reduced purchases of R-22 to convert to new refrigerant per EPA regulations. • Updated paint, fencing, trash bins, benches and picnic tables in 30% of the parks. • Implemented new key control systems. 2020EXECUTIVE GOALS AND OBJECTIVES ° Continue replacement of R-22 air conditioning systems to ensure compliance with state-mandated HVAC requirements.
° Update and continue a preventative maintenance program for HVAC systems.
CITY OF SHREVEPORT 109 2020 ANNUAL OPERATING BUDGET 2020 GOALS AND OBJECTIVES (continued)
° Repair and retrofit the interactive fountains at Riverview Park to include new controls, electrical and pneumatic systems.
° Develop and implement revitalization plans for systemic equipment replacement. ° Establish LAN service to remotely monitor heating and cooling systems at Independence Stadium and other locations.
° Expand alarm monitoring systems to combat vandalism. ° Fill all vacant positions. ° Reduce average response time for completing work orders by 25%.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Square feet of buildings maintained 2,384,214 2,384,214 2,384,214 Maintenance cost/square footBUDGET $1.76 $1.92 $1.92 Repair work orders 3,424 3,060 3,060 Average response time for work orders 9 Hrs 9 Hrs 8 Hrs
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 3,417,723 1,559,700 1,529,400 1,530,100 -2% Materials and Supplies 493,603 231,000 317,400 302,300 31% Contractual Services 790,133 418,800 401,500 418,800 0% Other Charges 00000% Improvements & Equipment 137,995 79,200 128,500 115,000 45% Transfer to Other Funds 00000% TOTAL 4,839,454 2,288,700 2,376,800 2,366,200 3% FULL-TIMEEXECUTIVE EMPLOYEES 114 30 30 30 0% Note: 2018 Actual represents a combined maintenance division; 2019 is building maintenance only.
110 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2019
Funding reflects a 5% increase in health care cost and 2% increase in city’s contribution to retirement benefits deleted Assistant to the Division Manager Position generated savings. Increase in Materials and Supplies and in Improvements and Equipment reflects an effort to find as much funding as possible to budget for maintenance, repairs, and upgrades to city facilities. The funding levels align with historic spending.
FUTURE BUDGET CONSIDERATIONS
v Increase personnel to meet the growing demands of maintaining the building assets of the City of Shreveport. v Purchase one excavator ($60,000). v Purchase two welding trucks ($75,000). v Purchase two vans ($47,000). v Purchase one 2-ton truck ($52,000). v Purchase portable concrete core drill with core bit systems ($5,300). v Purchase one shop bench grinder ($900). v Purchase one drill press ($1,500). v Purchase one walk behind saw ($3,100). BUDGET v Purchase one ground fault locator ($6,100). v Purchase two portable refrigerant recovering machines ($3,000). v Purchase one power washer ($3,000). v Acquire new office space and facility storage. v Upgrade elevators at 401 Texas ($1,500,000). v Replace all Riverview Hall/Theater air handlers, cooling coils, hot water and steam coils ($450,000). v Replace three air handlers at Fire & Police Academy ($150,000). v Ford Park Pavilion Repairs ($75,500). v Purchase booster pump for City Jail ($38,000). v Replace roofs at Southern Hills pool equipment room ($5,000). v Replace roof on Riverview Hall and over Riverview Theater dressing room ($200,000). v Replace two chillers at City Courts ($550,000). v Replace three boiler and variable speed drives for Municipal Courts ($525,000). v Replace antiquated SPD building due to increased annual maintenance cost and inability to keep occupants comfortable. v Replace playground equipment at Anderson Island Park ($40,000). v Replace playground equipment & rubber surfacing at East Kings Highway Duck Pond ($250,000). EXECUTIVEv Purchase one industrial cross-cut shredder ($650). v Purchase one paint striper machine ($2,000). v Purchase one paint sprayer ($1,700). v Purchase one sewer drain cleaner ($1,500).
CITY OF SHREVEPORT 111 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized Appointed 21 Officials 737 A Division Manager 1 SUBTOTAL 1 Classified 22 Professionals 460 16 Superintendent, Buildings 2 SUBTOTAL 2
25 Paraprofessional 436 11 Administrative Assistant 2 SUBTOTAL 2
27 Skilled Craft 205 15 Certified Maintenance Technician 5 195 12 Maintenance Mechanic III 16 202 12 Coating Technician 4 SUBTOTAL BUDGET25
TOTAL FULL-TIME 30
EXECUTIVE
112 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG PUBLIC ASSEMBLY & MAINTENANCE - GROUNDS 10.15.1547 RECREATION
Charles Hymes, Division Manager
DIVISION OVERVIEW
The Grounds Maintenance Division is responsible for the beautification and landscaping duties of all city parks and municipal buildings including Horticulture & Forestry services, rose/flower bed maintenance and litter control throughout the city. The division also works with qualified contractors to maintain four cemeteries and other designated green spaces throughout the city. The division strives to hire, train & retain motivated and skilled employees to provide the highest quality of landscaping services for the pleasure and enjoyment of all citizens and visitors who patronize the cities beautiful facilities and parks.
2019 ACCOMPLISHMENTS
• • Continued beautification projects including clearing of fence lines along Clyde Fant Parkway, removal of trees at Airport Park for creation of frisbee golf course, I49-E. Kings Highway Underpass and Zeke Street. • Utilized Fair Share vendors to cut and maintain 10 selected parks to give SPAR crews relief from a growing work load. • Replaced old rotted trash cans with over 50 new SPAR labeledBUDGET cans at Ford Park. • Acquired a new landscape contractor for city cemeteries, a savings of 75k per year. • Utilized Fair Share vendors to cut and maintain 10 selected parks to give SPAR crews relief from growing work load. • Utilized a chemical vendor to spray selected areas of Clyde Fant Parkway to retard and weed out problem grass decreasing the number of rotations needed for that area. • Purchased safety strobe lights for all crew vehicles to get in compliance with roadway safety regulations and increase safety of all employees. • Purchased two new 72” Gravely Mowers and created a ‘Mowing’ crew to rotate through parks at a faster pace than tractors can to increase rotation and cut down on citizen complaints.
2020 GOALS AND OBJECTIVES
° Continue prompt response time to inquiries and requests to maintain excellent customer service. ° Promote professional growth and development opportunities through improved employee training and education to develop and maintain employee knowledge and skills.
° Purchase skid track loader to increase forestry production. EXECUTIVE° Hire a qualified, licensed arborist to head up the forestry section and create a tree maintenance program. This involves a monthly evaluation and inspection of trees in city parks and other greenspaces, managed by the division, to protect and lengthen their lifespan.
° Purchase a small green house to house and grow plants for seasonal change outs in city flower beds.
CITY OF SHREVEPORT 113 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Acres of City parks maintained 2,565 2,658 2,658 Cost/acre of parks maintained $11.85 $13.33 $13.33 Rose/flower beds maintained 303 303 303 Mowing frequency - rights-of-way and parks 3 Weeks 3 Weeks 2 Weeks
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 381 1,861,800 1,855,300 1,855,200 -2% Materials and Supplies 0 200,900 200,900 200,900 0% Contractual Services 0 421,000 421,000 421,000 0% Other Charges 00000 Improvements & Equipment 0 26,500 26,500 26,500 0% Transfer to Other Funds 00000BUDGET TOTAL 381 2,510,200 2,503,700 2,503,600 0%
FULL-TIME EMPLOYEES 0 55 55 55 0%
Note: 2019 was the first year for the separate Grounds Division’s Budget.
BUDGET CHANGES FOR 2020
Funding reflects a 5% increase in health benefits, as well, as a 2% increase in city retirement contributions.
FUTURE BUDGET CONSIDERATIONS
v New Compact Track Loader (57,000). v Golf Cart (12,000). v F-450 Diesel Service truck for mobile maintenance (55,000). v Replace trash packer truck ($200,000). v 1 Batwing ($15,000). vEXECUTIVEOne ton truck w/stakebed for litter crew ($42,000). v John Deere 5100 Utility Tractor (55,000). v Covered, hydraulic lift trash trailer ($15,000).
114 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized Appointed 21 Officials 737 A Division Manager 1 771 A Assistant to the Division Manager 1
SUBTOTAL 2 Classified 23 Technical 332 10 Horticulture Technician 1 SUBTOTAL 1
25 Paraprofessional 436 11 Administrative Assistant 1 SUBTOTAL 1
27 Skilled Craft 467 15 Chief Supervisor, SPAR 1 452 11 Small Engine Mechanic 1 SUBTOTALBUDGET2
28 Service/Maintenance 132 8 D/O Light 15 461 6 Crew Member, Grounds 23 465 11 Crew Leader, Grounds 7 466 13 Supervisor, Grounds 4 SUBTOTAL 49
TOTAL FULL-TIME 55
EXECUTIVE
CITY OF SHREVEPORT 115 2020 ANNUAL OPERATINGOPERATING BUDGETBUDGET
DEPARTMENT DIVISION G/L ORG PUBLIC ASSEMBLY & ENVIRONMENTAL SERVICES 10.15.1540 RECREATION
Reginald Hodge, Division Manager
DIVISION OVERVIEW
The Environmental Services Division continues to strive for satisfaction in successfully providing quality housekeeping services for all patrons and customers. The division is committed to providing housekeeping services to forty city facilities through contractual agreements with service providers and city employees. The division also provides housekeeping services in support of regional events at Festival Plaza, Independence Stadium, and Cargill Park. The division’s full service warehouse operation continues to meet demands from our customers (other city departments) for supplies and equipment. The SPAR Safety program continues to provide professional safety presentations and fee free defensive driving courses disseminating important safety information. Divisional safety inspections occur within the department’s recreation centers and parks, totaling more than 42 locations. The city inter-departmental mail courier continues to meet its daily mail commitments in a timely manner. The city’s courier’s mail route consists of 33 daily stops, servicing all city departments throughout Shreveport. The division is responsible for the state of flags flying throughout the city. 2019 ACCOMPLISHMENTS BUDGET • Partnered with the Senior Community Service Employment Program allowing for opportunities for employment of senior citizens at no cost to the City, providing added value and enhancing the lives of our community’s senior citizens. • Shampooed three floors of carpet in Government Plaza. • Maintained an acceptable safety posture within the department in the absence of a designated safety superintendent. • Maintained a high level of morale and good conduct among employees in the absence of direct supervision normally provided by crew leaders. • Received additional responsibilities of coordinating, cleaning and maintaining the condition of park restrooms throughout the City.
2020 GOALS AND OBJECTIVES
° Acquire enough essential equipment to place in each of our main buildings to meet demands of routine deep cleaning. ° Acquire a supply inventory program. ° EXECUTIVEContinue to provide essential training provided by our Human Resources Department as well as in-house.
116 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 942,935 978,900 934,800 958,500 -2% Materials and Supplies 137,521 136,100 136,100 136,100 0% Contractual Services 117,937 142,200 142,200 142,200 0% Other Charges 00000% Improvements & Equipment 00000% Transfer to Other Funds 00000%
TOTAL 1,198,393 1,257,200 1,213,100 1,236,800 -2%
FULL-TIME EMPLOYEES 32 31 30 30 -3%
BUDGET CHANGES FOR 2020
Budget reflects an increase in funding in personal services to account for the increase in healthcare cost and a 2% increase in retirement benefits. Eliminated division manager to meet budget target. BUDGET
FUTURE BUDGET CONSIDERATIONS
v 1 new pickup truck 1/2/ ton 2WD Reg. Cab ($20,000). v 4 carpet shampooers ($6,200). v Five buffers ($2,875). v 4 Wet/Dry Vacuums ($2,756).
EXECUTIVE
CITY OF SHREVEPORT 117 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Classified 22 Professional 424 16 Superintendent 1 436 15 Chief Supervisor 1 SUBTOTAL 2
26 Office/Clerical 276 8 Stock Clerk II 1 208 7 Office Associate (mail courier) 1 SUBTOTAL 2
28 Service/Maintenance 458 11 Crew Leader, Buildings 2 456 8 Crew Member, Buildings 24 SUBTOTAL 26
TOTAL BUDGET30
EXECUTIVE
118 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG PUBLIC ASSEMBLY & ATHLETICS 10.15.1555 RECREATION
Douglas Curry Jr., Division Manager
DIVISION OVERVIEW
The Athletics Division provides athletic and leisure sports opportunities for Shreveport citizens and visitors. Youth programs include basketball, football, track and field, weightlifting, soccer and tennis. Adult programs include basketball, volleyball, softball and tennis. This division coordinates volunteer coaches and sports officials in all youth and adult leagues.
2019 ACCOMPLISHMENTS
• Continued the youth football program partnership with Independence Bowl Foundation Co-sponsored the 2019 Independence Bowl NCAA Youth Football Clinic with more than 500 youth participants. • Co-sponsored multiple football camps and clinics with former SPAR participants and current NFL players Tre’Davious White and Morris Claiborne. • Hosted nationally ranked USSSA Super NIT Baseball Tournament with over 200 youth baseball teams. • Partnered with Rock Solid Sports in management and operationBUDGET of five public pools. • Hosted CABOSA’s Red River Classic soccer tournament with over 100 youth soccer teams. • Maintained relationship with USA Basketball organization to provide more training opportunities as well as resources for SPAR youth basketball coaches. • Coordinated annual Safe Summer Basketball league with nearly 70 youth and adult teams. In addition to basketball competition, this league provided weekly educational and life-skills workshops. • Hosted Major League Baseball’s RBI Hit, Pitch & Run event at 15 recreational community centers with over 1,100 youth participants. • Continued sponsorship agreement with Dick’s Sporting Goods and Academy Sports & Outdoors. • Continued the annual YouthFit distance running, more than 100 youth learned the fundamentals of distance running, fitness and proper nutrition. • Hosted girls only summer basketball program in conjunction with Safe Summer Basketball; more than 800 participants. • Co-sponsored the 15th Annual Fit for Life “Field Day” weekend events. • Co-sponsored USA Boxing Southern Regional Junior Olympics and Senior Tournament, 13 area/regional box- ing clubs and 85 fighters (girls and boys) participated . • Supported USA Youth Weightlifting Program, in conjunction with the LSU-Shreveport Weightlifting Development Center. • Partnered with Caddo Parish School Board for use of citywide athletic facilities. • Collaborated with Shreveport High School Football and Basketball Officials Associations for sports official training. • Partnered with USTA tennis professionals to provide tennis instruction and tournaments at three tennis EXECUTIVEcomplexes. • Hosted 42nd Annual Sickle Cell Softball Tournament. • Co-sponsored Citywide “United though Fitness” event. • Hosted Community Day events around the city within the 15 recreation centers.
CITY OF SHREVEPORT 119 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES (continued)
° Evaluate athletic policies and procedures. ° Research developing trends and innovations to determine and implement new programs. ° Continue to provide athletic and leisure sports opportunities for Shreveport citizens and visitors. ° Continue partnerships with the public school system and private schools for shared use of facilities. ° Continue partnerships with various entities to provide quality programming. ° Partner with local high school associations to recruit, train and develop sports officials. ° Continue to increase girls/women team participation in youth and adult athletic programs. ° Implement recruitment program for proposed positions and develop a secession plan. ° Partner with local schools to recruit volunteer coaches, teams, and participants. ° Partner with local health facilities for coach training programs. ° Implement and replace low participation leagues with adult kickball/volleyball leagues. ° Increase citizen engagement and participation in community events. ° Partner with Park Advisory Council groups for leagues and events.BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Total participants in team sports 7,245 9,000 9,000 Basketball games played 2,000 3,000 3,500 Softball games played 200 350 400 Football games played 124 300 400 Baseball games played 200 350 350 Soccer games played 2,000 2,700 3,000 Summer track program participants 100 75 100 Tournaments hosted 72 75 80 EXECUTIVE
120 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 935,073 943,800 753,300 941,500 0% Materials and Supplies 34,753 31,500 36,900 36,100 15% Contractual Services 126,962 153,600 148,200 149,000 -3% Other Charges 61,473 62,000 62,000 62,000 0% Improvements & Equipment 0000 Transfer to Other Funds 0000
TOTAL 1,158,261 1,190,900 1,000,400 1,188,600 0%
FULL-TIME EMPLOYEES 19 20 18 19 0%
BUDGET CHANGES FOR 2020
Funding reflects a 5% increase in health benefits, as well as a 2% increase in city retirement contributions. Adjusted budget figures to adequately represent historic spending.BUDGET
FUTURE BUDGET CONSIDERATIONS
v Additional funding for Safe Summer Basketball program ($100,000). v Additional funding for adult/youth sport programs and professional service contractors ($50,000). v Additional funding for MLK Basketball Tournament ($50,000). v Funding for chemicals and supplies for all sports fields ($150,000). v Truck (quad cab and a single cab) ($70,000). v Field renovations/laser grading for Airport Park ball fields ($25,000). v Laser grading and field conditioning for Bill Cockrell ($15,000). v Pay raise for part time staff (60,000). v On site golf cart for tournaments and tours of Cargill ($6,000). EXECUTIVE
CITY OF SHREVEPORT 121 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Officials 707 A Division Manager 1 SUBTOTAL 1 Classified 22 Professional 247 12 Recreation Supervisor II 2 424 16 Superintendent, SPAR 2 437 13 Management Assistant 1 SUBTOTAL 5 25 Paraprofessional 246 11 Recreation Supervisor l 1 245 8 Recreation Specialist 1 SUBTOTAL 2
28 Labor Trades 467 15 Chief Supervisor SPAR Maint. 1 452 11 Small EquipmentBUDGET Mechanic 1 SUBTOTAL 2
28 Service/Maintenance 132 8 D/O Light 4 461 6 Crew Member, Grounds 4 465 11 Crew Leader, Grounds 1 SUBTOTAL 9
TOTAL FULL-TIME 19 PART-TIME/SEASONAL 22 Professional 247 12 Recreation Supervisor II 0 25 Paraprofessional 417 10 Sports Official 130 26 Office/Clerical 418 4 Scorekeeper 35 TOTAL PART-TIME/SEASONAL 165
TOTAL 184 EXECUTIVE
122 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG PUBLIC ASSEMBLY & RECREATION 10.15.1550 RECREATION
Kenneth Corneilus, Division Manager
DIVISION OVERVIEW
The Recreation Division enhances lives through people, parks, places and play by providing innovative programming. This division provides a diverse slate of quality of life programs and activities that are designed to be inclusive for all Shreveport citizens. The Recreation Division’s responsibilities include providing wholesome recreational and leisure programs at sixteen community centers, facilitation of community events, youth after- school, holiday, summer camps, therapeutic/adaptive sports, adult and senior programs.
2019 ACCOMPLISHMENTS
• Mayor Adrian Perkins proclaimed February as National Therapeutic Recreation Month in the City of Shreveport. • Increased recreational and leisure participation in both senior and youth programs with over 13,000 participants. • Continued existing partnership with LSU Ag Center with the continuation of the community gardens at Bill Cockrell and Valencia Community Centers. Expanded communityBUDGET gardens at David Raines and Mamie Hicks Community Center. • Reopened and remodeled Bilberry and Lakeside community centers. • Facilitated workshops focused on safety, health, wellness, identity theft, and human trafficking. • Participated in multiple fairs including the Fit for Life Wellness Expo Health Fair, AmeriHealth Caritas, United Healthcare and Health Blue of Louisiana. • Partnered with Providence House Homeless Shelter to assist youth/families who are currently under the McKinney-Vento Homeless Assistance Act. • Implemented a new program scheduled to begin in September 2019 for patrons at the Salvation Army facility in connection with the Walk with Ease Program – National Recreation and Parks Association (NRPA). • Increased the number of vendors, programs, and activities in each community center from 24 in 2018 to 50 in 2019. • Created two new sewing classes at Hattie Perry and Bill Cockrell Community Centers with 75 participants from various age groups. • Partnered with the Police and Fire Department for the annual Law and Youth Camp attendance increased by 80% from prior year. • Continued partnerships with: Caddo Parish Public School Title I Summer Reading Program, Shreveport Community Church, High-Set Academy Accomplish Learning Services (GED attainment of a high school diploma), Caddo Council on Aging, Bossier Parish Library, American Cancer Society, Bossier Bowling Lane, Shreve Memorial Library, Northwest Senior Olympics, Salvation Army, Veterans Administration, Northwestern State University, Grambling State University, Southern University, American School of Business, EXECUTIVECaddo Parish Sheriff’s Office, Shreveport Fire Department, Shreveport Police Department, Shreveport Aquar- ium, Rafters Soccer Team, Pamoja Art Society, ShrevCorps/Shreveport Green, KHAM Radio Communi- cations Service, Walter B. Jacobs Nature Park, Parish of Caddo Parks and Recreation, Little Taste of Heaven, Caddo-Bossier Foster Grandparent Volunteer Program, St. Luke Feeding Program,
CITY OF SHREVEPORT 123 2020 ANNUAL OPERATING BUDGET
2019 ACCOMPLISHMENTS (continued)
Central Alliance of Shreveport, LLC, Rock Solid Swimming Aquatics Grant Program, Partners who Train, Martin Luther King Health Clinics, LSUS-Shreveport, Sportran-City Transit Systems, Centenary Col- lege, Shreveport Job Corps/Minact, Inc., S.B. Steppers w/instructors Aaron Brown & Tamara Flentroy, Southern Hills Steppers w/instructors LaQuita Clark & Jesse Lewis, Shreveport Swing With Style - In- structors Sam Owen, Errol Sims & Kerry Smith Wright Line Dance Group w/instructor Olden Wright, Lake Life Dancers w/ instructors Da'Necia Gray & John Cook, NRG Line Dancers w/instructor Angela Williams, AKA Charm Clinic, Goodwill of Northwest Louisiana, Gators and Friends of Greenwood, La, Tinseltown Theaters and All-Star Bowling Lanes. • Aided in the Walk with Ease, Active Everyday Living and Fit and Strong programs with multiple coordinators receiving instructor certification. • Provided an onsite registered nurse at all program sites for NRPA wellness grants. • Facilitated the Diamonds and Pearls Program for youth girls and Boys 2 Men Program for youth boys. Each program emphasized social etiquette skills, dressing for success, future job seeking, education, science, technology, engineering and math. • Organized and provided year-round classes in arts, music, crafts, piano, weightlifting, computers and photography. • Hosted a variety of city-wide programs including: STOP the Violence Basketball Tournament, Music in the Park, SPD Butterfly Camp, MLK Essay Writing Contest, We Believe in You Talent Show, Annual Black History Expo, Commit to Health Organ Wise-Nutrition Literacy, Halloween activities, Merry Berry Christmas Beauty Pageant, Fall and Winter Camps, Easter/Spring Break, and Summer Playground Camp 2019. BUDGET • Implemented the Cops, Campers and Community (CCC) Initiative to enhance a pro-active approach to all law enforcement agencies. Youth patrons had the opportunity to visit the following facilities: Juvenile Detention Center (JDC) Clay Walker, Director and The Honorable Judge Sheva Sims to get a real live experience of how law enforcement really works. We have had on-site law enforcement agencies visit with our youth at the center level: Caddo Parish Sheriff’s Office, Shreveport City Marshall’s Office – Charlie Sanders, Caddo Parish District Attorney Office – James Stewart, Shreveport Police Department – Sgt. Amy Bowman and all CLO officers and Volunteers for Juvenile Justice – Shonda Dotie, Director. • Camp Gladiator – an extensive Health and Wellness Initiative for Spar’s youth patrons a plus to the Summer Playground Camp 2019. • Implementation of a new partner with Young Women Christian Association (YWCA) Lead Program– mentoring girls in the areas of social and life skills, education and career opportunities, bullying, internet and social media, etc. • Implementation of Oasis for Boys - mentoring boys in the areas of social and life skills, education and career opportunities, bullying, internet and social media, etc. • Implemented extended partnership with Oschner University Health Tiger Youth Stroke Program. • Implemented a new Park Advisory Council group at Lakeside Community Center. • Supervisor II received the ACE Scholarship Award from National Recreation Parks Association (NRPA). • Participated in the Endeavor Games in Edmond, Oklahoma. Jimmy Banks won a Silver medal in power lifting; Derrell Thrash and Grace Anozie participated. The event was originally created to provide quality sports programs to athletes with physical disabilities throughout the United States. •EXECUTIVE Jamie Hickman and Juwon Scott, SPAR Therapeutic Recreation participants, competed in the Special Olympics USA Games in Seattle, WA with athletes throughout the United States. • Therapeutic Recreation staff established a career/employment training partnership with Brookshire’s and Jason’s Deli. SPAR Therapeutic Recreation staff assisted with pre-job training for all potential clients.
124 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2019 ACCOMPLISHMENTS (continued)
• Partnered with Perfect Fit Foundation for Light it up Blue 5K Autism Walk/Run. • Increased Enrichment Funds for Therapeutic Funds via fundraisers and donations via the Princess Park Advisory Council. • Implemented a 2019 Flag Football All-Star Game and increased therapeutic client participation by 8%. • Partnered with NRG & Princess Park Advisory Council for the “Jamarion Day Talent Show” fundraiser for St. Jude. • Partnered with United Healthcare, Families Helping Families, Perfect Fit Foundation, and State Fair or Louisiana to help sponsor the Annual Mardi Gras Ball at Louisiana Agriculture Building.
2020 GOALS AND OBJECTIVES
° Continue efforts to alleviate the growing health disparities of obesity in Shreveport through health initiatives in community centers, including a series of exercise, nutrition and healthy living programs. ° Implement and facilitate new youth programs such as job training, financial planning, etiquette, science and engineering. ° Establish community garden programs at remaining community centers. ° Increase the number of summer youth camp participants in Project Rescue/Learn to Swim Program. ° Increase opportunities for professional development for all recreationBUDGET division staff through continuing education, certification and local/regional conference participation. ° Increase external funding and sponsorship opportunities. ° Provide recreational opportunities for inclusion that reduce the physical, programmatic and attitudinal barriers. ° Cultivate partnerships to enhance leisure services for community residents. ° Increase Paralympic athletes’ attendance and participation. ° Increase media coverage for therapeutic programs. ° Increase external funding via grants and sponsorships to fund therapeutic sports programs.
EXECUTIVE
CITY OF SHREVEPORT 125 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL RECREATION After-school program (registered participants) 500 550 650 Summer playground program sites 14 15 15 Persons taking computer classes 2,330 2,450 2,550 Recreation centers operated 14 15 15 Senior program participant visits 6,500 7,000 7,500 Adaptive recreation participants 14,035 14,200 14,500 Summer Camp Participants 1,000 1,100 1,200
THERAPEUTIC RECREATION Year Round Program 14,096 14,396 14,596 Summer Program 4,450 4,534 4,734 Adaptive Sports 2,150 2,329 2,529 Social Dances BUDGET955 2,153 1,353
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 2,379,110 2,584,400 2,412,700 2,644,200 2% Materials and Supplies 85,465 85,500 85,500 85,500 0% Contractual Services 111,492 116,500 116,500 116,500 0% Other Charges 11,574 44,000 44,000 44,000 0% Improvements & Equipment 15,013000 Transfer to Other Funds 0000 TOTAL 2,602,654 2,830,400 2,658,700 2,890,200 2%
FULL-TIME EMPLOYEES 60 60 60 61 3% EXECUTIVE
126 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020
Budget reflects funding for the 5% increase in health benefits, as well, as a 2% increase in city retirement contributions, and for a new management assistant.
FUTURE BUDGET CONSIDERATIONS
v Install new ID card system in all sixteen SPAR community centers ($30,000). v Three - 15 passenger vans ($60,000). v Ram 1500 Reg. Cab ($36,000). v Two new Dodge Durango trucks ($56,800). v Two Chevrolet Equinox ($45,000). v Surveillance / security cameras and video equipment for all 16 community centers ($100,000). v Storage building for Wildwood Park ($20,000). v Increase opportunities for professional development ($20,000). v New portable staging to service all sixteen community centers ($30,000). v Complete second phase of renovations (computer lab, fitness room and autism quiet rooms) of Princess Park Therapeutic Community Center ($800,000). v Hire additional therapeutic recreation staff; One recreation specialist ($36,000). v Purchase two sport wheelchairs for Shreveport Silver Sports Paralympic Club Team ($10,000). v Purchase two wheelchair accessible vans with wheelchair lifts ($100,000). v BUDGET Hire permanently stationed community liaison officer at Princess Park (40,000).
EXECUTIVE
CITY OF SHREVEPORT 127 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Officials 707 A Division Manager Unfunded) 1 SUBTOTAL 1 Classified 22 Professionals 247 12 Recreation Supervisor II 3 146 13 Fiscal Coordinator 1 206 14 Cluster Manager 3 424 16 Superintendent, SPAR 4 SUBTOTAL 11
25 Paraprofessional 244 6 Recreation Aide 8 245 8 Recreation Specialist 23 246 11 Recreation Supervisor I 1 203 12 Manager, Recreation Center 15 SUBTOTAL BUDGET47
26 Clerical 208 7 Office Associate 1 SUBTOTAL 1
TOTAL FULL-TIME 60
Part-Time 173 4 Instructor II 25 245 8 Recreation Specialist 2 146 13 Fiscal Coordinator 1 TOTAL PART-TIME 28
GRAND TOTAL 88 EXECUTIVE
128 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
FINANCE DEPARTMENT
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 129 2020 ANNUAL OPERATING BUDGET
FINANCE DEPARTMENT
DIRECTOR
DEPUTY DIRECTOR
ADMINISTRATION ACCOUNTING
CONTROLLER FINANCIAL FINANCIAL ASSISTANT ASSISTANT
FINANCIAL CLERK ASSISTANT BENEFITS PENSION RECORDS MANAGER MANAGER FINANCIAL FINANCIAL MANAGER (2) ACCOUNTANT III ACCOUNTANT III MANAGEMENT MANAGEMENT ASSISTANT ASSISTANT FINANCIAL FINANCIAL ACCOUNTANT II PURCHASING ACCOUNTANT II (3) BUDGET ACCOUNTING ASSOC II PURCHASING AGENT PAYROLL ACCOUNTING ASSOC III (3) MANAGER ASST PURCHASING SENIOR SUPPLY FINANCIAL ACCOUNTING ASSOC II (2) AGENT BUYER (4) CLERK II CLERK (2) FINANCIAL ASSISTANT
ACCOUNTING ASSOC II
REVENUE
REVENUE ADMINISTRATOR FINANCIAL ASSISTANT
SR REV OPERATION TAX AND LICENSE MANAGER MANAGER
REVENUE REVENUE SPECIALIST (9) AUDITOR II (4)
EXECUTIVE
130 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
FINANCE DEPARTMENT
DIRECTOR BUDGET COORDINATOR Charles J. Madden Charles J. Madden
DEPARTMENT OVERVIEW
The Finance Department supports all City departments by providing centralized accounting, purchasing, revenue collection and risk management functions. It also manages the City's short-term cash portfolio, provides administrative support for three pension funds and provides records management services.
2019 ACCOMPLISHMENTS
• Completed Assessment of Finance Department processes. • Updated Purchasing Manual. • Updated all Policies and Procedures. • Implemented a Paperless Payroll Program. • Improved utilization of the Flexible Spending Account by giving card options. • Improved service to employees and retirees by establishing one centralized location for Payroll, Pension, and Benefits. BUDGET • Properly disposed of over 500 boxes of records that warranted no further retention.
2020 GOALS AND OBJECTIVES
° Prepare the 2019 Comprehensive Annual Financial Report (CAFR) on a timely basis. ° Expand the use of internet and bank draft for payments for all revenues collected by the city. ° Work with all departments to improve efficiencies of payment processing. ° Establish Standard Operating Procedures for all divisions within the Finance department.
DEPARTMENT FUNDING
2018 2019 2019 2020 % Full-Time Division Funding ACTUAL BUDGET ESTIMATE BUDGET CHANGE Employee Administration 224,506 226,500 323,900 341,900 45% 7 Accounting 1,088,417 1,076,400 953,516 1,150,100 4% 18 EXECUTIVEPurchasing 616,881 522,300 404,843 483,300 -4% 9 Records Management 23,663 54,900 37,800 55,000 0% 2 Revenue 2,170,458 1,779,900 1,746,205 1,606,700 -11% 17
TOTAL 4,123,925 3,660,000 3,466,264 3,660,000 0% 53
CITY OF SHREVEPORT 131 2020 ANNUAL OPERATING BUDGET
APPROPRIATIONS
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 2,415,884 2,617,500 2,395,864 2,840,000 9% Materials and Supplies 189,936 70,100 60,000 65,100 -7% Contractual Services 1,474,983 964,200 1,000,400 747,700 -22% Other Charges 0000 Improvements & Equipment 43,121 8,200 10,000 7,200 -12% Transfer to Other Funds 0000
TOTAL 4,123,925 3,660,000 3,466,264 3,660,000 0%
BUDGET CHANGES FOR 2020
No major changes in budget.
FUTURE BUDGET CONSIDERATIONS
v New Software will be needed to replace our Tax application programBUDGET as IT phases out old programs.
FULL TIME EMPLOYEES
The department has 53 authorized full time positions. Two (2) positions in Records Management are unfunded. Two EXECUTIVE(2) Revenue positions have been changed to part-time positions to allow greater flexibility during tax season.
132 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG FINANCE ADMINISTRATION 10.20.2010
DIVISION OVERVIEW
The Administration Division includes the Finance Director and immediate staff. It provides executive direction and leadership to the Finance Department and is directly responsible for cash and debt management and the administration of the City’s pension systems and employee benefit program.
2019 ACCOMPLISHMENTS
• None.
2020 GOALS AND OBJECTIVES
° Improve the efficiency and productivity of divisions. ° Maximize the return on investments. BUDGET PERFORMANCE MEASURES 2018 2019 2020 ACTUAL ESTIMATE GOAL % Retirement system actuarially funded - Employees Retirement System 41.82% 43% 44%
% Retirement system actuarially funded - Firemen’s Pension and Relief Fund 52.49% 55% 57%
% Retirement system actuarially funded - Policemen’s Pension and Relief Fund 82.60% 85% 89%
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 211,595 215,800 313,200 330,100 53% Materials and Supplies 3,635 3,600 3,600 3,600 0% Contractual Services 8,174 6,100 6,100 7,200 18% Other Charges 0000 Improvements & Equipment 1,102 1,000 1,000 1,000 0% EXECUTIVETransfer to Other Funds 0000
TOTAL 224,506 226,500 323,900 341,900 51%
FULL-TIME EMPLOYEES 77770%
CITY OF SHREVEPORT 133 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020
There are no significant changes in the 2020 budget for Finance Administration.
FUTURE BUDGET CONSIDERATIONS
v None.
EMPLOYEE ROSTER (10.20.2010)
Category Class Level Title Authorized Appointed 21 Administrative 831 A Director of Finance 1 26 Clerical 822 A Deputy Director of Finance 1 SUBTOTAL 2 Classified 22 Professional 222 16 Pension ManagerBUDGET1 345 16 Benefits Manager 1 25 Paraprofessional 436 13 Management Assistant 2 366 12 Financial Assistant 1 SUBTOTAL 5
TOTAL 7
NOTE: Pension Manager and one Management Assistant are paid out of the pension funds; (70.20.7000 – 50%, 72.20.7200 – 25%, & 71.20.7100 – 25%). The Benefits Manager and one Management Assistant are paid out of the Health Care Trust Fund (36.20.2050).
EXECUTIVE
134 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG FINANCE ACCOUNTING 10.20.2015
David Creswell, Controller
DIVISION OVERVIEW Accounting provides centralized financial record-keeping and control for the City. It prepares information that discloses the financial position of the City’s various funds. It is also responsible for accounts payable, payroll, pension payments, and payroll tax reporting.
2019 ACCOMPLISHMENTS
• Completed the 2018 Comprehensive Annual Financial Report (CAFR) and submitted it to the Government Finance Officers Association (GFOA) Certificate of Excellence in Financial Reporting program. The City received the GFOA Certificate for the 2017 CAFR.
2020 GOALS AND OBJECTIVES
° Prepare the 2019 CAFR by May 30, 2020, and submit it for the GFOA Certificate of Excellence in Financial Reporting program. Continue to monitor and evaluate internal controls in all City BUDGETdepartments. ° ° Improve the efficiency and productivity of the Division. ° Enhance the financial reporting feedback to internal users to provide data to decision makers.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Funds and sub-funds to account for 91 92 91 Bank accounts managed and reconciled 14 15 16 Retirees paid monthly 1,400 1,420 1,450 Transactions processed 31,100 32,000 32,500 EXECUTIVE
CITY OF SHREVEPORT 135 2020 ANNUAL OPERATING BUDGET
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 1,058,076 1,042,500 1,156,900 1,116,200 7% Materials and Supplies 21,983 17,000 19,800 17,000 0% Contractual Services 8,276 13,900 11,500 13,900 0% Other Charges 0000 Improvements & Equipment 113 3,000 3,000 3,000 0% Transfer to Other Funds 0000
TOTAL 1,088,417 1,076,400 1,156,900 1,150,100 7%
FULL-TIME EMPLOYEES 18 18 18 18 0% BUDGET CHANGES FOR 2020
Increase in personal services due to increases in health insurance rates and ERS Contributions.
FUTURE BUDGET CONSIDERATIONS
v BUDGET See Department Summary of Future Budget Considerations.
EMPLOYEE ROSTER (10.20.2015)
Category Class Level Title Authorized
Appointed 21 Administrative 878 A Controller 1 SUBTOTAL 1 Classified 22 Professional 016 16 Financial Accountant II 4 016 17 Financial Accountant III 2 014 10 Financial Clerk 3 379 14 Payroll Manager 1 366 12 Financial Assistant 2 075 12 Accounting Associate II 1 076 13 Accounting Associate III 3 25 Paraprofessional 436 11 Administrative Assistant 1
EXECUTIVESUBTOTAL 17
TOTAL 18
136 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG FINANCE PURCHASING 10.20.2020 10.20.2021
Wendy Wagnon, Purchasing Agent
DIVISION OVERVIEW
Purchasing is the centralized procurement operation of the City. It purchases items for City departments through competitive bidding, when required by law. On less-costly items, it manages the identification of vendors and the receipt of price quotations. It prepares product specifications or assists departments in doing so. It assures that all City purchases are made in accordance with City ordinances and the Louisiana public bid law. Purchasing also operates the City’s central office supply storeroom and the mail room.
2019 ACCOMPLISHMENTS
• Held a surplus vehicle/equipment auction. • Updated Business Recovery Plan with current vendors & additional services & providers. • Updated Operations Manual for the mail room and store room. • GFOA review of Purchasing Manuals and processes. • Updated solicitation boilerplates. BUDGET 2020 GOALS AND OBJECTIVES
° Continuing to work toward certifying Staff.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Invitation for Bids (IFB) processed 103 114 103 Request for Statements (RFS) processed 10 4 11 Request for Proposals (RFP) processed 19 18 18 EXECUTIVERequest for Quotes (RFQ) processed 61 68 50
CITY OF SHREVEPORT 137 2020 ANNUAL OPERATING BUDGET
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 441,539 487,900 381,200 476,900 -2% Materials and Supplies 141,842 30,700 2,700 25,700 -18% Contractual Services 25,354 2,700 3,500 2,700 0% Other Charges 0000 Improvements & Equipment 8,145 1,000 1,000 1,000 0% Transfer to Other Funds 0000
TOTAL 616,881 522,300 388,400 483,300 -2%
FULL-TIME EMPLOYEES 89990% BUDGET CHANGES FOR 2020 None.
FUTURE BUDGET CONSIDERATIONS
v Education funds for required Buyer certification and required textbooks.BUDGET Currently, all Sr. Buyers need Cer- tification.
EMPLOYEE ROSTER (10.20.2030)
Category Class Level Title Authorized
Appointed 21 Administrative 840 A Purchasing Agent 1 SUBTOTAL 1 Classified 22 Professional 328 18 Assistant Purchasing Agent 1 430 14 Senior Buyer 4 25 Paraprofessional 014 9 Financial Clerk 2 26 Clerical 431 9 SupplyClerk II 1 SUBTOTAL 8 EXECUTIVETOTAL 9
138 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG FINANCE RECORDS MANAGEMENT 10.20.2012
DIVISION OVERVIEW
Records Management is responsible for establishing controls for the creation, maintenance, use, protection, preservation and final disposition of active and inactive City records. It maintains the City’s inactive records center and assists in locating and retrieving information subpoenaed for litigation involving the City. In the absence of a Records Manager/Assistant Records Manager, responsibility for Records has been assumed by Ad- ministration staff with assistance from Purchasing Staff.
2019 ACCOMPLISHMENTS
• Provided assistance in locating inactive files as requested.
2020 GOALS AND OBJECTIVES
° Continue to update MasterTrak records with department codes. ° Continue to assist new users in learning how to utilize MasterTrak.BUDGET
DIVISION FUNDING 2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 0000 Materials and Supplies 254 2,500 500 2,500 0% Contractual Services 23,408 51,400 38,300 52,500 2% Other Charges 0000 Improvements & Equipment 0 1,000 0 0 -100% Transfer to Other Funds 0 0 0 0 TOTAL 23,663 54,900 38,8000 55,000 0% FULL-TIMEEXECUTIVE EMPLOYEES 22220 %
CITY OF SHREVEPORT 139 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020
None.
FUTURE BUDGET CONSIDERATIONS
v See Department summary of Future Budget Considerations.
EMPLOYEE ROSTER (10.20.2012)
Category Class Level Title Authorized
Classified 25 Paraprofessional 432 9 Asst. Records Manager 2
TOTAL 2 BUDGET
EXECUTIVE
140 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG FINANCE REVENUE 10.20.2040
Robert Terry, Revenue Administrator
DIVISION OVERVIEW
The Revenue Division bills and/or collects the majority of the City’s revenues, including water and sewerage charges, property taxes, occupational license taxes and charges for emergency medical services. It also collects delinquent accounts, operates a central cashiering station and provides customer service for persons paying their City taxes and fees in person.
2019 ACCOMPLISHMENTS
• Increased compliance of Occupational License. • Conducted cash handling training sessions for new City employees. • Increased enrollment in the prepayment of property taxes. • Established new procedures for Alcohol Permits and Renewals. • Identified over 50 businesses that were not registered in the BUDGETCity of Shreveport. 2020 GOALS AND OBJECTIVES
° Increase collection of delinquent revenues due the City. ° Expand use of internet and bank draft for payments of water and tax payments. ° Improve cashier area in Government Plaza. ° Improve the processing of online Payments. ° Introduce fee structure for OLT Applications (and other applicable administrative processes). ° Continue technology improvements for Revenue Division processes. ° Develop and maintain comprehensive standard operating procedures for all revenue functions.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Payments processed 679,973 689,000 686,000 NSFEXECUTIVE check notifications mailed 0 0 0 % property taxes collected 70.46% 80% 84%
CITY OF SHREVEPORT 141 2020 ANNUAL OPERATING BUDGET
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 704,704 871,300 787,600 916,800 3% Materials and Supplies 22,220 16,300 17,200 16,300 0% Contractual Services 1,409,773 890,100 942,000 671,400 -25% Other Charges 0000 Improvements & Equipment 33,320 2,200 5,000 2,200 0% Transfer to Other Funds 0000
TOTAL 2,170,458 1,779,900 1,751,800 1,606,700 -10%
FULL-TIME EMPLOYEES 19 19 19 17 11%
BUDGET CHANGES FOR 2020
None
FUTURE BUDGET CONSIDERATIONS BUDGET
v Software for various Revenue Systems.
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Administrative 544 A Revenue Administrator 1
SUBTOTAL 1
Classified 22 Professional 124 14 Sr. Revenue Operations Manager 1 399 16 Tax & License Manager 1 372 14 Revenue Auditor II 4 25 Paraprofessional 368 10 Revenue Specialist 9 436 11 Financial Assistant 1
EXECUTIVESUBTOTAL 16
TOTAL 17
142 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
GENERAL GOVERNMENT
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 143 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG GENERAL GOVERNMENT ALL 10.23.2300
DEPARTMENT OVERVIEW
General Government is a budgetary unit used by the City for many of the purposes which do not fall directly within the scope of a single department's activities. This budget includes certain appropriations to public and community agencies, the City’s portion of health insurance costs for retirees and transfers to Metropolitan Planning Commission, Retained Risk, SporTran, Water and Sewerage, Information Technology, Golf and Community Development funds. It is also where the General Fund Operating Reserve is budgeted.
RESOURCES AVAILABLE 2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 7,260,395 7,795,000 7,515,000 8,182,100 5% Materials and Supplies 8170000% Contractual Services 1,422,890 1,540,200 1,595,200 1,565,200 2% Other Charges 3,997,080 3,244,600 3,469,700 3,452,000 6% Operating Reserve 0 3,122,300 0 1,086,900 -65% Improvements & Equipment 00000%BUDGET
Transfer to Other Funds: Capital Projects Fund 0000-100% Notes Payable 00000% Transfer to Airports 00000% MPC Fund 716,725 1,063,400 1,063,400 913,000 -14% SporTran Fund 6,577,610 6,592,300 6,892,300 6,992,300 6% Retained Risk Fund 7,929,707 6,913,200 6,913,200 6,913,200 0% Water & Sewerage Fund 0000 Community Development Fund 890,500 890,500 890,500 890,500 0% Golf Enterprise Fund 87,200 87,200 87,200 87,200 0% Streets Special Revenue Fund 00000% Solid Waste Enterprise Fund 0 0 1,250,300 1,109,600
TOTAL 28,881,290 31,248,700 29,676,800 31,192,000 1% BUDGETEXECUTIVE CHANGES FOR 2020 This budget includes an Operating Reserve of $1,086,900, approximately 1% of all General Fund expenses.
144 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
POLICE DEPARTMENT
BUDGET
EXECUTIVEBen Raymond, Chief of Police
CITY OF SHREVEPORT 145 2020 ANNUAL OPERATING BUDGET
BUDGET
EXECUTIVE
146 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
POLICE DEPARTMENT
DIRECTOR BUDGET COORDINATOR Chief Ben Raymond CAA Angela Willis
DEPARTMENT OVERVIEW
The Police Department is responsible for law enforcement and the maintenance of order within the City of Shreveport.
2019 ACCOMPLISHMENTS
BUDGET
The number of Part I crimes reported has continued to decrease in recent years, particularly in 2019. During 2004, we had 16,794 Part I crimes reported to police. In 2019, we are on pace to have 10,500 reported Part I crimes, one of the lowest crime years in 50 years, and well below the 48 year average of 16,047.
EXECUTIVE
CITY OF SHREVEPORT 147 2020 ANNUAL OPERATING BUDGET
We have continued to see a downward trend in total robberies committed in our city. We are on pace to have ap- proximately 350 robberies reported in 2019, well below the 692 robberies which were reported in 2004. Violent crimes, such as robbery, have been a focus for us during many of the special operations we conduct, putting more manpower and allocating additional resources to fight crime. BUDGET
As the chart indicates, burglaries have been on a downward spiral for the last few years and 2019 looks to be no exception. We anticipate having 1,600 reported burglaries in 2019, down from over 2,200 in 2017 and over 1,800 reported burglaries in 2018. EXECUTIVE
148 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
The Police Department is on pace to investigate approximately 570 Auto Thefts in 2019. This will be a substantial decrease from the over 800 reported auto thefts in 2018.
Vision: To provide exceptional police service that contributes to a reduction in crime and enhances the quality of life for all citizens, thus allowing for more economicBUDGET development and prosperity. 2020 GOALS AND OBJECTIVES
• To protect life and property in Shreveport through inclusive, community-minded, progressive law enforcement, identification of specific crime problems, and using special tactics and operations to address identified problems. • Maintain or decrease historically low Part I crime (homicide, rape, robbery, burglary, theft, auto theft, assault/battery) as we have been successful in doing during 2019. • Decrease the homicide rate by 10% in 2020. • Increase the number of qualified police applicants by 25%. • Increase the current staffing in our Operations (Patrol) Bureau by 5% . • To reduce liability claims against the police department through risk management. • To ensure the department is adequately staffed, equipped, and trained to accomplish its mission. • Ensure all officers complete the Peace Officer Standards and Training in-service requirements by the end of June 2020. • Continue to develop new, unique, inclusive and innovative community policing strategies. EXECUTIVE
CITY OF SHREVEPORT 149 2020 ANNUAL OPERATING BUDGET
DEPARTMENT FUNDING
Division 2018 2019 2019 2020 % Full-Time Funding ACTUAL BUDGET ESTIMATE BUDGET CHANGE Employee Administration 8,063,825 7,554,000 7,510,200 7,474,000 -1% 39 Support 11,871,829 11,734,400 11,687,800 12,107,600 3% 164 Uniform Services 29,298,437 31,808,900 30,453,200 31,763,400 0% 450 Investigations 8,497,644 8,869,100 8,643,400 9,193,900 4% 115
TOTAL 57,731,735 59,966,400 58,294,600 60,538,900 1% 768
APPROPRIATIONS
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 52,449,691 55,131,500 53,468,900 55,727,000 1% Materials & Supplies 1,783,426 1,853,100 1,825,500 1,852,900 0% Contractual Services 1,594,319 1,527,400 1,548,700 1,506,900 -1% Other Charges 160,146 198,600 202,000 202,600 2% Improvements & Equipment 1,008,232 84,000BUDGET 84,000 84,000 0% Transfers to Other Funds 735,919 1,171,800 1,165,500 1,165,500 -1%
TOTAL 57,731,733 59,966,400 58,294,600 60,538,900 1%
FULL TIME EMPLOYEES
The EXECUTIVE2020 budget reflects the department is budgeted to pay full salaries and benefits for 566 sworn police officers, 38 sworn jailers, 44 sworn police communications officers and one secretary to the police chief. Additionally, we employ 108 full-time civilian employees.
150 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020
The overall budget for the police department increased by $572,500, or 1%, for 2020. Changes to the 2020 budget include:
Personal Services expenditures increased by $595,500 for 2020. This increase is primarily due to the 2% longevity increase for all Civil Service employees as well as an increase in the MPERS rate for Civil Serv- ice employees and a 2% increase for the Employee Retirement System. The department maintained 14 unfunded positions for the 2020 budget. The MPERS rate for Civil Service employees has increased from 32.25% to 32.50% as of July 1, 2019. This figure also reflects an increase of 5% in the city’s contri- butions to group insurance premiums. Materials and Supplies expenditures decreased by $200 by eliminating funding that was no longer necessary. Contractual Services expenditures decreased by $20,500 for 2020. The decrease is contributed, in part, to a reduction in maintenance costs due to the department’s transition to a new radio system in 2019, and maintenance fees being waived for 2020. Other Charges expenditures increased by $4,000 to provide for accurate funding for the misdemeanor referral center as well as the Family in Need of Services programs. Improvements and Equipment expenditures remained the same. Transfers to Other Funds expenditures decreased by $6,300 by eliminating unnecessary funding. Since we did not purchase vehicles in 2019, our certificate of indebtednessBUDGET remains the same for 2020. FUTURE BUDGET CONSIDERATIONS
v Please see the prioritized ‘Future Budget Considerations’ for each division.
EXECUTIVE
CITY OF SHREVEPORT 151 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG POLICE ADMINISTRATION 10.25.2510
Ben Raymond, Chief of Police
DIVISION OVERVIEW
Police Administration provides for the general management of the Police Department and the administration of special programs and units within the Department. It consists of the Office of the Chief of Police and includes Staff Services and the Technical Services Bureau. Staff Services is responsible for the management of all police grants, all police information systems, crime analysis for the City, the police fleet, and the overall management of the department budget and payroll. The Technical Services Bureau is responsible for investigating all complaints regarding police misconduct, staffing all special events in the City with police personnel, coordinating all media information and reviewing and revising all police policies and procedures.
2019 ACCOMPLISHMENTS
• Through June 30, 2019, total Part I crime decreased by 12% from 2018 figures, with the Violent Crime Index down 9% and the Property Crime Index down 13%. • The department was able to reallocate several positions and increase our Patrol staffing by 14 positions, resulting in additional officers patrolling our streets. • The Supplemental Patrol Program, implemented in late 2018, increasedBUDGET uniformed officers patrolling the streets during those shifts and in those areas which saw increases in crime or need for police presence. The program was enhanced in 2019 by adding Sergeants to the list of those who now work in uniformed Patrol functions as part of their supplemental duties. • The department reviewed and updated policies and procedures which give clarification to our employees and assist them in being successful. The General Order manual also ensures we are adequately addressing the needs of the citizens we serve by providing direction to our employees. • The department is purchasing a new logging audio recorder system, in conjunction with the Shreveport Fire Department and the Caddo Parish Sheriff’s Office. The new recording system was needed as Caddo 911 transitioned to a new P-25 compliant radio system. • The department purchased a web-based application to track false alarm billing and revenue in 2018, My Government Online. The new application will replace an outdated software-based program and we are anticipating implementation of the new application in late 2019.
2020 GOALS AND OBJECTIVES
° Enhance our efforts to provide ongoing leadership development and supervisory skills training to our supervisors and administrators throughout the department. ° Continue to research and explore funding options to implement the widespread use of body cameras across the department as appropriate. ° EXECUTIVEReduce needless paperwork associated with payroll processes including, but not limited to, paper checks, check stubs and W-2 forms. ° Convert antiquated Approach personnel databases to a web based application.
152 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES (continued)
° Implement a new Report Management System which will be compliant with the requirements of the Louisiana Incident Based Reporting System and National Incident Based Reporting System. The new Report Management System must be on-line by January of 2021 to maintain compliance with the Federal Bureau of Investigations reporting system. ° Upgrade the routers installed in our marked patrol units to allow for greater broadband and wi-fi capabilities in our patrol vehicles. Ultimately, this will enable our officers to complete police reports digitally and prevent the need for hand-written reports.. ° Implement two-person patrols, when possible, to increase safety for our officers and citizens as well as to save fuel costs associated with having more marked units on the street. ° Continue to study a 10-hour shift plan for Patrol and work towards increasing staffing numbers to make the transition to a 4 day a week/10 hour a day shift schedule.
PERFORMANCE MEASURES 2018 2019 2020 ACTUAL ESTIMATE GOAL Total Police expenses per resident $289.32 $293.57 $290.00 Total Part I Crime BUDGET11,480 10,500 10,400 % change in Part I crime -9% -9% -1% UCR Part 1 crimes/1,000 residents 58 53 52 Officers furnished for off duty security 4.951 6,000 6,300 Number of active Federal/State grants 28 29 33 Number of Federal/State grants applied for/received 28 29 33 Replacement vehicles put on line 34 3 28
DIVISION FUNDING 2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 3,964,951 3,933,100 3,887,000 3,893,100 -1% Materials and Supplies 1,149,341 1,588,500 1,560,900 1,588,300 0% Contractual Services 721,531 662,000 694,800 624,500 -6% Other Charges 160,146 198,600 202,000 202,600 2% Improvements & Equipment 1,000,3060000% EXECUTIVETransfer to Other Funds 735,919 1,171,800 1,165,500 1,165,500 -1% TOTAL 7,732,194 7,554,000 7,510,200 7,474,000 -1%
FULL-TIME EMPLOYEES 39 39 40 40 3%
CITY OF SHREVEPORT 153 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020
The overall budget for the Administration Division decreases by $80,000 or -1% for 2020.
Personal Services expenditures decreased by $40,000, or -1%, in 2020. The figure includes a 2% longevity increase in salary for Civil Service employees. Although, the city contributions to the Employee Retirement System for classified employees increased by 2%, we were able to decrease the funding by $5,400 or 3% due to an overage budgeted in 2019. The MPERS rate increased on July 1, 2019 from 32.25% to 32.50%, therefore, the funding to MPERS for Civil Service employees increased by $10,000 or 2%. The city’s contribution for health insurance costs also increased by 5%, or $14,700. However, we reduced funding in Special Events OT by $110,700 based on historical averages and no longer funding several events which were not held in 2018 and are not anticipated for 2019. An additional $73,500 was budgeted for Skilled Craft salaries because our mechanics are being adopted into civil service positions, by statute, and will be brought into line with fire department mechanics pay. To offset some of these increases, we are eliminating the position of driver tire repair, resulting in a decrease of $24,100 from Service/Maintenance salaries. Materials and Supplies expenditures decreased by $200 by eliminating funding in materials and supplies Consumables. Contractual Services expenditures decreased by $37,500, or -6%, for 2020 by reducing our Utility costs by $37,000. We eliminated close to 70 office phones and purchased cell phones for all Investigators in late 2018; however, we increased funding in Wireless Services by $6,500. We were able to reduce fund- ing in Rents by $7,000 based on historical averages. Other Charges expenditures increased by $4,000 for 2020 to accurately account for the department’s funding of the Family in Need of Services program, the misdemeanor referral center and the State Fair contract. BUDGET Improvements and Equipment expenditures remained the same, with no funds budgeted. Transfers to Other Funds expenditures decreased by $6,300 by eliminating unnecessary funding. Since we did not purchase vehicles in 2019, our certificate of indebtedness remains the same for 2020.
FUTURE BUDGET CONSIDERATIONS
v Web-based RMS system - $1,000,000: The Shreveport Police Department must be compliant with the Louisiana Incident Based Reporting System upgrades by January of 2021. In order to meet this compliance deadline, our current Report Management System will have to move to a web-based system instead of the software-based system we currently utilize. We have a Request For Bid (RFP) advertised at this time and are planning to begin this project prior to year’s end. v Purchase of 79 marked police patrol vehicles and equipment- $3,650,000: While we have replaced some of our aging fleet with vehicle purchases in 2016, 2017 and 2018, the proposed purchase of 79 marked patrol vehicles would allow the department to salvage all marked units in excess of 120,000 miles. Thereafter, we are recommending a replacement schedule of 1/6th (50 units) of our marked patrol units per year to maintain this level. v Purchase of 42 unmarked vehicles- $800,000: 20 unmarked vehicles were purchased in 2018 as part of a vehicle financing package. The purchase of 42 unmarked vehicles in 2020 would allow the department to salvage all unmarked units in excess of 120,000 miles. Thereafter, we are recommending a replacement schedule of 1/8th (about 20 units) of our unmarked units per year to maintain this level. v Mobile data infrastructure upgrade - $150,000 recurring costs per year: The Caddo Parish 911 EXECUTIVECommunications Center would like to upgrade their mobile data infrastructure to a commercial network, as opposed to the current private radio frequency. The capital upgrades necessary for this transition will be paid by Caddo Parish 911 Communications Center but we would be responsible for the monthly data usage costs of approximately $6,000 per month. The infrastructure upgrade is necessary to implement in-car field reporting where officers can enter their reports directly into the records
154 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
FUTURE BUDGET CONSIDERATIONS (continued)
management system. The increased bandwidth would also greatly increase speeds in data transmission. This would allow for the transmission of photos, video and web-based applications containing criminal history information and other pertinent data. The upgrade would increase the efficiency of our operation and reduce costs associated with staffing Central Records where employees transcribe reports written by officers into our records management system.. v Improvements/repairs to police complex: Major repairs and improvements have been recommended to address a multitude of maintenance issues at the police complex. On August 15, 2016 members of Police Command accompanied SPAR Administration on an inspection of the building to assess and identify problem areas. Based on this cursory inspection, and with additional problems which have occurred since the last inspection, SPAR estimates the cost to address all issues could run as high as $10,000,000. v Body cameras and muscular disruption units (TASERS) for all sworn officers serving in a uniformed enforcement capacity - $865,000 first year with recurring costs over 5 years for a total of $2,965,000. All of our sworn officers have been issued the Axon TASER muscular disruption units, a less-lethal device. The current product being used by approximately 400 of our Police officers is outdated and will no longer be supported by Axon. Each TASER unit costs approximately $1,300 not to include ancillary costs. Axon also provides body-worn cameras which would provide valuable evidence needed for successful conviction and also aid in criminal investigations. Axon will package the muscular dis- ruption units and body-worn cameras and offer a 5-year payment plan that includes maintenance, re- placement costs and other features. The total cost of this package is $2.9 million over a 5 year period. v BUDGET Body cameras for all sworn officers- $747,582 the first year with recurring costs over 5 years for a total of $2,465,742 The department acquired 90 body cameras with the 2016 equipment financing package and those units have been issued to officers who do not normally complete their tour of duty in a marked patrol vehicle (bicycle/mounted patrol officers, motorcycle officers) and other identified specialized units such as the Warrants Unit, the Community Liaison Officers, and the K9 Unit. The body cameras are approximately $500 each but there are ancillary costs as well including charging/uploading stations and infrastructure/hardware such as switches, servers, etc. Axon’s plan is for 5 years of maintenance, storage and support for 400 body cameras with reoccurring expenses of $429,540 per year, following year one.
EXECUTIVE
CITY OF SHREVEPORT 155 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
State Civil Service 31 Officials 909 A Chief of Police 1 910 Deputy Chief 1 32 Professionals 914 Captain 1 915 Chief Administrative Assistant 1 918 Lieutenant 2 33 Technicians 920 Sergeant 9 34 Protective Services 952 Corporal 2 36 Office/Clerical 971 Secretary to the Police Chief 1
SUBTOTAL 18
Classified 22 Professionals 146 15 Fiscal Coordinator 1 196 15 Chief Administrative Manager 1 197 14 Management Analyst II 2 407 14 Senior Crime AnalystBUDGET1 445 19 Systems Integration Manager 1 23 Technical 810 16 Supt Fleet Services 1 25 Paraprofessional 209 13 PC Technician 0 436 9 Office Specialist 4 26 Office/Clerical 277 11 Administrative Assistant 2 27 Skilled Craft 077 9 Stock Clerk II 1 412 15 Chief Supv., Vehicle Maintenance 1 28 Service/Maintenance 135 11 Mechanic Automotive 6
SUBTOTAL 21
TOTAL FULL TIME 39 EXECUTIVE
156 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG POLICE SUPPORT 10.25.2515
Breck Bickham, Assistant Chief of Police
DIVISION OVERVIEW
The Support Division of the Shreveport Police Department provides supportive services to all other SPD departmental divisions, City Government and the general public. This division is comprised of four bureaus, each with a distinctly different mission: (1) the Jail Bureau encompasses the operation and management of the City Jail; (2) the Information Services Bureau is responsible for property management evidence storage and Central Records; (3) the Communications Bureau is responsible for answering calls for emergency and non-emergency services (at the 911 center). These employees also operate an internal radio and paging network where requests for services are dispatched to patrol officers in the field; and (4) the Human Resources Bureau recruits, selects, hires and trains individuals desiring to become civil service employees with the Shreveport Police Department. They are also responsible for training in annual and mandatory re-certifications, training records, personnel records and all other personnel matters for the department.
2019 ACCOMPLISHMENTS
• The Communications Bureau restructured the 2019 re-trainer for Police Communications Officers to now include APCO, State, and departmental certifications. BUDGET • PCO shift supervisors are reviewing a minimum of 5 random calls for service on a monthly basis and conduct necessary training to correct any observed deficiencies. • Supervisors are reviewing the Bureau Manual to ensure conformity with policy and applicable standards and convert existing documents to directives and establish continuity. • The Communications Bureau developed procedures to provide reports to various divisions using electronic copies and emails to decrease fax usage. • The Communications Bureau is maintaining the inventory of radios, laptops, and unit cameras and body cameras. • The Human Resources Bureau conducted a 4-hour Attendance and Leave Report training session for time-keepers and conducted 16-hour Supervisor training courses on a quarterly basis for newly promoted Sergeants. • The Recruiting Unit has enlarged their social media footprint. The unit also networks with colleges and universities to identify and attract potential candidates for employment. • The Recruiting Unit processed approximately 450 applicants for the position of Police Officer utilizing a new pre-employment screening and evaluation service. • The Shreveport Police Regional Training Academy continued National Association of Police Driving (NAPD) tactical driver training classes to familiarize officers with the operation of the SUV’s. • The department hired 49 new cadets in 2019 and they began their law enforcement careers at the Shreveport Regional Training Academy. • Central Records focused on cross training employees to be able to perform additional tasks. Also, the EXECUTIVEnumber of errors by office associates regarding data input has been decreased significantly due to tighter quality control measures that have been implemented. • The Information Services Bureau contracted an off-site storage facility to reduce the amount of space being utilized at the Police facility for storage. Over 308 boxes of files and documents have been placed in storage.
CITY OF SHREVEPORT 157 2020 ANNUAL OPERATING BUDGET
2019 ACCOMPLISHMENTS (continued) • Central Records personnel processed over 110 expungements in 2018. • The Warrants Unit successfully reduced the number of recalled warrants by 95%.
2020 GOALS AND OBJECTIVES ° The Communications Services Bureau training personnel will continue developing subject specific manuals in compliance with APCO standards. Professional development training will be provided monthly. ° PCO Supervisors will randomly review 5 calls per month to determine training needs and issue policy refresher updates, as needed. ° The Communications Services Bureau will develop and review procedures in utilizing the new audit tracking message log software. ° The Communications Services Bureau will disseminate monthly management reports to area commanders and supervisors. ° The Communications Services Bureau supervisors will conduct quarterly audits and inspections of attendance and leave reports to identify irregularities and submit policy recommendations for areas in need of improvement. ° The Human Resources Bureau will continue with the quarterly, 16 hour supervisor (Sergeants) Training courses as well as conduct quarterly random audits of the Attendance and Leave Reports for accuracy and to identify patterns of abuse, if any, for corrective actions. ° The Human Resources Bureau will continue to identify ongoingBUDGET training needs and professional development of workforce including new recruits, subordinates, and supervisors throughout the Shreveport Police Department. ° Our Recruiting Unit will expand their efforts to recruit a more qualified and diverse workforce to meet the present and future needs of the Shreveport Police Department. ° The Human Resources Bureau will obtain the necessary equipment and begin to digitize all of the Shreveport Police personnel files to begin the transition away from paper files. ° The Shreveport Police Regional Training Academy will graduate two academy classes. ° The Shreveport Police Regional Training Academy will continue with leadership training for Police administrators and supervisors. ° The Shreveport Police Regional Training Academy will implement new training modules which may include Diversity in the Community, Bias Recognition Policing, CPR, and the P.O.S.T. in-service training for 2020. ° The City Jail Bureau will reduce the cost of City Jail supplies by 2% by identifying alternative products and services that are more cost efficient. ° The Informational Services Bureau will reduce report input errors by Central Records personnel by 5% as well as increase the number of reports scanned annually by 60%. ° The information Services Bureau will work with the Secretary of State to revise the police department’s records retention schedule. ° EXECUTIVEThe Warrants Unit will conduct at least two warrant sweep field operations with assistance from other di- visions, and outside agencies, per year. ° The Property Management Unit will continue to purge unneeded items in storage, while maintaining compliance with all statutory obligations for the storage of evidence.
158 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL 911 calls answered by PCO’s 91,849 92,843 92,502 Prisoners booked in City Jail 10,055 8,000 10,000 Evidence/property receipts 5,181 5,330 6,000 Evidence/property releases 2,772 4,112 4,000 Offense reports processed 27,778 28,261 29,000 Warrants received 942 1,060 1,200 Recruits hired 68 51 75
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 11,028,932 10,861,100 10,830,500 11,234,300 3% Materials and Supplies 217,754 193,800 193,800 193,800 0% Contractual Services 622,965 595,500BUDGET 579,500 595,500 0% Other Charges 00000 Improvements & Equipment 2,176 84,000 84,000 84,000 0% Transfer to Other Funds 00000
TOTAL 11,871,827 11,734,400 11,687,800 12,107,600 3%
FULL-TIME EMPLOYEES 157 160 164 164 3%
EXECUTIVE
CITY OF SHREVEPORT 159 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020
The overall budget for the Support Division increases by $373,200 or 3% for 2020.
• Personal Services expenditures increased by $373,200, or 3%, in 2020. The figure includes a 2% longevity increase in salary for Civil Service employees. The MPERS rate increased on July 1, 2019 from 32.25% to 32.50%. We were able to decrease the funding to MPERS for Civil Service employees by $40,300 or 2%; and although the city’s contributions to the Employee Retirement System for classified employees increased by 2%, we were able to decrease funding by $10,000 or 3%, due to an overage budgeted in 2019. The city’s contribution for health insurance costs also increased by 5%; how- ever budgetary costs increased by 11% or $131,700 due to more accurate budgeting from 2019 actual costs. There was also an increase in funds for Medicare of $16,700 or 18%. An additional $85,600 was budgeted for Personal Services Professional because of the addition of the Jail Superintendent position. Materials and Supplies expenditures remained the same, with $193,800 budgeted. Contractual Services expenditures remained the same, with $595,500 budgeted. Other Charges expenditures remained the same, with no funds budgeted. Improvements and Equipment expenditures remained the same, with $84,000 budgeted.
FUTURE BUDGET CONSIDERATIONS v Digital Scanning System for HRB: - $50,000: This system wouldBUDGET be used to scan all employee files system for storage. Currently, we receive an average of 12 subpoenas per month requesting employee file records. This would eliminate the constant use of the copier, ordering paper and the necessity to pay overtime for employees to copy personnel files. The files could be downloaded to disks instead. v Three additional communications officers - $191,100: The Communications Bureau has an authorized strength of forty four personnel, which has remain unchanged since 1979. Since that time, the Police Department has added approximately 150 additional police officers and the number of calls for service has increased. This increasing workload had created excessive overtime pay to maintain minimum staffing and employee morale has declined. According to the most recent study conducted by RCC Consultants in 2007, approximately sixteen additional police communications officers are needed to handle the current workload. An audit conducted by the City’s Office of Internal Audit in 2015 recommended hiring three additional communications officers. v Three additional jailers - $135,000: The City Jail currently has 28 Jailer 1s. The addition of three jailers would allow all three shifts to be adequately staffed with employees assigned to the preferred two areas each. Current staffing requires jailers to cover three or four areas of responsibility, thereby reducing efficiency of operations. Additional personnel should also serve to potentially reduce some overtime costs. v Upgrades to indoor shooting range - $300,000: The indoor shooting range at the training academy is in need of repairs and upgrades. Recently, the berm had to be welded in two locations to repair damage caused by years of use. In addition to the Shreveport Police officers who utilize the range facilities almost daily, the range is also utilized by numerous federal, state and local agencies in Northwest Louisiana for firearms practice and qualification. v Upgrade the Jail Digital Recording and surveillance system - $25,000: To improve security at the Jail, we need to increase the storage capacity of the current surveillance system and add additional cameras to EXECUTIVEeradicate existing blind spots. v Surveillance System Property Management Unit - $50,000: Our current security surveillance system is no longer supported by the company whom initially installed the system. Negotiations are currently underway to find another company who can take over the current system, or install a new surveillance system, and provide efficient monitoring and support. The cost for this project is estimated at this time.
160 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized Civil Service (Sworn) 31 Officials 907 Assistant Police Chief 1 914 Captain 2 918 Lieutenant 6 920 Sergeant 13 950 Corporal/Officer 9 SUBTOTAL 31
Civil Service (Corrections) Jail Superintendent 1 32 Professional 915 Jailer III 3 33 Technical 938 Jailer II 6 34 Protective Svc 932 Jailer I 28 SUBTOTAL 38 Civil Service (Communications) 33 Technician 923 Computer-Aided Dispatch Technician 0 36 Office/Clerical 967 Police Communication Officer I 38 969 Police CommunicationsBUDGET Officer II 6 SUBTOTAL 44 Classified 22 Professional 196 12 False Alarms Coordinator 1 472 10 Work Release Program Administrator 1 25 Paraprofessional 436 11 Administrative Assistant 7 209 9 Office Specialist 6 810 11 Police PC Tech 2 26 Office/Clerical 208 7 Office Associate 21 SUBTOTAL 38 Civil Service 32 Professional 973 AFIS Administrator 1 25 Paraprofessional 490 11 AFIS Supervisor 3 23 Technical 425 10 AFIS Operator 9 SUBTOTAL 13
TOTAL FULL-TIME 164 Part-Time 26 Office/Clerical 401 7 Office Associate (part time) 1 EXECUTIVE960 N/A Police Communication Officer 14 TOTAL PART-TIME 15
TOTAL 179 161 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG POLICE UNIFORM SERVICES 10.25.2520
Steve Pierce, Assistant Chief of Police, East Tim Beckius, Assistant Chief of Police, West
DIVISION OVERVIEW
The Police Uniform Services Division consists of all patrol and traffic control personnel. Uniform Services is responsible for protecting life and property, keeping the peace, apprehending criminals, issuing traffic citations and providing special police responses in problem areas. There are seven bureaus in the Uniform Services Division. These bureaus include USD Administrative, Area 1 Patrol, Area 2 Patrol, Area 3 Patrol, Area 4 Pa- trol, Field Support and Community Oriented Policing. The Field Support Bureau consists of the Radar Unit, DWI Unit, Motorcycle Unit, K9 and Cross Lake Patrol. The Community Oriented Policing Bureau consists of the Community Liaison Officers, the Neighborhood Assistance Team members, Auxiliary Police Officers, Pas- tors on Patrol and Volunteers in Policing. The Tele-Serve Unit, the Video Evidence Clerk, and the School Crossing Guards are also assigned to the Uniform Services Division.
2019 ACCOMPLISHMENTS BUDGET • The Community Oriented Policing Bureau created the Environmental Control Unit consisting of a sergeant and corporal dedicated to the investigation and enforcement of littler abatement laws. • The Cross Lake Patrol Unit issued 1,561 boat permits through June 30, 2019, and towed 199 boats. • Through June 30, 2019, Patrol officers responded to 102,500 calls for service. • During the months of May, June and July, multiple summer camps were held, drawing hundreds of young people from the community. The Camps included the fishing camp held at Cross Lake, the Boy’s Youth Enrichment Camp, the “Girls are Butterflies, Too” camp, the Cops & Campers camp, Caterpillar Movement, and assisting with a basketball camp hosted by SPAR and the Fellowship of Christian Athletes. • The Field Support Bureau conducted traffic enforcement with the Louisiana State Police in those areas where there were high incidences of crashes and used LIDAR speed enforcement on interstate thoroughfares to reduce speeding and hopefully also reducing crashes. • The Field Support Bureau administered Louisiana Highway Safety Commission Grants totaling over $62,000 in overtime enforcement in an effort to reduce crashes and their resulting injuries. • The Field Support Bureau was able to have an officer trained as a Drug Recognition Expert to better detect impaired drivers under the influence of narcotics. • The Crash Investigations Unit was able to provide crash reconstruction and enhanced training for two investigators. • The K9 Unit acquired two new canines and began their law enforcement certification process. • The Uniform Services Division will begin transitioning to a new radio system that will allow better EXECUTIVEcoverage of our city and will allow officers to communicate with other agencies in Northwest Louisiana. • A 40 hour PTO school was held which increased the number of PTOs to 65 allowing for a more diverse pool of Training Officers. PTO officers are now compensated monetarily for their training services.
162 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES
° Personnel assigned to the Uniform Service Bureau will continue to review crime statistics and develop strategies to address emerging Part I Crime patterns. Each area commander shall cause crime analysis to be conducted at least weekly and will identify the locations of crimes being committed and the times of their occurrence. Area lieutenants shall review these patterns of crimes and develop strategies to address problems areas, to include the planning of special operations to address specific crime problems. ° Each area commander will coordinate directed/tactical patrol operations, conducted weekly to identify suspects and make arrests. Area commanders will ensure that the necessary information and guidance is provided to all officers who are conducting these patrols. ° Personnel assigned to the Community Oriented Policing Bureau will host regularly scheduled meetings with the city’s neighborhood associations, Neighborhood Watch programs and business associations. ° Personnel assigned to the Community Oriented Policing Bureau will continue to provide citizens with accurate and current crime information, updates and public service announcements. ° Personnel assigned to the Community Oriented Policing Bureau will attend training to obtain their commercial driver’s license. Members obtaining a commercial driver’s license will assist the department in the deployment of the Mobile Command Center and the Mobile Command Headquarters when needed. ° Personnel assigned to the Community Oriented Policing Bureau will conduct proactive initiatives such as Grass Roots operations to be held in neighborhoods across the city. ° One Auxiliary Police Officer class will be conducted. BUDGET ° Citizen’s Police Academy classes will be conducted. ° The Field Support Bureau will reduce fatality crashes on our city’s roadways by 4%. ° The Field Support Bureau will continue traffic enforcement in those areas where there are high incidences of crashes in an attempt to reduce the number of crashes. ° The Field Support Bureau will continue LIDAR speed enforcement with the Louisiana State Police on interstate thoroughfares to reduce speeding, ° The Field Support Bureau will increase the use of speed monitoring trailers in conjunction with enforcement in an effort to gain voluntary compliance and reduce speeding. T° he Cross Lake Patrol Unit will continue to conduct training with the Shreveport Fire Department regarding water rescues and with the Louisiana Wildlife and Fisheries Department regarding suspect detention. ° By the end of 2020, we hope to have implemented a new Report Management System which will allow officers to directly input reports into the system from their vehicle laptops. This will be a monumental transition away from hand-written reports and, in addition to being more efficient; will save on costs with regards to personnel and materials and supplies. EXECUTIVE
CITY OF SHREVEPORT 163 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Number of traffic citations issued 29,980 30,954 31,500 DWI arrests/1,000 population 3.2 3.5 3.7 Patrol Arrests 6,203 6,391 6,500 Juvenile Citations 54 65 70
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 29,124,906 31,625,000 30,298,800 31,597,500 0% Materials and Supplies 49,940 49,500 49,500 49,500 0% Contractual Services 123,591 134,400 104,900 116,400 -13% Other Charges 00000 Improvements & Equipment 00000 TOTAL 00000BUDGET
FULL-TIME EMPLOYEES 29,298,437 31,808,900 30,453,200 31,763,400 0%
BUDGET CHANGES FOR 2019
The overall budget for the Uniform Services decreases by $45,500 or 0% for 2020.
Personal Services expenditures decreased by $27,500 or 0%. The figure includes a 2% longevity in- crease in salary for Civil Service employees. Although The MPERS rate for Civil Service employees has increased from 32.25% to 32.50% as of July 1, 2019, we were able to decrease the city’s funding to MPERS for Civil Service employees by $360,300 or 5%, due to an overage budgeted in 2019. The city’s contributions to the Employee Retirement System for classified employees increased by $3,400 or 2%. The city’s contribution for health insurance costs also increased by 5% or $192,000. There was also an increase in funds for Medicare of $15,100 or 5%. There was a decrease in Personal Services Official/Ad- ministrative Salaries by $12,300 or 6% due to the retirement of a long tenured employee. Materials and Supplies expenditures remain the same for the 2020 budget. Contractual Services expenditures decreased by $18,000 or -13%. A new contract was entered into with Caddo 911 which will include maintenance on the police radios, therefore eliminating the separate main- tenance expense, therefore, saving $13,000. Also two professional service categories were combined, therefore saving an additional $5,000 in contractual services which encompass the veterinarian services EXECUTIVEand food for police horses and K-9s, and pest control. Other Charges expenditures remained the same, with no funds budgeted. mprovements and Equipment expenditures remained the same, with no funds budgeted.
164 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
FUTURE BUDGET CONSIDERATIONS
v One traffic speed-monitoring trailer - $8,000 Trailer used to monitor the speed of traffic and give the operator a visual indication in order to increase awareness to the speed a vehicle is travelling. Generally, these mobile trailers are set up for short periods of time in areas where speeding is prevalent. v K-9 Obstacle Course - $12,000: The K-9 unit utilizes an obstacle course set up at the Shreveport Police Regional Training Academy for training and certification purposes. The current course is approximately 10 years old and is in disrepair. Costs for a new course are approximately $12,000. v Faro 3D Documentation Software - $40,000: To assist in computer aided crash reconstruction for fatality and serious injury crashes as well as allow for 3D representation of crime scenes. v Pest Misting System for the Mounted Patrol Barn: $3,500 The horse stable is inundated with pest control issues and a misting system would alleviate some of the issues and reduce the chance of transmission of the West Nile Virus and Equine Encephalomyelitis.
EMPLOYEE ROSTER
Category Class Level Title Authorized
State Civil Service 31 Officials 907 Assistant Chief of Police 2 32 Professionals 914 Captain BUDGET9 918 Lieutenant 31 33 Technicians 920 Sergeant 61 947 Coporal/Officer 329 SUBTOTAL 432 Classified 25 Paraprofessional 436 11 Administrative Assistant 3 209 9 Office Specialist 4 357 11 NAT Officer 4 26 Office/Clerical 208 7 Office Associate 2 401 7 Complaint Taker 8 27 Service/Maintenance 426 6 Hostler (mounted patrol) 1 SUBTOTAL 18
TOTAL FULL-TIME 450 Part-Time/Seasonal 24 Protective Svc 401 7 Complaint Takers 4 EXECUTIVE809 N/A School Crossing Guards 92 SUBTOTAL PART-TIME 96
TOTAL 546
CITY OF SHREVEPORT 165 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG POLICE INVESTIGATIONS 10.25.2540
Wayne Smith, Assistant Chief of Police
DIVISION OVERVIEW
The Investigations Division encompasses the Detective Bureau and the Office of Special Investigations. The Detective Bureau is comprised of four sections that investigate felony and certain categories of misdemeanor crimes. Areas of investigation are Property Crimes, Violent Crimes, Youth Services, and Crime Scene Investigations. Subdivisions included within the bureau are the School Resource Officer and DARE programs.
The Office of Special Investigations (OSI) comprised of the joint Caddo-Shreveport Narcotics Task Force as well as personnel assigned to federal task forces and the ABO/Vehicle for Hire office. Investigations include complaints of narcotics distribution and trafficking, seizure of drug assets, illegal gambling, prostitution, alcohol sales enforcement and suspected criminal gang activity. OSI also contains specialized units such as Street-Level Interdiction, Mid-Level Interdiction, Special Response Team, and Criminal Intelligence.
2019 ACCOMPLISHMENTS
• The Homicide Unit was assigned 287 cases for investigative follow-up (Jan thru June 2019) compared to 314 cases for the same time period in 2018. The number of cases closed by detective arrest (CAD) as of June 30, 2019 was 116 CAD’s compared to only 60 CAD’s for thisBUDGET same time period in 2018. Thus, the case assignment ratio was down by 8%, but the number of CAD’s are up by 48% for 2019. The number of Homicides for January through June 30, 2019 stands at 19 total. During this same time period in 2018, there were 20 homicides. For 2019, the homicide clearance rate was 73.68% as of June 30. During 2018, the clearance rate for homicides during this same time period was 65%. • The Sex Crimes Unit conducted 305 follow-up investigations through June 30, 2019, with 44 cases closed by arrest. For the same time period in 2018, the unit conducted 265 follow-up investigations with 41 cases closed by arrest. A total of 201 sex offenders have been registered through June 30, 2019 compared to 184 during this time frame in 2018. • The Domestic Violence Unit was assigned 333 cases through June 30, 2019 with 46 Closed by Arrest Detective (CAD), compared to 511 assigned cases in 2018 with 39 CAD’s for the same time period. • The Tactical Robbery Unit was assigned 75 cases from January 1 through June 30, 2019 with 38 CAD’s, compared to 87 assigned cases in 2018 with 20 CAD’s for the same time period. • The Property Crimes Unit was assigned 942 cases through June 30, 2019 with 239 CAD’s, compared to 981 assigned cases in 2018 with 456 CAD’s for the same time period. • The Special Response Team responded to 6 critical incidents as of June 30, 2019. This number does not reflect the numerous search and arrest warrants the unit completed during this time period. • The Crisis Negotiation Team responded to 8 incidents involving hostage/barricade/suicidal subjects as of June 30, 2019. • The Street Level Interdiction Unit made 260 felony arrests, 152 misdemeanor arrests, executed 49 search warrants and seized 268.4 grams of cocaine, 21,346.3 grams of marijuana, 715.2 grams of methamphetamines, EXECUTIVE142 weapons and $353,772.10 cash.(January 01 – June 30, 2019). • The Street Level Interdiction Unit participated in 6 operations focusing on street level sales of narcotics. These operations led to numerous arrests and seizures of narcotics, weapons and currency. (January 1 – June 30, 2019) . • The Mid-Level Investigations Unit made 70 felony arrests, 18 misdemeanor arrests, seized 144.7 grams
166 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2019 ACCOMPLISHMENTS (continued) of cocaine, 18,468.3 grams of marijuana, 2313.0 grams of methamphetamines, 29 weapons and $59,571.00 cash. (January 1 – June 30, 2019). • The VICE Unit made 13 felony arrests, 50 misdemeanor arrests, and conducted 35 prostitution operations resulting in 46 prostitution arrests. They have also conducted 143 vice checks. (January 1 – June 30, 2019). • The VICE Unit completed 4 operations targeting prostitution and prostitution related crimes resulting in numerous arrests and seizures. • The Special Response Team conducted training in the use of the ballistic shield for Shreveport Police Patrol personnel. SRT also hosted the Shreveport Police Basic SWAT School during the week of July 15 – 18, 2019 and has training in the area of Vehicle Ambushes scheduled for September 2019.
2020 GOALS AND OBJECTIVES
° The Detective Bureau will continue to benefit from the addition of the National Integrated Ballistic Information Network (NIBIN) machine made available to the North Louisiana Crime Lab in 2018. Investigators will continue to utilize this equipment to assist in making correlations amongst crime scenes where firearms have been used. The use of this equipment has already played an integral role in the successful clearances of several violent crimes cases. Investigators will continue in their efforts to exceed the national average on case clearance in every crime category reported. ° The Youth Services Unit will plan and execute one truancy or curfew operation per quarter in 2020 and will focus their operations on those areas which receive a highBUDGET number of shots fired calls. ° The Sex Crimes Unit will verify the addresses of registered sex offenders on a quarterly basis. The investigators will continue to conduct roll call training sessions to update officers about laws pertaining to sexual offenses and will run at least one annual sex offender compliance operation during the 2020 calendar year. ° The Tactical Robbery Unit will closely monitor any trends or patterns pertaining to robberies being committed and will conduct operations in response to those patterns. Investigators will continue to meet with businesses to discuss the importance of video footage as well as robbery prevention measures that can be taken to help reduce the overall risk of robberies. ° The Domestic Violence Unit will continue to conduct roll call training sessions with patrol officers regarding any changes to laws pertaining to domestic violence. ° The OSI Bureau will conduct 4 operations that will include outside agencies, including, but not limited to the Caddo Parish Sheriff’s Office and Louisiana State Police that will focus on street level narcotics violators and violent crimes. These operations will be directed in areas which will be identified by crime data analytics as having a disproportionate amount of crime, especially violent crime. These operations will attempt to improve the quality of life issues in the City of Shreveport. ° The Street Level Interdiction Unit will conduct 10 operations that will target street level narcotics violators. These operations will be directed and focused towards dismantling distribution sites for narcotics in an attempt to improve quality of life issues in the City of Shreveport. ° The Mid-Level Investigations Unit will identify at least 2 drug trafficking organizations (DTO) operating EXECUTIVEwithin the City of Shreveport. Once they are identified, the MLIU will conduct a detailed and thorough investigation in an attempt to dismantle the drug trafficking organization. ° The Vice Unit will conduct at least 2 operations to address the issue of underage alcohol sales in an attempt to stem the sale of alcohol to underage consumers. ° The Special Response Team will conduct 2 training classes at the Shreveport Police Academy for CITY OF SHREVEPORT 167 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES (continued)
Shreveport Police Officers to include officer down drills and Close Quarters Battle (CQB). This training will provide Shreveport Police Officers with information and knowledge that will better prepare them for activities they may encounter. The Inteligence Unit will continue to conduct and attend monthly Intelligence meetings with surrounding law enforcement agencies to share and gain information about local subjects committing crimes in neighboring jurisdictions and subjects from other jurisdictions committing crimes in Shreveport. These meetings will also provide information other than criminal activities that may affect departments within the City of Shreveport.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Homicides investigated 59 40 38 % homicides cleared (64.5% national average) 50% 70% 75% Rape cases investigated 122 110 105 % rape cases cleared (38.5% national average) 30% 36% 40% Robbery cases investigatedBUDGET 335 222 200 % robbery cases cleared (29.6% national average) 22% 34% 38% Burglaries 1,831 1848 1800 % burglaries cleared (13.6% national average) 17% 20% 21% Special Response Team Calls 8 10 10
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 8,342,709 8,712,300 8,452,600 9,002,100 3% Materials and Supplies 21,903 21,300 21,300 21,300 0% Contractual Services 133,030 135,500 169,500 170,500 26% Other Charges 00000 Improvements & Equipment 00000 Transfer to Other Funds 00000 TOTAL 8,497,642 8,869,100 8,643,400 9,193,900 4% FULL-TIMEEXECUTIVE EMPLOYEES 116 116 118 115 -1% BUDGET CHANGES FOR 2020
The overall budget for the Investigations Division increases $324,800 or 4% for 2019.
Personal Services increases $289,800 or 3% due to the 2% longevity increase for all Civil Service 168 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020 (continued) personnel. An additional Lieutenant was transferred to the Violent Crimes Division and a Sergeant was transferred to the Office of Special Investigations. Also, a long tenured employee was transferred from Operations to Investigations. There was a decrease in Personal Services Protective Service Civil Service by $21,800 or 1% due to the elimination of one investigator position from the White Collar Crimes Task Force. An additional $10,000 was budgeted for Personal Services Offices/Clerical Services because of a job audit and anticipation of position reclassification. The MPERS rate increased on July 1, 2019 from 32.25% to 32.50%., but the increase in the funding to MPERS for Civil Service employees increased by 6% or $113,700 due to more accurate budgeting costs. The city’s contributions to the Employee Retirement System for classified employees increased by 2%, however, the funding increased by 9% or $7,000 due to more accurate budgeting costs. The city’s contribution for health insurance costs also increased by 5%; however budgetary costs only increased by 4% or $38,100, and an increase in contributions to Medicare by 12% or $9,800. Materials and Supplies expenditures remained the same for the 2019 budget. Contractual Services expenditures increased by 26% or $35,000, due to the purchase of cell phones for investigators and the elimination of office phones. The funding was reduced in 10.25.2510-30.300100 (Administration – Contractual Services – Utilities), therefore accounting for this increase.
FUTURE BUDGET CONSIDERATIONS
v Armored Personnel Carrier (APC) $375,000: The Shreveport Police Department currently does not have any vehicle that offers ballistic protection. An APC wouldBUDGET allow the Special Response Team to respond to critical incidents, where the offender is armed with a weapon, with ballistic protection. This vehicle could be used to extract downed officers and civilians who are in the line of fire of an armed suspect. v SRT Rapid Deployment Vehicle (RDV) “SRT Jump Van” - $88,000: The current vehicle utilized by SRT for deployment to search warrants and SRT incidents is 15 years old. This RDV, when deployed, would allow SRT to respond to high-risk warrants and critical incidents. This RDV is a Ford E-450 Diesel that comes equipped with storage boxes, bench seats, police light package and back-up camera. We have had to rent a vehicle to use for these types of incidents on several occasions within the last year due to the current vehicle being in the shop for repairs. v “ThrowBot” - $25,000: Once deployed, these micro-robots can be directed by the operator to quietly move through a structure and transmit video and audio to the handheld operator control unit. These stealth capabilities can be utilized to locate armed subjects, confirm the presence of hostages or innocent civilians, listen in on conversations, and reveal the layout of rooms – information that can save lives and increase the success of high-risk operations. v Surveillance Van Refurbish - $37,050: The Shreveport Police Department Office of Special Investigations currently has a 1996 Ford Van in service as a surveillance vehicle that was specially equipped for that purpose. The equipment that was installed in the van in 1996 is currently out of date and not serviceable. The estimated cost to refurbish the van with up-to-date surveillance equipment and safety equipment is approximately $37,050.00. This would allow members of OSI to use the covert vehicle to conduct surveillance of targets involved in criminal activity and have the ability to record video and document the activity. v Cloud Analyzer (Cellbrite) - $7,999.00: This includes one year of subscription, with a re-occurring cost EXECUTIVEevery year thereafter for $2,625.00. This will be invaluable for use in recovering data (possible evidence) stored on the cloud by various multi-media devices. This has value for every unit in the Investigations Division, as the recovery of such information has already proven to be invaluable in a number of cases. v Forensic Computer - $8,179.00: HTCI EDAS FOX Forensic PC. This computer has the capabilities to utilize the latest multi-media search programs and engines for forensic data recovery.
CITY OF SHREVEPORT 169 2020 ANNUAL OPERATING BUDGET FUTURE BUDGET CONSIDERATIONS (continued)
v UFED Analytics Desktop - $6,900.00: This includes a one year subscription with a reoccurring annual cost of $2,070.00 every year thereafter. This hardware will allow for aiding in the forensic electronic investigations for the Detective Bureau. v 3D Scene Scanner - $85,000: These scanners allow for a more accurate representation of scenes, especially those with large amounts of evidence. The rate of error is greatly reduced, because the computer is conducting the measurements. v Multi-media Tablets w/ WiFi + Hot Spot Capabilities (15) - $4,000.00: These would be used by De- tectives in the field to draft warrants, and access information to further their investigations in a more timely manner. They could use their city cell phones as ‘hot spots’ to have internet capabilities to accom- modate these functions, at minimal cost to the city. Five (05) would be assigned to Violent Crimes, five (05) to Property Crimes, and five (05) to the Youth Bureau for dissemination and testing. If viable, the outfitting of every investigator will come next.
EMPLOYEE ROSTER
Category Class Level Title Authorized State Civil Service BUDGET 31 Officials 907 Assistant Chief 1 32 Professionals 914 Captain 2 918 Lieutenant 6 33 Technicians 920 Sergeant 17 947 Police Officer 77 SUBTOTAL 103 Classified 25 Paraprofessional 436 11 Administrative Assistant 3 209 9 Office Specialist 3 26 Office/Clerical 145 7 Office Associate 5 Vehicle For Hire Coordinator 1
SUBTOTAL 12
TOTAL 115 EXECUTIVE
170 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
FIRE DEPARTMENT
BUDGET
Fire Chief BUDGET COORDINATORS: Edwin S. Wolverton Chief Fred Sanders Chief Skip Pinkston EXECUTIVE Cassandra Marshall
CITY OF SHREVEPORT 171 2020 ANNUAL OPERATING BUDGET
FIRE DEPARTMENT
FIRE CHIEF
SECRETARY TO FIRE CHIEF
FIRE ADMINISTRATION OPERATIONS EMS
ASST. TO FIRE CHIEF DEPUTY FIRE CHIEF CHIEF OF EMS
ADMIN ASST. MANAGEMENT ANALYST I CHIEF OF SPECIAL ASST. FIRE CHIEF (3) CHIEF OF AVIATION ASST. CHIEF OF EM OPS & SAFETY TASKFORCE ADMIN ASST. BATTALION FIRE CHIEF (24) EMS OFFICER (3) OFFICE ASSOC. FIRE CAPTAIN (153) UPERVISOR WAREHO
FIRE ENGINEER (153) STOCK CLERK II
FIREFIGHTER (194) BUDGET
FIRE PREVENTION MAINTENANCE TRAINING COMMUNICATION
CHIEF OF FIRE CHIEF OF MAINTENANCE CHIEF OF TRAINING CHIEF OF COMMUNICATION PREVENTION
ADMIN ASST. ADMIN. ASST. (2) MANAGEMENT ASST.
OFFICE ASSOC. MANAGEMENT ASST. ASST. CHIEF OF ASST.CHIEF OF TRAINING ADMIN ASST. (CIVIL SERVICE SECRETARY) MAINTENANCE
ASST. CHIEF OF FIRE TRAINING OFFICER ( ASST. CHIEF OF COMMUNICATION PREVENTION (2) ADMIN ASST. EVT II
FIRE PREVENTION OFFICER (10) OFFICE ASSOC. EVT I (6) IT OFFICER (2) FCO II (8)
STOCK CLERK II FCO I (32)
EXECUTIVE
172 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
FIRE DEPARTMENT
DIRECTOR BUDGET COORDINATORS Fire Chief Edwin S. Wolverton Chief Fred Sanders Chief Skip Pinkston Cassandra Marshall
DEPARTMENT OVERVIEW The Shreveport Fire Department is a CLASS 1 Fire Department which specializes in the disciplines of Aircraft Rescue Firefighting; Enhanced 9-1-1 Communications; Emergency Medical Services (EMS); Hazardous Material Response; Fire Prevention; Public Education; Arson Investigations and Explosive Ordnance Disposal; and Fire Suppression, just to mention a few. In addition to providing the aforementioned services, the Department continues to offer FREE Smoke Alarms as well as Home Safety Inspections to protect the lives and homes of the citizens of Shreveport. The Department continues to keep the public informed of life safety concerns and potential hazards through PSAs; media outlets such as newspaper, television and radio announcements; printed brochures; and door-to- door contact. Our mission is “Faithful to our Community…Ready to Respond…Willing to Educate…Dedicated to Serve.” The Vision of the Shreveport Fire Department is “To strive for excellence, to be accountable and lead by exam- ple in order to guard citizen safety and trust, while embracing challengesBUDGET and creating opportunities to serve.” The SFD Motto is “Community First...Serving with honor, integrity, and respect.” As we move into 2019, the Department is committed to improving customer service, enhancing public relations and assuring quality emergency response.
2019 ACCOMPLISHMENTS
• The Department has installed over 700 smoke detectors year-to-date. • In February 2019, 28 firefighters started the 64th Fire Basic Training class; 24 firefighters graduated on August 1, 2019 and began their probationary year. • 15 Firefighters graduated from the Paramedic Program. (2 - Bossier Parish Community College Paramedic Program and 13 – Southern University Shreveport Paramedic Program). • The Department will hire 20 firefighters to replace vacant positions lost through attrition and resignation in 2019 and plans to start their academy January 2020. • The Department was able to secure land donation for Fire Station #8, the last remaining 2011 Public Safety GOB project. We plan to break ground before the end of 2019.
2020 GOALS AND OBJECTIVES
EXECUTIVE° The Shreveport Fire Department will continue striving to maintain an ISO Class 1 fire rating which equates to a savings in insurance premiums to businesses located in the City of Shreveport. ° The Department would like to increase paramedic education pay to an amount consistent with other departments our size providing Advanced Life Support Transport Service with funding from increased
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2020 GOALS AND OBJECTIVES (continued) revenue from EMS transports and Upper Payment Limit Medicare Reimbursement for Large Urban Governments. ° The Department will continue to seek alternative funding such as Assistance to Firefighters Grants and Homeland Security Grants to meet those unfunded needs as well as enhance the delivery of services. ° The Department hopes to complete construction of Fire Station #8 using $2.7 million in funding from a 2011 General Obligation Bond. ° The Department is seeking an equipment finance package to purchase six (6) Medic Unit Remounts; 18 Staff Vehicles; 500 sets of Bunker Gear; one (1) Heavy Rescue Truck; ten (10) Battalion Chief Vehicles; and one (1) Rescue boat with City Administration and City Council approval. Total Cost of Equipment Package would be $3,888,660.00. ° The department will seek to continue to diversify our work force to reflect the diversity of the community and to partner with private entities to provide educational career path planning to serve as a professional firefighter. ° The department will seek to find ways to better recruit paramedics to maintain our level of advance life support EMS and train as many incumbent members as possible to the paramedic level. ° The Department will step up its city-wide effort to teach hands only Cardio Pulmonary Resuscitation (CPR) and Automated External Defibrillation (AED) to every adult citizenBUDGET of Shreveport. DEPARTMENT FUNDING
Division 2018 2019 2019 2020 % Full-Time Funding ACTUAL BUDGET ESTIMATE BUDGET CHANGE Employee Administration 1,454,900 1,577,100 1,464,400 1,448,000 -8% 8 Fire Fighters 38,392,700 40,060,600 38,526,600 39,760,500 -1% 506 Fire Prevention 1,221,400 1,283,600 1,238,400 1,293,300 1% 15 Training 806,600 872,100 853,100 853,800 -2% 9 Maintenance 2,567,900 3,526,000 2,587,900 3,191,200 -9% 12 EMS 7,717,900 6,242,300 6,014,500 6,182,500 -1% 8 Communications 3,492,100 4,079,900 3,618,119 4,081,300 0% 46
TOTAL 55,653,500 57,641,600 54,303,019 56,810,600 -1% 604
EXECUTIVE
174 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
APPROPRIATIONS
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 45,983,600 48,477,600 46,358,100 48,175,000 -1% Materials & Supplies 1,505,800 1,937,900 1,619,500 1,729,900 -11% Contractual Services 1,278,500 1,446,265 1,232,600 1,191,900 -18% Other Charges 00000% Improvements & Equipment 1,841,500 401,700 292,900 335,700 -16% Transfers to Other Funds 5,044,000 5,378,100 4,800,000 5,378,100 0%
TOTAL 55,653,400 57,641,565 54,303,100 56,810,600 -1%
BUDGET CHANGES FOR 2020
The department budget decreases by 1% compared to the 2019 adopted budget. Personal Services includes funding for the State-mandated 2% longevity pay increases for sworn personnel and a 5% increase in health insurance. The contributions to the State pension plan for Fire employees (FRS) projected to remain at 27.75% that began on July 1, 2019. The contributions to the pension plan for city employees (ERS) projected to increase by 2% (from 26% to 28%) JanuaryBUDGET 1, 2020. FUTURE BUDGET CONSIDERATIONS
v Vehicle Replacement: 2019 total cost for vehicle replacement is $23,765,000. Twenty-Two (22) New Fire Engines at $650,000 each totaling $14,300,000. Two (2) Rescue Trucks at $900,000 each totaling $1,800,000. Six (6) Medic Unit Remounts at $200,000 each totaling $1,200,000. Three (3) 77’ Ladder Trucks at $900,000 each totaling $2,700.000. Two (2) 110’ Ladder Trucks at $1,400,000 each totaling $2,800.000. Ten (10) Battalion Chief/service Vehicles at $37,866 each totaling $450,000. Eighteen (18) staff vehicles at $25,000 totaling $375,000. One (1) Air Supply Trailer at $110,000. One (1) Water Rescue / Swift Water Rescue Boat at $30,000.
NOTE: The vehicle replacement has been identified in the 2019 General Obligation Bond proposal and a 2020 Finance Package identified in the 2020 Budget.
v Second Set of Firefighter Bunker Gear “PPE” ($930,000) – Firefighters are exposed to carcinogens while fighting fires at an alarming rate. Firefighters develop cancer at a rate 2.5 times higher than the EXECUTIVEgeneral public. In order to guard against these hazards firefighters must decontaminate their Personal Protective Equipment “PPE” after each fire. A second set of PPE will allow firefighters to remove con- taminates while still providing fire protection to our citizens. v Firefighter/EMS Pay Increase - We have developed a four year plan to bring Firefighter Base Pay and Paramedic Incentive pay up to competitive levels with what other Fire Department and EMS organizations
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FUTURE BUDGET CONSIDERATIONS (continued)
are paying their firefighters and paramedics. EMS incentive pay has not increased since 2002 but the training requirement and EMS work load have increased tremendously. Additionally, retaining trained employees and attracting new employees has become very difficult for our organization due to this pay disparity. 1st year cost: $1.6 million 2nd year cost: $1.4 million 3rd year cost: $1.5 million 4th year cost: 1.5 million v 11th Medic Unit ($750,000 start-up cost; $450,000 recurring cost) – The need for an 11th medic unit is jus- tified based on run volume. The 10th medic unit was added in 2004. Since then we are making al- most 9,000 more EMS calls in 2018. Many times all 10 medic units are on a call and we have to call for mutual aid from Bossier City Fire Department. An additional medic unit would distribute the work load more evenly and reduce response times. There is a GIS study completed in 2017 recommending two (2) additional medic units to support demand for EMS response in the city of Shreveport. v Station Repairs ($2,400,000): Due to a number of aging fire stations, repair and renovations are becoming more problematic and reoccurring. This program has been funded over the years through Fire Department Maintenance with a line item funded at $180,000. The Department has identified this need in the 2019 General Obligation Bond proposal. The needed repairs and renovations have been broken down into three categories: High Priority - $1,037,500 BUDGET Moderate Priority - $404,500 Low Priority – 372,500 v Fire Department Records Management System ($138,550 One Time and $ 82,000 recurring cost) – This will allow our department to implement a new Records Management System compatible to our EMS Records Management/Billing System. This new RMS will manage Fire and EMS incident reports, Staffing, Personnel Management, Payroll, and Training. This RMS will also expand the department’s capabilities to increase revenue for the city. v Information Technology Equipment Replacement Schedule: ($180,000 recurring cost) – to maintain a pro-active position with respect to equipment replacement and repair, it is imperative that we implement a funded equipment replacement schedule. v Firefighter Vacancies (14 unfunded firefighter vacancies from budget cuts; $630,000 @ $45,000 each): The Department needs funding that was cut from the 2013 and 2014 budgets to hire a basic recruit class of 14 to return the department back to staffing levels to attempt to meet NFPA 1710 requirements assuring adequate firefighters to safely suppress fires and manage other emergency operations. v Division Vacancies ($240,000): Support Division positions are not staffed as needed due to funding moved from these positons in the past to fund firefighter positions at Station #22. The positions include: (2) Fire Prevention Officer, Fire Communications Officer, Fire Training Officer, and Emergency Vehicle Technician. The vacancy of these positions has placed an extra burden of work load on these divisions that support the Emergency Operations in accomplishing the department’s overall mission. v Chief of Support Services ($104,000): Because of the expanded role of Fire Chief, it has become necessary to implement an additional supervisory position between the Fire Chief and the five support EXECUTIVEdivisions of Training, Maintenance, Fire Prevention, EMS, and Communications. This position would also assist in detailed administrative matters. v Human Resource Division ($104,000): The department is in great need of cosolidating all our human resource requirements into one division. Presently, human resources in done across all departments
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FULL TIME EMPLOYEES FUTURE BUDGET CONSIDERATIONS (continued)
and there is not an efficient management system in place. This would be a contractual service provided by a company that specializes in human resources and has prior knowledge of fire public safety employee human resource needs. v Public Information Officer ($70,000): Current position has been vacant for more than 5 years. Increased department operations dictate the need for a full-time department media representative.
BUDGET
Allocated full-time employee positions in the Fire Department for the year ending 2018 were 604. Presently working at the date of this 2020 budget submission there are 581. The Department will have the following vacancies as of January 2020 with 604 allocated positions: (14) unfunded firefighter positions; (1) funded FCO I position and (1) unfunded FCO I position; (1) unfunded Assistant Chief of Communications; (1) unfunded PIO; (2) unfunded Fire Inspectors; (1) unfunded Assistant Chief Training Officer and (1) unfunded Recruiter; and (1) unfunded Emergency Vehicle Technician.
EXECUTIVE The Fire Department responded to 44,175 calls for assistance in 2018. For 2019, nearly 44,500 responses are projected. For 2020, we project a response total of 44,750. These incidents include fires, EMS calls, motor vehicle accidents, and technical rescues requiring a fire department apparatus and firefighters to be on the scene.
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DEPARTMENT DIVISION G/L ORG FIRE ADMINISTRATION 10.10.3010
DIVISION OVERVIEW
The Administrative Office of the Shreveport Fire Department, located at the Dallas W. Greene Central Fire Station, 263 N. Common Street, is comprised of the Fire Chief, Deputy Fire Chief, Administrative Assistant to the Fire Chief, Chief of Special Operations and Safety, Aircraft Rescue Fire Fighting Coordinator, Secretary to the Fire Chief and fiscal/clerical staff.
The Administrative Division is responsible for the overall management of the public safety operations of the department and its personnel, coordination of the fire department budget, maintaining the four-year rolling Master Plan (a comprehensive guide for future Department needs based on fulfilling the organization’s mission), issuing fire reports, disseminating and releasing information to the media, correspondence, and developing policy and procedures for the effective and efficient operation of the Fire Department.
2019 ACCOMPLISHMENTS
• See Fire Department Accomplishments.
2020 GOALS AND OBJECTIVES BUDGET ° See Fire Department Goals and Objectives.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Total Expenses per Capita $249.87 $243.74 $253.21 Sworn Firefighters/1,000 population 2.95 2.95 2.95 City’s ISO / PIAL Fire Insurance Rating Class 1 Class 1 Class 1 Applicants Tested 200 300 500 Recruits Hired 0 24 25 % Minorities Hired 0% 42% 50% % Females Hired 13% 19% 20% EXECUTIVE
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DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 829,804 999,657 939,300 886,100 -11% Materials and Supplies 7,932 17,763 11,600 15,700 -12% Contractual Services 512,589 473,669 463,500 472,700 0% Other Charges 0000 Improvements & Equipment 104,532 86,031 50,000 73,500 -15% Transfer to Other Funds 124,0910000 TOTAL 1,578,948 1,577,120 1,464,400 1,448,000 -8%
FULL-TIME EMPLOYEES 10 10 10 9 -10%
.Note: Full-time employees reflects ARFF Coordinator who salary is funded from Regional Airport Budget.
BUDGET CHANGES FOR 2020
Fire Administration budget decreases by 8% in 2020. Funding for the State-mandated 2% longevity pay increases and 5% increase in health insurance is absorbed byBUDGET collections back for paramedic tuition who have resigned from the fire department to work as a paramedic with another organization. The contributions to the State pension plan for Fire employees (FRS) projected to remain at 27.75% that began on July 1, 2019. The contributions to the pension plan for city employees (ERS) projected to increase by 2% January 1, 2020.
FUTURE BUDGET CONSIDERATIONS
v See Fire Department Future Budget Considerations.
EXECUTIVE
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EMPLOYEE ROSTER
Category Class Level Title Authorized State Civil Service 31 Officials 600 Fire Chief 1 601 Deputy Chief 1 32 Professionals 603 Admin. Assistant to the Chief 1 604 Chief of Safety 1 651 ARFF Coordinator 1 662 Public Information Officer 0 36 Office/Clerical 691 Secretary to the Fire Chief 1 SUBTOTAL 6 Classified 22 Professional 198 15 Management Analyst III 1 22 Professional 437 13 Management Assistant 0 25 Paraprofessional 436 11 Administrative Assistant 1 26 Office/Clerical 208 8 Office Associate 1 SUBTOTAL BUDGET3 TOTAL (funded positions filled) 9
EXECUTIVE
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DEPARTMENT DIVISION G/L ORG FIRE FIREFIGHTERS 10.10.3015
Ronald O. Jones, Deputy Chief
DIVISION OVERVIEW
The Emergency Operations Division is comprised presently of 485 filled positions and 21 unfilled vacant positions for a total staffing of 506 personnel located throughout the city’s 22 fire stations. These stations are strategically located to provide optimum and timely service to the citizens. Utilizing a three-platoon (A, B, and C shift) system, members of the Fire service provide responsive, proficient emergency services to thousands of incidents occurring each year in Shreveport. Along with fire suppression duties, this division also responds to emergency medical service calls (67% of incident volume in 2018), hazardous material incidents, bomb threats, water and underwater rescue and recovery, various public service calls and more.
Responses to EMS calls and structure fires continue to be the greatest demands for service. Incidents involving hazardous materials and special rescue operations continue to show increases over the last five years. Along with providing emergency services, firefighters are also heavily involved in fire prevention and public education. Pre-incident surveys of existing businesses and buildings are conducted daily by firefighters to minimize the potential danger and increase the efficiency of fire operations in the event of a future emergency at the structure. 2019 ACCOMPLISHMENTS BUDGET • The Emergency Operations Division will respond to the call for emergency and non-emergency assistance approximately 44,000 times in 2019. Their responses included but were not limited to over 29,000 emergency medical incidents; more than 700 structure fires, over 550 non-structure fires, and over 180 vehicle fires; 6,200 good intent calls; 3.600 service incidents; 750 hazardous material incidents (125 actual chemical releases); and over 1,900 false alarms. Each Engine Com- pany, Ladder/Service Company, and Heavy Rescue Company is staffed with firefighter/Emergency Medical Technicians (EMTs) with automatic external defibrillator (AEDs) capabilities, and often a paramedic. All ALS transport Medic Units are staffed with a minimum of one National Registry Paramedic/firefighters. • The Shreveport Fire Department continues to provide an All-Hazzard Service to the citizens of Shreveport. The department maintains certifications annually in Fire Operations, Officer Development, Emergency Vehicle Operations, Emergency Medical Operations, and Special Operations. Throughout the year firefighters attended the Shreveport Fire Academy for the following classes: • High Angle/Rope Rescue • Swift Water Rescue • Surface Water Rescue • Hazmat Technician, Hazmat Chemistry A and Site Operations. • These classes are being taught as a joint effort with Training Officers and Operations Personnel. Conducting these classes saves the department thousands of dollars in costs to outside vendors to teach the training. • The department continues to prepare to respond to an Active Shooter Event. Firefighters attend EXECUTIVEmonthly training with Shreveport Police on response to Active Shooter events. • These classes are being taught as a joint effort with Training Officers and Operations Personnel. Conducting these classes saves the department thousands of dollars in costs to outside vendors to teach the training.
CITY OF SHREVEPORT 181 2020 ANNUAL OPERATING BUDGET
2019 ACCOMPLISHMENTS (continued)
• The department continues to prepare to respond to an Active Shooter Event. Firefighters attend monthly training with Shreveport Police on response to Active Shooter events. • The Fire Department Smoke Detector Giveaway/Install program is a program where smoke detectors are carried on the fire truck and, if necessary, installed for the citizen. In the first half of 2019 firefighters and division personnel have installed 720 of the life-saving devices, enhancing the level of fire protection within the city and minimizing the potential for the loss of life and property in the event of a fire. The Department is conducting neighborhood campaigns in each Council district twice a year to install smoke detectors. Smoke detector installation relies heavily upon donations received from a Federal Grant and through Louisiana State Fire Marshal’s Office. • The 7th annual Sparky Day was conducted in October 2018 and will be conducted again in October 2019. This day is set aside to demonstrate to the public their Fire Department’s response capabilities by show- casing all of the different services we provide to the city of Shreveport. Many students from Caddo Schools attended a morning presentation with over 1000 spectators attending the evening demonstration. • The department’s Urban Search and Rescue Task Force (LA-TF 3) continues to train and become prepared to assist the needs of this state for any disaster which might occur. In 2018 the Shreveport Fire Department Louisiana Urban Search and Rescue Taskforce #3 responded to Hurricanes Florence (SC) and in 2019 Hurricane Barry (LA) as part of the Louisiana USAR Taskforce. In 2019 the USAR TF#3 will conducted multiple training sessions to maintain the response readiness. The LATF3 USAR Team also participated in the State of Louisiana USAR Drill conducted at LAANG Camp Beauregard which included teams from New Orleans, Baton Rouge, Lake Charles, Alexandria, the State Fire Marshalls Office, and Louisiana National Guard. The Shreveport Fire Department’s LATF3BUDGET was recognized by the House of Representatives during the 2019 Regular Session for their dedication to the State of Louisiana.
2020 GOALS AND OBJECTIVES
° In 2020, the Emergency Operations Division will once again be committed to providing the effective and efficient level of emergency care the citizens of the community expect. We will strive to be the most helpful and courteous public safety service available in providing the citizens with dependable, reliable, and timely service. To help accomplish the level of service the citizens deserve, the Department will continue to educate members through Officer Training and other service minded classes. Professional development will be sought through training opportunities and in accordance with the Department’s Succession Plan- ning initiative. Although our major workload focuses on providing emergency service, Shreveport fire- fighters’ main goal is providing customer service to the public in a friendly and considerate manner, while maintaining a level of professionalism and expertise second to none. The Department will continue to work with labor relations to provide the highest level of training in cultural diversity. The importance of being able to openly discuss the differences in culture influences and backgrounds will only strengthen our department. In 2020, our department will continue our strategic planning strategy of pursuing staffing goals in compliance with NFPA 1710. We have goals to remount (6) six medic units, and replace (22) fire engines, two rescue trucks, ten battalion chief/SPRINT cars, and (3) three 75-foot Ladder Trucks, and (2) two 110-foot Ladder Trucks. Additionally, the department will seek funding for the Lucas Automated CPR device; proven to save lives when we have it in service on all of Medic Units. This CPR device performs perfect CPR and will allow SFD to save more lives when our citizens and visitors experience Sudden EXECUTIVECardiac Arrest.
182 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
.SFD responded to 676 structure fires in 2018. We anticipate the number of fires impacting residential and commercial structures to decrease in 2010 to 500.
PERFORMANCE MEASURES
2018 2019 2020 BUDGETACTUAL ESTIMATE GOAL Total structure fires 676 500 500 Non-structure fires 543 620 550 Total incidents requiring Fire response 44,175 44,500 44,750 Multiple alarm fires 7 5 5 Hazardous materials incidents 809 798 750 Average overall (Code 3) response time 5 Min. 17 Sec. 4 Min. 44 Sec. 5 Min. 30 Sec. EMS BLS Average Response Times (<5 minutes) 4 Min. 25 Sec. 4 Min. 25 Sec. 4 Min. 20 Sec. EMS ALS Average Response Times (<9 minutes) 3 Min. 24 Sec. 3 Min. 22 Sec. 3 Min. 20 Sec.
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 38,397,200 40,053,300 38,524,800 39,756,800 -1% Materials and Supplies 300 700 300 700 0% Contractual Services 4,800 6,500 1,500 3,000 -54% Other Charges 00000% Improvements & Equipment 00000% EXECUTIVETransfer to Other Funds 00000% TOTAL 38,402,300 40,060,500 38,526,600 39,760,500 -1%
FULL-TIME EMPLOYEES (Allocated) 506 506 506 506 0%
CITY OF SHREVEPORT 183 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020
Personal Services decreased by 1% and includes funding for the State-mandated 2% longevity pay increases for sworn personnel and a 5% increase in health insurance. The contributions to the State pension plan for Fire employees (FRS) projected to remain at 27.75%.
FUTURE BUDGET CONSIDERATIONS
v Vehicle Replacement: 2019 total cost for vehicle replacement is $23,765,00 Twenty-Two (22) New Fire Engines at $650,000 each totaling $14,300,000. Two (2) Rescue Trucks at $900,000 each totaling $1,800,000. Six (6) Medic Unit Remounts at $200,000 each totaling $1,200,000. Three (3) 77’ Ladder Trucks at $900,000 each totaling $2,700.000. Two (2) 110’ Ladder Trucks at $1,400,000 each totaling $2,800.000. Ten (10) Battalion Chief/service Vehicles at $37,866 each totaling $450,000. Eighteen (18) staff vehicles at $25,000 totaling $375,000. One (1) Air Supply Trailer at $110,000. One (1) Water Rescue / Swift Water Rescue Boat at $30,000. The vehicle replacement has been identified in the 2019 GeneralBUDGET Obligation Bond proposal and a 2020 Finance Package identified in the 2020 Budget. The National Fire Protection Association’s NFPA 1901: Standard for Automotive Fire Apparatus, 2016 Edition – Annex D Guidelines for First-Line and Re- serve Fire Apparatus recommends that Fire Trucks more than 15 years old that have been properly main- tained and that are still in serviceable condition be placed in reserve status. It also states that apparatuses older than 25 years be replaced. v Second Set of Firefighter Bunker Gear “PPE” ($930,000): Firefighters are exposed to carcinogens while fighting fires at an alarming rate. Firefighters develop cancer at a rate 2.5 times higher than the general public. In order to guard against these hazards firefighters must decontaminate their Personal Protective Equipment “PPE” after each fire. A second set of PPE will allow firefighters to remove contaminates while still providing fire protection to our citizens. v Firefighter Staffing ($630,000): Currently the department has 14 firefighter position salaries unfunded from the 2013 and 2014 budget. SFD needs the funding for these positions replaced to ensure firefighter safety while performing all fire ground and EMS responses. Minimal staffing will lead to an increase in near misses, firefighter injuries, and affect our ability to provide the best response service to the citizens of Shreveport. Minimal staffing will also have a negative effect on our Class One Insurance Rating. v Ballistic Protection ($113,000.00): This funding would provide for the purchase of 163 Threat Level III Ballistic Vest and 163 Ballistic helmets to protect firefighters during Active Shooter incidents and response to violent scenes. The equipment will aid in providing the highest level of emergency care to injured civilians and law enforcement officers. This protection will be provided for the Operations division, Training division, Fire Prevention Bureau, and Emergency Medical Services division. v Station Repairs ($2,400,000): Due to a number of aging fire stations, repair and renovations are becoming more problematic and reoccurring. This program has been funded over the years through Fire Department EXECUTIVEMaintenance with a line item funded at $180,000. The Department has identified this need in the 2019 General Obligation Bond proposal. The needed repairs and renovations have been broken down into three categories: High Priority - $1,037,500
184 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
FUTURE BUDGET CONSIDERATIONS (continued) Moderate Priority - $404,50 Low Priority – 372,500
v Professional Development Training ($50,000): This funding would provide Chief Officers and Company Officers the ability to take leadership classes at the National Fire Academy as well as bringing in outside Instructors teach professional development at our Training Academy. This also would allow training at seminars and conferences to stay up-to-date on fire service changes and new technology available to do our jobs better. v Technical Rescue Training & Equipment ($60,000): Current Department equipment for highly technical rescue operations, such as confined space and trench rescue operations is in need of replacement and/or upgrading to comply with new standards. Additionally, this cost included maintaining and ex- panding training in these specialty fields for firefighters to provide a more efficient rescue service to a larger area of the city’s industrial areas, such as the Port of Caddo/Bossier. v Hazardous Material Emergency Response Equipment & Training ($50,000): New radiation detection de- vices, Weapons of Mass Destruction (WMD) substance detection and analytical devices, Multi Rae Gas monitors, Factory calibration for all monitors, and increased training for WMD and terrorist attacks. v Dive Team/Swiftwater Training and Equipment ($30,000): The Department’s Dive team and Swiftwater Rescue Technicians are in need of additional funding for increased training certification and recertifica- tion requirements. All tanks need to be inspected and tested annually. Rescue Boat maintenance and equipment replacement from normal wear and tear is needed.BUDGET v Information Technology Equipment Replacement Schedule: ($180,000 recurring cost) To maintain a pro- active position with respect to equipment replacement and repair, it is imperative that we implement a funded equipment replacement schedule. v Station Repairs ($2,400,000): Due to a number of aging fire stations, repair and renovations are be- coming more problematic and reoccurring. This program has been funded over the years through Fire De- partment Maintenance with a line item funded at $180,000. The Department has identified this need in the 2019 General Obligation Bond proposal. The needed repairs and renovations have been broken down into three categories: High Priority - $1,037,500 Moderate Priority - $404,500 Low Priority – 372,500
EXECUTIVE
CITY OF SHREVEPORT 185 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
State Civil Service 34 Protective Service 611 Assistant Fire Chief 3 621 Battalion Fire Chief 24 641 Fire Captain 153 661 Fire Engineer 153 686 Firefighter 173
TOTAL (funded positions filled) 485
Vacant Funded Positions 21
TOTAL Authorized 506 BUDGET
EXECUTIVE
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DEPARTMENT DIVISION G/L ORG FIRE PREVENTION 10.10.3020
Chris Robinson, Chief
DIVISION OVERVIEW
The mission of the Shreveport Fire Prevention Division is to provide the highest level of service through effective education, inspections and investigations, and to reduce the loss of life and property and to improve the quality of life for our community. We value the diversity of our community and department; accordingly, we pledge to provide the highest degree of professional service adapting to the changing needs of the community we serve.
Fire Prevention presents educational programs to the community to prevent fires and reduce fire injuries as well as accidents and emergencies. We are responsible for the investigation of fires to determine their origin and cause. We inspect new and existing commercial property to identify and correct fire hazards and to assure compliance with local, state and national fire safety codes.
2019 ACCOMPLISHMENTS
• Our free smoke alarm program continues to be a success and consistently pays dividends through lives saved in 2018 we recorded 1 fire death. BUDGET 2015-Seven (7) deaths recorded. 2016-Two (2) deaths recorded. 2017-Four (4) death recorded. 2018- One (1) death recorded. 2019- One (1) death reported year to date.
• Fire Prevention continues to improve the way we educate the public about fire safety and injury prevention. We have been able to successfully partner with other organizations to help with our smoke alarm campaigns in 2018 we installed 166 smoke alarms in homes. So far this year we have installed 295 smoke alarms in residential homes.The Public Education Section has presented over 46 fire safety programs to over 1,901 attendees; conducted 4 fire drills. The Inspections Section performed 2,319 existing commercial building inspections; conducted 385 new construction inspections; performed 125 plan reviews; and approved 58 applications for permits. The Investigations Section investigated 142 fires of which 36 were determined to be intentionally set fires; there were 5 arrest and 27 responses to bomb incidents.
2020 GOALS AND OBJECTIVES
° Fire Prevention goals and objectives for 2019 are to continue to reduce the number of fire related injuries and deaths. Continue to make customer service our goal. To install smoke alarms in every home that EXECUTIVEdoes not have one. Increase educational training and professional development for our members. We con- tinue to seek alternative funding streams to support new programs and purchase additional equipment to provide wireless technology in the field. This will enhance our customer service to businesses and developers within the city.
CITY OF SHREVEPORT 187 2020 ANNUAL OPERATING BUDGET
GOALS AND OBJECTIVES (continued)
° Our Fire Safety House (has been permanently placed out of service) is over 20 years old and needs to be replaced to one that is modern and meets the needs of today’s living environments. Our division continues to seek funding for new vehicles to replace our current fleet that have over 100,000 miles on them. The division has identified a need for an office associate for the investigation office that is located at 1700 Snow Street. We will aggressively seek alternative funding and grants for new equipment in the Public Education Section.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL
Construction plans reviewed 277 125 250 Inspections made of commercial structures 5,569 2,704 5,500 % of commercial structures inspected annually 80% 85% 100% Number of fires investigatedBUDGET 327 142 300 % of arson cases solved 13% 25% 50% Fire deaths 1 1 0 Educational programs conducted 175 46 100 Attendance at educational programs 8,223 1,901 3,800
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 1,205,100 1,260,400 1,219,800 1,274,600 1% Materials and Supplies 4,700 6,400 5,800 5,900 -8% Contractual Services 11,100 16,300 12,400 12,400 -24% Other Charges 00000 Improvements & Equipment 400 400 400 400 0% Transfer to Other Funds 00000 TOTALEXECUTIVE1,221,300 1,283,500 1,238,400 1,293,300 1%
FULL-TIME EMPLOYEES 15 15 15 15 0%
188 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020
Personal Services for Fire Prevention Division increased by 1% and includes funding for the State-mandated 2% longevity pay increases; 5% increase in health insurance. The contributions to the State pension plan for Fire employees (FRS) is to remain at 27.75%. The contributions to the pension plan for city employees (ERS) to increase by 2% January 1, 2020. FUTURE BUDGET CONSIDERATIONS
The Division wants to increase the current level of staffing in the Education Section by adding one Fire Prevention Officer and one in the Inspection Section. The Education Section has expanded their service as staff members of Sheriff’s Safety Town. Fire Prevention Officers cannot meet the demand for multiple programs at different locations because two personnel are required for over 90% of the programs. The Education Section and Inspection Section are both understaffed. Filling of the current vacancies and ad- ditional staff increases in these sections would offset the shortage of manpower and reduce the current overloaded work schedules. Additionally more educational programs would be developed and delivered, smoke detector installations would increase, more community programming would be delivered and over- lapping presentations could be scheduled if necessary. Finally, the number of inspections made of com- mercial structures and construction plans reviewed would increase. v Fire Prevention Inspections Staff Cars ($150,000); Our vehicles have an average of 190,568 miles on them. We are representing the Fire Department to the business community. We propose to replace 6 vehicles at a cost of $25,000 each. v Bomb Squad ($225,000): The Division would like to upgradeBUDGET the current robot to a F6-B from a F6-A at a cost of $65,000.00 dollars. Purchase two new bomb suits to replace the outdated ones at $35,000 each. A wireless system is needed for the existing robot at a cost of $90,000. v Public Education ($50,000): Purchase a new Fire Safety House to develop new education opportuni- ties at a cost of $45,000.00 dollars. Provide new WRAP to the Public Education Van at a cost $5,000.00. v Clerical Salaries ($22,000): The Investigations Section requires clerical support. We are asking for an additional clerical position (Office Associate) for effective administrative management of the office. This person would work under the immediate supervision of the Chief of Investigations. Their duties would in- clude completing reports, correspondence, filing records, data entry, communications, and other assigned duties.
EMPLOYEE ROSTER
Category Class Level Title Authorized State Civil Service 31 Officials 613 Chief of Fire Prevention 1 32 Professionals 623 Assistant Chief of Fire Prevention 2 643 Fire Prevention Officer 10 SUBTOTAL 13 Classified 25 Paraprofessional 436 11 Administrative Assistant 1 EXECUTIVE26 Office/Clerical 208 8 Office Associate 1 SUBTOTAL 2
TOTAL (funded positions filled) 15
CITY OF SHREVEPORT 189 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG FIRE TRAINING 10.10.3025
John Lane, Chief of Training
DIVISION OVERVIEW
The Shreveport Fire Department Training Academy proudly oversees all training for the Department. Training is an area that is critical to the overall safety and success of the Department. Training is one of the most impor- tant functions of the modern Fire Department and over the years the Fire service has become mentally chal- lenging and the demand for knowledge by Fire Fighters has steadily increased.
The Fire service was once an organization that responded to only structure fires and through the years has now evolved into a public service which includes Emergency medicine, Homeland Security and Emergency Preparedness-Disaster Management, Hazardous Materials Incident, CBRNE Events, Technical Rescue and nu- merous Fire situations that may involve structures, Wild land urban Interface, Flammable liquids or liquid Pe- troleum Gas and Confine Space Rescue, in addition to providing basic training for fire recruits.
The academy continues to offer refreshers, updates, guest lecturers, EMS symposium’s and on-going training for all department personnel. The Training Division is also proud of the contribution it makes in coordinating our PIAL rating process. The department has been successful in maintaining its Class 1 rating each time it has been rated. The Training Division also has the unique challenge of providing trainingBUDGET in Leadership and refreshers in the areas of Fire, Fire Fighter Safety, EMT, Para-Medicine, Hazardous Materials and Special Operations. Every area of training provided to personnel is necessary to keep the department as current as possible while making sure that citizens receive the most qualified and prepared emergency response possible from the Fire Department. As training demands continue to increase, the Training Division will work hard to meet the many training needs of the department.
The commitment of the Training Division is to continue to monitor safety and training trends in the Fire Service and be a leader in preparing department personnel. It is the Training Division’s goal to be viewed by customers (internal and external) as prepared and capable to meet their training needs and to do so with courteous and competent professionalism.
2019 ACCOMPLISHMENTS
• Each year the Fire Training Division is faced with the welcomed challenge of identifying ways to offer the most current, updated Solid, Realistic, Ongoing and Verifiable training for our Department personnel. All training is conducted with the safety of personnel as a priority. In 2018 the Training Division ended the year by meeting with the command staff to introduce and discuss the Division’s 2019 training calendar. The Division provided a training calendar to all personnel to make them aware of the courses, content, times and schedules. The Division keeps all sworn personnel current in the areas of EMS recertification courses for CPR, Para-Medicine, Advanced , and Basic Emergency Medical Technicians, Updated Fire Training, Driver Training Certification and recertification, Fire Fighter Safety and Survival, Officer Training, Haz-Mat, SORT Training and Active Shooter Training. • The Training Division is proud of the contribution it continues to make in the area of recruiting and hiring. EXECUTIVEThis year alone the training division has attended numerous recruiting events such as the City of Shreveport Job Fair, Bossier City Job Fair, Job Corp-Shreveport, Southern University, Louisiana Tech- nical College, Bossier parish Community College and the local Veterans Affairs. The Academy will start a 20 member recruit class Jan 2020.
190 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2019 ACCOMPLISHMENTS (continued)
• The Training Division is proud of the contributions it makes in assisting our members with their training needs. Every member of our Department has or will attend training in the area of Safety Officer Certification, EMT/EMTP Re-Certification, Advanced Cardiac Life Support, Pediatric Life Support, VFIS Driver Training, SFD Fire Officer Training, EMTP Credentialing, Haz-Mat Tech Refresher, High Angle Rope Rescue, 40hr Swift WaterRescue Tech, 40 hr. Extrication Class, 40hr Rope Rescue, NFPA 1403 Drill, SFD High Rise Drill, and Active Shooter. • The Training Division proudly accepts any and all challenges, such as Co-coordinating/ Conducting Active Shooter Training for all the Caddo Fire Districts. The Training Division proudly accepts the challenge of con- ducting a second Advanced EMT Class, starting fall 2019 with Recruit Class 64 which will be the 13th one to take place in the state of Louisiana. • In partnership with Southern University Shreveport, the Training Division taught CPR/ First Aid training for the Upward Bound Program, Habitat for Humanity and the HCOP Program. The Academy has provided CPR/First Aid Training for the Fuller Center AMERI-CORP, Shreveport Green. The Academy continues its long stand- ing support and partnership with the following community service organizations the Providence House, YMCA and Shreveport Green by providing CPR/First Aid training to of their staff. These classes are a great benefit to members of our community that need assistance in the area of job readiness. • The Training Division fully supports our private industry by fostering a partnership with Calumet Industries by providing CPR training and Hazardous Waste Operation and Emergency Response refresher training to roughly 200 of its members to date. The Training Division provided the training for other city departments such as Shreveport Fire Communications and Shreveport Police Department teaching CPR and first aid to their members. The Training Division serves as the primary CPR and First-AidBUDGET Instructors for the Police Department. • In 2019 the Training Division Co-Coordinated with Shreveport Police Department to conduct Operation Safe Prom 2019 which raises teens awareness to drinking and driving, texting and driving and seatbelt use for some 200 plus high school seniors. The Fire Academy in conjunction with Shreveport Police Department and Caddo Office of Homeland Security and Emergency Preparedness conducted table top active shooter exercises for members of the fire and police administration. • In 2019 the Academy played an active role in supporting the Operations division, the City of Shreveport and Caddo Office of Homeland Security and Emergency Preparedness during Hurricane Barry. In 2019, the mem- bers continued training in the area of driver safety. This training offers a positive impact on our drivers while being viewed favorably by our department’s Insurance carriers. The Training division is proud of the contri- bution it has made in keeping all members aware of departmental training, educational opportunities and departmental information by managing and overseeing the process of placing departmental information on the MOODLE. • In 2019 the Academy continued to support and foster relationships with our community partners through training. During the 2019 year we provided CPR and First Aid Training for Shreveport Police Department, Shreveport City Marshalls Office. CPR and First Aid Training for Shreveport Green, the Providence House, Caddo and Bossier AHEC (Area Health Education Center) and the Salvation Army. Fire Extinguisher training for SAMS Town and Eldorado Casino. HAZWOPER training for Calumet Industries. Served as a practical and written exam consultant for the Caddo Career Center Emergency Medical Responder program.
2020 GOALS AND OBJECTIVES
° The Training Division’s goal for 2020 is to continue to provide realistic on-going verifiable training for the EXECUTIVEDepartment. The Training Division will assure that safety is a priority and “Everyone Goes Home.” The goal is to maintain and exceed our current status for Department certifications while making sure our members who hold certifications in the area of EMT and other areas remain current. For 2020, a major
CITY OF SHREVEPORT 191 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES (continued)
goal will include providing the necessary resources, support and assist when needed in the Paramedic program at Southern University Shreveport and the current program at Bossier Parish Community College. To train another group of basic EMT’s to the Level of Advanced EMT. The Training Academy will move forward with moving our department to online training. ° The Training Academy will move forward with certifying members as Fire Instructor 2 and Fire Officer 2 certification that meets or exceeds NFPA 1041 and 1021. The training division will also move forward with the redesigning of our LPG burn props and work with our community partners to design build and install new LPG props that will be open for use by our corporate partners and the surrounding fire districts. The Acad- emy will continue to look for ways to foster relationships with our corporate partners as well as apply for available grants to fund our unfunded BLS/ALS EMS equipment needs. The Academy will also continue to foster more relationships with our community partners to assist the training division with establishing the departments first ever EMS simulation training lab. The department will also look to training our members in the arear of disaster management, SLICERS, Fire Ground management, VFIS Driver Training, Building Construction, Pump Operations, Aerial Operations, Basic and Advanced Life Support, Pre Hos- pital Trauma Life Support, International Trauma Life Support and continue to promote and train our mem- bers in the latest adult Advance Life support and Pediatric Advance Life Support through EMS credentialing. The Academy will work with administration in moving our department to online training for our EMS CEU hours, The Academy will work with Administration in developing the departments first ever career training and education matrix for each rank. ° The Training Division will look for ways to manage and conduct our EMT, EMT-A and EMTP recertification training as well as our SORT training. The Training division will moveBUDGET forward with transitioning from hard back textbooks to electronic tablets (Microsoft Surface, Chrome, IPAD, Kindle Fire etc..) In 2020 the Academy will look for more efficient ways to handle training records and become a paperless division. In 2020, the Training Division will continue to utilize Training Officers to coordinate our multi company drills, record live incident scenes and use them for training and review. Other goals include providing training that will impact each area of our membership such as driver training, officer training, EMS, Leadership training and continue to offer support to other city departments and community partners. The Academy will look for ways to upgrade our class rooms with new tables, chairs and the most up-to-date multimedia equipment available. ° It is also the goal of the Training Division to hire, train and graduate a successful 65th Basic Training Academy Class in the year of 2020. We will also continue to work with Fire administration, City Administration EMS, Fire Prevention, Fire Maintenance, Fire Communications to keep our members safe and work to meet our Department’s training needs. It is also a goal to continue fostering relationships with our private and industrial partners to assist in improving and upgrading our Burn Building, Drill Tower and LPG burn ground. PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Recruits trained 29 2 20 % of recruits completing training 99% 89% 100% In-service training classes taught 443 450 475 HoursEXECUTIVE of in-service training provided 71,100 72,000 73,000 % Fire employees recertified (EMT) 100% 100% 100% Employees trained in Basic EMT 28 20 20 Employees trained in CPR 600 620 20 Employees receiving paramedic training 15 15 9 192 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 769,900 780,000 782,900 798,900 2% Materials and Supplies 25,500 36,300 32,900 35,200 -3% Contractual Services 11,000 37,200 31,000 19,200 -48% Other Charges 0000 Improvements & Equipment 200 18,500 6,300 500 -97% Transfer to Other Funds 0000
TOTAL 806,540 872,000 853,100 853,800 0%
FULL-TIME EMPLOYEES 10 9 9 9 0% BUDGET CHANGES FOR 2020
Personal Services for Fire Training Division increases by 2% and includes funding for the State-mandated 2% longevity pay increases; 5% increase in health insurance. The contributions to the State pension plan for Fire employees (FRS) projected to remain at 27.75%. The contributions to the pension plan for city employees (ERS) to increase by 2% January 1, 2020. BUDGET
FUTURE BUDGET CONSIDERATIONS
v Medical Training Equipment – ($98,096.55): To include the following equipment necessary to provide the most current and up to date up to date training for our Paramedics, Advance EMT’s and Basic EMTs. v Complete iSTAN ALS Full-Body Trainer Unit Price: $42,000.00. v Arrhythmia Simulator Box with Adjustable Heart Rate Price: $900.00. v 12 Lead Arrhythmia Simulator: $1300.00. v Pediatric ALS Trainer Unit Price: $1100.00. v SMART STAT Basic with iPad® unit Price: $14,200.00. v SimPad® Blood Pressure Trainer Unit Price: $1000.00. v Full-Body CPR/Trauma Manikin Unit Price: $3,222.10. v Life/form® Advanced GERi™ Manikin Unit Price: $3800.00. v 3-Year-Old-Child Airway Management Trainer Unit Price: $916.10 ( 2 ). v Laerdal Infant Airway Management Trainer Unit Price: $988.70 ( 2 ). v Complete Infant Airway Management Kit Unit Price: $563.25. v Adult Airway Management Trainer Unit Price: $1100.80 ( 2 ). EXECUTIVEv EMS CEU Online Training $24,000.00 Per Year. v Training needs for Fire, Driver and Technical Rescue ($269,000.00): This equipment will bring us in line with the national standard and afford us the opportunity to once again be at front of training in the area(s) of Fire Training, Haz-Mat and Special Operation Training.
CITY OF SHREVEPORT 193 2020 ANNUAL OPERATING BUDGET
FUTURE BUDGET CONSIDERATIONS (continued)
v Training needs for Fire, Driver and Technical Rescue ($204,000.00) this equipment will bring us in line with the national standard and afford us the opportunity to once again be at front of training in the area(s) of Fire Training, Haz-Mat and Special Operation Training. v WESTEC Insulation System-Interior Burn Building Panels: $35,0 v Burn Building Repair and upgrade (Doors, Cylinder Block Replacement): $50,000. v Trench Prop: $35,000. v LPG Christmas tree Prop Repair: $22,000. v Cottons Observation Tower Repair and Upgrades: $14,000. v Drive Simulator Upgrades: $38,000. v Covered Area w/ Concrete Pad and Rehab fans for Rehab and Critique(2): $60,000.
EMPLOYEE ROSTER BUDGET
Category Class Level Title Authorized
State Civil Service 21 Officials 615 Chief Training Officer 1 22 Professionals 624 Recruiting Officer 0 625 Asst. Chief Training Officer 1 645 Training Officer 5
SUBTOTAL 7
Classified 25 Paraprofessional 436 11 Management Assistant 2
SUBTOTAL 2
TOTAL Authorized 9 EXECUTIVE
194 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG FIRE MAINTENANCE 10.10.3030
Gary Foster, Chief of Maintenance
DIVISION OVERVIEW
The Maintenance division maintains all fire apparatus and equipment. This includes fire engines, rescue trucks, ladder trucks, medic units, staff vehicles, hoses, breathing apparatus, ladders and tools. The Division is also re- sponsible for station supplies, overseeing station repairs and furnishing stations.
The Maintenance Division consists of the Chief of Maintenance that oversees the operations of the entire facility and its activities; the Assistant Chief of Maintenance, who supervises day to day management of the facility and reports back to the Chief of Maintenance; one Emergency Vehicle Technician II, four Emergency Vehicle Tech- nicians (EVTs), at the current moment, whose duties are to maintain fire apparatus for the entire de- partment as well serves as the fire department project manager; a Stock Clerk II who maintains the grounds, orders supplies and distributes supplies; and an Administrative Assistant who assist with procurement, accounts receivable and accounts payable; and a newly hired Office Specialist who performs duties as receptionist and assists the Administrative Assistant as well as manages the Collective Data program for inventory and parts tracking.
2019 ACCOMPLISHMENTS
• • Repaired storm damage at fire station 16. BUDGET • Repaired roofs at fire stations 15 and 20. • Bought 1 new ladder truck with funding from insurance settlement on the loss of Truck 8. • Replaced furniture at 6 fire stations. • Started replacing ballast type lighting at fire stations with LED lighting as needed. • Hired replacement stock clerk ll. • Started the process of inputting all custodial supplies in to the collective data tracking system. • Performed major concrete repairs at the Fire Maintenance facility. • Repaired/replaced exhaust removal systems at three fire facilities. • Replaced current bid for bunker gear with a new vendor. This produces an overall cost reduction.
2020 GOALS AND OBJECTIVES
° The management operating objectives of the Maintenance Division are to ensure the National Fire Protection Association (NFPA) recommendations and state laws are followed; preventive maintenance programs are performed; fire apparatus, medic units and equipment are maintained, and vehicle replacement programs are initiated. ° Ensure the Shreveport Fire Department has safe and dependable fire apparatus, medic units, automobiles, and equipment in order for personnel to provide fire and emergency medical services to the citizens of EXECUTIVEShreveport. ° Continue to develop a plan to pursue a bond issue to replace out-of-date fire apparatus. ° Continue implementation of Fire Equipment replacement schedule by replacing fire hoses and equipment on four front line vehicles.per year
CITY OF SHREVEPORT 195 2020 ANNUAL OPERATING BUDGET
° Continue to work with current administration of the important need of a vehicle replacement plan as presented to the Fire Chief from the Chief of maintenance. Most daily use vehicles have well over 100,000 miles on them and exceed ten years old. This continues to be an issue in 2019, with expectation of improvement in 2020, with use of pending bond issue. ° Continuation with vehicle exhausts removal repair and replacement. ° Continuation of fire station renovations and repairs. Develop a justification document to create a separate sub object dedicated to fire station repair and renovations in the amount of $100,000 annually for at least the next five years. As time goes by, and we continue to function the way we are now we will eventually be in a position of having to declare some stations uninhabitable.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Fire Equipment Average fleet age (months) 156 204 252 Average miles driven/year 11,790 9,976 11,500 Operating/maintenance expenses per mile $1.20 $2.08 $2.63 EMS Equipment Average medic unit age (months)BUDGET 96 68 90 Average miles driven/year 25,183 30,547 27,000 Operating/maintenance expenses per mile $.76 $1.11 $1.75 Number of Fire apparatus repairs 723 790 1,323 Rescue truck repairs 65 183 75 Medic unit repairs 394 263 500 Other vehicle repairs (cars and vans) 270 921 1,000 Average downtime/repair order 9.15 14.3 16.4
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 889,800 1,025,900 981,000 1,010,100 -2% Materials and Supplies 1,011,700 1,356,600 1,056,800 1,205,400 -4% Contractual Services 511,500 626,300 450,100 471,100 25% Other Charges 0000 Improvements & Equipment 154,800 138,900 100,000 126,500 0% TransferEXECUTIVE to Other Funds 540,200 378,100 378,100 378,100 0% TOTAL 3,108,000 3,525,800 2,966,00 3,191,200 9%
FULL-TIME EMPLOYEES 10 10 9 12 20%
196 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020
Personal Services for Fire Maintenance decreased by 2% and includes funding for the State-mandated 2% longevity. The contributions to the State pension plan for Fire employees (FRS) projected to remain at 27.75% that began on July 1, 2019. The contributions to the pension plan for city employees (ERS) pro- jected to increase by 2% (from 26% to 28%) January 1, 2020.
FUTURE BUDGET CONSIDERATIONS
v Vehicle Replacement: 2019 total cost for vehicle replacement is $23,765.000. v Twenty-Two (22) New Fire Engines at $650,000 each totaling $14,300,000. v Two (2) Rescue Trucks at $900,000 each totaling $1,800,000. v Six (6) Medic Unit Remounts at $200,000 each totaling $1,200,000. v Three (3) 77’ Ladder Trucks at $900,000 each totaling $2,700.000. v Two (2) 110’ Ladder Trucks at $1,400,000 each totaling $2,800.000. v Ten (10) Battalion Chief/service Vehicles at $37,866 each totaling $450,000. v Eighteen (18) staff vehicles at $25,000 totaling $375,000 v One (1) Air Supply Trailer at $110,000. v One (1) Water Rescue / Swift Water Rescue Boat at $30,000.BUDGET v The vehicle replacement has been identified in the 2019 General Obligation Bond proposal and a 2020 Finance Package identified in the 2020 Budget. . The National Fire Protection Association’s NFPA 1901: Standard for Automotive Fire Apparatus, 2016 Edition – Annex D Guidelines for First-Line and Re- serve Fire Apparatus recommends that Fire Trucks more than 15 years old that have been properly main- tained and that are still in serviceable condition be placed in reserve status. It also states that apparatuses older than 25 years be replaced.
EXECUTIVE
CITY OF SHREVEPORT 197 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized State Civil Service Master Automotive Mechanic (Chief of 21 Officials 619 1 Maintenance) Assistant Master Mechanic (Asst. Chief of 27 Skilled Craft 629 1 Maintenance) Automotive Mechanic (Emergency Vehicle 649 6 Technician-EVT) SUBTOTAL 8
Automotive Mechanic (Emergency Vehicle 27 Skilled Craft 649 1 Technician-EVT)-one vacant funded EVT
TOTAL State Civil Service 8 Classified 22 Professional 437 13 Management Assistant 1 25 Paraprofessional 013 11 Administrative Assistant 1 26 Paraprofessional 208 08 Office Specialist 1 277 09 Stock Clerk II BUDGET1 SUBTOTAL 4 TOTAL (funded positions filled) 12
EXECUTIVE
198 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG FIRE EMERGENCY MEDICAL SERVICES 10.10.3040
George Alamond, Chief of EMS
DIVISION OVERVIEW
The Emergency Medical Services (EMS) division is responsible for the emergency medical and ambulance services provided by the City of Shreveport. It provides emergency care and transportation for sick and injured persons, develops and maintains standards for treatment, issues medical equipment and supplies, and serves at special events.
2019 ACCOMPLISHMENTS
• The Shreveport Fire Department placed six (6) new medic unit chassis online to replace aging medic units. • EMS purchased a new Supply Van to replace the aging Supply Van. The box on this van is larger and capable of making the same amount of deliveries with fewer trips. • New Stroke Guidelines that will better accommodate the needs of the citizens were able to be achieved through mediation between the major hospitals for the Shreveport area. • EMS assisted the Training Academy in hosting the First Annual EMS Madness Symposium. • The Shreveport Fire Department added an additional SPRINTBUDGET Unit to its fleet. • A class was conducted to recruit new and alternate EMS Supervisors.
2020 GOALS AND OBJECTIVES
° Purchase four (4) additional medic units to replace the remainder of the front line fleet which consists of ten (10) front line units. ° Purchase and add to the ten front line medic units, two additional medic units for a total of twelve (12) front line medic units. These units would be placed in or around strategic locations within the inner city to help alleviate medic unit response times and medic unit shortages during peak hours. ° Purchase 13 cardiac monitors to replace twelve older units that will not be warrantied after December 2019. ° Implement a replacement program for costly equipment to ensure that essential lifesaving equipment can be replaced on a regular basis. This would include such equipment as stretchers, cardiac monitors, AED’s, automated CPR devices, medic units, and field computers. ° Obtain one reporting system to combine EMS and Fire/other runs. Currently the Shreveport Fire Department has two reporting systems. EXECUTIVE
CITY OF SHREVEPORT 199 2020 ANNUAL OPERATING BUDGET
The Fire Department responded to 35,240 EMS calls in 2018 and project 36,000 EMS calls in 2019. These calls represent that the origination of the call to Fire Communications was EMS related. BUDGET
The Fire Department EMS personnel transported 17,917 patients in 201 and the projection for 2018 is approximately 18,000.
EXECUTIVE
200 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Number of EMS responses 35,240 36,000 38,000 Patients transported 17,917 18,000 18,000 Average (Code 3) medic unit response time to emergencies 6.46 Minutes 6.46 Minutes 6.46 Minutes % of time advance life support provided in less than 9 minutes 96% 96% 96% Average Responses per medic unit 3,304 3,600 3,300
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 572,100 599,300 606,900 620,700 4% Materials and Supplies 445,200 506,400 502,500 456,600 -10% Contractual Services 81,800 95,800 86,000 86,000 -10% Other Charges 00000 Improvements & Equipment 1,574,700 40,800 19,100 19,200 -53% Transfer to Other Funds 5,044,000 5,000,000BUDGET 4,800,000 5,000,000 0%
TOTAL 7,717,800 6,242,300 6,014,500 6,182,500 -1%
FULL-TIME EMPLOYEES 8 8 8 8 0%
BUDGET CHANGES FOR 2020
Personal Services for Fire Administration includes funding for the State-mandated 2% longevity pay increases and 5% increase in health insurance. The contributions to the State pension plan for Fire employees (FRS) projected to remain at 27.75% that began on July 1, 2019. The contributions to the pension plan for city employees (ERS) projected to increase by 2% (from 26% to 28%) January 1, 2020.
EXECUTIVE
CITY OF SHREVEPORT 201 2020 ANNUAL OPERATING BUDGET
FUTURE BUDGET CONSIDERATIONS
v 12 Lead EKG Monitors ($450,000): We were able to purchase new Lifepak 15 monitors in 2011 leaving us with the need for fifteen additional LP15 monitors. The purchase of these fifteen monitors will allow us to replace the remainder of our current LP12 monitors which are no longer being manufactured. The LP15 is Physio’s upgraded model of the LP12 which they no longer manufacturer. In January 2019, the service contract for the thirteen LP 12’s will be complete. At that time, the LP 12’s will no longer be covered under a service contract. v Request Increase funding in Medical Supplies (Line Item 20.200220) by $100,000: Due to price increases mainly in the area of medications, we cannot continue to operate at the current level any further. It is requested that an additional $100,000 be added to the 2019 EMS Supply Budget so that we can stock our shelves adequately. v Request Increase funding in Acct. #5553 ($100,000): This is to replace the funds that were removed for unknown reasons. This would reduce the need to approach the city council for emergency funding, as well as allowing for the purchasing of vital Emergency Medical Equipment that is outdated or considered unsafe to use during an emergency situation involving our citizens. Furthermore, this would also assist in the purchasing of equipment due to advancing technology which allows the Shreveport Fire Department to remain on the cutting edge of technology. This could include such equipment as:
v I-STAT blood markers for cardiac patients to assist in reducing heart muscle damage.
v Replacing unsafe equipment.
v Software for interfacing data into our Patient Care Reporting Systems. v Patient ID/Information Barcode Scanning Software for patientBUDGET tracking during normal and MCI events.
v Researching new studies of equipment as it becomes available for hospital or EMS operations.
v This is just to name a few things this funding could assist. v Medic Units - 6 (six) - Approximately $1,200,000 dollars): As of 2017, the Shreveport Fire Department was able to purchase six (6) new medic units to replace aging units. Although this was a welcome purchase, we are in need to six (6) additional units to replace the remainder of aging units. The action area (boxes) of the medic units will be taken off the old chassis and mounted onto new chassis, thus saving the city cost for new boxes. v Omega Project (approximate one time cost $175,000): This type of program has been utilized in the UK successfully for over 20 years. In the US it has been implemented in Plano Texas, Seattle WA., Richmond VA., Houston TX., and Philadelphia is soon to do the same. It is estimated that SFD could cut over 4000 EMS calls per year (estimated $600,000). A Nurse/Paramedic Triage System would be utilized to identify specific patients who may qualify for non-ambulance care and treatment, thereby reducing the need to send emergency apparatus unnecessarily. Once a patient is triaged by the emergency medical dispatcher and identified as a candidate, the caller can then be transferred to a registered nurse/Paramedic who will evaluate the patient using scripted questions to further analyze the situation. This nurse could help some callers by providing taxi cab vouchers, make clinic appointments, or other arrangements instead of sending an ambulance to transport them to an emergency department. v Additional Warehouse Stock Clerk (Approximately $30,000/year): In June 2017, the Warehouse suffered greatly when the Warehouse Manager and the Stock Clerk both had to take extended emergency medical leave. As such, there was only one individual left at the Supply Warehouse. In order to meet the demands, personnel were pulled from their regular duties in order to help deliver supplies and to run the EXECUTIVEsupply warehouse. v LUCAS Mechanical CPR Devices ($208,000): The previous mechanical CPR devices owned by the department had passed the manufacturers recommended life span and because of repeated failures was removed from all medic units. The EMS Division began to replace the CPR with another, equally affective device, but are only a third of the way to outfitting all units.
202 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
FUTURE BUDGET CONSIDERATIONS (continued)
v Additional Officer for EMS PALs/Training/Public Education/Investigation (approximately $50,000/year): The EMS Division has been actively engaged in PALs (Public Assistance Link) Program in which clients are recommended for specialized intervention ranging from simple matters such as obtaining a wheel chair ramp to more progressive interventions such as placement in a nursing or rehab facilities. The PALs coordinator serves to provide the link between the client and the needed service. Furthermore, there has been an increase in calls requesting EMS training and education from both public and private agencies. These request range from education on heat related emergencies to teaching young children safety. Most high volume EMS systems assign one full time employee to investigate serious allegations regarding adverse medical field incidents. Paramedic supervisors usually initiate incident reports. However, they then go off duty, (for up to 6 days). Without an office-located position to receive, track, investigate further and recommend actions, these incidents can and do fall through the cracks. v Bariatric Medic Unit (Approximately $300,000): Shreveport Fire Department has no method of transporting extremely obese patients in a manner that allows for them to maintain their dignity. Often, a current medic unit must be stripped down on the inside and the patient laid on the floor due to the stretcher not being large enough to hold the patient. A proper Bariatric Unit will consist of an oversized stretcher plus a mechanical loading system to help guide the patient safely into the unit. This system will not only help the patient but will be an invaluable injury prevention measure for the EMS workers. v Video Conference/Phone Conference Capability (Unknown at this time): This would have to include an upgrade of our current analog phone lines at Central Fire Station. If placed in the conference room located at Central Fire Station, this would allow for the reduction in travel expenditures and time spent traveling to and from required meetings held in other locations such as Baton Rouge and Alexandria. It would also allow for conference calls for many numbers of reasons. Advantages include:BUDGET
v This could be utilized by all department personnel for meetings.
v Reducing a tremendous expenditure on fuel and wear-and-tear on vehicles.
v Statewide communication during large scale events.
v Multi-agency Training.
v In-servicing on new equipment.
v Train the trainer’ in-servicing.
EXECUTIVE
CITY OF SHREVEPORT 203 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
State Civil Service 21 Officials 616 Chief of EMS 1 622 Asst. Chief of EMS 1 642 EMS Officers 3
SUBTOTAL 5
Classified 25 Paraprofessional 436 11 Administrative Assistant 1 26 Office/Clerical 301 12 Supervisor Warehouse 1 277 09 Stock Clerk II 1
SUBTOTAL 3
TOTAL 8 BUDGET
EXECUTIVE
204 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG FIRE COMMUNICATIONS 10.10.3050
Kim L. Tolliver, Chief of Communications
DIVISION OVERVIEW The Fire Communications Division of the Shreveport Fire Department serves as the primary answering point for 9-1-1 calls in Caddo Parish. Division personnel process all Fire and EMS emergency calls for service in the City of Shreveport and all Caddo Fire Districts. Fire Communications Officers also create events for various law en- forcement agencies responding to Fire and EMS emergencies and route callers to the appropriate law en- forcement agency when needed.
The Communications Division Admin and IT staff are responsible for the purchase and maintenance of all SFD communications equipment including: phones, radios, station computers, mobile data computers, and provide service for the entire SFD division. This division is also responsible for records management and project man- agement oversight on all IT projects. Communications is responsible for recruiting, hiring, and training all of its members. The Division is comprised of four sections: Administration, Training, Operations, and Information Technology.
As you can see in the first chart below, the number of actual events being dispatched rises each year. The sec- ond chart clearly indicates that our city operates 24 hours a day and although the call volume decreases some around the early morning hours, the call volume quickly rises and weBUDGET stay at our maximum from 7am until mid- night each day.
The performance measures in this document clearly show that our call volume has increased each year. This is the actual number of 9-1-1 calls answered by the Shreveport Fire Department. All of our calls are answered within 40 seconds or less.
Communications is contractually obligated to answer the 9-1-1 calls in Caddo parish and to dispatch Fire and EMS for the Caddo Fire Districts. The Caddo Communications District reimburses for the CFD dispatcher and provides parish-wide emergency communications equipment and maintenance in exchange. The City of Shreve- port expects this division to make sound decisions and take our responsibility seriously when recruiting, hiring, training, and managing the operations of the emergency communications center. The City receives a great ben- efit from this agreement by continuing to meet our obligation.
One way we do this is by maintaining our CALEA accreditation. Our Fire Communications Division has been accredited since 2003 and we remain the only CALEA accredited fire service communications agency in the na- tion. We meet over 200 standards to ensure that we operate to the best industry standards. Following these stan- dards helps to reduce liability to the City, increase transparency and expands accountability to our citizens. EXECUTIVE
CITY OF SHREVEPORT 205 2020 ANNUAL OPERATING BUDGET
2019 ACCOMPLISHMENTS
Major accomplishments for the division in 2018 include the following: • Promoted two new Fire Communications Officer II’s. • Promoted a new Management Assistant. • Filled all funded FCOI vacancies with the exception of one. • Began one FCOI Basic class on May 1, 2018. • With funds from Caddo 9-1-1, we were able to send two employees to the APCO International Annual Conference in Las Vegas, NV.
2020 GOALS AND OBJECTIVES
° Upgrade our NICE System (Audio Log Screen and Program). ° Achieve APCO P33 Compliance. ° Replace 18 MDC’s for Operations. ° Achieve our Fifth Consecutive CALEA accreditation. ° Fill the vacancies in the Communications Center. BUDGET ° Send at least three (3) employees to APCO Conference. ° Acquire dedicated funding for Information and Technology needs for our department. ° Send at least two (2) employees to the National Fire Academy. ° Focus on Succession Planning and Career Progression for the Communications Division members, especially those interested in promoting to Chief Office positions.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Number of 9-1-1 calls received 249,537 242,332 250,000 City Fire/EMS incidents processed 38,027 43,748 44,500 Parish Fire/EMS incidents processed 10,782 12,268 12,500 % callsEXECUTIVE answered within 40 seconds 100% 100% 100%
206 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
BUDGET
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 3,319,600 3,758,900 3,303,400 3,827,800 2% Materials and Supplies 10,400 13,600 9,600 10,400 -24% Contractual Services 155,300 190,300 188,100 187,500 -1% Other Charges 0000 Improvements & Equipment 6,900 117,100 117,100 55,600 -53% Transfer to Other Funds 00000 TOTAL 3,492,200 4,079,900 3,618,200 4,081,300 0%
FULL-TIMEEXECUTIVE EMPLOYEES 39 42 40 46 10%
CITY OF SHREVEPORT 207 2020 ANNUAL OPERATING BUDGET
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 3,373,814 3,661,600 3,445,400 3,758,700 3% Materials and Supplies 8,524 10,900 10,800 10,900 0% Contractual Services 157,580 187,000 180,500 187,000 0% Other Charges 0000 Improvements & Equipment 6,033 5,600 5,600 55,600 893% Transfer to Other Funds 0000 TOTAL 3,545,952 3,856,100 3,642,300 4,012,200 4%
FULL-TIME EMPLOYEES 39 42 40 46 10% BUDGET CHANGES FOR 2020
Personal Services for Fire Communications increases by 2% due to the state mandated 2% increase for civil service employee and a 5% increase in healthcare. The contributions to the State pension plan for Fire employees (FRS) projected to remain at 27.25% on July 1, 2020. The contributions to the pension plan for city employees (ERS) projected to increase by 2% (fromBUDGET 26% to 28%) January 1, 2020. FUTURE BUDGET CONSIDERATIONS v HIGH PRIORITY (ONE-TIME FUNDING) Replace Mobile Data Computers in all Front-Line Apparatus ($70,000): Our front-line apparatus (30 units) operate using mobile data computers that are well over their expected life cycle. We continue to have repair expenses as a result. In addition, the current “touch-screen” computer is not compatible with the latest MPS software upgrade and causes delay and confusion when field personnel update their status. As with the upgrade to the new CAD radio system, our computers will be obsolete January 2019. v HIGH PRIORITY (Recurring) Replace 66 desktop/laptop computers operating on Windows 7 ($165,000): It is very important for consistency, maintenance, and cost of repair that all of our computers operate on the same system. The Caddo911 LAN has been upgraded and at some point will no longer supports windows 7. Microsoft will no longer support the operating system fully January 14, 2020. v HIGH PRIORITY (Recurring) Purchase equipment for the Emergency Communications Back-Up Facility ($25,000): Currently, the Shreveport Fire Department Communications Division back-up center’s location is strictly limited to the 9-1-1 calls and immediate dispatch function. There is no ability to answer the 7-digit emergency line used by alarm companies and others who call for emergency help but choose not to use 9-1-1. There is no space to perform daily operations of our Biotel position or any of the non-emergency functions of our division. As a result, we need to transform the training room, at Fire Maintenance, into a back-up facility so that we could maintain emergency operations. Fiber optic wiring has been installed for internet access; however, we must upgrade the phone system, modify the space with additional data and electrical ports, purchase computers, and purchase a back-up server. Al- though the primary purpose is for the back-up facility, the additional computers and phones would allow this area to be used by others within the department for training, SFD operational center, and for other di- EXECUTIVEvisions if there were a need to relocate from their current location v HIGH PRIORITY (Recurring) Overtime ($230,000): Staffing analyses clearly show that in order to properly operate, we must have a minimum of eight (8) communications officers on duty at all times. Due to budget shortages, we are forced to operate with only seven (7) when there is unexpected absences,
208 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
FUTURE BUDGET CONSIDERATIONS (continued)
attrition and sickness. Even operating with 7, we have been over budget in our overtime since the budget cuts were implemented. This year, I anticipate an overage of $230,000. Once we are fully staffed, it will help however; it does not solve the problem of providing our employees with necessary training. We need the additional overtime funding to properly staff the communications division. v MEDIUM PRIORITY (Recurring) . Information Technology Equipment Replacement Schedule ($50,000): The costs to maintain the Information/Technology functions continue to increase as needs are identified and the equipment and systems used continue to age. In order to maintain a pro-active position with respect to equipment replacement and repair, it is imperative that we implement a funded equipment v MEDIUM PRIORITY (ONE-TIME FUNDING) Training for the I/T Specialists ($6,000): It must be noted that the Communications Division assumed responsibility for the management and operations of the IT Section in 2002 without benefit of any additional increases in our operating budget. Since that time, we have been reallocating training funds dedicated to communications personnel to meet the professional development needs of the two IT personnel. Unfortunately, the costs have increased, especially for technical training. With necessary travel to CALEA and APCO over the last few years, our personnel in IT have not received any training. v MEDIUM PRIORITY (Recurring) Training for new Chief of Communications and Assistant Chief of Communications ($10,000): The Communications Division’s Chief and Assistant Chief of Communications need to continue to network with public safety communications leaders in order to build relationships and learn about their new roles and responsibilities. Conferences like APCO and NENA can help; however, the accreditation training is a must in order to run this organization. There are also state meetings and regional groups they should connect with and actively participate in to cross-pollinate best industry practice. BUDGET v MEDIUM PRIORITY (Recurring) Staffing Increase: Add One (1) IT Specialist (current salary and benefits): As the department’s demands on data communications continue to rise, so do the demands on our IT section. We will have to address the increased workload soon. v (Recurring) Create IT Specialist II (current salary and benefits for IT Specialist and add a minimum of $100.00): With the added demands on our IT staff, the IT Section is extremely busy. Project management is often challenging. By having a designated supervisor in the IT Section, it will make the operation work much better and with a more coordinated effort. This person could manage the day-to-day operation and staff. v LOW PRIORITY (One Time Funding) Power DMS Job-wide ($50,000 plus annual fee): Power DMS is a software package that allows you to manage your policy and procedures, and conduct electronic employee training, surveys, and testing. The benefits include having the knowledge that your policies are up-to-date and read by your employees and the amount of overtime you could save by conducting your training electronically would pay for the software program. It is a very small price to pay for a job-wide benefit. Without a dedicated Human Resource Manager within our department, policy management is critical. The current SFD policies are not managed properly and pose a major liability risk. EXECUTIVE
CITY OF SHREVEPORT 209 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
State Civil Service 21 Officials 627 Chief of Communications 1 22 Professionals 485 Information Technology Specialist 2 628 Asst. Chief of Communications 1 647 Fire Communication Officer I 32 669 Fire Communication Officer II 8 SUBTOTAL 44 Classified 22 Professional 437 13 Management Assistant 2 SUBTOTAL 2
TOTAL BUDGET46
EXECUTIVE
210 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
ENGINEERING AND ENVIRONMENTAL SERVICES
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 211 2020 ANNUAL OPERATING BUDGET
DEPARTMENT OF ENGINEERING AND ENVIRONMENTAL SERVICES
CITY ENGINEER
CONFIDENTIAL SECRETARY
GIS ADMINISTRATOR OFFICE ASSOCIATE
GIS ANALYST MANAGEMENT ASSISTANT (CONTRACTS) PROP. MGMT. ADMINISTRATOR
FISCAL COORDINATOR PROP. MGMT. SPECIALIST MANAGEMENT ASSISTANT (2)
ADMIN. ASSISTANT ENVIRONMENTAL SERVICES MANAGER
ASSISTANT CITY ENGINEER BUDGET WATER & SEWERAGE SAFETY ENVIRONMENTAL SPECIALIST II CONTROL SUPERVISOR
CIVIL ENGINEER IV (2) PRETREATMENT SUPERVISOR ENVIRONMENTAL CONTROL TECH (2) STORMWATER CONSTRUCTION INSPECTOR (3) SUPERVISOR ENVIRONMENTAL PRETREATMENT PRETREATMENT CONTROL OFFICER INSPECTOR (3) SPECIALIST
STORMWATER STORMWATER EROSION CONTROL ASSISTANT CITY ENGINEER INSPECTOR SPECIALIST INSPECTOR DRAINAGE, FLOODPLAINS & PRIVATE DEVELOPMENT ASSISTANT CITY ENGINEER ROADWAYS & BRIDGES CIVIL ENGINEER IV ENG. TECH III (1)
DRAFTER (2) CONSTRUCTION INSPECTOR (3) CIVIL ENGINEER IV PROJECT ADMIN.
DRAFTER CONSTRUCTION INSPECTOR (3) PLANSEXECUTIVE EXAM (2) RECORD SPEC.
212 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
ENGINEERING AND ENVIRONMENTAL SERVICES DEPARTMENT SUMMARY
Patrick Furlong P.E., City Engineer
DEPARTMENT OVERVIEW
The Department of Engineering and Environmental Services includes the divisions of (1) Engineering and (2) Environmental Services.
DEPARTMENT MISSION
“The goal of the Department of Engineering and Environmental Services is to provide professional engineering, property management, and environmental support and guidance for all City operations, for the greater good of City residents, consistent with the goals of the Shreveport-Caddo 2030 Master Plan.”
Division of Engineering: The Division of Engineering is responsible for all design and construction activity on streets, drainage, water and sewer projects done for the City. This includes plans for the construction, repair and improvement of streets, sidewalks, alleys, storm sewers, drains, street lighting, wastewater collection systems, water distribution systems, wastewater treatment and water purification plants. This division providesBUDGET plan reviews and site inspections on private development projects where the infrastructure is donated to the City to assure that City standards are met. The division also provides flood plain management services and permit review.
Included in the Division of Engineering are the Property Management, GIS, and Contract Sections. The Property Management Section is charged with overseeing the city’s adjudicated property program, acquiring parcels to support capital project work, prepare ordinances for closure/abandonment of street R/W, prepare ordinances for annexations, and work closely with Community Development in identifying and surveying proposed areas for revitalization in the targeted neighborhoods. The GIS Section creates updates and maintains all city GIS utilities and political boundaries, educates other city departments in the use of GIS technology, creates custom applications for other departments, and acts as a GIS liaison between IT and other city departments. The Contract Section prepares all capital project design, professional service, construction and commodity contracts and change orders for the department.
Division of Environmental Services: The Division of Environmental Services monitors and provides guidance on environmental and related regulatory matters affecting city operations with primary focus on water, sewer & public works issues. Staff administers the Cross Lake watershed protection program and oversees protection of the lake from pollution. They also oversee the city’s industrial pretreatment, storm water, noise/odor management and energy efficiency programs in addition to environmental initiatives such as the city’s Brownfields program and air quality compliance. EXECUTIVE
CITY OF SHREVEPORT 213 2020 ANNUAL OPERATING BUDGET
DEPARTMENT FUNDING
Division 2018 2019 2019 2020 % Full-Time Funding ACTUAL BUDGET ESTIMATE BUDGET CHANGE Employee Engineering 2,283,605 2,801,500 2,766,100 3,501,100 25% 36 Environmental Affairs 1,160,389 1,525,200 1,393,100 1,444,400 -5% 15
TOTAL 3,443,994 4,326,700 4,159,100 4,945,400 14% 51
APPROPRIATIONS
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 3,025,768 3,564,000 3,466,200 4,152,700 17% Materials & Supplies 102,003 142,300 108,400 85,600 -40% Contractual Services 268,407 521,100 496,600 485,200 -7% Other Charges 00000% Improvements & Equipment 37,816 99,300 91,000 221,900 123% Transfers to Other Funds 00000% TOTAL 3,433,994 4,326,700 4,102,200 4,945,400 14%
BUDGET CHANGES FOR 2020 BUDGET
Engineering Division: Our proposed Operating Budget for 2020 is $3,501,000 which reflects an increase of 25%. The increase of 3% is due to the increased cost of the retirement plan, the increased cost of in- surance and the purchase of two vehicles. This 3% increase did not increase the overall budget since the Environmental Division was able to make some cuts. The additional 16% increase is due to funding for a new permitting group. This group will oversee private utilities and others that cut and patch the roadway. They will also oversee the permitting of small wireless facilities among many other permits. This 16% in- crease in expenditures will be offset by an equal or greater revenue from the collection of permit fees from the new permits. The remaining 6% increase is from the addition of a Division Chief position to aid in the oversight of the Consent Decree work. This increase will be offset by funds transferred from the Water and Sewer Enterprise Fund. Environmental Services Division: The 2020 operating budget for the Environmental Services division will be about 5% lower than the 2019 budget, despite the mandated increases in city contributions to em- ployee health insurance and pensions. This is primarily due to the fact that no vehicles were budgeted for purchase in 2020. Departmental: The Department of Engineering and Environmental Services shows an overall net change of 10% in expenditures. This 10% increase over the 2019 Budget is exclusively due to the new permitting group. This 10% increase in expenditures will be offset by an equal or greater revenue from the permit fees.
FUTURE BUDGET CONSIDERATIONS
vEXECUTIVECity Surveyor $117,000 v Second GIS Analyst Position $82,000 v Trade-in upgrade of two GPS units for Engineer $12,000 v Asset/Document Management Position $84,000
214 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
FUTURE BUDGET CONSIDERATIONS (continued)
v Administrative Assistant (2) $90,000 v Stormwater Specialists (2) $98,000 v Replacement Vehicles (6) $150,000 ENGINEERING TOTAL $498,500
v City Surveyor : Decades ago the City had many survey crews. We currently have zero. The City needs a City Surveyor to oversee servitudes and the subdivision of property. Currently, the engineers, property management group, GIS staff and the drafter assist in this task. However, none of us are surveyors. This is a very inefficient use of staff and it causes complications. v Electronic Plan Submittal Software: Multiple copies of plan design are printed out, rolled up and driven and mailed back and forth between the Department and private engineers. In many cases the submittal/resubmittal process goes through three to five iterations taking as much as eighteen months before the plans are finally “approved” by the City and construction can begin on the project. Thus, the Engineering Department is proposing a software solution that can: reduce the review plan process time by 20 to 50 percent; improve accuracy of data transmitted; enhance collection revenue; enhance ability to perform parallel plan review among different agencies; reduce space and retrieval problem associated with paper blueprints; and reduce the amount hands-up digitizing spent on inputting utility services into the City’s GIS database. BUDGET v Additional GIS Analyst Staff: The Department of Engineering and Environmental Services has come far in updating water and sewer data. However, the need to create and maintain stormwater and right-of way GIS database still is a high priority. Especially, when keeping up with Capital Improvement Projects and City Wide Improvements. Also, more and more city departments are requiring GIS services from the Engineering Department. Currently, some of these services cannot be fulfilled due to the lack of professional GIS staff. Furthermore, City staff is seeking specialized web applications to connect to GIS databases out in the field. This requires specialized professionals in the area of GIS application development. Therefore, Engineering is seeking to add additional GIS Analyst into its current team of GIS professionals. v Trade-in upgrade of two GPS units for Engineering: The Department of Engineering and Environmental Services currently has several handheld GPS data collection devices. These devices are outdated but do have a trade in value. These units could be traded in to help offset the cost of new units. The new units would allow our staff to collect data on projects for as built information. v Asset/Document Management Position: With the addition and implementation of the Asset Management, Pavement Management, Work Order Management, it will be necessary to hire an individual to manage this system for this department. In addition to this position the Department will also participate in the hiring of Asset Management Software support staff for IT. This position can also manage the vast amount of documents that the Department maintains. v Administrative Assistant: Due to the anticipated work load increase as a result of Consent Decree requirements it is necessary to hire an additional staff member to support the contract section area. This position will assist in the development of contracts and in making partial payments to the numerous parties. v Replacement Vehicles: The current vehicular fleet is aging and replacement of these aging vehicles EXECUTIVEneds to be considered.
CITY OF SHREVEPORT 215 2020 ANNUAL OPERATING BUDGET
FULL TIME EMPLOYEES
BUDGET
EXECUTIVE
216 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG ENGINEERING AND ENGINEERING 10.33.3310 ENVIRONMENTAL SERVICES
Patrick Furlong, P.E., City Engineer
DIVISION OVERVIEW
The Division of Engineering is responsible for all design and construction activity on streets, drainage, water and sewer projects managed by for the City. This includes plans for the construction, repair and improvement of streets, sidewalks, alleys, storm sewers, drains, street lighting, wastewater collection systems, water distribution systems, wastewater treatment and water purification plants. This division provides plan reviews and site inspections on private development projects to assure that City standards are met. The division also provides information on flood hazard areas, flood plain management and property descriptions.
Effective May 13, 2014 the Engineering Division, in combined efforts with City Administration and the Department of Water & Sewerage, is responsible for compliance with requirements defined in a Consent Decree negotiated between the City, U.S. Department of Justice (DOJ) and the EPA to address the city’s violation of the Clean Water Act. This Consent Decree requires the City to fully characterize and assess the physical condition of the sewer infrastructure and will require funding for assessments, repairs and rehabilitation to the sewer system totaling over $500 million dollars. It is estimated that over $285 million in capacity improvement projects may also be needed. Under terms of the agreement, the City has 12 years to perform repairs to its system and comply with all Consent Decree requirements based upon the scheduleBUDGET approved by the court. The Engineering Division manages the Consultants charged with Sanitary Sewer Assessment, Wastewater Master Planning, and Program Management services as well as capital projects to implement the findings.
Included in the Division of Engineering are the Property Management, GIS, and Contract Sections. The Property Management Section is charged with overseeing the city’s adjudicated property program, acquiring parcels to support capital project work, prepare ordinances for closure/abandonment of street right-of-way, prepare ordinances for annexations, and work closely with Community Development in identifying and surveying proposed areas for revitalization in the targeted neighborhoods. The GIS Section creates updates and maintains all city GIS utilities and political boundaries, educates other city departments in the use of GIS technology, creates custom applications for other departments, and acts as a GIS liaison between IT and other city departments. The Contract Section prepares all capital project design, professional service, construction and commodity contracts and change orders for the Department.
2020 ACCOMPLISHMENTS
• At the direction of the Administration, the Department worked to get a new Program Manager of the Con- sent Decree work. • The Project Management Positions were reorganized to update our department to modern positions and more competitive salaries. • The process has been started to oversee and permit private utilities and others that do work in the right- of-way to have better quality control over the patching of City roads. • The Department published and online project map. EXECUTIVE• The Department rightsized our software subscription for GIS. • Improved the private development process by going from unwritten guidelines and policies to having applications and checklist.
CITY OF SHREVEPORT 217 2020 ANNUAL OPERATING BUDGET
2020 ACCOMPLISHMENTS (continued)
• Adapted to the use of MGO for permitting to streamline and expedite the process. • The Department continues to meet with the Chamber of Commerce, the Surveying society, private developers and other outside entities to better serve the citizens. • The Infrastructure Report is currently being updated. • Evaluating and setting standard operating procedures for servitude acquisition. • The Department continues to rebuild with the new leadership team in place. • Started working with Public Works and the Water and Sewer to improve their patching of roads.
2020 GOALS AND OBJECTIVES
• Update and revise the code of ordinances that relate to the Department. • Implement a utility phase for infrastructure projects. • Implement a document management system. • Issue standard operating procedures for the Department. • Continue to work with the Permit Department to improve permitting when it is related to City infrastructure. • Implement new standards and a new process for plat review. • Reestablish City survey monuments.
PERFORMANCE MEASURES BUDGET
2018 2019 2020 ACTUAL ESTIMATE GOAL Number of capital projects managed 143 126 170 Design consultant contracts managed 26 26 35 In-house designs completed 18 26 25 Value of construction contracts awarded $168,000,000 $156,000,000 $182,000,000 Flood plain inquiries received 50 50 50 Map room inquiries received 500 500 500 New developments reviewed 13 15 25
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 2,136,543 2,566,000 2,563,000 3,178,200 24% Materials and Supplies 60,808 95,000 65,500 39,600 -58% Contractual Services 62,454 107,000 104,000 71,100 -34% Other Charges 00000% ImprovementsEXECUTIVE & Equipment 23,800 33,500 33,500 212,000 533% Transfer to Other Funds 00000% TOTAL 2,283,605 2,801,500 2,766,000 3,501,000 25%
FULL-TIME EMPLOYEES 36 36 36 36 0%
218 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020
Our proposed Operating Budget for 2020 is $3,501,000 which reflects an increase of 25%. The in- crease of 3% is due to the increased cost of the retirement plan, the increased cost of insurance and the purchase of two vehicles. This 3% increase did not increase the overall budget since the Envi- ronmental Division was able to make some cuts. The additional 16% increase is due to funding for a new permitting group. This group will oversee private utilities and others that cut and patch the road- way. They will also oversee the permitting of small wireless facilities among many other permits. This 16% increase in expenditures will be offset by an equal or greater revenue from the collection of per- mit fees from the new permits. The remaining 6% increase is from the addition of a Division Chief po- sition to aid in the oversight of the Consent Decree work. This increase will be offset by funds transferred from the Water and Sewer Enterprise Fund.
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 219 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized Appointed 21 Officials 842 A City Engineer 1 864 A Assistant City Engineer 3 SUBTOTAL 4 Classified 22 Professionals 87 19 Civil Engineer IV 4 146 13 Fiscal Coordinator 1 479 15 Project Administrator 1 488 15 GIS Analyst 1 337 17 Property Management Administrator 1 437 13 Management Assistant 3 799 A GIS Administrator 1 208 7 Office Associate 1 SUBTOTAL BUDGET13 23 Technicians 126 11 Drafter 3 141 14 Engineering Tech III 1 166 13 Plans Examiner 2 410 12 Construction Inspector 9 338 15 Property Management Spec. 1
SUBTOTAL 16
24 Paraprofessional 436 11 Administrative Assistant 1 SUBTOTAL 1
26 Office/Clerical 243 8 Records Specialist 1 822 A Confidential Secretary 1 SUBTOTAL 2 EXECUTIVETOTAL 36
220 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG ENGINEERING AND ENVIRONMENTAL SERVICES 10.33.3315 ENVIRONMENTAL SERVICES
Wes Wyche, Environmental Services Manager
DIVISION OVERVIEW
The Division of Environmental Services monitors and provides guidance on environmental and related regulatory matters affecting city operations with primary focus on water, sewer & public works issues. Staff administers the Cross Lake watershed protection program and oversees protection of the lake from pollution. The division also oversees the city’s industrial pretreatment, storm water, noise/odor management and energy efficiency programs in addition to environmental initiatives such as the city’s Brownfields and air quality protection pro- grams.
2019 ACCOMPLISHMENTS
• Implemented new permit program for tracking the hauling and disposal of restaurant waste grease. • Continued oversight of local “ozone advance” initiative by overseeing the implementation of local voluntary controls and practices to reduce emissions of pollutants that cause ozone (smog). • Continued oversight of City’s Brownfields program, including utilization of EPA grant funding for environmental assessments of various properties in Cross Bayou Corridor, Shreveport Common and other areas. BUDGET • Co-hosted regional Brownfields conference to promote awareness of and interest in programs/resources for developing properties that are contaminated or are perceived as contaminated. • Prepared various DEQ permit renewal applications for Water & Sewerage and Public Works Departments. • Implemented new biomonitoring program for Cross Lake, in light of recent issues experienced in water bodies throughout the country. • Continued to improve oversight of and response to sanitary sewer overflows and private sewer overflows, .in effort to better track overflows and lessen environmental impact • Continued successful nuisance vegetation management efforts in Cross Lake, to contain and minimize impact of salvinia. • Through storm water inspection program, required corrective actions to be taken at various industrial/commercial sites to decrease potential of offsite water pollution from those sites. • Assisted Water and Sewer, Public Works, SPAR, and Community Development departments with en- vironmental/regulatory compliance issues affecting those departments.
2020 GOALS AND OBJECTIVES
° Consider new environmental assessment and cleanup grant opportunities. ° Explore potential outsourcing of Brownfields program using existing revolving loan fund, in effort to improve and better market the Brownfields program. EXECUTIVE° Enhance/improve monitoring of City’s underground storage tanks, in anticipation of new regulatory requirements.Enhance/improve monitoring of City’s underground storage tanks, in anticipation of new regulatory requirements. ° Continue enhanced water quality screening/monitoring of all subwatersheds within the City, including Cross Lake Watershed.
CITY OF SHREVEPORT 221 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Pretreatment inspections/surveys 593 600 600 Cross Lake watershed inspections 1797 1800 1800 Stormwater monitoring inspections 1025 1100 1100 Grant funds received for environmental/energy programs 0 0 200,000
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 899,225 998,000 903,200 974,500 -2% Materials and Supplies 41,195 47,300 42,800 45,900 -3% Contractual Services 205,953 414,100 389,600 414,100 0% Other Charges 00000% Improvements & Equipment 14,016 65,800 57,500 9,900 -85% Transfer to Other Funds 00000% TOTAL 1,160,389 1,525,200BUDGET 1,393,100 1,444,400 -5% FULL-TIME EMPLOYEES 15 15 15 15 0%
BUDGET CHANGES FOR 2020
The 2020 operating budget for the Environmental Services division will be about 5% lower than the 2019 budget, despite the mandated increases in city contributions to employee health insurance and pensions. This is primarily due to the fact that no vehicles were budgeted for purchase in 2020.
FUTURE BUDGET CONSIDERATIONS
v A larger stormwater staff would provide better monitoring and oversight of industrial and construction activities which impact local water quality, and would also help from an employee safety standpoint. However, the minimum requirements of the City’s storm water permit should be able to be met with EXECUTIVEexisting staff and resources.
222 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Officials 541 A Environmental Services Manager 1 SUBTOTAL 1 Classified 22 Professional 363 15 Cert. Environmental Control Officer 1 SUBTOTAL 1
23 Technicians 256 13 Safety Specialist II 1 343 17 Cert. WW Pretreatment Supervisor 1 377 17 Cert. Storm Water Supervisor 1 340 17 Cert. Env. Control Supervisor 1 341 15 Cert. Pretreatment Inspector 3 354 15 Cert. Storm Water Inspector 1 349 14 Cert. Pretreatment Specialist 1 350 14 Cert Storm WaterBUDGET Specialist 1 346 13 Cert. Erosion Control Inspector 1 093 10 Environmental Control Technician 2
SUBTOTAL 13
TOTAL 15
EXECUTIVE
CITY OF SHREVEPORT 223 2020 ANNUAL OPERATING BUDGET
BUDGET
EXECUTIVE
224 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
PUBLIC WORKS
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 225 2020 ANNUAL OPERATING BUDGET
DEPARTMENT OF PUBLIC WORKS
DIRECTOR
ADMINISTRATION PERMITS & INSPECTIONS
CHIEF OF OFFICE ADMIN (1)
DEPUTY DIRECTOR (1) (CHIEF BUILDING OFFICIAL) MANAGEMENT ASST (1) CHIEF AIR CONDITION INSP (0)
ASSISTANT TO DIRECTOR (1) ADMIN ASST (1) CHIEF BUILDING INSP (1)
OFFICE SPECIALIST (4) CHIEF ELECTRICAL INSP. (1) ADMIN ASST (2) CHIEF PLUMBING INSP. (1)
A/C HEATING INSP (2)
BUILDING INSP (4)
PLANS EXAMINER (2)
ELECTRICAL INSP (4) BUDGETPLUMBING INSP (4)
STREETS & DRAINAGE TRAFFIC ENGINEERING FLEET SERVICES
SUPERINTENDENT (1) CITY TRAFFIC ENGINEER SUPERINTENDENT (1)
ASST. SUPT., PW (1) MANAG. ASST. (1) WAREHOUSE SUPV (1)
TRAFFIC ENG II (1) CHIEF SUPV (2) CREW LEADER (3) ADMIN. ASST. (1) STOCK CLERK II (2) CHIEF ADMIN MANGER (1 ASST. SUPERINTENDENT (1) MANAGEMENT ASST. (1) SUPERVISOR (1) TRAFFIC CONTROLLER II (12) CHIEF SUPV MANAGEMENT ASST (1) CHIEF SUPERVISOR (5) VEHICLE MAIN. (2) OFFICE SPEC (1) SUPV WAREHOUSE (1) TRAFFIC CONTROLLER I (6) ADMIN ASST (1) SUPV WAREHOUSE (1) MASTER CERT ENG TECH II (1) REP., TRAF SIGNAL II (3) MECHANIC (1) OFFICE SPEC (1) SUPERVISOR (1) TRAFFIC ENG TECH (2) REP., TRAF SIGNAL I (3) SR CERT AUTO D/O HEAVY EQUIPMENT (19) MECHANIC (2) REPAIRER, CONSTR. TRAF CONT II (1) D/O LIGHT EQUIPMENT (16) TRAFFIC SIGNAL III (1) CNG/HYBRID CERT MECHANIC (2) MAINTENANCE MECHANIC I (1) MECHANIC AUTO (5) CONSTRUCTION TECHNICIAN (1) CREW LEADER (1) CARPENTER (1) DRIVER/REP., TIRE (1) CREW LEADER (15) AUTO SUPV CREW MEMBER (38) ATTENDANT II (1)
STOCK CLERK II (1)
MAINTENANCE MECHANIC III (2)
EXECUTIVE
226 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
PUBLIC WORKS DEPARTMENT SUMMARY
INTERIM DIRECTOR GL 10.35.3510 Gary Norman
DEPARTMENT OVERVIEW
The Public Works Department is responsible for maintaining the City’s street, drainage systems, traffic signals and street lights, the maintenance and repairs of many city vehicles, except for Police and Fire vehicles, as well as providing solid waste collection and disposal services. In 2019, Solid Waste became an Enterprise Fund within the Public Works Department.
The department also includes Permits and Inspections, which issues construction permits and inspects the work for code compliance for the City of Shreveport, Caddo Parish and the Town of Blanchard.
2019 ACCOMPLISHMENTS
• Implementation of My Government Online (MGO) program. 2020 GOALS AND OBJECTIVES BUDGET ° See Goals and Objectives within each division.
DEPARTMENT FUNDING
Division 2018 2019 2019 2019 % Funding ACTUAL BUDGET ESTIMATE BUDGET CHANGE Administration 568,549 578,400 612,900 548,800 -5% Fleet Services 3,104,930 3,288,700 3,036,500 3,204,900 -3% Permits and Inspections 1,208,444 1,580,800 1,615,000 1,648,900 4% Traffic Engineering 4,939,184 4,528,100 4,587,000 4,712,600 4% Streets & Drainage 7,005,848 6,606,200 7,548,100 7,601,500 15% TOTAL 16,826,955 16,582,200 17,400,300 17,716,300 7%
*1.5 million transferred back into Streets & Drainage ($16,192,700) (Target $16,192,715) for streets, sidewalks and drainage repair. Funding coming from the Streets Special Revenue Fund. EXECUTIVE
CITY OF SHREVEPORT 227 2020 ANNUAL OPERATING BUDGET
APPROPRIATIONS
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET Change Personal Services 11,518,253 8,031,600 7,832,000 8,463,,400 -30% Materials & Supplies 3,620,494 3,425,000 3,427,000 2,938,600 -32% Contractual Services 16,174,990 4,613,900 5,603,100 5,079,100 -64% Other Charges 0000 Improvements & Equipment 381,327 511,700 538,200 1,235,200 141% Transfers to Other Funds 672,648000 TOTAL 32,367,712 16,582,200 17,400,300 17,716,300 -45%
*1.5 million transferred back into Streets & Drainage ($16,192,700) (Target $16,192,715) for streets, sidewalks and drainage repair. Funding coming from the Streets Special Revenue Fund.
BUDGET CHANGES FOR 2020
The 2020 budget includes a 5% increase in the Health Insurance contribution, and a 2% ERS increase. The 2020 budget includes the newly established a Solid Waste EnterpriseBUDGET fund. FUTURE BUDGET CONSIDERATIONS
v See Summary for each division.
FULL TIME EMPLOYEES
EXECUTIVE
228 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG PUBLIC WORKS ADMINISTRATION 10.35.3510
INTERIM DIRECTOR Gary Norman
DIVISION OVERVIEW
Public Works Administration includes the Director Public Works and immediate staff. The division provides staff support for the Public Works functions within the department. Its staff prepares and manages the department’s budget, customer service requests, prepares and monitors contracts and assists operating divisions in human resources matters.
2019 ACCOMPLISHMENTS • Implementation of the government online program.
2020 GOALS AND OBJECTIVES ° See goals and objectives within each division. BUDGET
PERFORMANCE MEASURES • See Division Summaries.
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 425,548 417,300 432,300 392,800 -6% Materials and Supplies 9,428 14,200 10,700 10,700 -25% Contractual Services 179,549 144,000 142,000 142,000 -1% Other Charges 0000 Improvements & Equipment 602,467 2,900 27,900 2,900 0% Transfer to Other Funds 0000 TOTALEXECUTIVE 1,216,992 578,400 612,900 548,000 -5% FULL-TIME EMPLOYEES 5 5 5 5 0%
CITY OF SHREVEPORT 229 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020
The 2020 budget includes a 5% increase in the Health Insurance contribution, and a 2% ERS increase.
FUTURE BUDGET CONSIDERATIONS
v None.
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Officials 837 A Director of Public Works 1 849 A Deputy Director of Public Works 1 SUBTOTAL 2 Classified BUDGET 22 Professionals 478 13 Assistant to the Director 1 25 Paraprofessionals 90 11 Administrative Assistant 1 90 9 Administrative Assistant 1 SUBTOTAL 3
TOTAL 5
EXECUTIVE
230 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG PUBLIC WORKS PERMITS AND INSPECTIONS 10.35.3540
Gary Norman, Building Official
DIVISION OVERVIEW
Permits and Inspections is primarily responsible for monitoring the construction of all buildings in the City of Shreveport and the Parish of Caddo, enforcement of the City of Shreveport’s Comprehensive Building Codes and applicable local ordinances, assuring compliance with Water and Sewerage ordinances and policies, and providing administrative support for related activities. These services provided by the division include: processing and issuing building, electrical, mechanical and plumbing permits; plan review; scheduling inspection activities; registering trade specialists and issuing registrations; automated tracking of permit and inspection data and collecting associated fees.
2019 ACCOMPLISHMENTS
• Permits and Inspections continued the duties of providing building, electrical, mechanical and plumbing inspections for Caddo Parish and most of its municipalities. This has been very successful and parish customers continue to be very satisfied. • Upgraded office equipment for staff and inspectors office. Purchased equipment to allow scanning of building plans and screens for monitoring inspection activity.BUDGET • Established a paperless filing system. • Implemented My Government Online permitting & inspection software. This system allows contractors, architects, engineers and residents to apply online for permits, pay online, schedule inspections on line. Also enables submission of documents electronically and track project from start to finish. • Continued training and testing of inspectors and plan reviewers in obtaining certifications in their trades. This will allow the City of Shreveport to earn a better rating in the Building Code Effectiveness Grading Schedule. By obtaining this certification these inspectors are in compliance with requirements of Louisiana Uniform Construction Code Council. • Cleaned errors in current Permitting software system addresses, contractor information and registrations to enable transfer of information into My Government Online.
2020 GOALS AND OBJECTIVES
° Make computer records more accessible to the public. Help contractors and public to establish Customer Portals for use of My Government on Line. ° Continue to certify all Office Specialists as Permit Technicians. ° Continue certifying inspector/plan reviewers in their trade and obtaining CEU’s for recertification. EXECUTIVE° Continue to improve the online Permitting software and reporting.
CITY OF SHREVEPORT 231 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES 2018 2019 2020 ACTUAL ESTIMATE GOAL Building permits issued 2,516 2,984 3,500 Mechanical (HVAC) permits issued 1,662 1,790 2,100 Plumbing permits issued 4,043 2,002 2,900 Electrical permits issued 4,610 3,878 4,200 Number of single-family homes permitted 248 270 300 Average value of new single-family homes $156,012 $232,731 $249,900 Revenue from all permits issued $1,807,278 $2,154,795 $2,200,800
BUDGET
The City of Shreveport expects to issue permits in 2020 with an estimated value of $2,200,800 million.
EXECUTIVE In 2020, the City of Shreveport expects to issue building permits for 300 new single-family homes, with an average value of $249,000.
232 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
The City of Shreveport expects to issue 11,500 permits in 2020.
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 1,136,421 1,409,300 1,434,300 1,437,400 4% Materials and Supplies 39,768 50,800BUDGET 50,800 50,800 0% Contractual Services 77,151 106,700 116,700 116,700 9% Other Charges 0000 Improvements & Equipment 1,613 14,000 14,000 14,000 0% Transfer to Other Funds 0000 TOTAL 1,254,953 1,580,800 1,615,800 1,648,900 4%
FULL-TIME EMPLOYEES 29 26 26 26 0%
BUDGET CHANGES FOR 2020
Removed funding for Inspector A/C & Heating to meet 2020 Budget Goal.
FUTURE BUDGET CONSIDERATIONS
v Replace four trucks – (2) 2007 Ford ½ ton trucks, (2) 2008 Ford F150 trucks. All have over 150,000 EXECUTIVEmiles.
CITY OF SHREVEPORT 233 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 22 Professionals Chief of Office Admin 1 861 A Chief Building Inspector 1 862 A Chief Electrical Inspector 1 863 A Chief Plumbing Inspector 1 SUBTOTAL 4 Classified 22 Professionals 437 13 Management Assistant 1 23 Technicians 163 12 A/C Heating Inspector 2 165 12 Building Inspector 4 166 13 Plans Examiner 2 167 14 Electrical Inspector 3 167 12 Electrical Inspector 1 169 12 Plumbing Inspector 4 25 Paraprofessional 209 9 Office SpecialistBUDGET4 436 11 Administrative Assistant 1 27 Skilled Craft 455 15 Chief Supervisor, Public Works 0 SUBTOTAL 22
TOTAL 26
EXECUTIVE
234 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG PUBLIC WORKS TRAFFIC ENGINEERING 10.35.3550
Dr. Michael Erlund, P.E., PTOE City Traffic Engineer
DIVISION OVERVIEW
Traffic Engineering is responsible for the design, installation, and maintenance of traffic signs and signals throughout the City. This division maintains the City’s computerized traffic signal system and conducts traffic surveys where modifications are being proposed. This division also responds to requests for streetlights, sign installation and maintenance, provides street striping and barricade requests for all departments.
2019 ACCOMPLISHMENTS
• Striping: July 12 - July 13 491,587 linear feet • Barricades: July 12 - July 13 2,119 set ups • Signs Placed and Replaced: BUDGET July 12 - July 13 2,715 signs • Signal Trouble Calls: July 12 - July 13 1,143 calls answered • Water Dept Reimbursement:
July 12 - July 13 $313,513.00
• Counts: July 12 - July 13 82 intersections
Special Projects
• Kings Highway Project: The City has awarded a bid to Neel Schafer to design a project intended to upgrade the signal system along the Kings Highway Corridor from Youree Drive to Hearne Avenue. This design is near completion. Once the issue with bonds is resolved, it will be ready for bid. • Striping: Conducted the Havens entrance re-striping project in-house. Given nearly no long line striping was possible in late 2018 first three quarters of 2019 due to wet weather, numbers are lower than anticipated. Despite these challenges, the newer equipment allowed for a greater level of service and output EXECUTIVEthan previous years.
CITY OF SHREVEPORT 235 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES
° Increase production in sign and pavement marking programs. Replace lost positions and return to proper maintenance schedules. ° Continuing construction of ITS communications projects and letting of Phase III of this project are top priority for the Division. Matching funds and projects for additional 2019 & 2020 grant funds will be sought for future projects as will a TEA-2I federal grant for $20 million. ° Certification by examination and a restructure of the division are planned to improve both efficiency and promote training in the division.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Traffic signals maintained 348 348 348 Traffic signal repair/trouble calls 894 800 1,200 % signal calls responded to in less than 30 minutes 97% 98% 98% Barricade set-up calls 2,521 3,000 3,000 Street striping installed (feet) 523,280 800,000 2,500,000 % streets striped annually BUDGET31% 42% 85% Signs repaired/installed 2,701 2,800 3,200 % signs installed within 10 days 91% 88% 90% Water Department Reimbursements $137,396 $137,630 $137,000
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 1,576,300 1,742,900 1,571,200 1,869,400 7% Materials and Supplies 276,748 507,200 531,500 507,200 0% Contractual Services 3,073,861 2,261,200 2,465,500 2,319,200 3% Other Charges 0000 Improvements & Equipment 12,267 16,800 18,800 16,800 0% Transfer to Other Funds 0000 TOTAL 4,939,184 4,528,100 4,587,000 4,712,600 4% FULL-TIMEEXECUTIVE EMPLOYEES 40 40 40 40 0%
236 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020
Required increases in Personnel Services to cover raises, taxes, health care, and retirement contribution. Required 5% cut.
FUTURE BUDGET CONSIDERATIONS
v Bucket Truck for Street Light Repairs/Installation. v (2) Flatbed Barricade Trucks. v Sign Service Truck- $500,000. v Funding for additional Intelligent Traffic Signal Installation ($60 million).
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 237 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized Appointed 21 Officials 841 A Traffic Engineer 1 SUBTOTAL 1 Classified 22 Professionals 314 15 Traffic Engineer II 1 437 15 Management Assistant 1 17 Assistant Superintendent 1 15 Civil Engineer II 0 23 Technicians 140 11 Engineering Technician II 1 307 14 Repairer, Traffic Signal III 1 428 11 Traffic Engineering Technician 2 25 Paraprofessional 209 9 Office Specialist 1 26 Office/Clerical 301 12 Supervisor, Warehouse 1 27 Skilled Craft 101 9 Construction Traffic Controller II 1 216 9 Painter, Traffic Sign II 1 253 12 Repairer, TrafficBUDGET Signal II 3 265 9 Sr. Driver/Operator, Street Striping Machine 1 455 15 Chief Supervisor, Public Works 2 28 Service/Maint. 134 8 Driver/Operator, Street Paint Striping Machine 0 142 8 Traffic Controller I 6 143 9 Traffic Controller II 9 252 11 Repairer, Traffic Signal I 3 453 11 Crew Leader, Public Works 3 454 13 Supervisor, PW 1 SUBTOTAL 39
TOTAL 40
EXECUTIVE
238 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG PUBLIC WORKS STREETS AND DRAINAGE 10.35.3560
Ernie Negrete, Superintendent
DIVISION OVERVIEW
The Streets and Drainage Division is responsible for the maintenance of streets, alleys, roadside ditches, drainage canals, inspection of detention ponds, and tree maintenance of right-of-ways within the City. Assets maintained include 1052 miles of concrete streets, 1,202 lane miles of asphalt streets, 930 miles of roadside ditches, 408 miles of major drainage canals and ditches, 136 flood lots and 244 boulevards, 120 miles State Highway.
2019 ACCOMPLISHMENTS
• Employee Salary increases to CDL license holders. • Contracted the Inter-State mowing by using chemical spraying that reduces man hours and cost. • Reduced the amount of debris hauled to the landfill by utilizing construction and demolition (C&D) sites. • Maintained an “Excellent” rating for our FEMA Ditch Maintenance Program to prevent flooding in City. • Continued to keep overtime at a minimum. • Placed high priority on the reduction of accidents by safetyBUDGET training. • Created 2 litter crews of 4 persons per crew for the inter-state litter by using ATV’s which expedited the time to pick up litter. • Installed 4 Aeration fountains on the E. Kings Hwy Duck Ponds to reduce the growth of algae and the use of chemicals. • Divided the City into North and South areas with crews in both areas at all times to have a better response time to any request. • Installed Global Positioning System (GPS) in operational vehicles in the division to help improve safe driving habits with drivers.
2020 GOALS AND OBJECTIVES
° Schedule 2 Vac Sweeper’s on a continuous basis throughout the city on a scheduled route. ° Continue to make a special effort to remove illegal signs placed in the City right a way. ° Enhance Litter Abatement Program. ° Continue to reduce the amount of debris hauled to the landfill by utilizing C&D sites. ° Add an addition 6 Aeration fountains to the Kings Hwy Duck Pond to improve its appearance and reduce the growth of Algae and the cost of keeping the ponds free of algae. EXECUTIVE° Implement a pot-hole remediation program schedule. ° Assign a crew to continue on a daily basis to pick up limbs, brush and any debris on the right a way. ° Continue to keep overtime at a minimum.
CITY OF SHREVEPORT 239 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Asphalt repairs made 2,500 2,275 2,820 Lane-miles of asphalt overlay placed 15 17 21 Square yards of concrete slab repairs made in-house 3,000 4,000 3,120 Square yards of sidewalk replacement 1,500 3,333 3500 Right-of-way acres mowed 12,652 12,652 13,450 Boulevards mowed 244 244 244 City owned Flood Lots mowed 136 136 136 Paved ditch acres mowed 1,131 1,131 1,131 Roadside ditch acres mowed 254 266 273 Average mowing interval Every 3 Weeks Every 3 Weeks Every 3 Weeks % ditches machine cleaned 20% 20% 22% WebQA/Civic Plus Received/Responded To 6,479/99% 7,420/99% 7,540/100% % ditches machine cleaned 20% 20% 22% WebQA/Civic Plus Received/Responded To 6,479/99% 6,750/99% 6,930/100%
DIVISION FUNDING BUDGET
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 3,481,960 3,477,000 3,641,700 3,731,700 7% Materials and Supplies 1,025,681 1,250,100 1,252,300 867,200 -31% Contractual Services 2,124,306 1,402,600 2,177,600 1,802,600 29% Other Charges 0000 Improvements & Equipment 373,902 476,500 476,500 1,200,000 152% Transfer to Other Funds 0000 TOTAL 7,005,848 6,606,200 7,548,100 7,601,500 15%
FULL-TIME EMPLOYEES 119 119 107 107 -10%
BUDGET CHANGES FOR 2020 None.
FUTURE BUDGET CONSIDERATIONS v EQUIPMENT: One (1) Herbicide Truck-$65,000; One (1) Pothole Patcher-$43,000; One(1) VacCon EXECUTIVETruck-$160,000; One (1) Forestry Mower-$60,000; One (1) Gradall-$270,000; One (1) Rubber Tire Loader-$160,000; Five (5) 5 Yard Dump Truck $90,000 each; One (1) Air Compressor-$17,000; Four (4) 14 Yard Dump Truck-$100,000 each; Five (5) Zero Turn Mowers-$15,000 each and Three (3) 1 Ton Trucks-$28,000 each.
240 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
FUTURE BUDGET CONSIDERATIONS (continued)
v MATERIAL AND SUPPLIES: Tires and Service not covered by Fleet Service-$80,000. v Additional Sidewalk Replacement funds-(An annual allocation of $500,000 is needed for in-house contractual service).
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 839 A Superintendent of Streets and Drainage 1 21 Officials SUBTOTAL 1
Classified 22 Professionals 032 17 Asst. Superintendent 1 437 13 Management Assistant 1 23 Technicians 355 10 ConstructionBUDGET Technician 1 25 Paraprofessionals 209 09 Office Specialist 1 436 11 Administrative Assistant 1 496 15 Chief Administrative Manager 1 26 Office/Clerical 301 12 Supervisor, Warehouse 1 277 09 Stock Clerk II 1 27 Skilled Craft 046 10 Carpenter 2 131 10 Driver/Operator Heavy Equipment 19 195 11 Maintenance Mechanic III 1 193 09 Maintenance Mechanic I 1 413 11 Small Equipment Mechanic 1 455 15 Chief Supervisor, Public Works 5 28 Service/Maintenance 132 09 Driver/Operator Light Equipment 15 451 08 Crew Member, Public Works 38 453 11 Crew Leader, Public Works 15 454 13 Supervisor, Public Works 1 SUBTOTAL 106
EXECUTIVETOTAL 107
CITY OF SHREVEPORT 241 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG PUBLIC WORKS FLEET SERVICES 10.35.3570
Chris Wilder, Superintendent
DIVISION OVERVIEW
The division is responsible for the maintenance and repair of many of the city’s vehicles, except for Police, Fire, and SPAR upon request. Fleet Services will handle all record keeping, printing and overall management functions, as well as the following vehicle and equipment functions: maintenance, repair, preventive maintenance, tire repair, wrecker service, road service, bodywork, car painting, fueling, accident repair estimation and all parts and supply functions. The Fleet Garage on Kings Highway repairs trucks, garbage packers, sedans and light trucks operated by other City departments, except for Police and Fire. We repair some of SPAR’s vehicle upon request of SPAR management. The garage (Heavy Shop) on Mansfield Rd. maintains mostly off road equipment including tractors, bush-hogs, loaders, back-hoes, etc.
2019 ACCOMPLISHMENTS
• Purchased new scan technology that lead to quicker, more accurate mechanical diagnostics, decreasing down time of equipment and labor, reducing overtime. • Increased City Vendor List for outside repair services on equipment, BUDGETreducing down time. 2020 GOALS AND OBJECTIVES
° Realign positions to correspond with department needs and objectives. ° Improve on vehicle and equipment turnaround time as much as possible with the resources that the division possesses. ° Improve customer service. ° Promote continuing education within the division to ensure certifications are kept current. Encourage all non-certified employees to obtain their certification. Further employee knowledge by sending employees to all available auto service training. ° Encourage the continuance of the Fleet Replacement Program every 5 to 6 years to keep maintenance cost from exceeding the value of the equipment. ° Recommend the purchase of hybrid/ alternative fuel vehicles, where applicable. ° Increase staff training and certifications. ° Hire qualified mechanics to help handle more repairs in house and try to decrease outside repair cost. EXECUTIVE
242 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Vehicles maintained 1,045 1000 1100 Heavy equipment items maintained 300 325 400 Work Orders generated for vehicle repairs 2,975 2840 2.100 Preventive maintenance actions taken 2,800 2000 3,200 % of vehicles returned to service within 24 hours 8 10 14 New vehicles/equipment items purchased 111 30 100
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 686,169 985,100 752,500 1,002,100 0% Materials and Supplies 1,341,617 1,602,700 1,581,700 1,502,700 -6% Contractual Services 523,057 699,400 701,300 698,600 0% Other Charges 0000 Improvements & Equipment 4,732 1,500 1,000 1,500 0% Transfer to Other Funds 0000 TOTAL 2,555,575 3,288,700BUDGET 3,036,500 3,204,900 -3% FULL-TIME EMPLOYEES 24 24 24 21 -13%
BUDGET CHANGES FOR 2020
The Fleet Services budget is a decrease from last year due budget restrictions. Contractual Services will continue to rise due to several of our packers turning 10+ years old. Our projections are based on the acquisition of new vehicles and the cost of maintaining the City’s fleet of vehicles, especially the aging fleet of old garbage packers and Streets and Drainage service and dump trucks (Half over 15 years old now). Improvements & Equipment remain the same since there are no major equipment purchases in the 2019 budget. FUTURE BUDGET CONSIDERATIONS v There are no future budget considerations.
EXECUTIVE
CITY OF SHREVEPORT 243 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 22 Professionals 437 A Superintendent 1 SUBTOTAL 1 Classified 22 Professionals 437 11 Management Assistant 1 25 Paraprofessional 436 10 Administrative Asst. 1 26 Office/Clerical 182 9 Stock Clerk II 2 27 Skilled Craft 077 15 Chief Sup. Fleet Services 2 470 13 Master Certified Mechanic 1 411 12 Senior Certified Auto Mechanic 2 492 11 CNG/Hybrid-Certified Mechanic 2 412 11 Mechanic Automotive 5 28 Service/Maintenance 453 11 Crew Leader 1 135 8 Driver/Repairman, Tire 1 041 8 Automotive ServiceBUDGET Attendant II 1 26 Office/Clerical 301 12 Warehouse Supervisor 1 SUBTOTAL 20
TOTAL 21
EXECUTIVE
244 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
CITY COUNCIL
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 245 2020 ANNUAL OPERATING BUDGET
CITY COUNCIL
LEGISLATIVE
COUNCIL CHAIRPERSON
CITY COUNCIL (5)
CLERK OF COUNCIL BUDGETINTERNAL AUDITOR
DEPUTY CLERK SUPERVISING SENIOR AUDITOR OF COUNCIL (3)
COUNCIL ANALYST STAFF AUDITOR III (3)
STAFF AUDITOR I
ASSOCIATE AUDITOR
ADMINISTRATIVE ASSISTANT
EXECUTIVE
246 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
CITY COUNCIL DEPARTMENT
CLERK OF COUNCIL BUDGET COORDINATOR Arthur Thompson Lynette Oliver
DEPARTMENT OVERVIEW
The City Council is the legislative body of the City of Shreveport. Council members initiate legislation to improve City operations, act on legislation submitted by the Administration, review, amend and approve all City budgets and assist citizens in dealing with requests for City services. The Council also serves as the Shreveport Redevelopment Agency. The Council’s staff prepares agendas, public notices, minutes for 48 regular City Council meetings, several special meetings, and Council Committee meetings each year, drafts legislation, reviews all City budget ordinances and amendments, and assists citizens. The Internal Audit staff analyzes City operations and suggests improvements in procedures and internal controls.
2019 ACCOMPLISHMENTS
• Prepared action minutes of each Regular Council Meetings which are sent to the official journal “Shreveport Times”, to be published within seven days as required by the Charter. • Prepared summary minutes for each Administrative Conference and prepared verbatim transcripts of those meetings upon request. BUDGET • Prepared and sent via email, council meeting agendas to Council Members, the Mayor, Administrative Staff, media, and others in accordance with law and practice. • Prepared electronic agendas (via the internet) for council meetings which include ordinances, resolutions and supporting documents (maps, contracts, etc.) hyperlinked to each agenda item; and worked with the Information Technology Department to ensure that the system worked as designed. • Prepared signature pages of final legislative action, legislative report, legislative recap for all adopted resolutions and ordinances as required by the Charter, maintained those records and provided certified copies as needed. • Researched and drafted some ordinances and resolutions authored by Council Members, and analyzed, critiqued and amended ordinances and resolutions prepared by others. • Analyzed and critiqued 2019 budget ordinances and amendments to those ordinances. • Coordinated the Public Hearings for the 2020 budget prior to adoption. • Successfully adopted the 2020 budget before December 15, 2019 in accordance with the City Charter. • Assisted Council Members to prepare for special appearances and meetings. • Assisted citizens with their requests for service and to resolve issues with the city. • Researched and answered questions submitted by Council Members. • Coordinated committee meeting by posting public notices, preparing agendas, assembling needed and necessary information, and preparing summary minutes of meeting. • Completed work on 90% of outstanding fraud hotline allegations. EXECUTIVE• Successfully passed external peer review. • Coordinated external auditor selection process. • Responded to City Council special requests.
CITY OF SHREVEPORT 247 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES
° Continue to provide the 2019 type accomplishments in 2020. ° Continue to meet deadlines in accordance with the City Charter. ° Provide effective and efficient assistance to each Council Member. ° Provide for and actively participate in projects established by the Council Members. ° Continue to assist citizens with their complaints, suggestions, and requests for City services. ° To successfully adopt the 2021 budget before December 15, 2020 ° Expand use of data analytic tools to increase depth of audits. ° Attain additional auditing/accounting staff certifications. ° Increase the number of completed projects/audits.
DEPARTMENT FUNDING
Division 2018 2019 2019 2020 % Full-Time Funding ACTUAL BUDGET ESTIMATE BUDGET CHANGE Employee Legislative 620,500 731,800 680,800 718,100 -1% 5 Internal Audit 752,600 772,300 770,000 791,900 3% 8 TOTAL 1,373,100 1,504,100 1,450,800BUDGET 1,510,000 0% 13 APPROPRIATIONS
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 1,181,900 1,282,500 1,229,000 1,276,600 0% Materials & Supplies 31,400 14,800 14,800 15,200 3% Contractual Services 155,700 183,100 188,300 194,700 6% Other Charges 00000% Improvements & Equipment 4,100 23,700 18,700 23,500 -1% Transfers to Other Funds 00000%
TOTAL 1,328,500 1,495,600 1,473,200 1,504,100 1%
BUDGET CHANGES FOR 2020
The City Council has a net increase of 0% EXECUTIVEContractual Services increased for flooring. FUTURE BUDGET CONSIDERATIONS
v None at this time.
248 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG CITY COUNCIL LEGISLATIVE 10.50.5010
Arthur Thompson, Clerk of Council
DIVISION OVERVIEW
The Legislative Division consists of the seven elected City Council members and their support staff. The City Council is the legislative body of the City of Shreveport. Council members initiate legislation to improve City operations; act on legislation submitted by the Administration; review, amend and approve all City budgets and assist citizens in dealing with requests for City services. The Council also serves as the Shreveport Redevelopment Agency. The Council’s staff prepares agendas, public notices, provide minutes for all regular, special called, and committee meetings; drafts legislation and reviews all City budget ordinances and amendments; gather and research information for council members, or committees, as required by the Council; and acts as liaison between council members, and Mayor’s office in handling complaints, requests, etc. of constituents of Council members.
2019 ACCOMPLISHMENTS
• Prepared summary minutes of each Regular Council Meetings, and had those Minutes published in the Official Journal within seven days as required by the Charter. • Prepared summary minutes for each Administrative ConferenceBUDGET and prepared verbatim transcripts of those meetings as time permitted. • Prepared and sent via email, council meeting agendas to Council Members, the Mayor, Administrative Staff, media, and others in accordance with the law and practice. • Prepared electronic agendas (via the internet) for council meetings which include ordinances, resolutions and supporting documents (maps, contracts, etc.) hyperlinked to each agenda item; and worked with the Information Technology Department to ensure that the system worked as designed. • Prepared signature pages for all adopted resolutions and ordinances as required by the Charter, maintained those records and provided certified copies as needed. • Researched and drafted some ordinances and resolutions authored by Council Members, and analyzed, critiqued and amended ordinances and resolutions prepared by others. • Analyzed and critiqued 2019 budget ordinances and amendments to those ordinances. • Coordinated the Public Hearings for the 2020 budget prior to adoption. • Successfully adopted the 2020 budget before December 15, 2019 in accordance with the City Charter. • Assisted Council Members to prepare for special appearances and meetings. • Assisted citizens with their requests for service and to resolve issues with the city. • Researched and answered questions submitted by Council Members. • Coordinated committee meetings by posting public notices, preparing agendas, assembling needed and EXECUTIVEnecessary information, and preparing summary minutes of meetings.
CITY OF SHREVEPORT 249 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES
° Continue to provide the 2019 type accomplishments in 2020. ° Continue to meet deadlines in accordance with the City Charter. ° Provide effective and efficient assistance to each Council Member. ° Provide for and actively participate in projects established by the Council Members. ° Continue to assist citizens with their complaints, suggestions, and requests for City services.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL City Council meetings, special meetings and work sessions 59 60 57 Council committee meetings 17 21 25 Ordinances and resolutions voted on 277 305 370 Citizen phone calls taken and emails 7,600 8,000 8,000 DIVISION FUNDING BUDGET 2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 564,400 645,000 598,800 632,100 8% Materials and Supplies 25,700 9,300 9,500 10,000 8% Contractual Services 29,700 57,000 57,000 58,500 3% Other Charges 00000% Improvements & Equipment 700 20,500 15,500 17,500 -15% Transfer to Other Funds 00000%
TOTAL 620,500 731,800 680,800 718,100 0%
FULL-TIME EMPLOYEES 65550% BUDGET CHANGES FOR 2020
The Legislative Division budget has a 0% increase. Increase in Improvements and Equipment due to anticipated cost of incoming Council. FUTUREEXECUTIVE BUDGET CONSIDERATIONS v None at this time.
250 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized Elected (part-time) 21 Officials 804 E Council Chair 1 805 E Council Member 6
SUBTOTAL PART-TIME ELECTED 7
Appointed 21 Officials 807 A Clerk of Council 1 22 Professionals 725 A Deputy Clerk of Council 3 867 A Council Analyst 1 25 Para/Professionals 209 A Office Specialist 0
SUBTOTAL FULL TIME EMPLOYEES 5
TOTAL ELECTED/FULL TIME EMPLOYEES 12 BUDGET
EXECUTIVE
CITY OF SHREVEPORT 251 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG CITY COUNCIL INTERNAL AUDIT 10.50.5015
Leanis Steward, Internal Auditor
DIVISION OVERVIEW
The City’s Internal Audit office is authorized to conduct performance audits of all offices, departments, commissions and boards of the City. It works within an audit plan reviewed by the Council’s Audit and Finance Committee and on special projects as directed by the City Council.
2019 ACCOMPLISHMENTS
• Completed work on 90% of outstanding fraud hotline allegations. • Successfully passed external peer review. • Coordinated external auditor selection process. • Responded to City Council special requests. 2020 GOALS AND OBJECTIVES BUDGET ° Expand use of data analytic tools to increase depth of audits. ° Attain additional auditing/accounting staff certifications. ° Increase the number of completed projects/audits.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Audits of City agencies 7 8 10 Special projects 5 10 10 Audit hours as % of available hours 75% 70% 70% % of recommendations implemented 85% 90% 90% EXECUTIVE
252 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 617,500 637,500 630,200 644,500 1% Materials and Supplies 5,700 5,500 5,300 5,200 -5% Contractual Services 126,000 126,100 131,300 136,200 8% Other Charges 00000% Improvements & Equipment 3,400 3,200 3,200 6,000 88% Transfer to Other Funds 00000%
TOTAL 752,600 772,300 770,000 791,900 3%
FULL-TIME EMPLOYEES 8 8 8 8 0%
BUDGET CHANGES FOR 2020
The Internal Audit Division overall budget slightly increased by 1%. Contractual Services increased for flooring. BUDGET Personal Services increased for salary reviews and health insurance.
FUTURE BUDGET CONSIDERATIONS
v None at this time.
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Officials 850 A City Internal Auditor 1 22 Professionals 558 A Administrative Assistant 1 731 A Staff Auditor III 3 729 A Staff Auditor I 1 869 A Supervising Senior Auditor 1 EXECUTIVE853 A Associate Auditor 1
TOTAL 8
CITY OF SHREVEPORT 253 2020 ANNUAL OPERATING BUDGET
BUDGET
EXECUTIVE
254 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
CITY COURTS
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 255 2020 ANNUAL OPERATING BUDGET
CITY COURTS
CITY JUDGE (4)
JUDICIAL ADMINISTRATOR (1) CLERK OF COURT (1) SECRETARY (4)
ADMINISTRATION (3) OPERATIONS INFORMATION TECHNOLOGY PROBATION SUPERVISOR (1) DIRECTOR (1) SUPERVISOR (1) OFFICERS (3) TECHNICIAN (1)BUDGET RECEPTIONIST (1)
CIVIL DIVISION CRIMINAL DIVISION COURT SERVICES RECORDS DIVISION (4) SUPERVISOR (1) SUPERVISOR (1) SUPERVISOR (1)
CLERKS (8) INTAKE (4) DOCKETING (6) VIOLATION BUREAU (2) DOCKETING (8)
EXECUTIVE
256 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG CITY COURTS ALL 10.90.9000
CITY JUDGES Judge Lee Irvin Judge Brian Barber, Sr. Judge Pammela Lattier Judge Sheva M. Sims
CLERK OF COURT JUDICIAL ADMINISTRATOR Robert Shemwell Terrell Myles
DEPARTMENT OVERVIEW
The City Court consists of four elected City Judges and their support staff. Shreveport City Court has jurisdiction over all violations of City ordinances and concurrent jurisdiction over State misdemeanor criminal cases. The Court also handles evictions and peace bonds. Citations for traffic violations, violations on Cross Lake and some traffic and misdemeanor charges on airport property are also processed through the City Court. The Court also handles all bonds. The Judges rotate on a daily basis in handling Criminal, Traffic and Small Claims and are randomly assigned Civil cases. The Court has jurisdiction over legal claims involving $35,000 or less and Small Claims up to $5,000. Filing of suits, sequestrations, small claims, and other matters, maintaining records and docket preparation are among activities performed by the Court staff. The Court staff also receives and in- puts all criminal and traffic charges, prepares all court dockets, keeps all records, handles inquiries re- garding fines and court dates and accepts payments for fines. The Probation Office supervises defendants placed on probation as part of their sentencing BUDGET
2019 ACCOMPLISHMENTS
• The Court processed 9,400 Civil and Small Claims cases and 37,000 Traffic and Criminal cases in 2020. • The Court has maintained necessary repairs on the air conditioning system in an effort to keep our employees cool for the summer months. We also installed air conditioning and heating system in our file room in the basement to keep our employees comfortable while working in that area. • The ROR Program has been in operation for over two and one-half years and it is going smoothly, allowing many offenders to be released from jail on their own recognizance thus reducing the number of arrestees that would otherwise be held in the jail. • Last year in 2018, as part of their sentencing, we had 269 young adult defendants enroll in the Court’s Life Skills Program. Of that number, 248 completed the program for a 92% graduation rate. To date in 2019 we have had 165 enroll and thus far, 147 have completed the program for an 89% completion rate as far this year. At the completion of their classes, we can see the positive impact the Program has had on the lives of these young adults as they speak of these changes at their graduation. • We had a contractor install new cables and replaced 44 existing cables in our offices in an effort to increase the speed of our computers as the older cable was overloaded and outdated; cost $15,000. • Shreveport City Court completed the RFP process in 2019 for a new Case Management System. Tyler Technologies was selected as the vendor, a contract signed, and work has already begun for data conversion, process planning and user training. The current schedule predicts that the Court will go live EXECUTIVEwith our new Case Management System in the last quarter of 2020. After installation of the new system, we will incur an annual maintenance fee. This new software will provide tremendous benefits to the citizens of Shreveport and their access to the judicial system and the municipal level.
CITY OF SHREVEPORT 257 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES ° We still need to have the three chillers at the Court replaced to avoid the entire system shutting down. The Police Department Building shares the same chillers and only one of the three is functioning and that one is functioning at only 50% of its capacity. This has been ongoing for over four years and we are awaiting SPAR Administration to initiate the process of seeking bids in order to have the chillers re- placed. It will be very costly to have a temporary cooling system installed if the last chiller shuts down before the chillers are replacedWe plan to purchase and have our case management software system installed in early 2019. After purchase and installation, we will then incur an annual maintenance fee.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Civil cases filed 10,393 9,400 11,000 Traffic cases filed 35,000 37,000 40,000 Revenues Received $1,522,191.98 $1,418,500 $1,418,500
DEPARTMENT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 3,358,124 3,259,900 3,536,100 3,498,900 7% Materials and Supplies 145,460 150,000BUDGET 150,000 150,000 0% Contractual Services 84,758 63,000 63,000 63,000 0% Other Charges 0000 Improvements & Equipment 0000 Transfer to Other Funds 0000 TOTAL 3,588,342 3,472,900 3,749,100 3,711,900 7%
FULL-TIME EMPLOYEES 56 56 56 56 0% BUDGET CHANGES FOR 2020
This Courts budget reflects an increase of $239,000 over the 2019 budget. This is due to an increase in judges salaries as mandated by the Louisiana Supreme Court and promotional increases. It also reflects 2% increase in retirement and 5% increase in health insurance.
FUTURE BUDGET CONSIDERATIONS
v We still need to have the three chillers at the Court replaced to avoid the entire system shutting down. The Police Department Building shares the same chillers and only one of the three is functioning and that one if functioning at only 50% of its capacity. This has been ongoing for over four years and we are awaiting SPAR Administration to initiate the process of seeking bids in order to have the chillers replaced. It will EXECUTIVEbe very costly to have a temporary cooling system installed if the last chiller shuts down before the chillers are replaced.
258 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Elected 21 Officials 812 E City Judge 4
SUBTOTAL 4
Appointed 21 Officials 885 A Clerk of Court 1 762 A Judicial Administrator 1 22 Professionals 146 A Fiscal Coordinator 1 880 A Clerk of Court VI 1 880 A Clerk of Court V 3 306 A Systems Programmer 1 24 Protective Service 534 A Probation Officer 4 25 Paraprofessional 881 A Clerk of Court IV 2 008 A Account Specialist III 1 26 Office/Clerical 820 A Secretary to the Judge 4 882 A Clerk of Court III 9 883 A Clerk of CourtBUDGET II 15 884 A Clerk of Court I 9 SUBTOTAL 56
TOTAL 56
EXECUTIVE
CITY OF SHREVEPORT 259 2020 ANNUAL OPERATING BUDGET
BUDGET
EXECUTIVE
260 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
CITY MARSHAL
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 261 2020 ANNUAL OPERATING BUDGET
BUDGET
EXECUTIVE
262 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG CITY MARSHAL ALL 10.95.9500
CITY MARSHAL BUDGET COORDINATOR Charlie Caldwell, Jr. Connie C. Coleman
DEPARTMENT OVERVIEW
The City Marshal is the executive officer of the City Courts. He has the power of a sheriff in executing the Court’s orders and mandates. Fines owed to the City Courts are collected by the City Marshal’s Office.
2019 ACCOMPLISHMENTS
• A new building was purchased at 1412 Peabody for continued education. The Certified Instructors will be able to arrange more training sessions for the staff without having to seek an outside vendor’s loca- tion. We have changed some of our security tactics to eliminate the “What If” when dealing with defen- dants and their family or friends after they have been sentenced in court. Overall, I would say we have come together to provide better and effective security for the Judges, Employees and the Citizens that enter the Shreveport City Court Building. BUDGET
2020 GOALS AND OBJECTIVES
° Moving forward for 2020, we will continue to meet our educational requirements for POST. ° We will continue to enhance our Safety measures for all the City Court Staff and the Citizens that enter the Shreveport City Court Building. ° We will continue to provide the necessary training and technology to ensure that each deputy is capable of handling the daily demands of the law enforcement profession. ° We will continue updating our new training center to better teach and inform the community and other law enforcement agencies. ° We will be working with the City Court on updating the court computer system that will make filing civil papers easy and paperless. EXECUTIVE
CITY OF SHREVEPORT 263 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Fines and forfeitures collected 825,870 777,000 777,000 Cases Filed- Drinking Underage 2 2 2 Cases Filed- DWI 578 600 600 Cases Filed- City Criminal Charge 1,676 1,920 1,920 Cases Filed- State Criminal Charge 3,369 2,950 2,950 Cases Filed- City Traffic Charge 6,908 6,500 6,500 Cases Filed- Traffic/Criminal Charge 342 305 305 Cases Filed- State Traffic Charge 23,704 25,170 25,170
DEPARTMENT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 2,085,745 1,894,100 2,169,500 1,594,100 -16% Materials and Supplies 00000% Contractual Services 00000% Other Charges 00000%BUDGET Improvements & Equipment 00000% Transfer to Other Funds 00000% TOTAL 2,085,745 1,894,100 2,169,500 1,594,100 -16%
FULL-TIME EMPLOYEES 28 28 30 30 7%
BUDGET CHANGES FOR 2020
The decrease in the overall budget is due to the City Marshal’s office not funding $300,000 in revenue for the 2020 budget. The budget includes the 5% increase in Health Insurance Coverage, 2% increase for Retirement and the increase in staff’s salary. No adjustment has been made for the increase in Marshal Caldwell’s Salary which cannot be funded by the Discretionary Fund. The decline in revenue generated from fines for traffic and criminal charges are a factor as well. The City Marshal’s Office is asking the City to assist with the funding for the City Marshal’s Office Operations in 2020. EXECUTIVE
264 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
FUTURE BUDGET CONSIDERATIONS
Our Unfunded Needs include various expenses that play a vital role in the successful operation of the Marshal’s Office. v In order to meet our POST Requirements, deputies have to make sure they practice more regularly. In addition to, they have to complete various In-Service Training Courses. Each deputy is required to be equipped with body cameras and radios at all times regardless if they work outside, off-duty jobs or in and outside the courtroom. This proves to be an effective measure for their safety and the concerns of the citizens especially when they are faced with obstacles. Moreover, it is a smooth transition when the deputies inside the courtroom need to communicate with those in or outside the courts. v With so much of our work being computer generated, we tend to use a great deal of paper and other office supplies. v Then, we have our repairs and maintenance for our fleet. We try to make sure all needs are addressed promptly but there will or have come a time when other issues demand immediate service. v Lastly, we have our postage expense which also plays a role in the operations of the office. We have summons that are mailed out to defendants or other parties that need to appear in court; Invoices for Court Matters that generate revenue for the office; other areas that include fine payments, garnishment refunds and bill payments. The $468,200.00 we spent in 2017 for these expenses are shown below: Repairs and Maintenance $125,900 Office Expenses $83,200 BUDGET Communication $74,200 Training/Ammo $35,600 Postage $10,000 Fuel Expense $92,000
These expenses have been shouldered by the Marshal’s Discretionary Account which has greatly declined.
EXECUTIVE
CITY OF SHREVEPORT 265 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Elected 21 Officials 811 E City Marshal 1 SUBTOTAL 1 Appointed 22 Professionals 700 A Deputy Marshal IV 1 701 A Deputy Marshal III 5 702 A Deputy Marshal II 12 703 A Deputy Marshal I 8 743 A Deputy Clerk 2 724 A Administrative Assistant 1 436 SUBTOTAL 29 TOTAL BUDGET30
EXECUTIVE
266 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
RETAINED RISK INTERNAL SERVICE FUND
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 267 2020 ANNUAL OPERATING BUDGET
RISK MANAGEMENT
RISK MANAGER
SAFETY SPEC. II (2) FISCAL CORD. ADMIN. ASST. ADA COORDINATOR BUDGETASST ADA COORDINATOR
EXECUTIVE
268 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
Sources and Uses of Funds
RETAINED RISK INTERNAL SERVICE FUND
As an Internal Service Fund, the Retained Risk fund derives most of its revenue from other City Funds. The General Fund contributes 67% of new 2020 revenues. BUDGET
The majority of 2020 expenditures will be made to pay claims and purchase insurance. EXECUTIVE
CITY OF SHREVEPORT 269 2020 ANNUAL OPERATING BUDGET
RETAINED RISK
SUMMARY OF AVAILABLE FUNDS
Fund Balance as of January 1, 2019 -28,539,000
2019 Estimated Revenues 9,830,100
2019 Total Available for Expenditures -18,708,900
2019 Estimated Expenditures 9,054,800
Fund Balance December 31, 2019 -27,763,700
2020 Estimated Revenues 10,430,900
2020 Total Available for Expenditures -17,332,800
2020 Estimated Expenditures BUDGET10,130,900
Estimated Operating Reserve as of December 31, 2020 -27,463,700
The negative balance in the Retained Risk Fund resulted from funds not being available in General Fund to fully fund claims in prior years The City’s Legal department has taken a position to aggressively monitor ligation cost and progress. However a priority must be placed on reducing the number and severity of claims against the City through on going safety training and implementation of safety programs.
EXECUTIVE
270 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
REVENUE DETAIL
FUND 38 RETAINED RISK
DEPT 23 GENERAL GOVERNMENT
2018 2019 2019 2020 Retained Risk Fund ACTUAL BUDGET ESTIMATE BUDGET Risk & Insurance Sub-Fund - G/L ORG 38.20.2050 93.935052 General Government 315,100 264,200 264,200 442,900 93.935053 Water & Sewerage 0 95,400 95,400 95,400 93.935054 Airports 0 7,300 7,300 7,300 94.941010 Interest Earned 7,500 10,000 5,000 10,000 94.941034 Gain/Loss Sale of Securities -100000 98.983031 Current Yr Fd Balance 0 -24,014,900 0 -27,763,700 Total Index 322,500 -23,638,000 371,900 -27,208,100
Claims-General Fund - G/L ORG 38.20.3810 93.935052 General Government 7,668,600 6,649,000 6,649,000 6,470,300 93.935056 Insurance Subrogation 1,273,100BUDGET 500,000 800,000 678,700 93.935050 Insurance Proceeds 0000 98.981001 Miscellaneous 0000 98.983031 Current Yr Fund Balance 0000 Total Index 8,941,700 7,149,000 7,449,000 7,149,000
Claims-Water & Sewer - G/L ORG 38.20.3820 93.935053 Water & Sewerage 1,261,300 2,404,600 1,821,400 2,404,600 93.935056 Insurance Subrogation 0000 Total Index 1,261,300 2,404,600 1,821,400 2,404,600
Claims-Airport - G/L ORG 38.20.3830 93.935054 Airports 187,800 221,700 187,800 321,700 93.935056 Insurance Subrogation 0000 Total Index 187,800 21,700 187,800 321,700
Claims-Operations - G/L ORG 38.20.3810 93.935052 General Government 0000 93.935053 Water & Sewerage 0000 93.935054EXECUTIVE Airports 0000 0000 Total Index
GRAND TOTAL 10,713,300 -13,862,700 9,830,100 -17,332,800
CITY OF SHREVEPORT 271 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL
2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET Personal Services - Character 10 100001 Official/Administrative Salaries 104,700 85,000 205,800 206,200 120001 Technical Salaries 65,300 71,900 33,900 121,200 140001 Paraprofessional Salaries 37,400 63,700 0 28,500 150001 Office/Clerical Salaries 6,600 0 0 0 180001 Employee Retirement System 50,000 57,400 62,300 75,200 180005 Group Insurance 32,600 46,700 36,500 50,500 190001 Work Comp Medical Expenses 766,400 595,000 765,500 782,400 190002 Work Comp Benefits 360,800 725,000 695,000 705,000 190006 Performance Pay Reserve 0 0 0 0 190007 Medicare Trust Contribution 2,900 3,200 3,300 3,900 190008 OASDI Contribution 200 0 0 0 190091 Training 1,800 5,000 3,000 5,000 190092 Memberships 900 1,600 1,600 1,600 190093 Medical Exams 100 100 1000 100 Total Personal Services 1,429,700 1,654,600BUDGET 1,807,000 1,979,600
Material & Supplies - Character 20 200101 Postage 200 200 200 300 200102 Photo/Reprod/Printin 1,400 2,000 0 2,000 200140 Books And Pubs. 0 0 0 0 200150 Office Supplies 2,200 2,500 2,500 3,500 200210 Gas And Diesel Fuel 0 1,000 100 1,000 Total Materials & Supplies 3,800 5,700 2,800 6,800
Contractual Services - Character 30 300112 Telephone 1,400 1,500 1,200 1,500 300200 Cellular Telephone 1,900 2,400 2,000 2,400 300400 Maintenance and Repairs 0 300 0 300 300500 Professional Service 9,300 23,700 21,000 23,700 300800 Miscellaneous 0 2,800 0 2,800 TotalEXECUTIVE Contractual Services 12,600 30,700 24,200 30,700
272 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL
2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET Other Charges - Character 40 400130 Insurance 0 0 0 100,000 400131 Liability Insurance 3,232,200 2,687,400 3,338,500 2,640,000 400132 Fidelity /Surety Bond 0 500 0 500 400135 Auto Liability Claim 213,500 231,200 60,000 229,800 400136 General Liability Claims 5,827,900 1,290,800 1,305,300 1,310,800 400137 Property Damages 561,300 1,573,600 850,000 1,265,000 400165 Claims 2,475,700 2,090,700 805,000 1,690,700 400166 Litigation 1,025,600 572,000 856,000 842,000 410191 Gen Liability Reserve 0 -24,214,900 0 -27,663,700 410193 Property Loss Reserve 0 200,000 0 200,000 Total Other Charges 13,336,200 -15,568,700 7,214,800 -19,384,900
Improvements & Equipment - Character 45 485550 Office/Reproduction Equipment 1,000 15,000 6,000 5,000 485560 Vehicles 200 BUDGET0 0 30,000 Total Improvements & Equipment 1,200 15,000 6,000 35,000
Transfers Transfer to Risk 0 0 0 0 Total Transfers 0 0 0 0
GRAND TOTAL EXPENSES 14,783,500 -13,862,700 9,054,800 -17,332,800
EXECUTIVE
CITY OF SHREVEPORT 273 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG FINANCE RETAINED RISK 38.20.2050
Evelyn Kelly, Risk Manager
DIVISION OVERVIEW
Retained Risk is responsible for identifying and measuring all exposure to loss associated with City operations as well as choosing risk finance alternatives, developing risk policies, negotiating insurance, managing claims, managing litigation activity and developing loss prevention/control activities.
2019 ACCOMPLISHMENTS • • Conducted weekly safety site audits. Identified potential hazards and made recommendations to the department as needed. • Heightened safety awareness by sending out monthly “Safety Bulletins” with relevant topics for all employees. • Provided proactive safety training to take care of our employees and City assets. • Work Zone Traffic Control: Over 35 City employees were educated to help protect themselves and the public from the dangers associated with work zones. Training was provided on-site at no-cost by the Louisiana Local Technical Assistance Program.BUDGET • Supervisor Safety Presentation: Over 140 City leaders attended Risk Management’s “Together We Build a Culture of Safety” to reduce lost time injuries/costly preventable vehicle collisions. • Live Wire Outdoor Demonstration: Partnered with SWEPCO during May’s National Safety Month to protect employees from the dangers of fallen electrical lines. • Defensive Driving Program: trained over approximately 200 employees. • Leadership Academy: Leadership Risk Management Presentation added to the program focusing on reduction of risks and producing a ‘culture of safety’.
2020 GOALS AND OBJECTIVES ° Reduce lost time workers’ compensation and preventable vehicle collision claims through training, promotional, information sharing and work site visits. ° Reduce the number of open claims through aggressive claims handling. ° Continue Defensive Driving Program for all employees who operate a City vehicle. ° Implement on-line safety resources to offer more frequent proactive safety awareness training for department field and office employees in an effort to reduce workers’ compensation claims. ° Reduce workers compensation costs by implementing Return to Work (light duty) program. ° Continue to improve communication between departments, the City’s TPS, and Risk Management on EXECUTIVEWorkers’ Compensation issues. ° Continue to heightened safety awareness for all employees.
274 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Employees trained through Defensive Driving Program 166 300 300 Workers compensation claims 406 402 402 General liability claims 266 182 182 Auto liability claims 274 328 328
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 1,429,500 1,654,600 1,807,000 1,979,600 20% Materials and Supplies 3,800 5,700 2,800 6,800 19% Contractual Services 12,600 30,700BUDGET 24,200 30,700 0% Other Charges 13,336,100 8,446,200 7,214,800 8,078,800 -4% Liability Reserves 0 -24,014,900 0 -27,463,700 -14% Improvements & Equipment 1,100 15,000 6,000 35,000 133% Transfer to Other Funds 0000
TOTAL 14,783,100 -13,862,700 9,054,800 -17,332,800 -25%
FULL-TIME EMPLOYEES 4 5 5 5 0%
BUDGET CHANGES FOR 2020
The 2020 expenditures, absent of reserves, is a 2% increase from the original 2018 budget. Current year revenues of $10,430,900 cover current year expenditures of $10,123,900. The City continues to aggressively settle new claims and close old claims to reduce exposure to loss..
FUTURE BUDGET CONSIDERATIONS
v Reserves need to be as large as the City can afford, even though we are covered by insurance against EXECUTIVEcatastrophic claims.
CITY OF SHREVEPORT 275 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER (38.20.2050)
Category Class Level Title Authorized
Appointed 21 Officials 717 A Risk Manager 1
SUBTOTAL 1
Classified 23 Technicians 256 13 Safety Specialist II 1 21 Professional 013 16 ADA Coordinator 1 21 Professional 004 14 Asst. ADA Coordinator 1 25 Paraprofessional 146 13 Fiscal Coordinator 1
SUBTOTAL 4 TOTAL BUDGET5
EXECUTIVE
276 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
RIVERFRONT DEVELOPMENT SPECIAL REVENUE FUND
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 277 2020 ANNUAL OPERATING BUDGET
Shreveport receives most of its Riverfront Development funds from El Dorado and Sam’s Town Casinos, which are located on the Shreveport side of the Red River. Revenue from Boomtown is shared between Shreveport and Bossier City. BUDGET
Shreveport uses its Riverfront Development funds to fund the Economic Development Director and Director of Film and Entertainment. It also uses these funds for economic development activities, professional services, and civic organizations. EXECUTIVE
278 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
RIVERFRONT DEVELOPMENT FUND
SUMMARY OF AVAILABLE FUNDS
Fund Balance as of January 1, 2019 108,900
2019 Estimated Revenues 9,309,800
2019 Total Available for Expenditures 9,418,700
2019 Estimated Expenditures 8,991,900
Fund Balance December 31, 2019 426,800
2020 Estimated Revenues 9,069,300
2020 Total Available for Expenditures 9,496,100 2020 Estimated Expenditures BUDGET9,496,100 Estimated Operating Reserve as of December 31, 2020 0
EXECUTIVE
CITY OF SHREVEPORT 279 2020 ANNUAL OPERATING BUDGET
REVENUE DETAIL
FUND 20
DEPT 20 RIVERFRONT DEVELOPMENT
G/L ORG 20.10.1050 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET 920008 Land Rent 612,192 612,200 612,200 612,200 920009 Rent FBO 450,000 450,000 450,000 450,000 941010 Interest Earned 2,314 0 1,700 0 941034 Gain/Loss Sale Of Securities 1000 983031 Current Yr Fd Balanc 0 -550,800 0 426,800 984061 Boomtown 663,079 632,700 626,700 609,000 984067 El Dorado Casino 3,873,233 3,512,700 3,479,300 3,380,900 984068 El Dorado Casino Gaming Revenue 1,230,933 1,175,100 1,163,900 1,131,000 984069 Sam's Town Casino Head Tax 2,379,474 2,377,700 2,355,000 2,288,500 984078 Sam's Town Casino Gaming Revenue 645,286BUDGET 801,800 621,000 597,700 TOTAL INDEX 9,856,511 9,011,400 9,309,800 9,496,100
EXECUTIVE
280 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL
SUB-OBJECT DESCRIPTION 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET Personal Services - Character 10 100001 Official/Administrative Salaries 0 0 9,400 0 110001 Professional-Salaries 77,682 157,700 114,700 223,000 140001 Paraprofessional Salaries 0 0 0 35,000 180001 Employee Retirement System 18,644 20,200 0 0 180003 Deferred Compensation 6,300 6,300 9,700 12,100 180005 Group Insurance 6,364 6,600 10,300 13,100 190006 Performance Pay Reserve 0000 190007 Medicare Trust Contributions 1,212 1,200 1,900 2,400 190092 Memberships 1,500 0 1,500 1,500 Total Personal Services 111,702 192,000 147,500 354,100
Material & Supplies - Character 20 200101 Postage 0 400 400 400 200102 Printing and Publishing 2,275BUDGET 17,000 17,000 7,000 200150 Office Supplies 0 100 100 100 200153 Office Furnishings 0000 Total Material &Supplies 2,275 17,500 17,500 7,500
Contractual Services - Character 30 300100 Telephone 710 2,500 2,500 2,500 300200 Cellular Telephone 939 3,000 3,000 3,000 300500 Professional Service 23,980 113,000 113,000 100,000 300600 Travel 480 7,500 7,500 30,000 300800 Miscellaneous 1,650 245,000 245,000 100,100 Total Contractual Services 27,759 371,000 371,000 235,600
EXECUTIVE
CITY OF SHREVEPORT 281 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL
SUB-OBJECT DESCRIPTION 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET Other Charges - Character 40 400120 City Memberships 0 33,000 33,000 32,000 400125 Promotions 100,352 74,500 74,500 24,500 400162 Civic Appropriations 330,000 475,000 475,000 475,000 400163 Public Agency Appropriations 199,995 350,000 350,000 315,000 400190 Misc General Expense 500 0 0 10,000 Total Other Charges 630,847 932,500 932,500 856,500
Operating Reserves - Character 42 420095 Operating Reserves 0 0 0 0 Total Operating Reserves 0 0 0 0
Transfers - Character 52, 62, 66, 68 500000 Transfer To Capital Projects 0 0 0 200,000 510109 Notes Payable 0 BUDGET0 0 0 520001 Indirect Cost 42,200 42,200 42,200 42,200 520008 Transfer to General 7,030,600 5,560,900 5,560,900 5,854,900 665902 Transfer to Hotel Fund 0 0 0 0 685903 Transfer to Convention Center Fund 1,799,000 1,789,000 1,789,000 1,789,000 625908 Transfer to Community Development 106,300 106,300 131,300 156,300 Total Transfers 8,978,100 7,498,400 7,523,400 8,042,400
GRAND TOTAL EXPENSES 9,750,683 9,011,400 8,991,900 9,496,100
EXECUTIVE
282 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
CIVIC APPROPRIATIONS FROM THE RIVERFRONT 2018 2019 2019 ORGANIZATION FUNDING REQUEST BUDGETED Caddo Council on Aging 0 15,000 0 CoHabitat 0 50,000 0 Compassion for Lives 0 64,890 0 Elle Foundation 0 120,490 0 Fit For Life Ministries 0 30,000 0 Food Bank of Northwest Louisiana 0 50,000 0 Gingerbread House 0 15,000 0 Goodwill Industries of North Louisiana 0 25,000 0 Grace Community Outreach Ministries 0 30,000 0 Inner City Entrepreneur Institute 0 20,000 0 MLK Community Development Corp. 0 30,250 0 MLK Health Center & Pharmacy 0 20,000 0 Multi-cultural Center 200,000 0 200,000 Neighborhood Investment Program (Various Organizations) 125,000 0 125,000 Oasis of Hope Louisiana 0 21,500 0 Robinson Film Center 0 40,000 0 Shreveport Adult & Teen Challenge 0 10,000 0 Southern University Shreveport CDCBUDGET 0 129,000 0 Step Forward 0 40,000 0 Various Organizations TBD 150,000 0 150,000 Volunteers for Youth Justice 0 60,000 0 TOTAL 475,000 771,130 475,000
All or a portion of Various Organizations’ TBD funding request may be appropriated by council during the 2020 fiscal year.
Louisiana Revised Statute 27:93(A)(2)(g) requires the funding of $200,000 to be “allocated for the acquisition of land, construction, maintenance and operation of a multi-cultural center to be located within the city limits of Shreveport.”
SRAC is funded from the General Fund in 2019.
Various Public Agencies are funded from Riverfront Public Agency Appropriations. EXECUTIVE
CITY OF SHREVEPORT 283 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG OFFICE OF THE MAYOR RIVERFRONT DEVELOPMENT 20.10.1050
DIVISION OVERVIEW
The Riverfront Development Special Revenue Fund is responsible for the collection and expenditure of funds from riverboat gaming activities. Funds are used for capital projects and for riverfront and economic development. A significant amount is transferred to General Fund for operating expenses of city government. RESOURCES AVAILABLE 2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 111,702 192,000 147,500 354,100 84% Materials and Supplies 2,275 17,500 17,500 7,500 0% Contractual Services 27,759 371,000 371,000 235,600 -36% Other Charges 630,847 932,500 932,500 882,500 -1% Operating Reserves 00000% Improvements & Equipment 00000% Transfer to Other Funds 8,978,100 7,498,400 7,523,400 8,042,400 7% TOTAL 9,750,683 9,011,400 8,991,900 9,496,100 5%
FULL-TIME EMPLOYEES 12220%BUDGET BUDGET CHANGES FOR 2020
The 2020 Riverfront Development Fund budget includes: $275,000 for Economic Development activities. Intergovernmental transfers: o $5,829,900 to the General Fund to support current levels of service. o $1,789,000 to the Convention Center. o $156,300 to Community Development for Summer Jobs, the administration of the Neighborhood Investment Program and implementation of Financial Empowerment Center.
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 22 Professionals 785 A Director of Fair Share 1 745 A Economic Development Advisor 1
EXECUTIVETOTAL 2
In 2019, the Director of Economic Development position remained filled. In 2020, $275,000 for economic development activities include funding for for personnel.
284 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DOWNTOWN ENTERTAINMENT DISTRICT SPECIAL REVENUE FUND
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 285 2020 ANNUAL OPERATING BUDGET
DOWNTOWN ENTERTAINMENT DISTRICT FUND
SUMMARY OF AVAILABLE FUNDS
Fund Balance as of January 1, 2019 482,900
2019 Estimated Revenues 85,600
2019 Total Available for Expenditures 568,500
2019 Estimated Expenditures 434,000
Fund Balance as of December 31, 2019 134,500
2020 Estimated Revenues 102,100
2020 Total Available for Expenditures 236,600
2020 Estimated Expenditures BUDGET131,500
Estimated Operating Reserve as of December 31, 2020 105,100
EXECUTIVE
286 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
REVENUE DETAIL
FUND 21
DEPT Downtown Entertainment District
G/L ORG 21.21.2100 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET 900001 Sales Tax 86,477 70,000 70,000 86,000 900008 Land Rent 0 15,000 15,000 15,000 941001 Interest Earned 805 500 500 600 941034 Gain/Loss Sale Of Securities (3.32) 500 100 500 983031 Current Yr Fund Balance 0 500,900 482,900 134,500
GRAND TOTAL REVENUES 87,278 586,900 568,500 236,600 BUDGET
EXECUTIVE
CITY OF SHREVEPORT 287 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL
SUB-OBJECT DESCRIPTION 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET Personal Services 110001 Professional Salaries 9,817000 110002 Professional Overtime 381000 140001 Para-Professional Salaries 10,654000 180001 Employment Retirement Sys 2,356000 180005 Group Insurance 3,550000 190007 Medicare Trust 149000 Total Personal Services 26,907000
Material & Supplies 200150 Office Supplies 75 500 500 500 250520 Equipment Maintenance 315 2,000 2,200 2,000 250555 Buildings & Grounds 4,626 2,000 2,000 2,000 Total Material &Supplies 5,016 4,500 4,700 4,500
Contractual Services 300500 Professional Service 81,116 103,000BUDGET 72,000 98,000 Total Contractual Services 81,116 103,000 72,000 98,000
Other Charges 400110 Assessments & Taxes 25,000 24,000 24,000 24,000 400199 Program Services 3,954 2,300 3,000 5,000 Total Other Charges 28,954 26,300 27,000 29,000
Operating Reserves 420095 Operating Reserves 0 455,400 134,500 105,100 Total Operating Reserves 0 455,400 134,500 105,100
Improvements & Equipment 475525 Non-Buildings 0 5,000 300,000 0 Total Improvements & Equipment 0 5,000 300,000 0
Transfers 510109 Notes Payable 0 0 0 0 Total Transfers 0000 GRANDEXECUTIVE TOTAL EXPENSES 141,993 594,200 538,200 236,600
288 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DOWNTOWN ENTERTAINMENT DISTRICT FUND
FUND OVERVIEW
The City of Shreveport created a Tax Increment Financing (TIF) District for a portion of the Riverfront and Cross Bayou area. This TIF enables the City to direct funds from sales tax activity to improvements for the Red River District.
In 2012, the City began managing the Red River District. A property management company was enlisted to manage operations and maintenance. Leasing revenue from the tenants of the Red River District provides fund for those operating expenses.
In 2018, SPAR continued to support the efforts of tenants and local groups by hosting events within the district. Once again, Small Business Saturday and the Holiday Market attracted visitors and the popularity continues to grow. Tax revenue for the TIF followed local trends seeing a decline in tax revenue.
The Red River District lease space is fully occupied and sales tax is trending upward. With the lease of the remaining space, and the opening of the Shreveport Aquarium, the Red River District has experienced additional visitors resulting in a positive impact on sales revenues and increasing tax revenue. BUDGET
RESOURCES AVAILABLE
2018 2019 2019 2020 % Appropriations ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 46,6120000% Materials & Supplies 5,016 4,500 4,500 4,500 0% Contractual Services 81,116 98,000 103,000 98,000 0% Other Charges 28,954 29,000 26,300 29,000 -77% Operating Reserves 0 455,400 134,500 105,100 -77% Improvements & Equipment 0 300,000 0 0 Transfers to Other Funds 0000
TOTAL 161,698 886,900 268,300 236,600 -73%
FULL-TIME EMPLOYEES 20000% EXECUTIVE
CITY OF SHREVEPORT 289 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020
Decreased staff and expenditures to better align expenses with revenue collection; Event facilitation and management will be staffed with temporary employees which were funded at $26,000 in professional services.
EMPLOYEE ROSTER
Category Class Level Title Authorized
Classified 22 Professional 247 15 Recreation Supervisor ll 0 25 Paraprofessional 144 11 Events Coordinator 0 27 Skilled Craft 195 12 Maintenance Mechanic 0
TOTAL BUDGET0
EXECUTIVE
290 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
GRANTS SPECIAL REVENUE FUND
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 291 2020 ANNUAL OPERATING BUDGET
GRANTS SUMMARY
GRANTS ORIGINAL FUNDING CARRY-OVER FUNDING
Police Grants 23,785,161 3,434,800 Environmental Grants 1,851,500 923,966 Fire Grants 97,900 57,400
TOTAL GRANTS 25,734,561 4,416,166
BUDGET
EXECUTIVE
292 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
SUMMARY OF POLICE GRANTS
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 293 2020 ANNUAL OPERATING BUDGET
SUMMARY OF POLICE GRANTS
PRIOR-YEAR AWARDS INDEX GRANTS ORIGINAL CARRY-OVER CODE FUNDING FUNDING 250704 Cameras Against Crime 2006 200,000 0 250753 COPS 2008 Universal Hiring Program 1,183,580 0 21250381 Reduction of Crack/Drug Houses 66,005 0 25250506 Knock & Talk 2005 $53,944 0 25250613 Integrated Criminal Apprehension 2005 $43,251 0 27250647 Federal Interoperability Grant 07 1,406,804 0 27250662 Federal Justice Assistance Grant 2007 273,900 0 27250746 PSN Anti-Gang Initiative 2007 50,000 0 28250639 State Homeland Security Program 08 69,095 0 28250662 Federal Justice Assistance Grant 2008 84,243 0 28250746 PSN Anti-Gang Initiative 2008 12,000 0 29250738 PSN Gun Crime Reduction 2009 9,277 0 10250738 PSN Gun Crime Reduction 2010 9,800 0 11250738 PSN Gun Crime Reduction 2011 10,800 0 12250738 PSN Gun Crime Reduction 2012 0 0 29250274 DARE Grant 2009BUDGET 102,649 0 10250274 DARE Grant 2010 102,000 0 11250274 DARE Grant 2011 113,982 0 12250274 DARE Grant 2012 114,600 0 13250274 DARE Grant 2013 121,805 0 14250274 DARE Grant 2014 119,438 0 22.25.2210 DARE Grant 2015 119,438 0 22.25.2210 DARE Grant 2016 120,754 0 22.25.2210 DARE Grant 2017 121,100 0 22.25.2210 DARE Grant 2018 120,318 0 22.25.2210 DARE Grant 2019 100,748 80,000 29250373 AFIS 2009 384,805 0 10250373 AFIS 2010 384,200 0 11250373 AFIS 2011 384,200 0 12250373 AFIS 2012 384,200 0 13250373 AFIS 2013 384,200 0 14250373 AFIS 2014 384,200 0 22.25.2210 AFIS 2015 384,200 0 22.25.2210 AFIS 2016 384,200 0 22.25.2210 AFIS 2017 384,200 0 22.25.2210 AFIS 2018 384,200 0 22.25.2210EXECUTIVE AFIS 2019 384,200 290,000 29250431 Shreveport PD Year Long 2009 129,984 0 10250431 Shreveport PD Year Long 2010 177,115 0 11250431 Shreveport PD Year Long 2011 177,200 0
294 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
SUMMARY OF POLICE GRANTS
PRIOR-YEAR AWARDS (Continued) INDEX GRANTS ORIGINAL CARRY-OVER CODE FUNDING FUNDING 12250431 Shreveport PD Year Long 2012 172,100 0 13250431 Shreveport PD Year Long 2013 70,000 0 14250431 Shreveport PD Year Long 2014 101,040 0 22.25.2210 Shreveport PD Year Long 2015 98,300 0 22.25.2210 Shreveport PD Year Long 2016 105,380 0 22.25.2210 Shreveport PD Year Long 2017 105,380 0 22.25.2210 Shreveport PD Year Long 2018 133,000 0 22.25.2210 Shreveport PD Year Long 2019 135,135 120,000 29250530 Org Crime Drug Enforcement Task Force 2009 79,000 0 29250548 High-Intensity Drug Trafficking Area Grant 09 32,000 0 29250662 Federal Justice Assistance Grant 2009 305,915 0 29250696 Safe Streets 2009 30,000 0 29250720 Federal ATF Grant 2009 26,250 0 250761 JAG Grant Recovery 2009 1,272,227 0 12250779 Violence Against Women VAWA Recovery 13,317 0 12250779 Violence Against Women VAWA Recovery BUDGET 25,000 0 13250779 Violence Against Women VAWA Recovery 25,610 0 22.25.2210 Violence Against Women VAWA Recovery 14 27,950 0 22.25.2210 Violence Against Women VAWA Recovery 15 17,117 0 22.25.2210 Violence Against Women VAWA Recovery 16 25,000 0 22.25.2210 Violence Against Women VAWA Recovery 17 19,280 0 22.25.2210 Violence Against Women VAWA Recovery 18 15,000 1,500 29250670 Multi-Jurisdictional Task Force 2009 139,485 0 10250670 Multi-Jurisdictional Task Force 2010 103,996 0 11250670 Multi-Jurisdictional Task Force 2011 100,300 0 12250670 Multi-Jurisdictional Task Force 2012 100,300 0 13250670 Multi-Jurisdictional Task Force 2013 89,420 0 22.25.2210 Multi-Jurisdictional Task Force 2014 86,000 0 22.25.2210 Multi-Jurisdictional Task Force 2015 69,077 0 22.25.2210 Multi-Jurisdictional Task Force 2016 80,000 0 22.25.2210 Multi-Jurisdictional Task Force 2017 90,000 2,500 22.25.2210 Multi-Jurisdictional Task Force 2018 76,400 76,400 9250746 PSN Anti-Gang 2009 18,400 0 10250746 PSN Anti-Gang 2010 19,000 0 11250746 PSN Anti-Gang 2011 22,900 0 12250746 PSN Anti-Gang 2012 10,300 0 EXECUTIVE13250746 PSN Anti-Gang 2013 26,400 0 250811 Cops Hiring Grant 2009 3,300,426 0 10250795 Predictive Policing Demonstration Phase II 516,800 0 11250795 Predicitive Policing Demonstration Phase II Cont 33,940 0
CITY OF SHREVEPORT 295 2020 ANNUAL OPERATING BUDGET
SUMMARY OF POLICE GRANTS
PRIOR-YEAR AWARDS (Continued) INDEX GRANTS ORIGINAL CARRY-OVER CODE FUNDING FUNDING 10250530 Org Crime Drug Enforcement Task Force 2010 50,000 0 13250530 Org Crime Drug Enforcement Task Force 2013 50,000 0 14250530 Org Crime Drug Enforcement Task Force 2014 50,000 0 22.25.2210 Org Crime Drug Enforcement Task Force 2015 50,000 0 22.25.2210 Org Crime Drug Enforcement Task Force 2016 5,000 0 22.25.2210 Org Crime Drug Enforcement Task Force 2017 10,000 0 22.25.2210 Org Crime Drug Enforcement Task Force 2018 15,000 0 22.25.2210 Org Crime Drug Enforcement Task Force 2019 15,000 11,000 10250548 High-Intensity Drug Trafficking Area Grant 2010 20,000 0 10250662 Federal Justice Assistance Grant 2010 257,303 0 10250696 Safe Streets 2010 25,000 0 10250720 ATF Grant 2010 30,000 0 10250787 US Marshals 2010 15,000 0 10250803 Crimes Against Children Task Force 2010 20,000 0 11250787 US Marshalls 2011 20,000 0 11250548 High-Intensity Drug Trafficking Area Grant 2011 35,000 0 11250803 Crimes Against Children Task Force 2011BUDGET 25,000 0 11250530 Org Crime Drug Enforcement Task Force 2011 70,000 0 11250720 ATF Grant 2011 40,000 0 11250696 Safe Streets 2011 23,000 0 250860 Child Sexual Predator Program Grant 500,000 0 12250803 Crimes Against Children Task Force 2012 50,000 0 13250803 Crimes Against Children Task Force 2013 51,600 0 14250803 Crimes Against Children Task Force 2014 51,600 0 22.25.2210 Crimes Against Children Task Force 2015 51,600 0 22.25.2210 Crimes Against Children Task Force 2016 51,600 0 22.25.2210 Crimes Against Children Task Force 2017 51,600 0 22.25.2210 Crimes Against Children Task Force 2018 60,000 0 22.25.2210 Crimes Against Children Task Force 2019 60,000 50,000 12250787 US Marshals 2012 15,000 0 13250787 US Marshals 2013 15,000 0 14250787 US Marshals 2014 15,000 0 22.25.2210 US Marshals 2015 15,000 0 22.25.2210 US Marshals 2016 15,000 0 22.25.2210 US Marshals 2017 15,000 0 22.25.2210 US Marshals 2018 15,000 0 22.25.2210 US Marshals 2019 18,000 14,000 12250720 ATF Grant 2012 30,000 0 13250720EXECUTIVE ATF Grant 2013 17,200 0 14250720 ATF Grant 2014 17,200 0 22.25.2210 ATF Grant 2015 17,200 0 22.25.2210 ATF Grant 2016 17,000 0
296 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
SUMMARY OF POLICE GRANTS
PRIOR-YEAR AWARDS (Continued) INDEX GRANTS ORIGINAL CARRY-OVER CODE FUNDING FUNDING 22.25.2210 ATF Grant 2017 17,200 0 22.25.2210 ATF Grant 2018 36,200 0 22.25.2210 ATF Grant 2019 36,200 32,000 12250530 Org Crime Drug Enforcement Task Force 2012 50,000 0 12250548 High-Intensity Drug Trafficking Area Grant 2012 34,400 0 13250548 High-Intensity Drug Trafficking Area Grant 2013 34,400 0 14250548 High-Intensity Drug Trafficking Area Grant 2014 34,400 0 22.25.2210 High-Intensity Drug Trafficking Area Grant 2015 34,400 0 22.25.2210 High-Intensity Drug Trafficking Area Grant 2016 17,200 0 22.25.2210 High-Intensity Drug Trafficking Area Grant 2017 17,200 0 22.25.2210 High-Intensity Drug Trafficking Area Grant 2018 18,100 0 22.25.2210 High-Intensity Drug Trafficking Area Grant 2019 18,100 16,000 12250696 Safe Streets 2012 17,500 0 22.25.2210 Immigration & Customs Enforcement 2017 15,000 0 22.25.2210 Immigration & Customs Enforcement 2018 15,000 0 22.25.2210 Immigration & Customs Enforcement 2019 5,000 4,500 13250696 Safe Streets 2013 17,500 0 14250696 Safe Streets 2014 17,500 0 22.25.2210 Safe Streets 2015BUDGET 17,500 0 22.25.2210 Safe Streets 2016 17,500 0 22.25.2210 Safe Streets 2017 17,500 0 22.25.2210 Safe Streets 2018 36,200 0 22.25.2210 Safe Streets 2019 36,200 32,000 22.25.2210 Tactical Diversion Task Force 2018 18,100 0 22.25.2210 Tactical Diversion Task Force 2019 18,100 15,000 22.25.2210 Project Safe Neighborhoods 2018 282,269 250,000 11250662 Federal Justice Assistance Grant 2011 197,900 0 12250662 Federal Justice Assistance Grant 2012 148,413 0 22.25.2210 Federal Justice Assistance Grant 2013 126,986 0 22.25.2210 Federal Justice Assistance Grant 2014 132,984 0 22.25.2210 Federal Justice Assistance Grant 2015 115,505 0 22.25.2210 Federal Justice Assistance Grant 2016 120,424 0 22.25.2210 Federal Justice Assistance Grant 2017 114,797 32,000 22.25.2210 Federal Justice Assistance Grant 2018 123,100 123,100 22.25.2210 State Narcotics Fund 234,800 241,000 22.25.2210 Federal Narcotics Fund 185,500 30,000 22.25.2210 Sex Offender Fund 56,100 46,500 22.25.2210 BYRNE Federal Justice Assistance Grant 2016 1,000,000 750,000 SUBTOTAL 22,567,861 2,217,500 EXECUTIVE
CITY OF SHREVEPORT 297 2020 ANNUAL OPERATING BUDGET
SUMMARY OF POLICE GRANTS 2020 Funding
INDEX GRANTS ORIGINAL CARRY-OVER CODE FUNDING FUNDING 22.25.2210 ATF 2020 $36,200 $36,200 22.25.2210 Crimes Against Children Task Force 2020 $60,000 $60,000 22.25.2210 US Marshals 2020 $15,000 $15,000 22.25.2210 Multi-Jurisdictional Task Force 2019 $75,000 $75,000 22.25.2210 Violence Against Women VAWA 2019 Recovery $19,800 $19,800 22.25.2210 DARE Grant 2020 $100,800 $100,800 22.25.2210 AFIS 2020 $384,200 $384,200 22.25.2210 Shreveport PD Year Long 2020 $135,000 $135,000 22.25.2210 High-Intensity Drug Trafficking Area Grant 2020 $18,100 $18,100 22.25.2210 Org Crime Drug Enforcement Task Force 2020 $15,000 $15,000 22.25.2210 Safe Streets 2020 $36,200 $36,200 22.25.2210 Federal Justice Assistance Grant 2019 $127,700 $127,700 22.25.2210 Immigration & Customs Enforcement 2020 $18,100 $18,100 22.25.2210 Tactical Diversion Task Force 2020 $18,100 $18,100 22.25.2210 Project Safe Neighborhoods 2019 $158,100 $158,100 SUBTOTAL BUDGET1,217,300 $1,217,300 GRAND TOTAL $23,785,161 $3,434,800
EXPENDITURE DETAIL
2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET Personal Services 2,779 94,900 0 55,400 10.110002 Professional Overtime 212,273 563,700 0 578,700 10.120001 Technician Salaries 63,645 85,200 0 327,100 10.120002 Technician Overtime 0 0 0 116,800 10.130002 Protective Service Overtime 188,674 884,900 0 683,600 10.130011 Protective Service Civil Serv St 71,437 55,000 0 0 10.140002 Paraprofessional Overtime 849 14,155 0 41,000 10.150001 Office/Clerical Salaries 93 0 0 7,000 10.180001 Employee Retirement System 61,735 37,600 0 37,600 10.180002 State Civil Service Retirement 9,000 20,000 0 25,000 10.180005 Group Insurance 85,405 53,300 0 50,300 10.190007 Medicare Trust Contribution 5,333 24,500 0 21,500 10.190091 Training 31,840 40,548 0 44,800 TotalEXECUTIVE Personal Services 733,067 1,873,803 0 1,988,800
298 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL 2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET Materials & Supplies 20.200150 Office Supplies 2,427 14,000 0 22,000 20.200245 Safety 59,435 55,000 0 55,000 20.200271 Minor Equipment 164 0 0 0 Total Materials & Supplies 62,026 69,000 0 71,000
Contractual Services 30.300200 Wireless Services 22,076 24,000 0 24,640 30.300500 Professional Services 69,135 705,695 0 843,650 30.300800 Miscellaneous 0 3,240 0 3,240 Total Contractual Services 91,211 732,935 0 871,530
2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET Other Charges 40.400125 Promotions 10,186 16,500 0 15,800 40.400150 Crime Investigations 52,500 50,000 0 50,000 40.400163 Public Agency Appropriations 0BUDGET 188,540 0 119,700 Total Other Charges 62,686 255,040 0 185,500
Improvements & Equipment 45.450502 Dogs 14,500000 45.485550 Office/Reprod Equipment 28,828 48,750 0 20,810 45.485555 Audiovisual Equipment 33,331000 45.485557 Tools and Equipment 56,175 69,760 0 54,060 45.485558 Communications Equipment 23,136000 45.485560 Vehicles 27,175 194,000 0 243,100 Total Improvements & Equipment 183,145 312,510 0 317,970
GRAND TOTAL EXPENSES 1,132,135 3,243,288 0 3,434,800
EXECUTIVE
CITY OF SHREVEPORT 299 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG POLICE GRANTS D.A.R.E. 22.25.2210 DARE19 22.25.2210 DARE20
GRANT OVERVIEW
The DARE Grant is funded by the State of Louisiana and promotes the Drug Abuse Resistance Education Program in elementary schools in the City of Shreveport. The grant reimburses the City of Shreveport for a portion of salaries, benefits, and supplies.
PERFORMANCE MEASURES 2018 2019 2020 ACTUAL ESTIMATE GOAL Number of students taught 13,182 13,651 14,000 Number of classes taught 404 411 452
SUMMARY BY YEAR INDEX CODE GRANT ORIGINAL CARRY-OVER FUNDING FUNDING DARE19 DARE Grant 2019BUDGET 100,748 80,000 DARE20 DARE Grant 2020 100,800 100,800 Total 201,548 180,800
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 140,600 178,900 80,892 165,000 -4% Other Charges 10,186 16,500 20,160 15,800 6% TOTAL 150,786 195,400 101,052 180,800 -4%
FULL-TIME EMPLOYEES 00000% BUDGET CHANGES FOR 2020
Promotional material supplies have increased from previous year. Two officers were transferred to another unit. EXECUTIVE
300 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG POLICE GRANTS A.F.I.S. 22.25.2210 AFIS19 22.25.2210 AFIS20
GRANT OVERVIEW
The Shreveport Police Department acts as a regional hub for the Automated Fingerprint Identification System (AFIS), and serves 36 agency live scan sites. These grant funds salaries for AFIS personnel at the Shreveport Police Department who perform duties using highly technical equipment associated with the ongoing program. AFIS personnel duties include fingerprinting, criminal data entry, warrant checks and photographing of arrested persons, and use the AFIS system to check fingerprints against the database of persons with criminal records.
PERFORMANCE MEASURES 2018 2019 2020 ACTUAL ESTIMATE GOAL Number of cases processed 12,974 13,000 12,500 Number of live scan sites active 36 36 36
SUMMARY BY YEAR INDEX CODE GRANT ORIGINAL CARRY-OVER FUNDING FUNDING AFIS19 AFIS Grant 2019 BUDGET384,200 290,000 AFIS20 AFIS Grant 2020 384,200 384,200 Total 768,400 674,200
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 470,496 674,200 480,500 674,200 0% TOTAL 470,496 674,20 480,500 674,200 0%
FULL-TIME EMPLOYEES 11 13 11 13 0%
BUDGET CHANGES FOR 2020
We will request an increase in match funds do to an increase in overtime and insurance premiums.
EMPLOYEE ROSTER
Category Class Level Title Authorized Civil Service EXECUTIVE22 Professionals 973 13 AFIS Administrator 1 23 Technicians 425 10 AFIS Operators 9 25 Paraprofessionals 490 11 AFIS Supervisor 3 Total 13
CITY OF SHREVEPORT 301 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG POLICE GRANTS SHREVEPORT PD YEAR LONG 22.25.2210 SPYL19 22.25.2210 SPYL20
GRANT OVERVIEW
The Shreveport Enforcement Project is a Louisiana Highway Safety Commission Grant which will fund police overtime to provide additional traffic enforcement in the areas of DWI and occupant protection.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Number of DWI enforcement hours 1,806 2,850 2,950 Occupant protection 425 450 550 Number of DWI arrests 778 810 800
SUMMARY BY YEAR BUDGET INDEX CODE GRANT ORIGINAL CARRY-OVER FUNDING FUNDING SPYL19 Shreveport Enforcement Project 2019 135,135 120,000 SPYL20 Shreveport Enforcement Project 2020 130,000 135,000 Total 148,635 255,000
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 81,214 248,000 90,000 255,000 3% Materials and Supplies 00000% Improvements and Equipment 00000% TOTAL 81,214 248,000 90,000 255,000 3%
FULL-TIME EMPLOYEES 00000% BUDGETEXECUTIVE CHANGES FOR 2020 The State isn’t awarding any funding for equipment therefore; all funds are being allocated into overtime. We also received an increase due to high DWI fatalities in Caddo Parish.
302 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG POLICE GRANTS ORGANIZED CRIME DRUG 22.25.2210 OCDE19 ENFORCEMENT TASK FORCE 22.25.2210 OCDE20
GRANT OVERVIEW
The Organized Crime Drug Enforcement Task Force Grant provides overtime funds to the Shreveport Police Department for officers working with federal agencies to reduce and disrupt the local drug trade.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Narcotics Organizations Disrupted 0 3 4
SUMMARY BY YEAR
INDEX CODE GRANT ORIGINAL CARRY-OVER FUNDING FUNDING OCDE19 Organized Crime Drug Enforcement 2019BUDGET 15,000 11,000 OCDE20 Organized Crime Drug Enforcement 2020 15,000 15,000
Total 30,000 26,000
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 16,500 26,000 12,000 26,000 -13% TOTAL 16,500 26,000 12,000 26,000 -13%
FULL-TIME EMPLOYEES 00000%
BUDGET CHANGES FOR 2020
The budget changes are due to reduced funding awarded by the Federal government. Funding was EXECUTIVEdelayed due to Government shutdown.
CITY OF SHREVEPORT 303 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG POLICE GRANTS SAFE STREETS AND 22.25.2210 SAFS19 GANG TASK FORCE 22.25.2210 SAFS20 GRANT OVERVIEW
The Safe Streets and Gang Task Force Grant provide overtime funds to the Shreveport Police Department for officers working with the Federal Bureau of Investigation to reduce and disrupt violent crime.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Value of seized drugs 325,000 300,000 325,000 Arrests 20 65 75
SUMMARY BY YEAR
INDEX CODE GRANT ORIGINAL CARRY-OVER FUNDING FUNDING SAFS19 Safe Streets 2019 BUDGET36,200 32,000 SAFS20 Safe Streets 2020 36,200 36,200 Total 72,400 68,200
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 35,971 68,200 35,000 68,200 0%
TOTAL 35,971 68,200 35,000 68,200 0%
FULL-TIME EMPLOYEES 00000%
BUDGET CHANGES FOR 2020
Federal Bureau of Investigtions added an additional agent to the Task Force. EXECUTIVE
304 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG POLICE GRANTS FEDERAL ATF GRANT 22.25.2210 FATF19 22.25.2210 FATF20
GRANT OVERVIEW
The Federal ATF Grant provides overtime funding to the Shreveport Police Department for officers working with the local office of the Bureau of Alcohol, Tobacco and Firearms to reduce and disrupt crime involving firearms.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Firearm Seizures 55 80 90 Arrests 32 35 45
SUMMARY BY YEAR
INDEX CODE GRANT ORIGINAL CARRY-OVER BUDGETFUNDING FUNDING FATF19 ATF Grant 2019 36,200 32,000 FATF20 ATF Grant 2020 36,200 36,200 Total 72,400 68,200
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 17,618 68,200 32,000 68,200 0% TOTAL 17,618 68,200 32,000 68,200 0%
FULL-TIME EMPLOYEES 00000%
BUDGET CHANGES FOR 2020 EXECUTIVE The Federal ATF addesd an additional agent to the Task Force.
CITY OF SHREVEPORT 305 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG POLICE GRANTS PSN ANTI-GANG INITIATIVE 22.25.2210 PSAG15
GRANT OVERVIEW
The Project Safe Neighborhood Anti-Gang Initiative is a joint proposal between the Shreveport Police Department and Caddo Parish Sheriff’s Office that is designed to implement a strategic approach in identifying and arresting individuals implicated as major offenders of gang activity and violent crimes.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Number of Criminal Organizations Identified 0 0 0 Disrupt Criminal Organizations 0 0 0
SUMMARY BY YEAR BUDGET INDEX CODE GRANT ORIGINAL CARRY-OVER FUNDING FUNDING PSAG15 PSN Anti-Gang Initiative 2015 0 0 TOTAL 00
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 0 18,424 0 0 -100% Contractual Services 0 8,856 0 0 -100% Improvements & Equipment 0 5,000 0 0 -100% TOTAL 0 32,280 0 0 -100%
FULL-TIME EMPLOYEES 00000%
BUDGET CHANGES FOR 2020
EXECUTIVE PSN Anti-Gang Grant is a competitive grant. Funding for this program has decreased over the years. The State of Louisiana was not granted funding therefore the Shreveport Police did not receive an award.
306 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG POLICE GRANTS US MARSHALS 22.25.2210 USMS19 22.25.2210 USMS20
GRANT OVERVIEW
The US Marshals program provides overtime funding to the Shreveport Police Department for officers working with the Marshals Service District Fugitive Apprehension Task Force to conduct search warrants and assist in the apprehension of wanted persons.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Number of Executed Warrant Operations 122 165 200
SUMMARY BY YEAR
INDEX CODE GRANT ORIGINAL CARRY-OVER BUDGETFUNDING FUNDING USMS19 U.S. Marshals 2019 15,000 14,000 USMS20 U.S. Marshals 2020 15,000 15,000 Total 30,000 29,000
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 14,100 28,000 18,000 29,000 4% TOTAL 14,100 28,000 18,000 29,000 4%
FULL-TIME EMPLOYEES 00000%
BUDGET CHANGES FOR 2020 EXECUTIVE We have a new agent.
CITY OF SHREVEPORT 307 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT INDEX CODE POLICE GRANTS PSN Project Safe Neighborhoods 22.25.2210 PNS18 22.25.2210 PSN19 GRANT OVERVIEW
The Project Safe Neighborhood grant provides funding to the Police Department as the fiscal agent for the Western District of Louisiana through the US Attorney’s Office it is designed to implement a comprehensive, strategic approach to reducing gun, gang, and organized crime through enhanced enforcement and investigation initiatives.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Number of gun related arrests by grant 0 60 75
SUMMARY BY YEAR
INDEX CODE GRANT ORIGINAL CARRY-OVER BUDGETFUNDING FUNDING PSN18 Project Safe Neighborhood 282,269 250,000 PSN19 Project Safe Neighborhood 158,100 158,100 TOTAL 440,369 408,100
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 0 29,903 10,000 124,100 315% Contractual Services Professional 0 129,585 22,269 284,000 119%
TOTAL 0 159,488 32,269 405,100 156%
FULL-TIME EMPLOYEES 00000%
BUDGET CHANGES FOR 2020 EXECUTIVEThe Western District of Louisiana received funding through the US Attorney’s Office. The Shreveport Police Department will be the fiscal agent.
308 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG POLICE GRANTS C.A.C.T.F. 22.25.2210 CACT19 Crimes Against Children Task Force 22.25.2210 CACT20
GRANT OVERVIEW
The Crimes against Children Task Force Grant provides overtime funds to the Shreveport Police Department for officers working with federal agencies to investigate violations of child prostitution, selling or buying children, kidnapping, and other child exploitation matters.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Number of Operations 32 29 45 Arrests 110 90 110
SUMMARY BY YEAR INDEX CODE GRANT BUDGETORIGINAL CARRY-OVER FUNDING FUNDING CACT19 Crimes Against Children Task Force 2019 60,000 50,000 CACT20 Crimes Against Children Task Force 2020 60,000 60,000 Total 120,000 110,000
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 27,163 110,000 32,000 110,000 0%
TOTAL 27,163 110,000 32,000 110,000 0%
FULL-TIME EMPLOYEES 00000%
BUDGET CHANGES FOR 2020
Increase in budget is due to the number of overtime hours given to each assigned officer. In 2019 we are EXECUTIVEdown 2 officers.
CITY OF SHREVEPORT 309 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG POLICE GRANTS H.I.D.T.A. 22.25.2210 HIDTA19 High-Intensity Drug Trafficking Area 22.25.2210 HIDTA20
GRANT OVERVIEW
The High-Intensity Drug Trafficking Area grant provides funds to the Shreveport Police Department for overtime for officers working to reduce and disrupt the local drug trade.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Number of Arrests 40 45 50 Value of Drugs Seized 1,200,500 1,000,000 1,000,000
SUMMARY BY YEAR INDEX CODE GRANT BUDGETORIGINAL CARRY-OVER FUNDING FUNDING HIDTA19 High-Intensity Drug Trafficking Area 2019 18,100 16,000 HIDTA20 High-Intensity Drug Trafficking Area 2020 18,100 18,100 Total 36,200 34,100
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 16,850 34,100 18,100 34,100 0% TOTAL 16,850 34,100 18,100 34,100 0%
FULL-TIME EMPLOYEES 00000%
BUDGET CHANGES FOR 2020 EXECUTIVENone.
310 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG POLICE GRANTS Federal Justice Assistance Grant 22.25.2210 FJAG17 22.25.2210 FJAG18 22.25.2210-FJAG19 GRANT OVERVIEW
The Federal Justice Assistance provides funds for equipment to address Part 1 Crimes.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Initiatives conducted to reduce Part 1 crime 127 140 150
SUMMARY BY YEAR BUDGET INDEX CODE GRANT ORIGINAL CARRY-OVER FUNDING FUNDING FJAG17 Federal Justice Assistance Grant 2017 114,797 32,000 FJAG18 Federal Justice Assistance Grant 2018 123,100 123,100 FJAG19 Federal Justice Assistance Grant 2019 127,700 127,700 Total 365,597 282,800
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 00000% Materials and Supplies 00000% Other Charges 0 65,000 54,600 119,700 0% Improvements and Equipment 27,300 144,000 63,300 163,100 84% TOTAL 27,300 209,000 117,900 282,800 13%
FULL-TIME EMPLOYEES 00000% EXECUTIVEBUDGET CHANGES FOR 2020
None.
CITY OF SHREVEPORT 311 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT INDEX CODE POLICE GRANTS Tactical Diversion Task Force 22.25.2210 TDTF19 22.25.2210 TDTF19
GRANT OVERVIEW
The Tactical Diversion Task Force is an overtime reimbursement grant from The Federal Bureau of Investigations. This grant addresses prescription drug cases.
SUMMARY BY YEAR
ORIGINAL CARRY-OVER INDEX CODE GRANT FUNDING FUNDING TDTF19 Tactical Diversion Task Force 19 18,100 15,000 TDTF20 Tactical Diversion Task Force 20 18,100 18,100 TOTAL BUDGET36,200 33,100
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 2,006 33,100 10,100 33,100 0%
TOTAL 2,006 33,100 10,100 33,100 0%
BUDGET CHANGES FOR 2020 EXECUTIVEThis is a new award for 2018.
312 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT INDEX CODE POLICE GRANTS BYRNE Criminal Justice Innovation 22.25.2210 FBYR16
GRANT OVERVIEW
The Byrne Criminal Justice Innovation (BCJI) Program is a part of the Administration’s larger place-based and neighborhood revitalization efforts, which supports local and tribal communities in developing place-based strategies to change neighborhoods of distress into neighborhoods of opportunity.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL N/A 0 0 0 N/A 0 0 0
GRANT FUNDING BUDGET 2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 0 186,600 40,000 210,600 100% Materials and Supplies 0 6,500 2,500 6,500 100% Contractual Services 0 621,390 55,000 497,390 100% Other Charges 0000100% Improvements and Equipment 0 35,510 0 35,510 100%
TOTAL 0 850,000 97,500 750,000 100%
FULL-TIME EMPLOYEES 00000%
BUDGET CHANGES FOR 2020 EXECUTIVE This grant is a new award and performance measures have not yet been established.
CITY OF SHREVEPORT 313 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT INDEX CODE POLICE GRANTS JAG Grant Recovery 2009 250761
GRANT OVERVIEW
The JAG Recovery 2009 Grant provides funding for personnel overtime used to address Part I crime city-wide, and to defray the cost of hiring additional police officers during the four year grant period.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Conduct overtime operations 0 0 0 Equipment purchases for CHRP Grant Officers 0 0 0 Purchase Police Cruisers 0 0 0
GRANT FUNDING
2018 2019 BUDGET2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 00000% Materials and Supplies 00000% Contractual Services 00000% Other Charges 00000% Improvements and Equipment 00000%
TOTAL 00000%
FULL-TIME EMPLOYEES 00000%
BUDGET CHANGES FOR 2020
None. EXECUTIVE
314 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT INDEX CODE POLICE GRANTS Predictive Policing Demonstration 10250795 Phase II GRANT OVERVIEW
The Predictive Policing Demonstration Grant provides overtime funding for participation in the research and development of a Predictive Policing Model in conjunction with the National Institute of Justice.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Reduction in tactical crime 0 0 0 Purchase crime analysis and statistical software 0 0 0
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGETBUDGETESTIMATE BUDGET CHANGE Personal Services 0000-100% Materials and Supplies 00000% Contractual Services 00000% Other Charges 00000% Improvements and Equipment 00000%
TOTAL 0000-100%
FULL-TIME EMPLOYEES 00000%
BUDGET CHANGES FOR 2020
There is no funding for this project.
EXECUTIVE
CITY OF SHREVEPORT 315 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT INDEX CODE POLICE GRANTS Immigration & Customs Enforcement 22.25.2210 IACE19 22.25.2210 IACE20
GRANT OVERVIEW
The Immigration & Customs Enforcement purpose is to reimburse assigned officers overtime participating in Task Force operations.
SUMMARY BY YEAR
INDEX CODE GRANT ORIGINAL CARRY-OVER FUNDING FUNDING IACE19 Immigration & Customs Enforcement 19 5,000 4,500 IACE20 Immigration & Customs Enforcement 20 18,100 18,100 Total 23,100 22,600 BUDGET
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 6,699 31,100 500 22,600 0% Materials and Supplies 0 0 0 0 0% Contractual Services 0 0 0 0 0% Other Charges 0 0 0 0 0% Improvements and Equipment 0 0 0 0 0%
TOTAL 6,699 31,100 500 22,600 0%
FULL-TIME EMPLOYEES 00000%
BUDGETEXECUTIVE CHANGES FOR 2020 This is a new award for 2018. 2019 Funding was delayed.
316 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG POLICE GRANTS Violence Against Women 22.25.2210 VAWA18 VAWA Recovery 22.25.2210 VAWA19
GRANT OVERVIEW
The VAWA 2018 and 2019 Grants provides overtime funding to the Shreveport Police Officers working adult female related sexual and domestic assaults in the City of Shreveport.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Sexual assault cases recorded 419 440 450 Sexual assault cases for prosecution 120 160 200
SUMMARY BY YEAR
INDEX CODE GRANT ORIGINAL CARRY-OVER BUDGETFUNDING FUNDING VAWA18 Violence Against Women VAWA Recovery 15,000 1,500 VAWA19 Violence Against Women VAWA Recovery 19,800 19,800 Total 34,800 21,300
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 15,060 17,500 11,100 16,500 -6% Materials and Supplies 00000% Contractual Services 00000% Other Charges 00000% Improvements and Equipment 2,351 5,000 5,400 4,800 -4%
TOTAL 17,411 22,500 16,500 21,300 -5%
FULL-TIME EMPLOYEES 00000% EXECUTIVEBUDGET CHANGES FOR 2020 None.
CITY OF SHREVEPORT 317 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG POLICE GRANTS Multi-Jurisdictional Task Force 22.25.2210 MJTF17 22.25.2210 MJTF18 22.25.2210 MJTF19
GRANT OVERVIEW
The Multi-Jurisdictional Task Force Grant provides overtime funding to the Shreveport Police Officers and Caddo Parish Deputies working jointly to reduce and disrupt the drug trade, parish wide.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Knock and Talks 51 60 75 Narcotic Arrests 250 260 350 Search Warrants 100 110 140 SUMMARY BY YEAR BUDGET INDEX CODE GRANT ORIGINAL CARRY-OVER FUNDING FUNDING MJFT17 Multi-Jurisdictional Task Force 90,000 2,500 MJTF18 Multi-Jurisdictional Task Force 76,400 76,400 MJTF19 Multi-Jurisdictional Task Force 75,000 75,000 Total 241,4000 153,900
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 0 100,000 2,500 102,200 2% Materials and Supplies 00000% Contractual Services 0 62,200 0 41,640 -33% Other Charges 00000% Improvements and Equipment 0 18,000 0 10,060 -44%
TOTAL 0 180,000 2,500 153,900 -15%
FULL-TIMEEXECUTIVE EMPLOYEES 00000 % BUDGET CHANGES FOR 2020
State funding for this Task Force has been delayed for 2019.
318 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG POLICE GRANTS State Narcotics Fund 22.25.2210 STNARC
GRANT OVERVIEW
The State Narcotics Fund provides funding from asset seizures related to narcotics investigations and through successful prosecution of these cases through the state courts.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Narcotic Felony Arrests 606 1,400 1,500
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 35,000 15,000BUDGET 10,000 25,000 67% Materials and Supplies 31,765 45,000 30,000 45,000 0% Contractual Services 26,551 26,000 20,000 26,500 2% Other Charges 30,000 50,000 40,000 50,000 0% Improvements and Equipment 24,856 30,000 76,900 94,500 215%
TOTAL 148,172 166,000 176,900 241,000 45%
FULL-TIME EMPLOYEES 00000%
BUDGET CHANGES FOR 2020
None.
EXECUTIVE
CITY OF SHREVEPORT 319 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG POLICE GRANTS Federal Narcotics Fund 22.25.2210 FDNARC
GRANT OVERVIEW
The Federal Narcotics Fund provides funding from asset seizures related to narcotics investigations and through successful prosecution of these cases through the federal courts.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Narcotics Felony Arrests 606 1,400 1,500
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 2,4750000BUDGET% Materials and Supplies 25,360 15,000 15,000 15,000 0% Contractual Services 421 15,000 15,000 15,000 0% Other Charges 10,0000000% Improvements and Equipment 27,243 20,000 10,000 0 -100%
TOTAL 65,499 50,000 40,000 30,000 -40%
FULL-TIME EMPLOYEES 00000%
BUDGET CHANGES FOR 2020
Funding has reduced for 2019 and 2020.
EXECUTIVE
320 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG POLICE GRANTS Sex Offender Fund 22.25.2210 SEXOFF
GRANT OVERVIEW
The Sex Offender Fund provides funding to the Shreveport Police Department through fees associated with registering local sex offenders.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Registered Sex Offenders 458 460 465
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 4,837 25,000BUDGET 25,000 25,000 0% Materials and Supplies 152 2,500 2,500 4,500 80% Contractual Services 4,096 2,500 2,000 7,000 180% Improvements and Equipment 210 10,000 5,000 10,000 0%
TOTAL 9,295 40,000 35,000 446,500 16%
FULL-TIME EMPLOYEES 00000%
BUDGET CHANGES FOR 2020
None.
EXECUTIVE
CITY OF SHREVEPORT 321 2020 ANNUAL OPERATING BUDGET
BUDGET
EXECUTIVE
322 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
SUMMARY OF ENVIRONMENTAL GRANTS BUDGET
EXECUTIVE
CITY OF SHREVEPORT 323 2020 ANNUAL OPERATING BUDGET
SUMMARY OF ENVIRONMENTAL GRANTS
PRIOR-YEAR AWARDS
G/L GRANTS ORIGINAL CARRY-OVER ORG FUNDING FUNDING 68.33.2230 680033 Brownfield Revolving Loan Fund 404,600 392,044 680124 Brownfield Revolving Loan Fund 995,400 513,311 680133 Energy Efficiency/SWEPCO 51,500 18,611 680160 Brownfields Community Wide Assessment (Hazardous) 200,000 0 680161 Brownfields Community Wide Assessment (Petroleum) 200,000 0
SUBTOTAL 1,851,500 923,966
2020 FUNDING 680124 2019 Funding 0 0 SUBTOTAL BUDGET00
TOTAL 1,851,500 923,966
EXECUTIVE
324 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG ENVIRONMENTAL GRANTS BROWNFIELD 68.33.2230.680033 REVOLVING LOAN FUND 68.33.2230.680124
GRANT OVERVIEW
The Brownfield Revolving Loan Fund provides loans to non-profit and for-profit entities, and sub-grants to non-profits, to conduct environmental work at specified sites. The term “Brownfield” describes a former industrial or commercial area which has been abandoned due to perceived or real environmental issues.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Number of loans/grants administered 0 1 2
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGETBUDGETESTIMATE BUDGET CHANGE Personal Services 0 7,500 0 4,000 -47% Contractual Services 0 7,300 0 25,000 242% Materials and Supplies 00000% Other Charges 0 890,555 0 876,355 -2%
TOTAL 0 905,355 0 905,355 0%
BUDGET CHANGES FOR 2020
None, other than some reallocation of funding between accounts, to reflect the possibility of contractual assistance with oversight of Brownfields program.
EXECUTIVE
CITY OF SHREVEPORT 325 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG ENVIRONMENTAL GRANTS 68.33.2230.680133 ENERGY EFFICIENCY/ SWEPCO
GRANT OVERVIEW
AEP-SWEPCO donated a total of $51,500 to the City to support the City’s energy audit program and related energy efficiency work. With this fund, the City is able to offset a large portion of the cost of energy audits of residences and businesses.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Number of energy audits performed 0 0 10
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 00000BUDGET% Contractual Services 0 18,312 0 18,312 0% Materials and Supplies 0 299 0 299 0% Other Charges 00000%
TOTAL 0 18,611 0 18,611 0%
BUDGET CHANGES FOR 2020
No significant changes anticipated.
EXECUTIVE
326 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG ENVIRONMENTAL GRANTS BROWNFIELD 68.33.2230.680160 COMMUNITY-WIDE ASSESSMENT (HAZARDOUS)
GRANT OVERVIEW
This grant was awarded by EPA in 2015. It provides funding for Phase I and II Environmental Assessments and cleanup plans for contaminated sites throughout the city, with a primary focus on the Cross Bayou corridor and surrounding areas.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Assessments Performed 5 4 0
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 00000BUDGET Contractual Services 102,280 94,600 45,000 0 -100% Materials and Supplies 00000% Other Charges 00000%
TOTAL 102,280 94,600 45,000 0 -100%
BUDGET CHANGES FOR 2020
Grant funding has been fully expended. Grant terminates this year.
EXECUTIVE
CITY OF SHREVEPORT 327 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG ENVIRONMENTAL GRANTS BROWNFIELD 68.33.2230.680161 COMMUNITY-WIDE ASSESSMENT (PETROLEUM)
GRANT OVERVIEW
This grant was awarded by EPA in 2015. It provides funding for Phase I and II Environmental Assessments and cleanup plans for contaminated sites throughout the city, with a primary focus on the Cross Bayou corridor and surrounding areas.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Assessments Performed 4 3 0
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 00000BUDGET% Contractual Services 145,530 51,800 28,000 0 -100% Materials and Supplies 00000% Other Charges 00000%
TOTAL 145,530 51,800 28,000 0 -100%
BUDGET CHANGES FOR 2020
Grant will be fully expended this year.
EXECUTIVE
328 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
SUMMARY OF FIRE GRANTS
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 329 2020 ANNUAL OPERATING BUDGET
SUMMARY OF FIRE GRANTS
G/L GRANT ORIGINAL CARRY-OVER ORG FUNDING FUNDING FP&S Fire Prevention & Safety Grant 2017 40,500 0 SUBTOTAL 40,500 0 TOTAL 40,500 0
AFG 2018 Assistance to Firefighters Grant (AFG) 57,400 57,400 SUBTOTAL 57,400 57,400 TOTAL 57,400 57,400
BUDGET
EXECUTIVE
330 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG FIRE GRANTS 22.30.2220.FP&S 2018 (FIRE PREVENTION & SAFETY) Grant
GRANT OVERVIEW
The Fire Department was awarded a FY2017 Fire Prevention and Safety Grant by the Federal Emergency Management Agency (FEMA) and the Department of Homeland Security (DHS). This grant provides funding for the purchase of 2,500 Tamper-proof smoke alarms at a cost of $15 each totaling $37,500, as well as 9,000 pieces of Fire Safety literature totaling $3,000. The performance period for the FY2017 Fire Prevention and Safety Grant ends August 1, 2019. All supplies must be purchased and distributed within the performance period.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Smoke Alarm Purchase 0 2,500 2,500 Literature PurchaseBUDGET 0 5,048 9,000
GRANT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Materials and Supplies 0 40,500 29,050 0 100%
TOTAL 0 40,500 29,050 0 100%
BUDGET CHANGES FOR 2020
The Fire Prevention and Safety Grant performance period ends August 1, 2019 and the City of Shreveport Fire Department must exhaust all funds before this date. EXECUTIVE
CITY OF SHREVEPORT 331 2020 ANNUAL OPERATING BUDGET
DEPARTMENT GRANT G/L ORG FIRE GRANTS 22.30.2220.AFGR16
ASSISTANCE TO FIREFIGHTERS GRANT
GRANT OVERVIEW
The Fire Department was awarded $57,400 through the Assistance to Firefighters Grant (AFG) to utilize FEMA funding to purchase EMS Training aids to maintain the skill level of Advanced EMT’s and Paramedics
PERFORMANCE MEASURES
2019 2019 2020 ACTUAL ESTIMATE GOAL Purchase EMS Training Aids 0 0 112 BUDGET GRANT FUNDING
2019 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Improvements and Equipment Medical 0 0 0 57,400 100%
TOTAL 0 0 0 57,400 100%
BUDGET CHANGES FOR 2020
A match from the general fund of $5,218 must be provided by budget ordinance in 2019. The Federal funded amount was $52,182 The total grant amount for EMS Training AIds is $57,400.
EXECUTIVE
332 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
SHREVEPORT REDEVELOPMENT AGENCY SPECIAL REVENUE FUND BUDGET
EXECUTIVE
CITY OF SHREVEPORT 333 2020 ANNUAL OPERATING BUDGET
REVENUE DETAIL
FUND 23
DEPT 23 REDEVELOPMENT AGENCY
G/L ORG 23.22.2200 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET 9208 Land Rent 0 0 0 0 9410 Interest Earned 7.06 0 0 0 9434 Gain/Loss Sale Of Securities -.02 0 0 0 9820 Disposal of Land 0 0 0 0 9831 Current Year Fund Balance 0 4,000 0 4,000
TOTAL INDEX 7.04 4,000 0 4,000
EXPENDITURE DETAIL BUDGET 2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET Operating Reserves 420095 Operating Reserves 0 4,000 0 4,000 Total Operating Reserves 0 4,000 0 4,000
GRAND TOTAL EXPENSES 0 4,000 0 4,000
EXECUTIVE
334 CITY OF SHREVEPORT 20192020 ANNUAL OPERATING BUDGET
SHREVEPORT REDEVELOPMENT AGENCY FUND
DIRECTOR City Council Chairman
RESPONSIBILITIES
In 2000, the City Council created the Shreveport Redevelopment Agency's Special Revenue Fund to acquire and land bank vacant adjudicated properties for future projects in designated Redevelopment areas. The SRA's budget is designed to be used as a revolving fund, to allow for the purchase and resale of properties. The City Council currently serves as the Redevelopment Agency.
2020 BUDGET HIGHLIGHTS
The SRA has not been as active since the sale of properties owned by the SRA was complicated by the 2006 amendments to Article 1, Section IV of the Louisiana Constitution. However, if Article I Section IV of the constitution is amended, the activity of the SRA will increase.
RESOURCES BUDGET
2018 2019 2019 2020 % Appropriations ACTUAL BUDGET ESTIMATE BUDGET CHANGE Contractual Services 0 0 0 0 0% Other Charges 0 0 0 0 0% Operating Reserves 0 4,000 0 4,000 0% Transfers to Capital 0 0 0 0 0%
TOTAL 0 4,000 0 4,000 0%
EXECUTIVE
CITY OF SHREVEPORT 335 20192020 ANNUAL OPERATING BUDGET
BUDGET
EXECUTIVE
336 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
METROPOLITAN PLANNING COMMISSION SPECIAL REVENUE FUND
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 337 2020 ANNUAL OPERATING BUDGET
EXECUTIVE DIRECTOR EXECUTIVE ADMINISTRATIVE ASSISTANT
RECEPTIONIST DEPUTY DIRECTOR LAND DEVELOPMENT DIVISION
COMMUNITY ZONING PLANNING AND ADMINISTRATOR DESIGN MANAGER ZONING PLANNER III/LAND COMMUNITY ENFORCEMENT DEVELOPMENT PLANNING AND DIVISION COORDINATOR DESIGN DIVISION BUDGETPLANNER I/COMMUNITY AND NEIGHBORHOOD EXECUTIVE PLANNER (2) SECRETARY PLANNER I (2) PLANS GIS TECHNICIAN II EXAMINER (2)
ZONING INSPECTOR (3)
COMPLAINTS
EXECUTIVE
338 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
METROPOLITAN PLANNING COMMISSION
Most of the MPC’s revenue comes from the City of Shreveport, with the remainder coming from Caddo Parish and user charges and fees. BUDGET
Most of the MPC’s budget goes toward salaries and benefits. EXECUTIVE
CITY OF SHREVEPORT 339 2020 ANNUAL OPERATING BUDGET
MPC SPECIAL REVENUE FUND
MAJOR REVENUE ASSUMPTIONS
2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET
SERVICE CHARGES
Zoning Credits/Subdivision Fees 150,828 128,500 132,200 131,500
Zoning Credits and Subdivision Fees are revenues received from applications submitted for rezoning and /or subdivision requests; approval of planned unit developments (PUD), special use permits (SUP), and variance requests. This amount also includes the Sale of Maps line item.
CERTIFICATE OF OCCUPANCY/SIGN 160,033 161,300 188,500 167,700 PERMITS
Fees charged for issuance of a City Certificate of Occupancy and/or Sign Permits which certifies that the use to be made of any land or buildings conforms to all zoning regulations.BUDGET
INTERGOVERNMENTAL
Caddo Parish Contribution 200,000 273,000 240,000 273,000
OPERATING SUBSIDY
Subsidy from General Fund 716,725 1,063,400 1,063,400 913,000
CityEXECUTIVE of Shreveport's General Fund continues to be the primary funding source for the MPC.
340 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
REVENUE DETAIL
FUND 25
DEPT 25 METROPOLITAN PLANNING COMMISSION
G/L ORG 25.10.1040 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET
929099 Cert Of Occupancy - City 96,425 99,000 129,500 103,300 929102 Subdivision Filing Fees 16,080 17,000 20,000 20,000 912023 Sign Permits 53,758 62,300 49,600 55,000 912024 A/C Heating 0000 912025 Craftsman Lic/Exam 0000 912039 Parish Electrical Occupancy 0000 929295 Sale Of Maps 323 100 100 100 929296 Annual Billboard Fee 9,850 5700 9,400 9,400 929297 Zoning Credits 134,425BUDGET 111,400 112,100 111,400 961019 Caddo Parish - MPC 0000 981001 Miscellaneous 0000 981005 Auction Proceeds 0000 981016 Operating Subsidy 716,725 1,063,400 1,063,400 913,000 981028 Op Subsidy-Caddo Parish 200,000 273,000 240,000 273,000 982047 Riverfront Fund 0000
GRAND TOTAL REVENUES 1,227,586 1,631,900 1,624,100 1,485,200
EXECUTIVE
CITY OF SHREVEPORT 341 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL SUB-OBJECT DESCRIPTION 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET Personal Services 100001 Ofc/Admin-Salaries 229,481 212,100 212,100 213,100 110001 Professnl-Salaries 294,724 449,200 356,800 391,000 120001 Technician-Salaries 193,188 220,600 194,900 189,400 140001 Paraprof.-Salaries 50,478 63,800 69,200 72,800 150001 Ofc/Cler-Salaries 95,334 89,400 64,200 73,300 160001 Skld Craft Salaries 0000 180001 Employee Ret System 150,026 240,200 214,200 237,000 180003 Deferred Compensation 15,368 11,200 8,000 7,600 180005 Group Insurance 80,797 150,100 122,900 125,900 190006 Performance Pay Raise 0000 190007 Medicare Trust Contribution 10,258 12,800 9,500 12,000 190091 Training 13,763 25,500 17,500 20,500 190092 Membership 2,171 5,600 3,400 5,100
Total Personal Services 1,135,588 1,480,500BUDGET 1,272,700 1,347,700
Material & Supplies 200101 Postage 4,207 3,500 12,000 9,000 200102 Photo/Reproduction/Printing 734 100 200 100 200150 Office Supplies 6,466 10,800 10,000 10,900 200153 Office Furnishings 0000 200210 Gas And Diesel Fuel 5,935 6,600 5,700 6,600 200250 Consumables 0000 200290 Misc. Op.Supplies 0000
Total Material & Supplies 17,342 21,000 27,900 26,600
EXECUTIVE
342 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
SUB-OBJECT DESCRIPTION 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET Contractual Services 300100 Utilities - Water 7,862 8,100 6,100 6,500 300200 Wireless Services 3,824 5,000 5,800 5,000 300300 Rent 2,642 4,000 3,700 7,200 300400 Maintenance and Repairs 1,014 1,000 800 1,000 300500 Professional Service 43,787 53,700 48,200 61,000 300600 Travel 3,832 10,000 9,200 10,500 300700 State Training - Admin Cost 7,827 14,000 13,000 9,000 350540 Furniture And Fixtures 0000 350545 Computer /Reproduction Equipment 0000
Total Contractual Services 70,788 95,800 86,800 100,200
Other Charges 0000 Total Other Charges 0000
Operating Reserves 0000 Total Operating Reserves 0000BUDGET
Improvements & Equipment 485543 Computer Software 830 1,000 2,200 5,700 485550 Office/Reproduction Equipment 3,037 8,600 7,400 5,000 485560 Vehicles 0 25,000 25,000 0 Total Improvements & Equipment 3,867 34,600 34,600 10,700
Transfers
625908 Transfer to Community Development 0000 Total Transfers 0000
GRAND TOTAL EXPENSES 1,227,585 1,631,900 1,422,000 1,485,200
EXECUTIVE
CITY OF SHREVEPORT 343 2020 ANNUAL OPERATING BUDGET DEPARTMENT DIVISION G/L ORG METROPOLITAN PLANNING ALL 25.10.1040
EXECUTIVE DIRECTOR BUDGET COORDINATOR Alan Clarke Stephen Jean
OVERVIEW
The Metropolitan Planning Commission (MPC) is responsible for the orderly physical development of the City of Shreveport and the surrounding area known as the planning limits (approximately five miles into Caddo Parish beyond the incorporated boundary). In accordance with the State enabling legislation, the Planning Commission is responsible for virtually all matters relating to physical development, including zoning matters, long range planning, and neighborhood revitalization. 2019 ACCOMPLISHMENTS
Since the last report, a new Executive Director has been selected for the MPC. Under his leadership the office has been reorganized to with an emphasis on increased zoning enforcement and launching a community planning initiative. The MPC concentrated their resources on implementing the 2030 Master Plan, completing the Regional Thoroughfare Plan and pursuing to increase the professional capacity of the agency. The Executive Director has also placed a great deal of emphasis on changing the negative public perception of the MPC. This report does include some accomplishments that took place in 2018 that occurred after the date of the last update which occurred in August of 2018. Public Relations: In an ongoing effort to improve the public face the MPC the following initiatives were accomplished. BUDGET • Louisiana State Planning Conference Shreveport successfully hosted the Louisiana APA conference in October of 2018. MPC Staff collaborated with various planning agencies in north Louisiana as a part of a host committee that also includes the Bossier MPC, City of Natchitoches, City of West Monroe, and members of the State APA Executive Committee. The conference highlighted planning initiatives in the Shreveport-Bossier area as well as provides opportunities for planners, commissioners and the general public to learn more about best practices in community and regional planning. Professional planners throughout the state travelled to Shreveport, which was benefit to the local economy and will provide an opportunity to showcase our community. Keynote speakers included Lieutenant Governor Billy Nungesser and Shreveport Native Paul Farmer. • Professional Organization Liaison: Established a positive working relationship with the Shreveport Chamber of Commerce Development Committee. Customer Service: • Streamlined Public Opinion Survey: A new public opinion survey has been realised and available to the public. • Streamlined Application Process: The application process was reduced from 8 weeks to 6 weeks for all zoning, special use permits and major/minor subdivision approvals. Staff Reorganization: The application process was reduced from 8 weeks to 6 weeks for all zoning, special use permits and major/minor subdivision approvals. • Zoning Enforcement: The number of zoning inspectors was increased from 2 inspectors to 3 inspectors to cover the 307 square mile planning area. • EXECUTIVEZoning Enforcement: The number of zoning inspectors was increased from 2 inspectors to 3 inspectors to cover the 307 square mile planning area. • GIS Department: The two person GIS department was rolled into the Land Development Division where the work can be performed by multiple planning staff
344 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2019 ACCOMPLISHMENTS (continued)
Comprehensive Planning and Implementation: Efforts to implement the Shreveport-Caddo 2030 Great Expectations Master Plan continued with a number of initiatives that were directly undertaken by the MPC along with collaborative efforts with City and Parish departments and other agencies, as well as with independent community organizations. • Community Planning: The MPC has begun the process to develop district community plans within the planning area. In order to begin this initiative, new planning staff has been employed. To date, staff has concentrated their efforts in creating the framework for the planning effort and conducting research on existing conditions. Some of these efforts include updating the database for neighborhood organizations, updating demographic data, defining the specific boundaries for planning districts and updating other statistical data. The team is also researching the Master Plan to identify all related tasks associated with community plans in order to identify any potential related issues that should be addressed. Staff has researched national best practices as it relates to the development of successful community plans and utilizing the information in the development of a customized approach for Shreveport/Caddo that will be utilized initially. It is the intent of staff to continue to enhance the overall process as the actual initiative begins. It is expected that certain outreach and citizen engagement approaches will have varying degree of success in different neighborhoods. It is expected that these approaches will continue to be modified and refined as the planning process continues. • City of Shreveport Unified Development Code (UDC): The City of Shreveport Unified Development Code was adopted in February 2017 and became effective in May 2017. As a part of the implementation of the UDC, the following tasks were accomplished: o UDC Amendments: A number UDC amendments were recommended by the MPC and approved by the City Council Board in 2019. This process is a part of a continued commitment by the MPC that the UDC is a living document. These amendments are a BUDGETresult of issues that were raised as a result of zoning enforcement issues and also as an effort to continue to allow for flexibility and efficiency in the processing of development applications. Some of the amendments were also corrective changes due to oversight by the consultant, as well as grammatical mistakes, contradictions, or missing definitions. o Historic Preservation: Article 21 was introduced in the UDC to allow for the orderly development of properties within established historic districts and historic sites. Historic Preservation Overlay Districts (HPODs) were introduced so that specific areas of the city could be identified and design standards could be established that would allow development to occur that is harmonious with the character of the physical improvements that exist in the district or at a specific site. The Historic Preservation Commission (HPC) is utilized as a review board for all Certificates of Appropriateness and Certificates of Demolition that are issued for developments that occur with the boundaries of an HPOD. The MPC Executive Director issues the certificates based on the recommendations of the HPC. • Collaborative Efforts: The MPC Staff continues to provide support to City of Shreveport departments, non-profits and other governmental jurisdictions for specific planning or development related initiatives. This type of collaboration is an example of the efficient use and leveraging of public resources and is actively encouraged by the agency’s leadership. MPC Staff members are involved with community boards and commissions including ex-officio membership with Shreveport Commons and the Shreveport Historic Preservation Commission. The MPC also maintains a close working relationship with Community Development, SPAR, SporTran and the Engineering and Environmental Services Department. The Executive Director continues to play an active role as a voting member of the Metropolitan Planning Organization (MPO) Transportation Policy Committee through the Northwest Louisiana Council of Governments (NLCOG). The Deputy Director also serves on the Technical Committee for the MPO. EXECUTIVESome of the primary efforts completed and underway are as follows:
CITY OF SHREVEPORT 345 2020 ANNUAL OPERATING BUDGET
2019 ACCOMPLISHMENTS (continued)
o New Automated Application and Permit Processing System: On June 26, 2018 the City Council approved a cooperative endeavor agreement South Central Planning and Development Commission (SCPDC) of Louisiana, to allow for the use of MyGovernmentOnLine Software. The software is designed to allow for the web based processing of all development applications and permits. Most importantly the software allows for the digital filing of applications and the tracking of application progress throughout the process. During the balance of 2018, the transition from the current software (Permits Plus) began. In March of 2019, the software went live primarily in order to test the software and to allow for refinement of some of the customized aspects of the software. The software is currently in use although some aspects of the software is continued to be refined so that applications can be processed in the most efficient manner possible. This initiative is a very good example of collaborative efforts that involve numerous city departments and associated agencies (including the MPC) led by the City of Shreveport’s Information Technology Department. o Northwest Louisiana (Caddo-Bossier) 2040 Regional Thoroughfare Plan In 2019 the Regional Thoroughfare Plan for the City of Shreveport, Parish of Caddo, Bossier City and Bossier Parish has been completed. The Thoroughfare Plan provides a long term and practical vision of transportation needs (highways, roadways, bike & pedestrian systems and mass transit) and solutions for both Parishes. The development of a thoroughfare plan document describes the thoroughfare planning process, the current and future planned roadway projects in the area, created thoroughfare plan map, provides standard cross sections by functional roadway classifications and local street guidelines for development. The plan empowers the City and the Parish to officiallyBUDGET identify and preserve rights of way needed for the expansion of roadways as well as for future highway corridors to serve anticipated growth and development. The plan will assist in the identification of projects for future Metropolitan Transportation Plans (MTPs). The final plan was approved by the MPO Transportation Policy Committee in September 2018 and was approved by MPC Board and the Shreveport City Council in December 2018 as an amendment to the 2030 Master Plan. o Code Enforcement Sweeps: In cooperation with the Shreveport Police Department and the Shreveport Public works department, MPC Zoning Inspectors participate in concentrated enforcement efforts in specific neighborhoods. It is not uncommon for inspectors to cite hundreds of zoning violations during a specific enforcement event. The majority of those cited voluntarily comply with ordinance standards while others obtain necessary approvals in order to comply with ordinance standards.
EXECUTIVE
346 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET 2020 GOALS AND OBJECTIVES
The primary focus for 2020 will be the continued implementation of the Great Expectations 2030 Master Plan. Specific areas of implementation will focus on the development of regional neighborhood plans. MPC Staff will continue to focus efforts on the ongoing refinement of the Unified Development Code. Staff will continue to evaluate the code as cases are processed and will address new land use concepts, development issues and correct ambiguities as well as errors within the document. Our efforts to collaborate with both City and Parish departments and other entities on a variety of planning efforts will continue in 2020. As we look forward to 2020 and beyond all aspects of the mission and operations of the MPC will be evaluated and updated on a regular basis in an effort to better serve the community. Some of the MPC’s priority goals include the following: o Development of District Community Plans: It is expected that during 2020 that a schedule will be developed for the creation of district community plans. The effort will be begin a number of citizen engagement interactions in the identified districts. The efforts will include a variety of engagement techniques including but not limited to surveys, stakeholder interviews, community meetings, charrettes, and working groups. The City Engineer’s Office, SporTran, Community Development are among some of the Shreveport City Departments that have expressed interest in participating in the community planning efforts since interaction with neighborhoods may also help inform them of issues that will assist them in carrying out some of their departmental initiatives. Since seven planning districts (including two additional sub districts) are identified in the master plan, it is anticipated that approximately one third of the plans can be completed in the next year. o Detailed Master Plan Implementation Progress Report: It is anticipated that progress report that details the current status of all of the goals and objectivesBUDGET of the master will be conducted in 2020. The update would require that various City Departments and local agencies be contacted to provide information on the current status of any initiatives that were listed where the specific agency or department was indicated as the primary lead. o Ongoing Refinement of the Unified Development Code: As it was stated during the development of the UDC, it is intended that the code be a living document that is constantly evaluated and reviewed so that it remains relevant to current desires of the community, contemporary development trends and consistent with state and federal laws. In order to stay current and prevent the kind of obsolescence that occurred in the previous code, it is the intent to review the code on at least an annual basis not only internally within the organization but include community stakeholders in the process. • Reorganize Records Management System: The existing records management system for the MPC is cumbersome to use, redundant, confusing, and out dated. Efforts are currently underway to completely reorganize the system to make records easy to locate and retrieve digitally. It is hoped that the all of the records can be reorganized by the end of 2020. • Develop Tools that assist Citizens and Applicants in Navigating the Development Process: Some citizens and applicants have expressed that the development process is very confusing and complicated. In addition to streamlining the process itself, it is anticipated that it will be necessary to take processes that are described in the Unified Development Code and explain them in a manner that is more easily understandable to the average citizen and inexperienced applicant. These tools would include an online guide to the development process and other tools that help explain the development procedures to the public. It is anticipated that these user friendly tools could be developed and implemented by the end of EXECUTIVEthe second quarter of 2020.
CITY OF SHREVEPORT 347 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES (continued)
• Public Educational Outreach: In 2020, MPC Staff will continue the process of making educational presentations to the community regarding the UDC in general and the implementation of the new code. The MPC Staff will also use this effort to not only educate the public regarding the rules, regulations and procedures regarding development but will also use the opportunity to gain input from the community on how the process can be improved.
BUDGET
EXECUTIVE
348 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Zoning cases processed 96 124 135 Zoning verifications 61 68 72 Board of Appeals cases processed 128 157 160 Zoning Violations Issued 257 2,000 2,800 Certificates of occupancy issued 1,093 1,064 1,075 Sign permits issued 423 410 420 Subdivisions cases processed 53 51 65
DEPARTMENT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 1,135,588 1,480,500 1,272,700 1,347,700 -9% Materials and Supplies 17,342 21,000 27,900 26,600 27% Contractual Services 70,788 95,800BUDGET 86,800 100,200 5% Improvements & Equipment 3,867 34,600 34,600 10,700 -69%
TOTAL 1,226,936 1,631,900 1,422,000 1,485,200 -9%
FULL-TIME EMPLOYEES 20 20 20 20 0%
BUDGET CHANGES FOR 2020
Revenue: The requested City of Shreveport subsidy amount for 2020 is the same as last year’s adopted amount. Although there is some fluctuation in some individual revenue accounts, the overall revenue for 2020 is expected to be the slightly more than 2019. Expenses: The major changes in expenses for 2020 include: o 5% increase in Health Care Insurance cost. o Increase in the employer match in ERS from 26% to 28%. o Increase in Postage expenses due to increased number of zoning enforcement citations issued. o Expenses for MyGovernmentOnline, which is an Increase amount that was previously EXECUTIVEcharged for the Permits Plus software. o Expense for Building Blocks Software. o The 2020 budget does not include any vehicle purchases.
CITY OF SHREVEPORT 349 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Administrative 834 A MPC Executive Director 1 849 A MPC Deputy Director 1 22 Professionals 324 A Zoning Administrator 1 437 A Management Assistant 1 505 A Planner I 2 506 A Planner II 2 507 A Planner III 1 507 A Special Projects Planner 1 23 Technicians 509 A Zoning Inspector 2 520 A GIS Tech II 1 535 A GIS Tech III 1 536 A Chief Zoning Inspector 1 26 Paraprofessional 719 A Office Specialist 1 208 A Administrative AssistantBUDGET1 26 Office/Clerical 540 A Records Secretary 1 742 A Executive Secretary 1 768 A Executive Administrative Assistant 1
SUBTOTAL 20
TOTAL 20
EXECUTIVE
350 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
COMMUNITY DEVELOPMENT SPECIAL REVENUE FUND
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 351 2020 ANNUAL OPERATING BUDGET
DEPARTMENT OF COMMUNITY DEVELOPMENT
DIRECTOR
ASSISTANT TO DIRECTOR ASSISTANT DIRECTOR
BUREAU CHIEF ADMIN. BUREAU CHIEF HOUSING / BUREAU CHIEF BUREAU CHIEF BUSINESS DEVELOPMENT SPECIAL PROGRAMS WORKFORCE DEVELOPMENT
ADMIN ASST. (1) SR. PROGRAM MONITOR (1) PLANNER III (1) ADMIN ASST. (1) PROGRAM MONITOR (2) MANAGEMENT ANALYST III (1) GRANT AMINISTRATOR (1) ACOUNTANT III (1) PLANNER I (1) CERTIFIED HOUSING INSPECTOR (1) UNIT MGR. LAJET (1) UNIT MGR. WORKFORCE (1) ACCT. SPECIALIST III (1) FISCAL COORDINATOR (1) ECO DEV PROJECT MGR (1) COUNSELORS (2) JOB DEVELOPER (1) BUDGETOFFICE ASSOC. (1) COUNSELORS (4) MGMT. ASST. (2) OFFICE SPECIALIST (1) MIS TECHS (2) OFFICE SPECIALIST (1) FIELD INSPECTOR SUP. (1) MIS TECHS (3) INSPECTORS (2) MGMT ASSIST (3)
EXECUTIVE
352 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
COMMUNITY DEVELOPMENT
State and Federal grants for housing and workforce development provide 95% of the FY 2020 budget for the Department of Community Development. Program income makesBUDGET up most of the other revenues.
Most of the expenditures within the Community Development Fund are for housing, workforce development and businessEXECUTIVE development programs. Other charges represent 43% of expenditures, which are mostly loans and grants.
CITY OF SHREVEPORT 353 2020 ANNUAL OPERATING BUDGET
REVENUE DETAIL FUND: 26 2018 2019 2019 2020 Community Development ACTUAL BUDGET ESTIMATE BUDGET DEPT: 26Community Development INDEX 26.26.2610 Community Development - Administration 981001 Miscellaneous 0 0 0 0 982021 General Fund 441,000 441,000 441,000 441,000 983031 Current Yr Fd Balance 0 26,500 0 0 986045 CDBG Program Income 0 0 4,500 0 982047 Riverfront 6,300 6,300 31,300 56,300 994002 Home Entitlement 72,717 80,000 80,000 80,000 994008 Federal Emergency Shelter 17,476 11,200 11,200 11,500 990026 State Grant 0 6,000 6,000 6,000 994040 Hud-Comm. Dev Block Grant 309,256 330,700 330,700 330,700 TOTAL INDEX 846,749 901,700 904,700 925,500
INDEX 26.26.2640 Bureau of Housing and Business Development 982021 General Fund 200,000 200,000 200,000 200,000 983031 Current Yr Fd Balanc 0 0 0 704,100 986045 CDBG Program Income 278,515 0 122,100 18,500 994002 Home Entitlement 197,357BUDGET 164,200 363,700 110,200 990017 Private Donations 41,808 36,000 26,900 26,000 994040 Hud-Comm. Development 918,990 301,600 555,000 812,500 TOTAL INDEX 1,636,670 701,800 1,267,700 1,871,300
INDEX 26.26.2630 Bureau of Workforce Development 961026 LA Dept Of Labor 237,040 212,300 184,000 218,000 982021 General Fund 249,500 249,500 249,500 249,500 TOTAL INDEX 486,540 461,800 433,500 467,500
INDEX 26.26.2620.FESG97 Federal Emergency Shelter 994008 Federal Emergency Shelter 33,874 0 0 0 TOTAL INDEX 33,874 000
INDEX 26.26.2620.PUBS00 Public Service Projects 982021 General Fund 16,000 0 0 0 TOTAL INDEX 16,000 0 0 0
INDEX 26.26.2620.FDHPRR Federal Homeless Prevention and Rapid Re-Housing 994008 Federal Emergency Shelter 140,408 137,700 180,200 142,000 EXECUTIVETOTAL INDEX 140,408 137,700 180,200 142,000 INDEX 26.26.2620.STHPRR State Homelessness Prev and Rapid Re-Housing 990026 State Grant 0 6,000 6,000 6,000 TOTAL INDEX 0 6,000 6,000 6,000
354 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
REVENUE DETAIL FUND: 26 2018 2019 2019 2020 Community Development ACTUAL BUDGET ESTIMATE BUDGET DEPT: 26 Community Development INDEX 26.26.2640.541201 Loan Program - CDBG 983031 Current Yr Fd Balanc 0 845,900 0 387,700 986045 CDBG Program Income 98,089 0 115,700 0 TOTAL INDEX 98,089 845,900 115,700 387,700 INDEX 26.26.2640.541219 Loan Program - Sales Tax 986044 Sales Tax Program Income 0 100,000 25,000 100,000 TOTAL INDEX 0 100,000 25,000 100,000 INDEX 26.26.2620.AFRMUS African American Museum 990026 State Grant 0 0 1,300 0 TOTAL INDEX 0 0 1,300 0 INDEX 26.26.2630.541425 Teen Works 982047 Riverfront 100,000 100,000 100,000 100,000 TOTAL INDEX 100,000 100,000 100,000 100,000 INDEX 26.26.2640.541706 Paint Your Heart Out -Private BUDGET 990017 Private Donations 29,600 46,000 26,900 26,000 TOTAL INDEX 29,600 46,000 26,900 26,000 INDEX 26.26.2640.CHDO97 NHS-CHDO 994002 Home Entitlement 72,717 80,000 80,000 80,000 TOTAL INDEX 72,717 80,000 80,000 80,000 INDEX 26.26.2640.541755 CDBG Program Income 986045 CDBG Program Income 98,089 342,300 115,700 0 TOTAL INDEX 98,089 342,300 115,700 0 INDEX 26.26.2640.541763 Home Program Income 983031 Current Yr Fd Balance 0 1,340,400 0 895,600 986048 Home Program Income -31,881 0 0 0 994002 Home Entitlement 14,000 0 0 0 TOTAL INDEX -17,881 1,340,400 0 895,600 INDEX 26.26.2640.541771 SHMA Program Income S’Port Home Mortgage 986057 Program Income 4,533 0 0 0 TOTAL INDEX 4,533 0 0 0 INDEX 26.26.2640.541789 Home III Program Income 941010 Interest Earned 0 0 0 0 EXECUTIVE941034 Gain/Loss Sale of Securities 6 0 0 0 981001 Miscellaneous 0 0 1,400 0 986049 Hope Program Income 12,054 0 0 0 TOTAL INDEX 12,060 0 1,400 0
CITY OF SHREVEPORT 355 2020 ANNUAL OPERATING BUDGET
REVENUE DETAIL
FUND: 26 2018 2019 2019 2020 Community Development ACTUAL BUDGET ESTIMATE BUDGET
DEPT: 26 Community Development INDEX 26.26.2640.542233 Red River Entertainment, Section 108 904042 Hotel Sales Tax Rebate 0 0 0 0 941034 Gain/Loss Sale of Securities 6 0 0 0 982047 Riverfront 106,300 106,300 100,000 100,000 TOTAL INDEX 106,306 106,300 100,000 100,000
INDEX 26.26.2640.542241 EDI Loan Program 983031 Current Yr Fd Balance 0 849,900 0 704,100 TOTAL INDEX 0 849,900 0 704,100
INDEX 26.26.2640.542258 Section 108 (SICED) 986045 CDBG Program Income 180,426 0 6,400 0 TOTAL INDEX 180,426 0 6,400 0 INDEX 26.26.2640.HOME00 Home Programs BUDGET 981001 Miscellaneous 0 960,000 0 7,500,000 986048 Home Program Income 0 0 0 0 994002 Home Entitlement 0 0 0 0 TOTAL INDEX 0 960,000 0 7,500,000
INDEX 26.26.2640.HOUS02 Housing Programs 986045 CDBG Program Income 430 0 0 0 986049 Hope Program Income 12,054 0 0 0 994040 Hud-Comm.Development 918,990 946,500 1,697,900 1,095,100 TOTAL INDEX 931,474 946,500 1,697,900 1,095,100
INDEX 26.26.2640.542514 CDBG-R 994040 Hud-Comm. Development 309,256 330,700 330,700 300,700 TOTAL INDEX 309,256 330,700 330,700 300,700
INDEX 26.26.2620.FESG11 Federal Emergency Shelter 994008 Federal Emergency Shelter 137,700 180,200 142,000 TOTAL INDEX 140,408 137,700 180,200 142,000 INDEXEXECUTIVE 26.26.2620.SESG11 State Emergency Shelter 990026 State Emergency Shelter 57,704 0 600 0 TOTAL INDEX 57,704 0 600 0
356 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
REVENUE DETAIL
FUND: 26 2018 2019 2019 2020 Community Development ACTUAL BUDGET ESTIMATE BUDGET
Community Development INDEX 26.26.2620.PUBS11 Public Service Projects-2018 994040 HUD - CDBG 0 0 0 300,000 TOTAL INDEX 0 0 0 300,000 INDEX 26.26.2620.SPEC11 Special Projects-2019 994040 HUD - CDBG 0 200,000 200,000 0 TOTAL INDEX 0 200,000 200,000 0 INDEX 26.26.2620.FESG12 Federal Emergency Shelter Grant 2018 994008 Federal Emergency Shelter 106,534 0 42,500 0 TOTAL INDEX 106,534 0 42,500 0 INDEX 26.26.2620.SESG12 State Emergency Shelter Grant 2018 990026 State Grant 100,468 0 54,900 0 TOTAL INDEX 100,468 0 54,900 0 INDEX 26.26.2620.PUBS12 Public Service 994040 HUD-Comm. Development 76,425 0 900 0 TOTAL INDEX 76,425BUDGET0 900 0 INDEX 26.26.2630.WIAA12 WIA – Adult 2018 961026 LA Dept Of Labor 234,270 377,900 360,100 328,600 TOTAL INDEX 234,270 377,900 360,100 328,600 INDEX 26.26.2630.WIAY12 WIA – Youth 2018 961026 LA Dept Of Labor 313,949 278,200 212,600 110,000 TOTAL INDEX 313.949 278,200 212,600 110,000 INDEX 26.26.2630.WIAD12 WIA - Dislocated Workers 2018 961026 LA Dept Of Labor 354,129 487,600 92,800 327,900 TOTAL INDEX 354,129 487,600 92,800 327,900 INDEX 26.26.2640.HOME12 HOME Programs 2019 994002 Home Entitlement 0 486,700 20,000 572,800 TOTAL INDEX 0 486,700 20,000 572,800 INDEX 26.26.2620.SPEC12 Special Projects-2020 994040 HUD-Comm. Development 0 0 0 200,000 TOTAL INDEX 0 0 0 200,000 INDEX 26.26.2620.FESG13 Federal Emergency Shelter 2020 994008 Federal Emergency Shelter 0 0 0 142,000 TOTAL INDEX 0 0 0 142,000 EXECUTIVEINDEX 26.26.2620.SESG13 State Emergency Shelter 2019 990026 State Grant 0 200,000 200,000 0 TOTAL INDEX 0 200,000 200,000 0
CITY OF SHREVEPORT 357 2020 ANNUAL OPERATING BUDGET
REVENUE DETAIL
FUND: 26 2018 2019 2019 2020 Community Development ACTUAL BUDGET ESTIMATE BUDGET
INDEX 26.26.2630.LAJET3 LA.J.E.T Program 2016 961026 LA Dept Of Labor 180,076 172,000 172,000 227,900 TOTAL INDEX 180,076 172,000 172,000 227,900 INDEX 26.26.2630.WIAA13 WIA - Adult 2019 926062 LA Dept Of Labor 627,316 0 0 500,100 TOTAL INDEX 627,316 0 0 500,100 INDEX 26.26.2630.WIAY12 WIA - Youth 2019 961026 LA Dept Of Labor 0 0 0 288,700 TOTAL INDEX 0 0 0 288,700 INDEX 26.26.2630.WIAD13 WIA - Dislocated Workers 2019 961026 LA Dept Of Labor 0 0 760,400 TOTAL INDEX 0 0 0 760,400 INDEX 26.26.2640.CHDO13 CHDO COMMUNITY-2018 994002 Home Entitlement 0 0 137,000 TOTAL INDEX 45,679 0 0 137,000 INDEX 26.26.2640.HOME13 Home Programs 2016 BUDGET 994002 Home Entitlement 0 0 0 285,200 TOTAL INDEX 0 0 0 285,200 INDEX 26.26.2640.HOUS13 Home Programs 2017 994002 Home Entitlement 77,426 487,700 28,000 327,700 TOTAL INDEX 77,426 487,700 28,000 327,700 INDEX 26.26.2620.FESG14 Federal Emergency Shelter 2019 994008 Federal Emergency Shelter 0 137,700 137,700 0 TOTAL INDEX 0 137,700 137,700 0 INDEX 26.26.2620.SESG14 State Emergency Shelter 2020 990026 State Grant 0 0 0 200,000 TOTAL INDEX 0 0 0 200,000 INDEX 26.26.2640.CHDO14 CHDO COMMUNITY 2019 994002 Home Entitlement 0 182,700 0 158,800 TOTAL INDEX 0 182,700 0 158,800 INDEX 26.26.2640.HOME14 Home Programs 2018 994002 Home Entitlement 0 423,800 0 701,800 TOTAL INDEX 0 423,800 0 701,800 INDEX 26.26.2640.HOUS14 Housing Programs 2019 EXECUTIVE994040 Hud-Comm. Development 0 976,300 976,300 1,000,000 TOTAL INDEX 0 976,300 976,300 1,000,000
GRAND TOTAL REVENUES 7,399,294 12,765,300 8,071,700 21,412,400
358 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL
2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET
Personal Services 100001 Official/Administrative-Salaries 347,771 350,800 426,300 428,900 110001 Professional-Salaries 575,632 869,500 700,300 826,500 110002 Professnl-Overtime 3,140 10,000 1,200 15,000 190092 Professnl-Membership 2,320 0 300 400 120001 Technician-Salaries 133,104 123,300 68,600 177,200 140001 Paraprofessional.-Salaries 301,158 316,800 291,900 266,900 150001 Office/Clerical -Salaries 188,907 196,200 195,400 229,800 170001 Service/Maintenance Salaries 11,367 0 0 0 180001 Employee Retirement System 307,848 414,200 341,100 423,600 180003 Deferred Compensation 0 0 5,800 6,300 180005 Group Insurance 236,194 337,300 276,200 323,200 190007 Medicare Trust Contribution 19,646BUDGET 24,500 27,600 30,800 190008 OASDI Contribution 7,081 5,200 32,300 23,900 190091 Training 32,109 18,100 26,800 34,200 191013 Exemplary Youth Work Experience 71,176 0 22,700 0 192021 Wages- Out of School 140,821 83,800 362,100 273,000
Total Personal Services 2,378,283 2,749,700 2,778,600 3,059,700
Material & Supplies
200101 Postage 8,476 16,700 15,800 13,000 200102 Printing and Publishing 1,375 8,000 1,600 11,000 200150 Office Supplies 27,780 40,400 24,400 39,700 200210 Fuel, Oil, & Lubricants 4,927 7,900 5,800 7,900 200220 Medical Supplies 0 2,400 1,000 1,900 200230 Custodial 263 1,200 1,000 1,200 200250 Consumables 33,372 35,500 32,300 29,800 EXECUTIVE200291 Training 2,073 16,000 11,000 5,000
Total Material & Supplies 78,266 128,100 92,900 109,500
CITY OF SHREVEPORT 359 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL
2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET
Contactual Services 300100 Water 34,517 27,800 24,300 25,300 300200 Wireless Services 11,547 17,000 7,600 16,000 300300 Rents 73,761 83,700 68,400 86,000 300400 Maintenance and Repairs 17,620 23,100 7,300 21,200 300500 Professional Service 177,241 1,061,300 254,800 7,364,000 300600 Travel 12,309 16,500 15,100 5,900 300700 Training 702,827 1,214,200 785,300 1,546,300 300800 Miscellaneous 36,965 15,300 23,500 20,900 Total Contactual Services 1,066,787 2,458,900 1,186,300 9,085,600
Other Charges - Character 40 400115 Recording Fees 535000 400125 Promotions 10,147 27,000 10,300 16,000 400126 Loans 123,089 845,900 2,500 1,574,100 400127 Grants 1,928,864 3,445,400BUDGET 2,397,200 4,087,500 400128 Loans 1099 0 976,300 425,400 1,000,000 400129 Grants 1099 1,278,769 1,656,000 762,500 1,945,700 400131 Liability Insurance 752 800 800 0 400162 Civic Appropriations 103,330 0 0 0 400170 Interest-External Ex 29,641 0 5,300 0 Total Other Charges 3,475,127 6,951,400 3,604,000 8,623,300
Improvements & Equipment - Character 45 485543 Computer Software 2,729 15,400 7,500 17,900 475525 Buildings 0 0 0 1,000 485550 Office/Reprod Equipment 26,798 16,600 18,400 38,300 485557 Tools and Equipment 443000 485558 Communication Equipment 47 1,600 1,600 0 485560 Vehicles 4,083 63,600 2,400 97,100 Total Improvements & Equipment 34,100 97,200 29,900 154,300
Transfers - Character 52 520001EXECUTIVE Indirect Cost 380,000 380,000 380,000 380,000 Total Transfers 380,000 380,000 380,000 380,000
GRAND TOTAL EXPENSES 7,412,563 12,765,300 8,071,700 21,412,400
360 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
COMMUNITY DEVELOPMENT
DIRECTOR Bonnie Moore
DEPARTMENT OVERVIEW
The Department of Community Development administers a wide range of programs designed to improve the quality of life for low-to-moderate income persons and distressed neighborhoods. A Five-Year Consolidated Plan has been developed around many of the programs administered by the Department. Many of these pro- grams are funded through the U.S. Department of Housing and Urban Development (HUD), including the Community Development Block Grant (CDBG), HOME Investment Partnerships Program (HOME), and Emergency Solutions Grant Program (ESG). Some of the programs funded under the CDBG program include capital improvement projects, public facilities, public services, housing and economic development. HOME supports a variety of housing projects including, homeownership programs (HAPPI), reconstructions, and special projects such as multi-family and special needs (homeless, elderly, and disabled). The Emergency Solutions Grant Program primarily addresses the needs of the homeless, but has been amended to include homeless prevention and rapid re-housing for clients who have experienced a housing crisis or homelessness. The Department also received funds from the Louisiana Workforce Commission for the Workforce Innovation Opportunity Act (WIOA) and Louisiana Job Employment and Training (LAJET) for job training, retention and placement.
Quality Jobs, Restoration Tax Abatement, and the Enterprise Zone Program are state incentive programs which are also administered by the Department. The Financial Empowerment Program serves as a financial resource for individuals and small businesses, while the Shreveport Inner-City BUDGETEconomic Development Loan Program, also known as the EDI Loan Program, is an alternative source of capital for Shreveport-based small businesses.
2019 ACCOMPLISHMENTS
• The Department submitted its 2019-2023 Consolidated Strategy Plan, the 2019 Annual Action Plan, and the Citizen’s Participation Plan to the U. S. Department of Housing and Urban Development for Grantor approval. • The Department is moving progressively with the 24.2 million dollar Choice Neighborhood Implementation Grant from the U. S. Department of Housing and Urban Development to support revitalization of Allendale, Ledbetter Heights and the West Edge of downtown Shreveport. • The Department hosted a site visit from the Louisiana Division of Historic Preservation as it relates to the five hundred thousand dollar grant from the U. S. Department of Interior National Park Service for the preservation of the historic site- Old Galilee Missionary Baptist Church for an African American Civil Rights Museum. • Participated in the 45th annual celebration of the National Community Development Block Grant Program. The Department received the 2019 National John A. Sasso Silver Certificate from the National Community Development Association. • The final draft of the City’s Affirmative Furthering Fair Housing Plan was completed and submitted to the Department of Housing and Urban Development. 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 EXECUTIVEin the community. • The Department completed the development of the Milam Street Kitchen Incubator via the City’s Choice Neighborhood Planning and Action Grant. • A total of one hundred five (155) youth were employed and placed at jobsites throughout the City of Shreveport in the Summer Youth Employment Training Program.
CITY OF SHREVEPORT 361 2020 ANNUAL OPERATING BUDGET
2019 ACCOMPLISHMENTS (continued)
• The Neighborhood Investment Program has made awards to 482 neighborhood community organizations in its sixteenth year history. Under the Emergency Solutions Grant Program, approximately Three Thousand Three Hundred and Eighty (3,380) individuals were provided services. More than 15,758 customers received job placement and training services through the Louisiana Workforce Commission Career Solutions Center Louisiana Job and Employment Training (LaJET) served 1,274 individuals. • There were ninety-eight (98) homes serviced through our rehabilitation programs and homeownership program. Sixty-Five (65) Paint Your Heart Out Shreveport; Four (4) Emergency Repairs; Seventeen (17) Handicapped Accessibilities; Eighteen (18) Major Systems Repair and Twelve (12) Homebuyers Assistance Participation Initiative Program. Phase I of The Healthy Living Initiative was completed. The project involved the rehabilitation of a vacant house that is currently being used as a resource center. Phase II is in progress.
2020 GOALS AND OBJECTIVES
° Continue the development of the Choice Neighborhood Revitalization project in Allendale, Ledbetter Heights and the West Edge of Downtown. ° Continue to improve the quality of life in the City’s lower-income neighborhoods through a variety of initiatives. The Department is pursuing the Empowering People in CareersBUDGET (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. ° Promote inner economic development through small business loans, technical assistance, training, and retail development; ° Continue to assist homeless families and individuals regain stability; ° Improve the housing stock through existing programs. ° Improve healthy living choices and develop more recreational opportunities through the expansion of C. C. Antoine Park; ° Continue to improve employment skills for low income persons through job training and placement services; ° Preserve the historic fabric of the community through rehabilitation of existing structures.
DEPARTMENT FUNDING
Division 2018 2019 2019 2020 % Full-Time Funding ACTUAL BUDGET ESTIMATE BUDGET CHANGE Employee Administration 1,316,200 1,432,900 1,517,600 1,717,5000 20% 10 Workforce Development 2,415,500 3,175,200 2,761,100 3,681,400 16% 23 Housing/BusinessEXECUTIVE Dev. 3,678,727 8,157,200 3,793,000 8,513,500 4% 7 Special Programs 0 0 0 7,500,000 100% 5 TOTAL 7,410,427 12,765,300 8,071,700 21,412,400 68% 45
362 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
APPROPRIATIONS
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 2,380,300 2,749,700 2,777,300 3,059,700 11% Materials and Supplies 78,200 128,100 92,900 109,500 -15% Contractual Services 1,062,700 2,458,900 1,186,300 9,085,600 269% Other Charges 3,475,127 6,951,400 3,604,100 8,623,300 24% Improvements and Equipment 34,100 97,200 29,900 154,300 189% Transfer to General Fund 380,000 380,000 380,000 380,000 59% Capital Projects 0 0 1,200 0 0% TOTAL 7,410,427 12,765,300 8,071,700 21,412,400 68%
FULL-TIME POSITIONS 44 43 43 45 5% BUDGET BUDGET CHANGES FOR 2020
Slight increase in federal funding.
FUTURE BUDGET CONSIDERATIONS
v Funds for three positions: Office Associate, Planner II, Management Analyst III, and Housing Inspector. v Funds for contract tracking system. v Computer Upgrades. EXECUTIVEv Vehicle replacements (2 trucks, 1 SUV).
CITY OF SHREVEPORT 363 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG COMMUNITY DEVELOPMENT ADMINISTRATION 26.26.2610
Fred Thomas, Bureau Chief
DIVISION OVERVIEW
The Administration Bureau provides administrative support services, including fiscal and budget management, planning and program development, grant writing, program monitoring, and other technical and administrative functions in support of the department’s mission.
2019 ACCOMPLISHMENTS • The department’s consultants, TDA, Inc. developed and completed the City’s 2019-2023 Consolidated Strategy Plan, the 2019 Annual Action Plan, and the Citizen Participation Plan. These documents were submitted to the U.S. Department of Housing and Urban Development for Grantor Approval. The bureau successfully submitted to the Department of Housing and Urban Development (HUD) the 2018 Annual Performance and Evaluation Report (CAPER). The division received the 2019 John A. Sasso Silver Certificate which recognizes community efforts on a national level. This certificate was presented by the National Community Development Association for our celebration of the 45th year of the National Community Development Block Grant Program held at Martin Luther King Community Center on April 25, 2019. The division received the final copy of the City’s Affirmative Furthering Fair Housing Plan prepared by J-Quad Planning Group, LLC and submitted it to HUD with the Consolidated Plan. The Louisiana Housing Corporation performed a monitoring review of our Emergency Solutions Grant Program with no findings. Numerous reports were submitted to HUD, including the Semi-AnnualBUDGET Labor Standard Enforcement Report and the Minority Business Enterprise Activity Report. We provided environmental certifications for all federally funded projects within the city limits. Seventy-Eight external and internal programs were monitored for compliance during Fiscal Year 2019. Twenty-four funding/drawdowns were completed through HUD’s Integrated Disbursement & Information System (IDIS). • The department submitted its 2019 Emergency Solutions Grant Application to the Louisiana Housing Corporation in the amount of $192,118 to provide Homeless Prevention, Shelter Operations and Rapid Re-housing services for the homeless. We utilized Federal and State Emergency Solutions Grant monies to fund six (6) non-profit organizations to assist homeless persons and/or prevent homelessness. The department completed the final year with the Housing Authority of Shreveport for the Juvenile Reentry Assistance Program (JRAP).This program was designed to assists young people involved in the justice system to find jobs and housing. • The Neighborhood Investment Program funded Nineteen (19) neighborhood/community organizations in 2019. The department conducted a Homeowners Survey to assess the effectiveness of the Neighborhood Revitalization Program. A total of seventy-nine (79) surveys were mailed with a return rate of 68 percent. Practically, all of the responses were favorable.
2020 GOALS AND OBJECTIVES
° Maintain expenditures of local, state, and federal dollars in accordance with established rules, guidelines and regulations. ° EXECUTIVEContinue to build capacity in non-profit entities, faith-based and community organizations working in the housing area. ° The division will continue to pursue funds from other sources to leverage our formula funding. ° Work with social service agencies to impact homelessness.
364 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Public Services Funded 3 0 3 Emergency Shelter Grant Funded 6 6 6 Public Facilities 4 0 2 CHDOs 2 2 2 Neighborhood Investment Program Grants 21 21 21
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 663,900 700,800 666,400 662,700 5% Materials and Supplies 15,400 18,700BUDGET 18,000 18,700 0% Contractual Services 33,500 59,500 78,200 60,800 2% Other Charges 486,500 537,700 636,700 842,000 57% Improvements & Equipment 4,100 3,400 4,300 20,500 503% Transfer to Other Funds 112,800 112,800 112,800 112,800 0% Capital Projects 0 0 1,200 0 0% TOTAL 1,316,200 1,432,900 1,517,600 1,717,500 26%
FULL-TIME EMPLOYEES 9 9 9 10 11%
BUDGET CHANGES FOR 2020
Changes are associated with HUD prior year dollars that have already been committed. Reduction in allocation levels..
FUTURE BUDGET CONSIDERATIONS EXECUTIVEv Funds for two positions: Management Analyst III and Planner II.
CITY OF SHREVEPORT 365 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Officials 720 A Director of Community Development 1 722 A Bureau Chief 1 Assistant Director of Community 791 A 1 Development 26 Office/Clerical 766 A Assistant to Director 1 SUBTOTAL 4 Classified 22 Professionals 146 13 Fiscal Coordinator 1 229 13 Planner I 1 230 15 Planner III 1 198 15 Management Analyst III 1 25 Paraprofessional 060 08 Program MonitorBUDGET2 SUBTOTAL 6
TOTAL 10
EXECUTIVE
366 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG COMMUNITY DEVELOPMENT WORKFORCE DEVELOPMENT 26.26.2630
Herman Vital, Bureau Chief
DIVISION OVERVIEW
The Bureau of Workforce Development manages training programs which are designed to improve the skills and job readiness of persons who are unemployed, underemployed and those seeking career changes. It coordinates services available under the Federal Workforce Innovation and Opportunity Act (WI0A) and the Louisiana Job Employment and Training Program (LaJET). The following is a summary of each program:
1) The goal of the WIOA program is to help job seekers access employment, education, training, and support services to succeed in the labor market and to match employers with the skilled workers they need to compete in the global economy. 2) The primary goal of the STEP program is to provide case management services to work eligible cash assistance recipients, as referred by the Louisiana Department of Children and Family Services (DCFS), to move those families from cash assistance to employment. 3) The purpose of the LaJET program is to provide Job Readiness services to able-bodied SNAP recipients in Caddo Parish. The program is designed to enable participants in their transition from cash assistance and/or nutrition assistance to self-sufficiency by providing intense job readiness activities and job search training with employee contacts,BUDGET which will help participants obtain and retain employment. These services include a 2-week of Job Readiness training, Individual Assessment, Testing, Counseling, Job Development, as well as referrals to other agencies. Participation in the program will increase their chances of obtaining further training and/or employment, and thus, reduce their need for public assistance.
2019 ACCOMPLISHMENTS
• Fifteen thousand seven hundred fifty-eight (15,758) new and returning customers received job placement-related services. Seventy-one (71) youth received educational and career preparation services. • The 2019 Summer Youth Employment Training Program was also implemented and administered by the Bureau of Workforce Development. A total of one hundred fifty-five (155) youth were employed and placed at job sites throughout the city of Shreveport including the WIOA clients. We were also able to meet or exceed all of the required performance standards. • As of January 1, 2019 through July 25, 2019 the LaJET program has served 1,274 participants. Of that number 597 have completed the program and 171 have obtained full-time employment. EXECUTIVE
CITY OF SHREVEPORT 367 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES
° Whereas the number of customers we provide services to should remain stable, customers seeking training services may see a slight variation in numbers enrolled due to a decrease in WIOA funding in the adult program with an increase in dislocated worker program. The number of youth participants should remain steady being there were a decrease in funding for this program. ° The LaJET Job Readiness program will continue to provide the best services possible to mandatory and voluntary food stamp recipients seeking to move to self-sufficiency.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Total WIOA Participants Served 15,758 16,000 16,500 Total LaJET Participants Served 2,058 2,550 3,000 Total LaJET Participants Completed 936 1,200 1,600 Total LaJET Persons Obtaining JobsBUDGET 237 325 400
DIVISION FUNDING
Personal Services 1,273,900 1,416,900 1,574,000 1,562,900 10% Materials and Supplies 30,300 61,400 42,900 51,800 -16% Contractual Services 948,000 1,484,000 973,500 1,810,600 22% Other Charges 800 800 800 0 -100% Improvements & Equipment 3,600 53,200 11,000 97,200 83% Transfer to Other Funds 158,900 158,900 158,900 158,900 0% TOTAL 2,415,500 3,175,200 2,761,100 3,681,400 16%
FULL-TIME EMPLOYEES 26 23 23 23 0% EXECUTIVE
368 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020
None.
FUTURE BUDGET CONSIDERATIONS
v None
EMPLOYEE ROSTER BUDGET Category Class Level Title Authorized
Appointed 21 Officials 722 A Bureau Chief/ Assistant Director 1 SUBTOTAL 1 Classified 22 Professionals 003 16 Accountant III 1 437 13 Management Assistant 3 439 14 Unit Manager 2 25 Paraprofessional 008 12 Accounting Specialist III 1 051 12 Counselor/Test Administrator 6 052 12 Job Developer 1 378 12 Senior Program Monitor 1 436 11 Administrative Asstant 1 26 Office/Clerical 057 09 Management Information System Tech 5 208 08 Office Associate 1 209 09 Office Specialist 0 EXECUTIVESUBTOTAL 22
TOTAL 23
CITY OF SHREVEPORT 369 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG COMMUNITY DEVELOPMENT HOUSING/BUSINESS DEV. 26.26.2640
Valerie Ervin, Bureau Chief
DIVISION OVERVIEW
The Bureau of Housing and Business Development implements housing assistance programs that provide housing rehabilitation services to low and moderate income persons; provides downpayment assistance to first-time homebuyers; and, the bureau also provides economic and technical support to programs that assist new and existing businesses in qualified census tracts and economic development corridors, specifically catering to historically disadvantaged communities.
Programs offered by the bureau include: (a) Handicap Accessibility Program – provides elderly and/or disabled citizens with improvements designed to make their home more accessible; (b)Emergency Repair –addresses real time emergency plumbing repairs that address health and safety repairs that are in need of immediate attention due to the immediate threat of safety to the household; (c) Major Systems Repair Program – an intervention program that addresses the major systems of homes that are not operable or functioning, and addresses health and safety repairs in a structurally sound and owner-occupied household whose income is at or below 80% or the area median income (AMI); (d) HAPPI (Homebuyers Assistance Program Participation Initiative) Program – provides homeownership assistance through approved lenders for first time homebuyers whose income is at or below 80% AMI; (e) Paint Your Heart Out – a volunteer program where local volunteers and contractors paint the exterior of homes, provide smoke detectors, and minor exterior repairs for elderly and/or disabled citizens; (f) Small Business Loan Program – provides longBUDGET term financing at low interest rates to assist for-profit businesses, with emphasis on job growth, the retention of existing jobs, and management training; (g) Tax Incentive Programs – provides tax incentives to Louisiana businesses to encourage expan- sion, restoration and permanent jobs in economically distressed areas, downtown development districts, eco- nomic development districts, and historic districts; and (h) Financial Empowerment Center – a pending and proposed financial education and credit counseling program that addresses the wealth strategies and credit of low and moderate income citizens. Currently financial education and credit counseling is offered only to prospective first time homebuyers by non-profit agencies and by lenders solely for the purpose of home pur- chase.
2019 ACCOMPLISHMENTS
• The Bureau of Housing serviced 98 individual households through our rehabilitation and homeownership programs. Some households received services from multiple programs: 65 PYHO; 4 Emergency Repair; 18 Major Systems Repair; 17 Handicap Accessibility; 12 HAPPI. The City was awarded a $24.2 million dollar grant from HUD for the Choice Neighborhoods Initiatives in Ledbetter Heights and Allendale. Construction was completed on the Milam Street Kitchen Incubator and Culinary Medicine Kitchen in the Allendale neighborhood as a part of the Choice Neighborhood Initiative; Open House was August 27th. Fuller Center for Housing of NWLA, a CHDO, completed construction of a new home for low income, disabled, or homeless veterans. The Martin Luther King CDC’s Lane Project completed the construction of a new facility to offer mentoring, computer, after school tutoring, and socialization services to the youth and elderly in the MLK community; Oakland Cemetery Project provided new lighting and a directional kiosk in the Oakland Cemetery at a cost of $42,350; EXECUTIVEOlive Branch Ministries began construction on Phase One of their Senior Residence multi-family housing development. Six (6) units are constructed, and expect to be complete by December 31st. Stoner Hill Healthy Living Initiative began the process of Phase II which will consist of a pavilion that will be used as an outdoor classroom and for harvesting produce from the community garden. Construction will begin immediately after
370 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2019 ACCOMPLISHMENTS (continued)
construction bids have been received. This project is projected to be completed by December 31st. Red River Community 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 and healthy lifestyle. Project Celebration, a domestic violence center, was stalled due to NIMBYism, new regulations in the Master Plan, and a requirement by MPC that the parking lot would need to be re-done, which created an increase in cost. They are exploring an alternative and ways to secure additional funds to complete the renovations. Bank On of NWLA, operating under United Way of NWLA as a subrecipient of the City opened a total of 4,539 new bank accounts, exceeding the three year goal of 2,700 new accounts. HUD in collaboration with the department initiated a Community Needs Assessment to determine what needs are priority in our communities. As a result, three clusters were developed to address identified needs in the Shreveport-Bossier communities. They are: Housing Cluster, which addresses affordable housing needs, gaps in service related to housing, and building a coalition of housing partners; the Education Cluster, developed a strategy to identify those needs in educational arena; and the Economic Development Cluster identified opportunities for small businesses, and developing strategies to build economic prosperity. Each cluster group has established strategic goals and priorities to accomplish. The Housing Cluster hosted a Lenders’ Forum that brought together the local banks’ market presidents and CRA Officers to introduce them to opportunities and projects that can assist them in securing CRA Credits in LMI census tracts; and in celebration of National Homeownership month, a Housing Expo, that represented participants involved in the home buying process. HUD was also a participant, as well as prospective home buyers. The Choice Neighborhoods grant was awarded to the department in the amount of $24.2 million that will be utilized in the Choice areas of Allendale, Ledbetter Heights, and the West Edge neighborhoods. In addition, the National Park Service awarded a $500,000 grant for the stabilizationBUDGET of the old Galilee Baptist Church. The department will use these funds to stabilize the building and replace the roof. We will continue to work with the Civil Rights Coalition to develop a state of the arts Civil Rights Museum that will depict the historical accomplishments and preserve historical artifacts for the Shreveport-Bossier and Northwest Region. In the fall of this year, we are projected to launch the opening of the Shreveport Financial Empowerment Center, providing financial and credit counseling of low income households. Cities for Financial Empowerment will provide match funds in the amount of $150,000 for the operation of the FEC for the first year of operation; and an additional $100,000 for the second year of operation.
2020 GOALS AND OBJECTIVES
° The Empowering People in Careers (EPIC) initiative derived out of grant received from the Cities for Financial Empowerment Funds to develop strategies that build the financial stability and knowledge of Shreveport residents with low incomes, thereby aiding them to pull themselves out of the cycle of poverty. The objective of EPIC is career growth and promotional possibilities for female head of households and low wage earners to improve their skills, move toward living wage jobs, and sustainable employment. The city will collaborate initially with three employers that will provide a career path for existing employees. In the initial phase, participants will be assessed on their vocational (skills gaps) and non-vocational barriers (social skills), assigned a coach to offer support and career development advice, and provided access to employability skills training to get them to the next ladder of employment. Assistance with supportive services, such as childcare, transportation, rental assistance, etc., will be provided. Upon completion of the program, they will be placed in the next available opening at their current job site or work to get them employed at other higher skilled occupations. The bureau is continuously working toward being able to identify qualified homeowners and eligible properties upfront, and EXECUTIVEprojecting how funds will be expended for those projects in an effort to refrain from over-spending annual budgets. In regards to assisting small and start-up businesses, the division of Business Development will continue to provide loans, technical assistance, and continue to support microbusinesses by providing programing that assist micro and start-up businesses grow and expand
CITY OF SHREVEPORT 371 2020 ANNUAL OPERATING BUDGET
their businesses through education, mentoring, and job creation. ° The department will continue seeking creative ways to leverage the federal funds received through the implementation of new programs, researching grant opportunities, and collaboration with community partners. The bureau is minimizing the number of rehab programs and working toward the creation of more community based partnerships, loan-grant programs, and sweat equity type programs. We are unable to address the many blighted properties in targeted neighborhoods or the many citizens’ calls for assistance due to skyrocketing costs, deferred maintenance, and diminishing federal funding. ° Finally, in collaboration with Property Standards, and local lenders, the bureau would like to implement a renters’ code, and a rental rehabilitation matching grant program to assist local landlords owning property in targeted neighborhoods and occupied by low to moderate income tenants. This initiative will bring rental units into to compliance with Housing Quality Standards. The department hopes to improve our program delivery services by the implementation of a high level contract tracking software that can track tasks, deadlines and outcomes to assist in minimizing the potential for missing important deadlines and processes.
PERFORMANCE MEASURES
2019 2019 2020 ACTUAL ESTIMATE GOAL Façade Improvements (PYHO, HA) BUDGET82 50 0 Emergency Repair 4 10 0 Major Systems Repair 18 35 0 Homeownership 12 20 0 Restoration Tax Abatements 0 1 0 Small Businesses/Economic Development 0 1 0 Multifamily Development 6 20 0
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 442,500 632,000 536,900 475,400 25% Materials and Supplies 32,500 48,000 32,000 21,000 -56% Contractual Services 81,200 915,400 134,600 120,900 -87% Other Charges 2,987,827 6,412,900 2,966,600 7,781,300 21% Improvements & Equipment 26,400 40,600 14,600 6,600 -84% TransferEXECUTIVE to Other Funds 108,300 108,300 108,300 108,300 0% TOTAL 3,678,727 8,157,200 3,793,000 8,513,500 5%
FULL-TIME EMPLOYEES 9 11 11 7 -37%
372 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET BUDGET CHANGES FOR 2020
None.
FUTURE BUDGET CONSIDERATIONS
v Housing Inspector Position. v Contract Tracking Software. v P/U Trucks to replace 2 old vehicles. v SUV to replace Van # 2007.
EMPLOYEE ROSTER
Category Class Level Title Authorized Appointed BUDGET 21 Officials 722 A Bureau Chief 1
SUBTOTAL 1
Classified 22 Professionals 437 13 Management Assistant 2 23 Technicians 482 12 Certified Housing Inspector 2 489 14 Field Inspector Supervisor 1 25 Paraprofessional 436 11 Administrative Assistant 1
SUBTOTAL 6
TOTAL 7
EXECUTIVE
CITY OF SHREVEPORT 373 2020 ANNUAL OPERATING BUDGET DEPARTMENT DIVISION G/L ORG COMMUNITY DEVELOPMENT WORKFORCE DEVELOPMENT 26.26.2650
Tracey Graham, Bureau Chief DEPARTMENT OVERVIEW
The Bureau of Special Programs manages grants and activities considered as special programs, including coordination of the 24.2 million dollar Choice Neighborhood Implementation (CNI) grant. The Choice Neighborhoods Initiative is intended to transform Allendale, Ledbetter and West Edge neighborhoods from extreme poverty and severely distressed housing into a revitalized mixed-income community. Choice Neighborhoods will support housing and economic development in these communities with concentrated public and assisted housing to transform the larger neighborhood into a healthy, mixed-income community with quality affordable housing, high-performing schools, services, transportation, and access to jobs. A key feature of Choice Neighborhoods is a focus on sustainability, including (1) financial sustainability of the assisted development, (2) social sustainability of the assisted development, (3) economic sustainability of the neighborhood, and (4) environmental sustainability of the development and neighborhood.
The bureau will also administer a $500,000 grant received from the U.S. Department of Interior and National Park Service for the physical preservation of the Old Galilee Missionary Baptist Church. The grant will facilitate the restoration of this historic church, which has been vacant for over 25 years and has major deterioration. This museum will provide educational opportunities for local residents/citizens and visitors can learn the historical significance of African Americans in Northwest Louisiana. BUDGET 2019 ACCOMPLISHMENTS • The Bureau Chief of Special programs was hired in January 2019. • Bimonthly Community Advisory Body meetings have been conducted with local community leaders. (Church leaders, school leaders, nonprofit housing advocates, etc.). • Quarterly HUD reporting has been timely submitted. • Coordinated with People lead (Volunteers of America) on the People Plan and partner service providers, • Neighborhood Plan prepared and submitted to HUD for Choice Neighborhoods. • Completion of the CNI Planning & Action Activity grant with Southern University Shreveport, the Housing Authority of the City of Shreveport and SUSLA Inc. (MSKICK-Kitchen Incubator). • The Blue Suede Studios is ready for occupancy by Choice Neighborhood staff, Volunteers of America and Shreveport Common.
2020 GOALS AND OBJECTIVES
° Provide administrative and budgetary oversight in conjunction with the lead CNI partners: City of Shreveport’s Department of Community Development, Housing Authority of the City of Shreveport, The ITEX Group, Volunteers of America, and the U.S. Department of Housing and Urban Development (HUD) to implement the Transformation Plan and achieve the goals and objectives of the CNI grant. ° Develop a dual Section 3 Plan in conjunction with Louisiana Housing Corporation, and the Housing Authority of the City of Shreveport. ° EXECUTIVEHire a Grant Administrator. ° Hire a Certified Inspector. ° Hire a Program Evaluator.
374 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES (continued)
° Employ residents of the community through Section 3, Work Experience and other measurers. ° Start housing construction in partnership with the Housing Authority of the City of Shreveport for Bayou Grande. ° Identify targeted families for ongoing case management and services before and after housing construction. ° Implementation of Critical Community Improvement projects as a part of the Neighborhood Plan. ° Begin renovations of the Galilee Civil Rights Museum. ° Start and complete the CC Antoine Park renovations. ° Seek other funding to enhance revitalization efforts.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Construction of Housing Developments N/A 0 2 Neighborhood Plan (CCI Plan Implementation) N/A 0 2 People Plan Implementation BUDGET N/A 0 2
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services N/A 0 0 358,700 100 % Materials and Supplies N/A 0 0 18,000 100 % Contractual Services N/A 0 0 6,593,300 100 % Other Charges N/A 0 0 500,000 100 % Improvements & Equipment N/A 0 0 30,000 100 %
TOTAL N/A 0 0 7,500,000 100 %
FULL-TIME EMPLOYEES N/A 0 0 5 100 % EXECUTIVE
CITY OF SHREVEPORT 375 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Officials 722 A Bureau Chief 1
SUBTOTAL 1
Classified 22 Professionals 437 13 Management Assistant/ Grants Adminstrator 1 405 16 Economic Development Specialist Project Manager 1 23 Technicians 182 12 Certified Housing Inspector 1 436 9 Office Specialist 1 25 Paraprofessional SUBTOTAL BUDGET4 TOTAL 5
EXECUTIVE
376 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
STREETS SPECIAL REVENUE FUND
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 377 2020 ANNUAL OPERATING BUDGET
STREETS SPECIAL REVENUE FUND
SUMMARY OF AVAILABLE FUNDS
Fund Balance as of January 1, 2019 1,671,000
2019 Estimated Revenues 6,802,500
2019 Total Available for Expenditure 8,473,500
2019 Estimated Expenditures 6,850,000
Estimated Fund Balance as of December 31, 2019 1,623,500
2020 Estimated Revenues 6,800,000
2020 Total Available for Expenditures 8,423,500 2020 Estimated Expenditures BUDGET1,500,000 Estimated Fund Balance as of December 31, 2020 6,923,500
EXECUTIVE
378 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
STREETS SPECIAL REVENUE FUND
G/L ORG 69.69.6900
REVENUE DETAIL
SUB-OBJECT DESCRIPTION 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET Streets Special Revenue Fund 902020 SWEPCO 7,604,875 6,800,000 6,800,000 6,800,000 983031 Current YR FD Balance 0 112,800 1,671,000 1,623,500 941010 Interest Earned 4,203 0 2,500 0 941034 Gain/Loss Sale of Securities 49000
GRAND TOTAL REVENUE 7,609,127 6,912,800 8,473,500 8,423,500
EXPENDITURE DETAIL
SUB-OBJECT DESCRIPTION 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET Operating Reserves - Character 42 420095 Operating Reserves 0BUDGET 62,800 1,623,500 6,923,500 Total Operating Reserves 0 62,800 1,623,500 6,923,500
Improvements & Equipment - Character 45 481520 Street Reconstruction 0 6,850,000 0 0 Total Improvements & Equipment 0 6,850,000 0 0
Transfers
500000 Transfer to Capital Project 7,457,644 0 5,805,000 0 520008 Trans to General 0 0 1,045,000 1,500,000 Total Transfers 7,457,644 0 6,850,000 1,500,000
GRAND TOTAL EXPENSES 7,457,644 6,912,800 8,473,500 8,423,500 EXECUTIVE
CITY OF SHREVEPORT 379 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG STREETS SPECIAL REVENUE FUND 69.69.6900
DIVISION OVERVIEW
The City of Shreveport created the STREETS SPECIAL REVENUE FUND in 2011. Its revenues come from the AEP/SWEPO Franchise Fee collected in excess of 2% of the gross receipts derived by and from the distribution and sale of all electricity and electric current to residential, commercial and industrial customers by the City of Shreveport. All franchise fees in excess of 2% shall be deposited in the Streets Special Revenue Fund to be used to construct and repair streets, including sidewalks and drainage structures.
DEPARTMENT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Other Charges 00000% Operating Reserves 0 62,800 1,623,500 6,923,500 10925% Street Reconstruction 0 6,850,000 0 0 -100% Transfers 7,457,644 0 6,850,000 1,500,000 100% TOTAL 7,457,644 6,912,800BUDGET 8,473,500 8,423,500 22% FULL-TIME EMPLOYEES 00000%
BUDGET CHANGES FOR 2020
Revenue, including the fund balance totaling $8.4 million to the fund has remained stable. The Fund Balance estimated as of December 31, 2019 represents the amount of funds expected to be available to continue street improvements in 202.
FUTURE BUDGET CONSIDERATIONS v According to the State of the Municipal Infrastructure summary status, approximately $13.5 million is needed in annual expenditures to fund normal improvements of the city’s roadway system.
EXECUTIVE
380 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
GOLF ENTERPRISE FUND
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 381 2020 ANNUAL OPERATING BUDGET
BUDGET
EXECUTIVE
382 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
GOLF ENTERPRISE FUND
Daily green fees and cart rentals continue to be the largest source of income at each course. Other fees include tournament income, merchandise sales, and driving range use. Golf memberships and restaurant sales continue to help supplement the revenue stream and aid in the operations ofBUDGET the golf courses.
The cost for employees continues to rise each year. In 2020 with the increase in full-time employee benefit costs, the Golf Fund will allocate almost 50 percent of its budget to salaries and benefits. The majority of the funding in contractual services is for the payment of the costs of lease carts and maintenance equipment for each course.EXECUTIVE Therefore, it leaves only a small fraction of the available funds for course operations.
CITY OF SHREVEPORT 383 2020 ANNUAL OPERATING BUDGET
GOLF ENTERPRISE FUND
SUMMARY OF AVAILABLE FUNDS
Fund Balance as of January 1, 2019 32,900
2019 Estimated Revenues 1,938,900
2019 Total Available for Expenditure 1,971,800
2019 Estimated Expenditures 1,902,000
Estimated Fund Balance as of December 31, 2019 69,800
2020 Estimated Revenues 1,928,700
2020 Total Available for Expenditures 1,998,500
2020 Estimated Expenditures 1,872,800 Estimated Fund Balance as of December 31, 2020BUDGET 125,700
EXECUTIVE
384 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
GOLF ENTERPRISE FUND
MAJOR REVENUE ASSUMPTIONS
2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET EXTERNAL CHARGES Green Fees Querbes Park 291,889 350,000 350,000 350,000 Huntington Park 209,455 220,000 236,000 236,000
TOTAL GREEN FEES 501,344 570,000 586,000 586,000
Rental of Carts Querbes Park 234,491 300,000 260,000 260,000 Huntington Park 183,891 190,000 196,000 196,000
TOTAL RENTAL OF CARTS 418,382 490,000 456,000 456,000
Memberships 240,745 490,000 456,000 350,000 Merchandise Sales 5,195BUDGET 27,000 20,000 12,000 Restaurant Revenues Querbes Park 125,311 115,000 156,000 156,000 Huntington Park 42,656 38,000 42,000 42,000
TOTAL RESTAURANT REVENUES 167,967 153,000 198,000 198,000
GENERAL FUND Transfer From General Fund 87,200 87,200 87,200 87,200
TOTAL GENERAL FUND 87,200 87,200 87,200 87,200
EXECUTIVE
CITY OF SHREVEPORT 385 2020 ANNUAL OPERATING BUDGET
REVENUE DETAIL
FUND 60
DEPT 15 GOLF FUND
G/L ORG 60.15.1560 2018 2019 2019 2020 Golf Administration ACTUAL BUDGET ESTIMATE BUDGET 925052 Memberships 239,464 175,000 350,000 350,000 925055 Other Receipts 0000 941010 Dividends/Interest Earned 184000 941034 Gain/Loss On Sale Of Security -1.35000 981001 Miscellaneous 28,845 1,200 2,000 0 981007 Cash Discounts & Allowances -198 1,000 0 0 981051 Certificate of Indebtedness 0000 982021 General Fund 87,200 87,200 87,200 57,000 983031 Current Year Fund Balance 0 39,308 32,900 69,800 995098 Grants/Capital Projects 0000 TOTAL INDEX 355,493BUDGET 303,700 472,100 476,800
G/L ORG 60.15.1565 2018 2019 2019 2020 Querbes Golf Course ACTUAL BUDGET ESTIMATE BUDGET 920008 Land Rent 7,500 7,500 7,500 7,500 922020 Restaurant 125,311 115,000 156,000 156,000 925030 Junior Program 0000 926032 Beer Sales 56,420 65,000 65,000 65,000 925051 Rental Of Carts 234,491 300,000 260,000 260,000 925053 Greens Fees 291,889 350,000 350,000 350,000 925055 Other Receipts 4,402 0 0 0 925056 Tournaments 13,595 25,000 25,000 25,000 925057 Merchandise Sales 3,307 20,000 10,000 10,000 925073 Annual Trail Fees 1,063 0 0 0 925074 Range Balls 26,165 35,000 40,000 40,000 981005 Auction Proceeds 0000 981015 Catering 8,283 8,000 8,000 8,000 TOTALEXECUTIVE INDEX 764,926 925,500 921,500 921,500
386 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
REVENUE DETAIL
FUND 60
DEPT 15 GOLF FUND
G/L ORG 60.15.1570 2018 2019 2019 2020 Huntington Golf Course ACTUAL BUDGET ESTIMATE BUDGET 920008 Land Rent 0000 922020 Restaurant 42,656 38,000 42,000 42,000 926032 Beer Sales 17,174 16,000 22,000 22,000 925051 Rental Of Carts 183,891 190,000 196,000 196,000 925053 Greens Fees 209,455 220,000 236,000 236,000 925055 Other Receipts 711 3,000 1,000 1,000 925056 Tournaments 23,084 15,000 20,000 20,000 925057 Merchandise Sales 1,888 7,000 10,000 2,000 925073 Annual Trail Fees 660 0 200 0 925074 Range Balls 31,591 34,000 40,000 40,000 981015 Catering 5,116BUDGET 3,500 11,000 11,000 TOTAL INDEX 516,226 526,500 578,200 570,000
GRAND TOTAL REVENUES 1,636,645 1,755,700 1,971,800 1,998,500
EXECUTIVE
CITY OF SHREVEPORT 387 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL
2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET Personal Services - Character 10 110001 Professional-Salaries 286,562 143,800 130,000 129,400 140001 Para-professional-Salaries 102,138 31,600 98,200 106,600 140002 Para-professional-Overtime 0 0 500 0 160001 Skilled craft -Salaries 34,266 29,600 29,600 29,600 170001 Service/Maintenance -Salaries 390,558 418,300 487,200 423,700 170002 Service/Maintenance -Overtime 4,313000 180001 Employee Retirement System 116,424 127,600 128,300 145,200 180005 Group Insurance 91,255 94,200 98,600 104,300 190006 Performance Pay Reserve 0000 190007 Medicare Trust Contributions 8,677 9,000 8,900 10,200 190008 OASDI Contributions 8,739 8,200 9,700 11,200 190090 Service/Maintenance -Clothing 8,739 8,200 0 0 Total - Personal Services 1,043,556 862,300 991,000 939,200
Materials & Supplies - Character 20 BUDGET 200150 Office Supplies 826 1,000 1,000 1,000 200210 Gas and Diesel Fuel 38,108 33,000 33,000 33,000 200240 Chemicals 28,953 65,700 100,000 100,000 200251 Concessions 97,429 90,000 93,000 93,000 202520 Equipment 17,866 22,500 22,500 22,500 252555 Building And Grounds 29,834 34,000 34,000 34,000 Total - Materials & Supplies 213,016 246,200 283,500 283,500
EXECUTIVE
388 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL
2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET Contractual Services - Character 30 300100 Utilities-Water 22,967 27,400 22,000 23,000 300110 Utilities-Electricity 43,550 48,000 43,000 43,600 300120 Utilities-Natural Gas 5,259 5,500 5,500 5,500 300300 Contractual Services-Rents 285,343 276,200 316,400 316,400 300400 Maintenance and Repairs 168,231 201,000 160,000 160,000 300500 Professional Services 0000 300800 Miscellaneous 509 0 200 200 Total - Contractual Services 525,859 558,100 547,100 548,700
Other Charges - Character 400110 Assessments And Taxes 2,137 400 1,200 1,200 300800 Booking Fees Golf 39,484 22,000 22,200 22,200 Total Other Charges 41,621 22,400 23,400 23,400
Operating Reserves - Character 42 420095 Operating Reserves 0 9,700 69,800 125,700 Total Operating Reserves 0BUDGET 9,700 69,800 125,700
Improvements & Equipment - Character 45 485560 Vehicles 0000 Total Improvements & Equipment 0000
Transfers Out - Character 51, 52 510109 Notes Payable 0000 520001 Indirect Cost 57,000 57,000 57,000 57,000 Total Transfers 57,000 57,000 57,000 57,000
GRAND TOTAL EXPENSES 1,881,052 1,755,700 1,971,800 1,998,500
EXECUTIVE
CITY OF SHREVEPORT 389 2020 ANNUAL OPERATING BUDGET
GOLF ENTERPRISE FUND
DIRECTOR Shelly Ragle (SPAR)
DEPARTMENT OVERVIEW
The Golf Division operates and maintains the two city-owned, 18-hole golf courses, Querbes Park and The Club at Huntington. This division also administers the operating contract for the nine-hole Jerry Tim Brooks (Lakeside) Golf Course. Shreveport municipal golf courses are designed and maintained to appeal to all golfers and to offer a quality golf experience at an affordable price. The golf fund operates as an enterprise fund, where all revenues generated at the golf courses are used for course operations and improvements.
DEPARTMENT FUNDING
Division 2018 2019 2019 2020 % Full-Time Funding ACTUAL BUDGET ESTIMATE BUDGET CHANGE Employee Administration 312,082 289,000 339,900 397,400 38% 0 Querbes Park 886,976 925,500 1,020,600 984,800 6% 12 Huntington 528,338 541,200 611,300BUDGET 616,300 14% 6
TOTAL 1,727,396 1,755,700 1,971,800 1,998,500 14% 18
FULL-TIME POSITIONS 20 20 19 18 -1%
APPROPRIATIONS
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 836,113 862,300 991,000 960,200 11% Materials & Supplies 213,167 246,200 283,500 283,500 15% Contractual Services 525,860 558,100 547,100 548,700 2% Other Charges 41,623 22,400 23,400 23,400 0% Operating Reserves 0 9,700 69,800 125,700 1196% Depreciation Expense 53,6330000% Transfers to Other Funds 57,000 57,000 57,000 57,000 0% TOTALEXECUTIVE1,727,396 1,755,700 1,971,800 1,998,500 14%
390 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2019
Implemented an advanced Tee Snap Marketing Application- this system automates tee times, allows for communication with golfers, on-line tee time reservations, and real time data and financial information, the software company acts as the credit processor and it assumes risk of using credit cards that normally lies with the City. The system also provides marketing support, marketing programs, social media and other advertising avenues (the cost of utilizing this application and associated hardware, software, and is shown in other charges (booking fees). The budget reflects a 5% increase in health benefits, as well, as a 2% increase in city retirement contributions for all full-time employees In maintaining a conservative budget operating reserves are budgeted to reflect current revenues and expenditures.
FUTURE BUDGET CONSIDERATIONS
v Funding to renovate the old maintenance facility at The Club at Huntington Park ($100,000). v Renovation funds for the maintenance facility at Querbes ($200,000). BUDGET
Currently, the type and number of full time employees is sufficient to maintain two 18-hole golf courses. We are able to meet current demand by utilizing more part-time employees for pro-shop and restaurant operations. We continue to find efficiencies by sharing staff responsibilities across courses. This also aids in customer service enhancements.EXECUTIVE
CITY OF SHREVEPORT 391 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG GOLF ADMINISTRATION 60.15.1560
DIVISION OVERVIEW
The Administration Division is responsible for all administrative and fiscal controls of the Golf Fund. These duties include accounts receivable, revenue verification, point of sale system administration, and departmental fixed assets. The division also facilitates all payroll and personnel functions for the golf courses. One of the main functions of the division is the quality assurance and loss prevention programs. The division is responsible for golf-related contracts.
2019 ACCOMPLISHMENTS
• Implemented Tee Snap (Marketing along with the Point of Sale Application). • Upgraded maintenance equipment at each course. • Completed several projects with Querbes Park Foundation.
2020 GOALS AND OBJECTIVES
° Continue to learn and develop Tee Snap Application to better utilize the data collection and accounting abilities, including reports and data. BUDGET ° Research and develop efficiencies in expenditures and innovative income opportunities. ° Continue to cultivate our relationship with Querbes Park Foundation.
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services -24,2930000% Materials and Supplies 2,229 1,000 1,000 1,000 0% Contractual Services 223,513 221,300 212,100 213,700 -3% Other Charges 00000% Operating Reserves 0 9,700 69,800 125,700 1196% Depreciation Expense 53,6330000% Transfer to Other Funds 57,000 57,000 57,000 57,000 0% TOTALEXECUTIVE312,082 289,000 339,900 397,400 38%
392 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020
Increase in estimated operating reserves affects the overall expense number; otherwise Golf Administration funding is in-line with historic spending.
FUTURE BUDGET CONSIDERATIONS
v Funding for PGA Apprentice ($70,000).
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 393 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG GOLF QUERBES GOLF COURSE 60.15.1565
DIVISION OVERVIEW
The Querbes Golf Course is one of the oldest and most historic golf courses in the area introducing stars such as Hal Sutton and David Toms to the sport of golf. Legendary players Sam Snead and Ben Hogan played an exhibition match at Querbes Golf Course. It is one of the most user friendly courses in the region. Its geographical position in the City makes it centrally located and easily accessible. The course’s beautiful par threes and respectable par fives make it a pleasure for golfers of all handicaps. The course plays host to the City Amateur Golf championship tournament as well as The City Medal Play Championship. The new Querbes Club House has been a key element in creating a beautiful golfing and dining experience.
2019 ACCOMPLISHMENTS
• Planted 7 new trees on the golf course with direction from golf course architect. • Utilized donations from Shreveport Green to plant crepe myrtles on the golf course. • Partnered with the Querbes Park Foundation to upgrade the driving range tee area with a synthetic hitting surface. All driving range targets were upgraded as well to enhance the driving range experience. • Utilized an early order chemical program that is linked to a yearly updated agronomic plan. This saves us 12% of the chemicals to maintain the course properly. • Ball washers repaired and refurbished on course. BUDGET • Implemented stake and rope traffic control on course which improved areas of turf dramatically. • Increased play through junior development, beginner classes, and summer camps. • Extended irrigation audits to maximize the irrigation system coverage. These audits lead to the repair and replacement of 37 sprinkler heads. • Entered in a 4 year lease which upgraded our rental golf cart fleet. • Maximized the use of volunteer personnel to manage expenses. • Updated and reprinted menus to better serve customers. • Extended daily lunch special hours. • Created a Sunday lunch special for church groups. • Implemented internal housekeeping responsibilities for staff to save on service provider contract. • Extended beverage cart hours to busy week days as well as weekends to better serve our members and guests. This has increased food and beverage revenue by an estimated 4%. • Crossed trained staff to operate register and grill at both club house restaurant facilities. This has helped create operational efficiencies. • Purchased new tables and chairs for event catering. • Added cameras to clubhouse building, cart barn, and parking lot for added security. • Added new signage to the clubhouse and golf course to improve communication to our members. •EXECUTIVE Reduced weeds on the fairways and roughs by 80%.
394 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES
• Boost training mechanisms and communication for marshals, starters and employees to improve daily operations. • Paint the exterior of the clubhouse and add administrative office in the clubhouse. • Install surveillance/cameras along the maintenance barn. • Purchase new hole signs for the golf course. • Implement consistent, monthly inventory plan. • Increase catered events for tournaments. • Continue to develop a strong, competitively priced menu. • Increase seasonal staff during peak hours to best serve golfers and customers. • Replace fans, upgrade floors, and add TV’s on patio. • Grow revenue by 3% in every category and keep expenditures at or below the 2019 level.
BUDGET
In 2019 Querbes’ revenue increased by nine percent. Even with the abnormally wet spring and summer, the revenue numbers have grown in every category relative to 2018. Continued improvement of the course conditions, use of multiple marketing strategies, and improved efficiencies in spending continue to have a positive impact on net revenue.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Total Golf Rounds Played 29,800 32,830 34,800 Rounds Played by Members 6,246 7,050 7,900 Paid Rounds Played 20,164 22,400 23,200 EXECUTIVEFree Rounds (comp or promotions) 3,300 3,000 2,500 School Team Rounds 0 380 400 Total Course Revenues $856,836 $921,500 $986,000 Approximate Operating Profit $97,429 $32,120 $36,700
CITY OF SHREVEPORT 395 2020 ANNUAL OPERATING BUDGET
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 601,465 605,500 677,600 641,800 6% Materials and Supplies 129,914 141,200 175,500 175,500 24% Contractual Services 134,787 168,400 156,500 156,500 -7% Other Charges 20,808 10,400 11,000 11,000 6% TOTAL 886,974 925,500 1,020,600 984,800 6%
FULL-TIME EMPLOYEES 12 12 12 13 8%
BUDGET CHANGES FOR 2020
Funding reflects a 5% increase in health benefits, as well, as a 2% increase in city retirement contributions for all full-time employees. Increase in contractual services for payment of lease for new maintenance equipment and for rental of golf course carts; funding in line with historical spending. Materials and Supplies increase to better account for costs of repairs and maintenance at the golf course, more accurately reflect spending. Projected revenue increases are expected to cover the increases in health benefits, retirement, and material/supplies. BUDGET FUTURE BUDGET CONSIDERATIONS
v Add a crew member position to Golf Course Maintenance ($28,300). v Enlarge the dining room to handle growth in restaurant customers and grow revenue. Add a meeting room to accommodate meetings and private events ($230,000). v Replace Maintenance Shop and add offices. The current building is over fifty years old and in very poor condition $320,000). v Practice Green Rebuild and Relocation with cart parking. The practice green is located near four large Cyprus trees. The green needs to be moved and enlarged to improve turf quality and provide an adequate practice facility ($95,000). v Renovate, enlarge, and relocate tee boxes on twelve golf holes. It will improve turf quality and remedy problem golf holes ($140,000). v Create an outside event space for private events to be hosted ($135,000). v Repair, add, and replace problem cart path areas on the golf course ($210,000). v Increase the amount of carts leased (more than 65) ($15,000). v Upgrade irrigation controllers and computer as well as add sprinklers around perimeter of the course ($178,000). v Remove weak/unhealthy trees, prune trees, and replace trees as needed throughout the course ($120,000). v Regrade and add drainage throughout the golf course to ensure positive grade and drainage of water off the property ($150,000). v An addition to current cart barn for added storage ($25,000). vEXECUTIVEBuild a Golf Teaching/Training facility ($30,000). v Add driving range tee to the far end of the driving range and access cart path ($12,500). v Add driving range net around the driving range landing area ($190,000). v Renovate and improve the bridge entering the golf course ($20,000). v Preventive maintenance for kitchen equipment ($5,000).
396 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
21 Appointed 771 Assistant to the Division Manager 0
22 Professionals 460 16 Superintendent, SPAR 2
27 Labor/Trade 393 11 Golf Course Mechanic 1 467 15 Chief Supervisor, SPAR 1 459 13 Supervisor, Buildings 0 28 Service/Maintenance 132 8 Driver Operator Light 4 461 6 Crew Member, Grounds 1 384 6 Restaurant Attendant 0 465 11 Crew Leader, Grounds 1 458 11 Crew Leader, Buildings 3
SUBTOTAL 13
Part-Time/Seasonal 25 Paraprofessional 461 6 Restaurant Attendant (part-time) 6 132 8 Driver OperatorBUDGET Light (part-time) 0 373 6 Golf Pro Shop Attendant (part-time) 6
SUBTOTAL 12
TOTAL 25
EXECUTIVE
CITY OF SHREVEPORT 397 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG GOLF HUNTINGTON GOLF COURSE 60.15.1570
DIVISION OVERVIEW The Club at Huntington Park is reminiscent of the course that once hosted the Louisiana Open and was a regular stop on the PGA tour. The Club at Huntington Park has been and will continue to be a golf course that anyone can enjoy; from the beginner to the expert. The Club at Huntington Park (1970’s) played host to the Louisiana Open, a regular stop on the PGA tour. Beautiful lush tee boxes, well defined fairways, consistently smooth greens and fantastic customer service is a regular occurrence at The Club at Huntington Park.
2019 ACCOMPLISHMENTS • We continued to “cross train” all employees for versatility and effectiveness. • We used the POS system (Tee Snap) more effectively as an everyday tool to improve business. • Created Spargolf.org website to help promote local play as well as visitor play at both facilities. • Hired a mechanic to help with overall performance and efficiency of mowers/vehicles. • Hosted the Delek Fund for Hope event which delivered major economic impact to Shreveport. The tournament generated $720,047 in total revenue benefiting charities. There were over 400 participants from eleven different states. The estimated economic impact is over $250,000. • Continued to attract local corporate/fund raising golf tournaments. • Hosted numerous local Jr. Golf tournaments. (rounds totaling over 400). • Continued to develop a Starter/Marshal program to better serve ourBUDGET patrons. • Added new target flags and greens to driving range. • Developed a strong and attractive catering menu for large events. • Hosted 4 free Titleist demo/fitting days. • Hosted the Hayden Hough Memorial Jr. Golf Championship (4th year in a row). • Implemented an extensive agronomic plan based on soil and tissue tests. • Planted 8 crape myrtles donated from Shreveport Green on the course. • Trained employees on new maintenance and mowing procedures to increase productivity and improve the golf course product. • Continued to develop a preventative maintenance program for golf course equipment. • Addition of restrooms on front and back nine of the golf course. This has really enhanced the golf course facility and customer experience. • Implemented monthly membership rewards to show value in memberships. • Added table and chairs to the dining area to accommodate customers.
2020 GOALS AND OBJECTIVES ° Add a crew member position to the golf course maintenance team. ° Continue to cross-train employees to maximize productivity. ° EXECUTIVEAdd an indoor practice and training facility. ° Increase the daily green speed to provide our patrons with a more enjoyable golfing experience. ° Improve fairway and rough conditions through maintenance and cultural practices. ° Repair and replace any damaged components of the irrigation system to ensure optimal coverage and efficient operation. 398 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES (continued) ° Continue to grow the game with numerous event/clinics for the local kids, ladies and golfers of all levels. ° Grow revenue by 3% in every category. ° Keep expenses at or below the 2019 levels. ° Expand outreach at local elementary, middle and high schools by introducing golf in PE classes. ° Continue to improve overall aesthetics of the entire facility. ° Install new netting along left side of range to protect neighbors over the fence. ° Market the facility for group functions and special event rentals.
BUDGET
In 2019 Huntington’s revenue increased by seven percent. Even with the abnormally wet spring and summer, the revenue numbers have grown in every category relative to 2018. Continued improvement of the course conditions, use of multiple marketing strategies, and improved efficiencies in spending continue to have a positive impact on net revenue. The lack of revenue in 2013 was due to facility renovations and resulting closure.
PERFORMANCE MEASURES 2018 2019 2020 ACTUAL ESTIMATE GOAL Total golf rounds played 20,048 22,050 23500 Rounds played by members 5,280 7,500 8,500 Paid rounds played 11,600 12,800 13,200 Free Rounds (comp or promotions) 3,100 1,750 1800 Total Golf Course Revenue $494,540 $535,400 $561,000 Approximate operating profit $39,543 $16,500 $15,900
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 258,940 256,800 313,400 318,400 24% Materials and Supplies 81,023 104,000 107,000 107,000 3% EXECUTIVEContractual Services 167,559 168,400 178,500 178,500 6% Other Charges 20,814 12,000 12,400 12,400 3% TOTAL 528,336 541,200 611,300 616,300 14%
FULL-TIME EMPLOYEES 8 6 6 6 0%
CITY OF SHREVEPORT 399 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020 Funding reflects a 5% increase health benefits, as well, as a 2% increase in city retirement contributions for all full-time employees Materials and supplies increase is due to the rise in the cost of chemicals for golf course maintenance. Projected revenue increases are expected to cover the increases in health benefits, retirement, and material/supplies.
FUTURE BUDGET CONSIDERATIONS v Golf Course Maintenance Crew Member position ($ 28,300). v Recover golf maintenance building, add new doors, office and restroom ($190,000). v Window covering for all clubhouse windows ($ 15,000). v Add indoor teaching facility including video analysis equipment for teaching and golfer play to help drive revenue ($ 30,000). v Add roof over back door to cover the back door area and prevent flooding ($ 21,000). v Remove dead/unhealthy trees and replant trees around the golf course per architect’s guidance. ($ 45,000). v Add concrete staging area for golf carts behind clubhouse ($ 20,000). v Awning curtains to shade the back porch ($ 9,000). v Remove the old and deteriorating barn on the course ($ 60,000). v Build a practice green/area between hole 10 and 17 ($210,000). v Additional irrigation around perimeter of course ($ 32,000). v Alarms and cameras at maintenance facility ($ 16,000). v Replace the broken and deteriorating fence around the property BUDGETto help secure the facility ($225,000). v Dredge out lakes to help control aquatic growth. Dig out perimeter of the lakes to help aesthetics and help control aquatic growth ($150,000). v Driving range upgrades including target greens and extension of the teeing area ($ 45,000). v New grill and fryer for the kitchen ($ 15,000). v New walk in refrigeration and freezer system ($ 25,000). v Replace and repair damaged and aging cart paths ($200,000).
EMPLOYEE ROSTER
Category Class Level Title Authorized 27 Labor/Trades 459 13 Supervisor, Buildings 0 SUBTOTAL 0 28 Service/Maintenance 132 8 Driver Operator Light 4 461 6 Crew Member, Grounds 1 465 11 Crew Leader, Grounds 1 461 6 Restaurant Attendant 1 SUBTOTAL 7 Part Time /Seasonal 25 Paraprofessional 373 6 Golf Pro Shop Attendant 7 EXECUTIVE461 6 Restaurant Attendant 4 SUBTOTAL 11
TOTAL 18
400 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
MUNICIPAL AIRPORTS ENTERPRISE FUND
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 401 2020 ANNUAL OPERATING BUDGET
MUNICIPAL AIRPORTS ENTERPRISE FUND
OFFICE OF THE MAYOR Adrian Perkins
SHREVEPORT AIRPORT AUTHORITY BOARD Chairman: Waynette Bellangee: Vice Chairman, Dr. Mary Jackson, Grant Nuckolls, Jonathan Reynolds, Margaret Shehee
INTERIM DIRECTOR Stacy C. Kuba, AAE, ASC
INTERIM DEPUTY DIRECTOR CONFIDENTIAL SEC. Anita MacQueen, MBA, CPA Nelda Garza
ADMINISTRATION MARKETING PROPERTIES SECURITY PROJECTS DOWNTOWN AIRPORT MGR. OF BUS. & FINANCE MGR. of PUBLIC RELATIONS PROPERTY MGMT. ADMIN. CHIEF AP SEC. MANAGER SR. MGR. OF PLANNING & DEV. Mark Crawford Stephen Price Ronnie Alexander BUDGETJohn Strahan FISCAL COORD. (1) MGMT. ASST. (1) ASST. CHIEF AP SEC. (1) MGR. OF PLANNING & DEV. (1) OPS SUPERVISOR (1)
MGMT. ASST. (1) EXEC. SEC. (1)
ACCT. SPEC. III (2) SGT. AP SEC. (5) MGMT. ASST. (1) PATROL OFCR. (1)
OFFICE ASSOCIATE (1) SUPV. GROUNDS (1)
PATROL OFCR. (14) MAINTENANCE MECH III (2)
D/O HEAVY (1) TECHNICIAN MAINTENANCE OPERATIONS SR. PC / TEL TECH (2) SUP’T OF MAINT. (1) SUP’T OF OPERATIONS(1)
SUPV. BLDG. (1)SUPV. GROUNDS (1) OPS SUPERVISOR (7)
COMM. SUPERVISOR (1) MAINT MECH III (4) AIRFIELD LGHT. TECH. (1) PAINTER (2) MECHANIC AUTO (1) COMM. OPERATOR (1) CUSTODIAN LEAD (1) D/O HEAVY (3) CUSTODIANS (10) D/O LIGHT (4) HORTICULTURIST (1) CREW LEADER (1) CREW MEMBER (1) MAINT. MECH. III (2)
EXECUTIVE
402 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
Revenues generated by airport operations contribute approximately 66% of the total 2020 budget. The remainder comes from prior-year balances. The fund balance is held as a reserve for extra debt service coverage and as funding for capital projects. BUDGET
Approximately 24% of budgeted expenditures for Airports are for reserves and transfers to other funds. Inter-fund transfers include transfers for indirect costs and risk coverage. An additional 14% is for debt repayment on Airports bonds. The remaining 62% of the budget covers salaries and benefits, supplies, and services. EXECUTIVE
CITY OF SHREVEPORT 403 2020 ANNUAL OPERATING BUDGET
AIRPORTS
SUMMARY OF AVAILABLE FUNDS
Fund Balance as of January 1, 2019 8,209,300
2019 Estimated Revenues 13,869,800
2019 Total Available for Expenditures 22,079,100
2019 Estimated Expenditures 15,079,000
Fund Balance as of December 31, 2019 7,000,100
2020 Estimated Revenues 14,323,500
2020 Total Available for Expenditures 21,323,600
2020 Estimated Expenditures 14,523,500
Estimated Fund Balance as of December 31, 2020 6,800,100 BUDGET
An enplanement is one passenger departing from Shreveport Regional Airport. The Airport’s enplanements are indicating an upwards trend in airline activity. Total enplanements for 2020 are anticipated to be 322,500 a 5% increase over 2019 budget. Airport Management is continuing to implement strategies in its Air Service Development that achieve continued growth. EXECUTIVE
404 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
MUNICIPAL AIRPORTS
MAJOR REVENUE ASSUMPTIONS
2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET PARKING AND RENTALS Parking Lot Revenues & Facility Rentals (Regional Airport) 5,476,707 6,383,000 6,346,400 6,451,600 This includes parking lot revenues, office rent, display rent, hangar rent, land rent, FBO rent, cargo terminal rentals and building rent.
Facility Rentals and Charges (Downtown Airport) 659,854 913,800 681,800 818,100 This includes revenues from building, hanger, office, and land rental at the Downtown Airport and 2020 new revenue for subleases.
AIRPORT FEES Landing Fees 2,156,891 2,250,000 2,109,500 2,250,000 Fees collected from airlines for landing at the Shreveport Regional Airport. These fees are based on cost recovery for airfield operations. BUDGET OTHER AIRPORT REVENUES Auto Rental Agencies 1.454,664 1,400,000 1,400,000 1,450,000 Auto rental agencies pay for the right to operate facilities within the Regional Airport.
Passenger Facility Charges (PFC) 1,278,214 1,250,000 1,300,000 1,300,000 Fees collected by airlines for passengers boarding aircraft at Shreveport Regional Airport. Funds are to be used for capital improvements subject to approval by FAA. These charges are used to retire the bonds sold to build the Regional terminal.
INTEREST EARNINGS Interest Income 16,589 11,000 12,000 13,200 Some interest is earned on operating funds, while other interest income is earned on PFCs and is restricted for capital use.
FUND BALANCE 0 9,170,200 8,209,300 7,000,100 Fund balance assists in meeting debt service coverage requirements and is available to cover emergencies or the needEXECUTIVE to construct facilities for economic development.
CITY OF SHREVEPORT 405 2020 ANNUAL OPERATING BUDGET
AIRPORTS FUND
PRINCIPAL AND INTEREST MATURITIES (REVENUE BONDED DEBT)
2018 3,675,910 2019 3,864,530 2020 3,956,329 2021 2,866,639 2022 2,962,806 2023 2,959,784 2024 2,956,107 2025 2,952,331 2026 2,579,684 2027 1,274,106 2028 1,272,888 2029 1,275,166BUDGET 2030 1,275,825 2031 1,273,375 2032 1,267,750 2033 1,270,125 2034 1,265,375 2035 1,268,375 2036 1,264,000 2037 1,262,250 2038 1,262,875 2039 1,260,750 2040 1,260,750
TOTAL 46,527,730 EXECUTIVE Principal and interest maturities are in accordance with bond schedules. The total shown above may not agree with the actual cash outlay in a given year because of payment due dates.
406 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
REVENUE DETAIL FUND 61 DEPT 61 AIRPORT ADMINISTRATION
G/L ORG 61.61.6110
2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET 912029 Fire Preventions- Permits 0000 914046 Self-Fueling Aircraft Permit 3,000 3,000 3,000 3,000 920000 Building Rent 141,851 150,000 168,000 170,000 920001 Parking Lot 2,669,344 2,800,000 2,900,000 2,900,000 920003 Sale Of Parking Decals 12,670 7,000 15,000 8,000 920005 Office Rent 1,184,624 1,222,000 1,275,000 1,325,000 920006 Display Rent 62,339 75,000 60,000 60,000 920007 Hanger Rent 346,534 939,000 834,400 874,600 920008 Land Rent 177,940 255,000 187,000 200,000 920009 Fbo Land Rent 307,055 335,000 335,000 335,000 920017 Cargo Terminal Rentals 587,020 607,000 587,000 587,000 920105 Office Rent-Airline Incentive 0000 921010 Landing Fees 2,156,891 2,250,000 2,109,500 2,250,000 921011 Security 243,782BUDGET 244,400 244,400 244,400 921012 Apron Fees 95,489 150,000 104,400 105,000 921014 Flowage Fbo 277,795 306,300 226,300 230,000 921016 Flowage Vehicles 3,011 3,500 3,300 3,500 921019 Passenger Facility Charges (Pfc) 1,278,214 1,250,000 1,300,000 1,300,000 921110 Landing Fees-Airline Incentive -76,512 0 -9,500 0 921112 Apron Fees-Airline Incentive 0000 922020 Restaurant 114,441 134,000 125,000 130,000 922024 Building Utilities 47,846 55,000 50,000 50,000 922025 Airline Baggage Fee 365,606 340,000 370,000 370,000 922026 Auto Rental Agencies 1,451,764 1,400,000 1,400,000 1,450,000 922027 Airport Security Badges 21,630 10,000 24,000 60,000 922028 Limosuine And Cab Fees 23,328 20,000 24,000 25,000 922029 Retail Sales Shv 3,262 5,000 1,000 0 922529 Financial Chrgs - Delinq Accts 2,052000 941010 Interest 13,832 10,000 10,000 11,200 941014 Interest On Sinking Funds 63,044000 941034 Gain/Loss On Sale Of Security -50000 941035 Interest On Pfc 2,806 1,000 2,000 2,000 981001 Miscellaneous 8,699 297,400 75,000 50,000 981002 Sale Of Scrap 542 1,000 500 1,000 981003 Oil And Gas Royalties 7,082 7,000 17,000 15,000 981005 Auction Proceeds 0 7,000 0 2,000 EXECUTIVE981007 Cash Discounts & Allowances 2,133 2,000 2,000 2,000 981009 Vending Machine Receipts 40,596 40,000 45,000 45,000 981023 Airline Jet Bridges 116,950 150,000 120,000 120,000 981072 Transportation Security Admin 0000
CITY OF SHREVEPORT 407 2020 ANNUAL OPERATING BUDGET FUND 61 DEPT 61 AIRPORT ADMINISTRATION
G/L ORG 61.61.6110 (continued) 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET 982022 Airports 225,000 225,000 213,000 213,800 983031 Current Year Fund Balance 0 9,170,200 8,209,300 7,000,100 990026 State Grant 106,731 100,000 100,000 100,000 TOTAL INDEX 12,088,341 22,571,800 21,130,600 20,242,600
FUND 61 DEPT 61 AIRPORT SECURITY
G/L ORG 61.61.6130 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET 950005 Parking Tickets 16,530 25,000 10,000 12,000 981072 Transportation Security Admin 97,280 120,500 120,500 120,500 TOTAL INDEX 113,810BUDGET 145,500 130,500 132,500 FUND 61 DEPT 61 DOWNTOWN AIRPORT
G/L ORG 61.61.6140 2019 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET 920000 Building Rent 72,000 72,000 71,000 72,000 920005 Office Rent 33,551 37,000 35,800 35,800 920007 Hanger Rent 339,404 360,300 350,000 350,000 920008 Land Rent 214,899 324,500 225,000 320,300 920010 Subleases 0 120,000 0 40,000 921011 Security 600 40,000 1,000 1,000 921014 Flowage FBO 29,885 35,000 35,000 30,000 922020 Restaurant 6,437 12,000 9,600 9,600 922024 Building Utilities 19,066 22,000 30,000 25,000 922026 Auto Rental Agencies 2,900 4,000 4,500 4,500 981001 Miscellaneous 50 0 4,000 1,100 981003 Oil And Gas Royalties 48,233 70,000 45,000 52,000 981009EXECUTIVE Vending Machine Receipts 92 200 100 200 990026 State Grant 8,067 7,000 7,000 7,000 TOTAL INDEX 775,184 1,104,000 818,000 948,500
GRAND TOTAL REVENUE 12,977,335 23,821,300 13,869,800 21,326,600 408 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL
2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET Personal Services - Character 10 100001 Official/Administrative Salaries 303,070 303,600 288,000 337,000 110001 Professional Salaries 746,553 830,200 687,700 863,000 110002 Professional Overtime 21,283 27,000 25,000 26,800 110011 Professional Civil Service St 73,025 74,600 74,600 76,200 120001 Technician Salaries 41,889 82,300 41,900 82,300 120002 Technician Overtime 770 2,500 500 1,000 130001 Protective Service Salaries 707,950 817,900 775,700 918,400 130002 Protective Service Overtime 66,889 61,600 67,000 67,000 130011 Protective Service Civil Serv St 786,231 803,900 800,500 773,500 130012 Protective Service FLSA Pay 35,634 43,800 34,600 38,400 140001 Paraprofessional Salaries 33,655 64,800 33,700 64,800 140002 Paraprofessional Overtime 0 500 0 500 150001 Office/Clerical Salaries 263,065 252,900 223,100 264,500 150002 Office/Clerical Overtime 14,777 15,000 12,000 15,000 160001 Skilled Craft Salaries 281,964 BUDGET510,300 355,500 482,100 160002 Skilled Craft Overtime 8,028 6,100 6,500 8,000 170001 Service/Maintenance Salaries 198,400 208,100 284,800 515,700 170002 Service/Maintenance Overtime 3,014 4,500 6,000 7,000 180001 Employee Retirement System 469,304 722,500 514,800 856,500 180002 State Civil Service Retirement 243,738 244,300 242,900 267,700 180003 Deferred Compensation 31,940 33,000 19,000 17,000 180005 Group Insurance 565,679 844,000 597,900 811,100 180010 OPEB / Pension 6,031,468 0 0 0 190003 Unemployment Insurance 6,422 10,000 0 10,000 190006 Performance Pay Reserve 0 0 0 0 190007 Medicare Trust Contribution 47,890 60,800 51,400 65,300 190008 OASDI Contributions 1,214 2,200 1,500 2,000 190090 Clothing 15,817 25,000 19,000 29,800 190091 Training 15,757 41,500 11,100 41,500 190092 Memberships 2,300 3,700 2,100 3,700 190093 Medical Exams 3,008 11,700 3,100 6,800 TotalEXECUTIVE Personal Services 11,020,734 6,108,300 5,179,900 6,652,600
CITY OF SHREVEPORT 409 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL
2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET Material & Supplies - Character 20 200101 Postage 3,620 3,700 3,500 3,500 200102 Printing and Publishing 761 3,900 800 2,700 200150 Office Supplies 8,520 16,500 8,800 16,500 200153 Office Furnishings 1,305 1,100 900 28,600 200210 Fuel, Oil & Lubricants 56,961 63,700 55,100 63,700 200220 Medical Supplies 511 1,200 800 1,200 200230 Custodial 7,352 6,500 32,000 62,000 200240 Chemicals 22,021 31,500 2,500 31,700 200245 Safety 19,898 25,200 12,600 35,200 200250 Consumables 3,073 6,000 500 3,200 200251 Concessions & Merchandise 0 5,000 0 500 200271 Minor Equipment 14,465 11,900 7,000 12,300 200290 Misc. Op Supplies 5,859 7,000 8,500 8,000 200291 Training 0 200 0 200 200543 Computer Software < $500 402 BUDGET 1,800 400 1,800 250505 Motor Vehicle Maint Supplies 22,156 35,000 19,500 37,000 250515 Small Engine Maint Supplies 825 4,300 500 4,300 250520 Equipment Maint Supplies 19,138 21,900 21,500 38,900 250542 Street Lighting, Signals & Signs 3,140 2,000 1,100 2,600 250555 Buildings and Grounds 54,774 85,500 54,100 85,500 250560 Street Maint Supplies 0 500 0 500 250590 Misc Maintenance Supplies -156 6,500 1,000 4,000 Total Material & Supplies 244,625 340,900 231,100 443,900
Contractual Services - Character 30 300100 Utilities - Water 51,070 60,000 51,000 60,000 300110 Utilities - Electricity 743,035 650,00 700,000 782,000 300120 Utilities - Natural Gas 108,257 95,000 114,600 125,000 300190 Utilities - Telephone 181,267 123,500 133,200 138,600 300200 Wireless Services 16,353 21,000 17,000 21,000 300300 Rents 66,180 85,000 70,000 85,000 300400 Maintenance and Repairs 391,963 279,800 228,000 358,800 300500 Professional Services 1,305,533 1,340,500 1,281,000 1,361,600 300600 Travel 36,785 42,000 21,500 45,500 300800EXECUTIVE Miscellaneous 41,551 73,700 38,500 88,300 Total Contractual Services 2,941,944 2,770,500 2,654,800 3,065,800
410 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL
2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET
Other Charges - Character 40 400110 Assessments and Taxes 0 0 3,800 0 400113 Assessor's Fees 0 500 200 500 400120 City Memberships 10,395 15,000 13,000 15,000 400125 Promotions 34,587 45,000 15,000 41,000 400175 Fiscal Chgs-Trust/Paying Agt 9,500 12,500 9,500 9,500 400176 Sinking Fund Interest Acct 1,804,404 1,252,000 1,252,000 1,105,600 400177 Sinking Fund Principal Acct 0 2,810,000 2,810,000 1,790,000 400190 Misc General Expense 15,273 10,000 1,000 1,000 Total - Other Charges 1,874,159 4,145,000 4,104,500 2,962,600
Operating Reserves - Character 42 420007 Airports Industrial Reserve 0 500,000 0 500,000 420011 Terminal O&M ReserveBUDGET 0 984,600 0 984,600 420012 Airfield Reserve 0 200,000 0 200,000 420095 Operating Reserves 0 5,762,300 7,000,100 5,115,500 Total Operating Reserves 0 7,446,900 7,000,100 6,800,100
Improvements & Equipment - Character 45 475525 Buildings 21,634 67,000 10,000 67,000 480515 Non-Building Improvements 49,890 35,000 20,500 35,000 485540 Books 0 200 0 200 485542 Audio Visual Equipment 0 0 0 0 485543 Computer Software 9,000 1,600 0 87,800 485550 Office/Reprod Equipment 12,272 13,000 1,000 11,500 485555 Audiovisual Equipment 1,820 5,400 0 2,500 485557 Tools and Equipment 6,332 73,900 10,000 17,100 485558 Communications Equipment 1,242 1,000 65,000 6,000 485560 Vehicles 0 54,200 103,000 80,000 485570 Machinery/Equipment 32,950 112,200 53,000 56,500 TotalEXECUTIVE Improvements & Equipment 135,140 363,500 262,500 363,600
CITY OF SHREVEPORT 411 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL
2018 2019 2019 2020 Transfers ACTUAL BUDGET ESTIMATE BUDGET 500000 Transfer To Capital Proj 1,554,148 1,900,000 1,900,000 200,000 500028 Airport Projects 225,000 0 0 0 520001 Indirect Cost 292,200 292,200 292,200 292,200 530061 Downtown to Regional 0 225,000 225,000 213,800 615906 Transfer To Retained 187,812 229,000 229,000 329,000 Total Transfers 2,259,160 2,646,200 2,646,200 1,035,000
GRAND TOTAL EXPENSES 18,475,812 23,821,300 22,079,100 21,323,600
BUDGET
EXECUTIVE
412 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
AIRPORTS
INTERIM DIRECTOR INTERIM DEPUTY DIRECTOR Stacy C. Kuba, A.A.E, ASC Anita MacQueen, MBA, CPA
DEPARTMENT OVERVIEW
The City of Shreveport is served by two airports governed by the Shreveport Airport Authority which provides air transportation access to major cities in the United States. Currently, Regional Airport hosts flights operated by Allegiant Air, American Airlines, Delta and United. The Regional Airport is the home of the Western Global Airlines wide-body Jet maintenance facility. Downtown Municipal Airport provides facilities for general aviation and small corporate aircraft, and is the home for Southern University Shreveport-Bossier Aerospace Technology Center which trains FAA certified airframe and power plant mechanics.
2019 ACCOMPLISHMENTS
• See Accomplishments in each division.
2020 GOALS AND OBJECTIVES ° See Goals and Objectives in each division. BUDGET
2020 DEPARTMENT FUNDING 2018 2019 2019 2020 % Full-Time Division Funding ACTUAL BUDGET ESTIMATE BUDGET CHANGE Employee Administration 12,206,631 16,260,000 15,539,000 13,219,100 -19% 13 Maintenance 2,384,403 2,936,500 2,490,900 3,297,300 12% 34 Security 1,744,827 2,020,400 1,859,200 2,364,100 17% 35 Downtown 739,477 1,104,000 751,100 947,600 -14% 5 ARFF 1,400,474 1,500,400 1,438,900 1,495,500 0% *13
TOTAL 18,475,812 23,821,300 22,079,100 21,323,600 -10% 87
*ARFF Staff is included in the budget for the Fire Department.
EXECUTIVE
CITY OF SHREVEPORT 413 2020 ANNUAL OPERATING BUDGET
APPROPRIATIONS
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 11,020,734 6,108,300 5,179,900 6,652,600 9% Materials & Supplies 244,625 340,900 231,100 443,900 30% Contractual Services 2,941,994 2,770,500 2,654,800 3,065,800 11% Other Charges 1,874,159 4,145,000 4,104,500 2,962,600 -29% Operating Reserves 0 7,446,900 7,000,100 6,800,100 -9% Improvements & Equipment 135,140 363,500 262,500 363,600 0% Transfers to Other Funds 2,259,160 2,646,200 2,646,200 1,035,000 -61%
TOTAL 18,475,812 23,821,300 22,079,100 21,323,600 -18%
BUDGET CHANGES FOR 2020
The 2020 budget for the Airports Fund is $21,323,600 a decrease of 10% from 2019 budget. The Fund’s overall reserves are $6,800,100. This amount includes accounts established for a Terminal Operations and Maintenance Reserve and an Airfield Reserve, in accordance with the airline leases. Undesignated Operating Reserve is $5,115,500. BUDGET The Transfers to Other Funds costs include transfer funds into Capital Projects. It also includes Transfer to the Retained Risk Fund for claims and to the General Fund for Indirect Costs. Other Charges includes debt service on bonds. Personal Services includes funds to cover a 2% increase in salaries for mandatory wage and benefit increases for ARFF Firefighters. The Airport Authority anticipates a successful lease negotiation with its four (4) air carriers offering service at Regional Airport. The new lease negotiations are expected to begin sometime in 2020. The 2020 budget is designed to contain cost in order to provide favorable lease rates and terms that are mutually acceptable to the air carriers and the Shreveport Airport Authority. The 2020 budget also includes several changes resulting from the implementation of cost controls and efficiencies that the airport will benefit from through reorganization. The Airport Director has established four key priorities areas which will drive all decisions, including budgetary issues. These priorities are: • Safety • Security • Customer Experience • Financial Responsibility EXECUTIVE
414 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
FULL TIME EMPLOYEES
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 415 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG AIRPORTS ADMINISTRATION 61.61.6110
Stacy C. Kuba, AAE, ASC Anita MacQueen, MBA, CPA Interim Director Interim Deputy Director
DIVISION OVERVIEW
The Administration division includes the Airport Director and immediate staff. This division handles all financial matters for the Airports Fund, is responsible for negotiating and monitoring leases and contracts and ensures that the City’s two airports are operated in accordance with the requirements of the Federal Aviation Administration (FAA) and the Transportation Security Administration (TSA).
2019 ACCOMPLISHMENTS
• Worked with the Louisiana Economic Development office to receive a cooperative endeavor agreement for the work that was done on Hangar 40. The amount of this agreement is $1,000,000. This hangar is currently occupied by Western Global Airlines. • Worked aggressively with airlines to add new routes and in early 2019 Allegiant announced a new route to Destin for the summer months. This increased the landings and enplanements for SHV. The other airlines increased passenger seating as well with larger planes and higher BUDGETfrequency to their existing hubs. • Continue to work on multiple airfield projects related to drainage, taxiway improvements, airfield lighting along with the extension of runway 6/24 for Shreveport Regional and the shift and extend of runway 5/23 for the Downtown Airport. • Continued staff restructuring plan to realign jobs tasks and increase staff expertise.
2020 GOALS AND OBJECTIVES
° Focus on supporting established priorities of safety, security and customer experience to ensure the effective and efficient operations of the airport. ° Work with airlines to build upon existing service and destinations while bringing larger airline passenger jets to make Shreveport Regional Airport the preferred airport in the Ark-La-Tex region. ° Improve maintenance custodial services and airport experience for customers through additional upgrades to facility and through staff training and scheduling. ° Work with economic development partners to increase aviation-related jobs at both airports. ° Negotiate new airline lease agreements at SHV and rental car concession contracts ° Continue staff restructuring plan to realign job tasks, improve succession plan in all divisions and increase EXECUTIVEstaff’s flexibility through additional cross training. ° Complete and implement multiple construction projects both to the terminal facility and airfield, including building renovations.
416 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES 2018 2019 2020 ACTUAL ESTIMATE GOAL Capital Projects Managed 25 21 31 Contracts/Leases Monitored 395 405 464 Passengers 282,501 300,000 310,000 Airline Departures 6,736 6,000 6,900
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 7,049,841 1,167,900 945,400 1,230,600 5% Materials and Supplies 17,867 38,100 16,600 34,900 -8% Contractual Services 1,220,760 1,036,300 1,029,000 1,247,400 20% Other Charges 1,870,769 4,137,000 4,097,700 2,958,600 -28% Reserves 0 7,446,900 7,000,100 6,800,100 -9% Improvements & Equipment 13,234 12,600 29,000 126,300 902% Transfer to Other Funds 2,034,160 2,421,200BUDGET 2,421,200 821,200 -66% TOTAL 12,206,631 16,260,000 15,539,000 13,219,100 -19%
14 15 14 13 -13% FULL-TIME EMPLOYEES
BUDGET CHANGES FOR 2020
Removed (1) Planning Intern (Part-time) Unfunded (1) Mgmt. Assistant
FUTURE BUDGET CONSIDERATIONS
v Office Renovation Project. EXECUTIVE
CITY OF SHREVEPORT 417 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized Appointed 830 A Director of Airports 1 21 Officials 844 A Deputy Director 1
22 Professionals 879 A Manager of Administrative Services 1 759 A Manager of Special Projects 1 553 A Sr. Manager of Planning & Development 1 751 A Manager of Public Relations / Marketing 1
26 Office/Clerical 822 A Confidential Secretary 1 SUBTOTAL 7
Classified: 22 Professionals 146 13 Fiscal Coordinator 1 437 13 Management Assistant 3 337 17 Property Mgmt. Admin 1 25 Para-Professionals 008 12 Accounting Specialist III 2 26 Office/Clerical 208 07 Office Associate BUDGET1
SUBTOTAL 8
TOTAL 15
Note: Although position control shows there are fifteen (15) total positions budgeted, the ‘Administration Division’ has funded thirteen (13) positions for the 2020 budget. Unfunded Positions are one (1) Manager of Special Projects and one (1) Management Assistant.
EXECUTIVE
418 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG AIRPORTS MAINTENANCE 61.61.6125
Mark Crawford
DIVISION OVERVIEW
Operations and Maintenance is a vital component of the day-to-day activities at Shreveport Regional Airport. The Maintenance component of this division is tasked with maintaining the airside and landside areas in compliance with Federal, State and Local regulations. Additionally, the Maintenance staff has the responsibility of maintaining buildings and property located on the airport, as well as property purchased through federally funded noise mitigation programs. The Operations component of this division is tasked with ensuring that Shreveport Regional maintains its Federal Aviation Administration Part 139 Air Carrier certifications and operations in accordance with Transportation Security Administration (TSA) regulations and the Airport Security Program (ASP). This requires the Operations staff to conduct airfield inspections, monitor wildlife hazards and environmental conditions and provide assistance in airport construction and capital projects. Staffing is provided to ensure 24/7 operational coverage of the airport.
2019 ACCOMPLISHMENTS
• Continue to provide assistance in planning, construction oversight and guidance for scopes of multiple capital improvement projects at Shreveport Regional Airport related to Hangar 40, Hangar 5, terminal building, drainage programs, airfield lighting and runway extensionBUDGET and taxiway upgrades. • Continue to implement multiple changes to cross-train staff between field maintenance and building maintenance teams to allow increased flexibility in maintaining airfield, buildings HVAC systems, hangars and passenger boarding bridges in an effort to reduce the cost of outside contractors. • Finished improvements to Hangar 5, in efforts to attract a new tenant. Increased coordination of airfield maintenance programs and Operations Division in order to maintain high level of air carrier airport compliance. • Finished significant improvements in order for Western Global Airlines to occupy hangar 40. Continue to implement long-term plan for reduction in energy costs in all airport buildings.
2020 GOALS AND OBJECTIVES
° Fully refurbish awning in front of terminal. ° Assist in multiple airport and airfield Capital Improvement Projects. ° Make the buildings at the airport more energy efficient by installing LED lighting. ° To bring the custodial staff all in-house to improve the passenger experience and to lower overall custodial costs. EXECUTIVE
CITY OF SHREVEPORT 419 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Buildings maintained 18 20 19 Cost/square foot of buildings maintained/per month $.25 $.25 $.25 Cost/acre of grounds maintained/per month $ 45 $ 45 $ 45 Acres mowed per month in growing season 810 810 810
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 729,626 1,248,800 913,100 1,513,200 21% Materials and Supplies 178,293 228,900 168,100 297,200 30% Contractual Services 1,405,132 1,318,500 1,302,200 1,398,200 6% Other Charges 00000BUDGET% Improvements & Equipment 71,353 140,300 107,500 88,700 -37% Transfer to Other Funds 0000
TOTAL 2,384,404 2,936,500 2,490,900 3,297,300 12%
FULL-TIME EMPLOYEES 22 35 34 34 -3%
BUDGET CHANGES FOR 2020 Requested (1) Custodian Lead Requested (6) Custodians Unfunded (1) Sup’t Airport Maintenance Transfer (1) Sup’t Airport Operations to Security Division Unfunded (1) Grounds Crew Member Unfunded (1) Horticulturist Removed (3) Safety Specialist II
FUTURE BUDGET CONSIDERATIONS v Maintenance Vehicle Replacements v Airfield Painting Machine vEXECUTIVE Concourse Restroom Renovations
420 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Classified: Professionals 278 17 Sup’t Airport Maintenance 1 158 13 Horticulturist 1
23 Technicians 469 16 Sr. PC/Telecommunication Technician 2
27 Skilled Craft 009 14 Airfield Lighting Technician 1 195 12 Maintenance Mechanic III 6 214 10 Painter 2 459 13 Supervisor, Buildings 1 412 11 Mechanic Auto 1 131 10 D/O Heavy Equipment 3
28 Service/Maintenance 466 13 Supervisor, Grounds 1 461 06 Crew Member, Grounds 1 465 11 Crew Leader,BUDGET Grounds 1 132 08 D/O Light Equipment 4 029 11 Custodian Lead 2 028 Custodians 10
TOTAL 37
Note:EXECUTIVE Although position control shows there are thirty-seven (37) total positions budgeted in the Maintenance Division, the following three (3) maintenance positions will not be funded during 2020: One (1) Sup’t Airport Maintenance, (1) Horticulturist, and one (1) Crew Member, Grounds.
CITY OF SHREVEPORT 421 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG AIRPORTS SECURITY 61.61.6130
Tim Hollis, Chief of Airport Police
DIVISION OVERVIEW
The mission of the Airport Security Police Division is to preserve the peace, protect life and property, reduce fear and provide for an overall safe and secure environment of the Shreveport Airports. The Airport Security Police Division provides protection and safety to citizens, patrons, tenants and visitors to the City’s two airports and safeguards the aviation industry and its users from unlawful interference and criminal acts.
2019 ACCOMPLISHMENTS
• Recruited new Airport Police Chief. • Outfitted the Airport Police Division with new uniforms. • Ensured Commissioned personnel met POST requirements. • Continued officer recruitment efforts to ensure a full complement of staffing resources. • All staff completed mandatory annual Louisiana Police Officer Standards Training (POST) requirements as Certified Law Enforcement Officers as well as required LouisianaBUDGET Law Enforcement Training System. • Introduced new Shreveport Airport Police Policy and Procedure manual. • Made arrest of individuals violating federal, state or local laws. • Provided mutual aid and assistance to federal, state, local and military authorities. • Completed the 2019 Airport Emergency Drill with APD taking lead Law Enforcement Role. • Provided training to officers specific to Incident Command System (ICS) and National Incident Management System (NIMS).
2020 GOALS AND OBJECTIVES
° Add two vehicles to replace Airport Police Divisions older units. ° Continue recruitment efforts to ensure a full complement of staffing resources. ° Ensure each officer is properly equipped to meet established mission. ° Improve working relationship and partnership with the Shreveport Police Department and other mutual aid agencies. ° Improve tracking and reporting of incidents. ° Conduct more interdepartmental training to foster professional relationships. ° Create a more efficient and accountable property storage and tracking system. ° EXECUTIVEImprove customer service.
422 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Public Contacts 4,590 3,000 3,000 Alerts/Emergency Calls 35 25 0 Arrests made 5 4 0 Perimeter security checks 3,200 3,024 3,500 Parking violations cited 1,100 900 1,000 Vehicle Accidents 7 5 0 Thefts 2 2 0 Prohibited Items 32 15 0 Property Damage 27 16 0 Security Violations – Breach 6 2 0 Weapon Violations 12 12 0 Abandoned – Towed Vehicles 18 16 0
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGETBUDGETESTIMATE BUDGET CHANGE Personal Services 1,654,562 1,921,500 1,725,100 2,163,300 13% Materials and Supplies 20,040 32,600 18,500 63,500 95% Contractual Services 57,156 62,200 60,600 78,200 26% Other Charges 00000% Improvements & Equipment 13,070 4,100 55,000 59,100 1341% Transfer to Other Funds 00000% TOTAL 1,744,828 2,020,400 1,859,200 2,364,100 17%
FULL-TIME EMPLOYEES 45 37 37 35 -5%
BUDGET CHANGES FOR 2020
Removed (2) Lieutenant Airport Security Police. Removed (1) Lieutenant Security System Commander. Transferred (1) Sup’t of Operations from Maintenance Division Roster. EXECUTIVE
CITY OF SHREVEPORT 423 2020 ANNUAL OPERATING BUDGET
FUTURE BUDGET CONSIDERATIONS
v Replacement of Aging Firearms.
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 24 Protective Svc 728 A Chief of Airport Security 1 279 A Sup’t of Airport Operations 1
SUBTOTAL 2
Classified 22 Professional 010 17 Airport Operations Supervisor 7 24 Protective Svc. 440 15 Asst. Chief of AirportBUDGET Security 1 442 13 Sergeant Airport Security Police 5 444 12 Patrol Officer Airport Security Police 14 26 Office/Clerical 421 11 Airport Security Systems Operator 5 422 13 Airport Security Systems Supervisor 1
SUBTOTAL 33
TOTAL 35
EXECUTIVE
424 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG AIRPORTS DOWNTOWN AIRPORT 61.61.6140
John Paul Strahan, Interim Manager of Downtown Airport
DIVISION OVERVIEW
The Downtown Municipal Airport is Shreveport’s general aviation airport, serving most of the private and recreational aviation population in the area.
2019 ACCOMPLISHMENTS
• Completed construction of a 1000 foot Runway Extension on Runway 5/23. • Removed a runway incursion “hot spot” to provide a safer operating environment for airport users. • Completed the design work on the Runway 14/32 rehabilitation which projects to be funded in the 2020 FAA Grant cycle. • Began renovation work on the Army Reserve Building for the SUSLA Aerospace Technology Program to lease. • Approved a new FAA Compliant ground lease to offer to Airport tenants. Implementation of the new lease proposed to be completed by year end. • Increased the reliability of the airport access control system. • Purchased new airfield maintenance equipment for Airfield MaintenanceBUDGET Division. • Removed obstructions from the runway approaches.
2020 GOALS AND OBJECTIVES ° Implement a new lease rate to target deferred maintenance on airport owned infrastructure. ° Survey new lots for lease and construction of private hangars for continued growth on the Northeast quadrant of the airport. ° Continue working on opportunities for terminal renovations and Energy Efficiency Projects. ° Look for public private partnership opportunities to fund essential unfunded developments. ° Develop a new 2020 Airport Action Plan to assist in project development and growth of the airport . ° Certify a new flight procedure for a LPV approach for Runway 32 to increase night operations. ° Seek and implement new revenue sources for improvements at DTN. ° Reconstruct DTN perimeter roadways. ° Decrease employee attrition rate. EXECUTIVE° Begin year round training program to ensure compliance with Airport Rules and Regulations.
CITY OF SHREVEPORT 425 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Hangars Maintained 63 63 63 % hangars rented 100% 100% 100% Runway Incursions 4 3 0 Cost/acre for grounds maintenance/per month $50 $50 $50 Rules & Regulation Violations 58 45 0
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 221,910 395,500 215,400 346,300 -12% Materials and Supplies 21,883 31,500 18,900 32,500 3% Contractual Services 238,865 252,000 222,000 278,500 11% Other Charges 3,390 8,000 6,800 4,000 -50% Reserves 00000BUDGET% Improvements & Equipment 28,429 192,000 63,000 72,500 -62% Transfer to Other Funds 225,000 225,000 225,000 213,800 -5%
TOTAL 739,477 1,104,000 751,100 947,600 -14%
FULL-TIME EMPLOYEES 6 7 5 5 -29%
BUDGET CHANGES FOR 2020
Unfunded (1) Operations Supervisor. Unfunded (1) Executive Secretary. Unfunded (1) D/O Heavy Position. EXECUTIVE
426 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET FUTURE BUDGET CONSIDERATIONS
v New Hangars/T-Hangars for Additional Tenants. v New Terminal Building. v City Owned Hangar Improvements. v Security Improvements at Walk Through Gates. v New Fiber ran to Terminal from Airport Gates. v Maintenance Facility Demolition and Replacement. v Additional Roadway Repairs.
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Officials 844 A Manager, Downtown Airport 1 SUBTOTAL 1
Classified BUDGET 22 Professional 010 Supervisor of Operations 1 SUBTOTAL 1
24 Protective Service 444 12 Patrol Officer, AP Sec. 1
SUBTOTAL 1
25 Paraprofessional 145 10 Executive Secretary 1 SUBTOTAL 1
27 Skilled Craft 195 12 Maintenance Mechanic III 2 131 10 D/O Heavy 1 SUBTOTAL 3
28 Service/Maintenance 466 13 Supervisor, Grounds 1
SUBTOTAL 1 EXECUTIVETOTAL 8
Note: Although position control shows there are eight (8) total positions budgeted, the ‘Downtown Airport Division’ has only funded five (5) positions for the 2020 budget. The unfunded position for 2020 is Executive Secretary, D/O Heavy and Supervisor of Operations.
CITY OF SHREVEPORT 427 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG AIRPORTS AIRCRAFT RESCUE FIRE FIGHTING (ARFF) 61.61.6150
David Ebarb, Aviation Task Force Chief
DIVISION OVERVIEW
This division provides crash and fire rescue services to the Shreveport Regional Airport. It is staffed and supervised by the Shreveport Fire Department and is accounted for in the Airports’ budget to meet Federal requirements.
2019 ACCOMPLISHMENTS
• The ARFF station successfully completed its annual Federal Aviation Administration Part 139 inspection. • Initiated training on two new airline fleet changes at Shreveport Regional. • Continued to implement state certification for members of the ARFF task force. • Provided Fire and Safety protection for participants in the National Hot Air Balloon Festival held in Shreveport with no loss of life or property. • Provided ARFF response to Shreveport Downtown Airport through ARFF task personnel stationed at locations throughout the city of Shreveport. • Aided multiagency response to fatality aircraft crash at the ShreveportBUDGET Downtown Airport. • Conducted 18 tours for citizens and school children. • Trained ARFF personnel to vehicle extrication technician level.
2020 GOALS AND OBJECTIVES
° Complete annual ARFF certification burn at Barksdale Air Force Base. ° Maintain full compliance and certification requirements as a Part 139 Air Carrier Aircraft Rescue and Firefighting division. ° Begin repair of exhaust removal system for ARFF trucks to lower emissions in the engine room or ARFF station. ° Train ARFF staff for continued change in airline fleet mix. ° Initiate replacement of Oshkosh Stryker with new ARFF crash truck. EXECUTIVE
428 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 FIRETRUCK RESPONSES ACTUAL ESTIMATE GOAL Charlie 1 - 2008 Oshkosh Stryker 23 21 20 Charlie 2 - 2013 Oshkosh Stryker 19 21 20 Charlie 3 - 1995 Oshkosh T1500 (Reserve ARFF truck) 1 0 0 Charlie 4 - ARFF Chief Vehicle 53 60 58 Charlie 5 - Emergency Medical Quick Response Vehicle 32 40 45 Total Responses 128 142 136 Cost/Response 9,585 9,200 10,000 Aircraft Firefighter training-per firefighter hours 87/2880 87/2880 87/2880 % calls responded to in required time 100% 100% 100% FAA Annual Inspections passed without discrepancies 100% 100% 100%
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGETBUDGETESTIMATE BUDGET CHANGE Personal Services 1,364,795 1,374,600 1,380,900 1,399,200 2% Materials and Supplies 6,543 9,800 9,000 15,800 61% Contractual Services 20,082 101,500 41,000 63,500 -37% Other Charges 00000% Improvements & Equipment 9,054 14,500 8,000 17,000 17% Transfer to Other Funds 00000% TOTAL 1,400,474 1,500,400 1,438,900 1,495,500 0%
FULL-TIME EMPLOYEES 13 13 13 13 0%
BUDGET CHANGES FOR 2020
2% Cost of living allowance. 3% Retirement.
FUTUREEXECUTIVE BUDGET CONSIDERATIONS v None.
CITY OF SHREVEPORT 429 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Included in the 34 Protective Services ARFF Coordinator 1 Fire Department 34 Protective Services Captain 6 Budget 34 Protective Services Driver 6
TOTAL 13
BUDGET
EXECUTIVE
430 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
WATER AND SEWERAGE ENTERPRISE FUND
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 431 2020 ANNUAL OPERATING BUDGET
DEPARTMENT OF WATER AND SEWERAGE
DIRECTOR
ADMINISTRATION ASSISTANT to the DIRECTOR-- CONFIDENTIAL SECRETARY ASSISTANT to the DIRECTOR DEPUTY DIRECTOR IMPLEMENTATION ADMINISTRATOR (1) CUSTOMER SERVICE ACCOUNTANT III (1) PROJECT ADMINISTRATOR (1) SUPERINTENDENT MGMT ASST (1) ASST SUPERINTENDENT (1)
CHIEF ADMIN MGR (1)
MGMT ASST (1)
ADMIN ASST (3) PURIFICATION
SUPERINTENDENT REV OPER MGR (1) REV OPER MGR (1)
PLANT MANAGER (1) CSR (5) CSR (11) MGMT ASST (1) MAINT SPEC II (1) CHIEF SUPERVISOR (1) O&M MANAGER (1) LAB MANAGER (1)
SR. OPERATOR (5) INST SCIENTIST (1) SUPERVISOR (1) SUPERVISOR (1) OPERATOR (12) SR LAB SCIENTIST (2) MAINT SPECBUDGET III (3) MAINT SPEC III (1) LAB SCIENTIST (5) METER READER (15) MAINT SPEC II (16)
ELECT INST TECH (4) MAINT SPEC III (1) MAINT SPEC I (2)
MAINT SPEC III (4) MAINT SPEC II (3) WASTEWATER
MAINT SPEC II (2) SUPERINTENDENT
CREW LEADER (1) PLANT MANAGER (1) MGMT ASST (2) FIELD OPERATIONS
SUPERINTENDENT OPERATIONS & MAINTENANCE MGR (1) LAB MANAGER (1)
CHIEF SUPERVISOR (1) INST SCIENTIST (1) ASST SUPERINTENDENT (1) ELECT INST TECH (9) LAB SCIENTIST (2)
O&M MANAGER (1) MAINT SPEC III (13) CHIEF SUPERVISOR (3) MAINT SPEC II (4) WAREHOUSE OFFICE SR OPERATOR (12)
ZONE MANAGER (1) CHIEF ADMIN MGR (1) OPERATOR (17)
MGMT ASST (1) ADMIN ASST (3) CREW LEADER (2)
MAINT SPEC III (1) CSR (6) D/O HEAVY EQUIP (1)
ADMIN ASST (1) I&I SEWER MAINT WATER MAINT HYDRANT & VALVES DRESS-UP MAINT SPEC I (3) ZONE MANAGER (1) ZONE MANAGER (1) ZONE MANAGER (1) ZONE MANAGER (1) ZONE MANAGER (1) STOCK CLERK II (3) EXECUTIVESUPERVISOR (2) SUPERVISOR (1) SUPERVISOR (2) SUPERVISOR (1) SUPERVISOR (1) MAINT SPEC III (2) MAINT SPEC III (5) MAINT SPEC III (7) MAINT SPEC III (8) MAINT SPEC III (2)
MAINT SPEC II (9) MAINT SPEC II (1) MAINT SPEC II (1) MAINT SPEC II (8) MAINT SPEC II (11)
MAINT SPEC I (8) MAINT SPEC I (8) MAINT SPEC I (15) MAINT SPEC I (4) MAINT SPEC 1 (9)
432 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
WATER & SEWERAGE ENTERPRISE FUND
Water sales and sewer charges provide the vast majority of the revenues for the Water and Sewerage Enterprise Fund. The 2020 budget includes a 6% increase in sewer rates. BUDGET
Operating Reserves and Other Charges will increase in 2020 due to projected increase in revenue as well as debt service costs for a $120 million revenue bond to support the Capital Program Consent Decree projects. EXECUTIVE
CITY OF SHREVEPORT 433 2020 ANNUAL OPERATING BUDGET
WATER AND SEWERAGE
SUMMARY OF AVAILABLE FUNDS
Fund Balance as of January 1, 2019 44,300,000
2019 Estimated Revenues 97,169,400
2019 Total Available for Expenditure 141,469,400
2019 Estimated Expenditures 96,574,300
Estimated Fund Balance as of December 31, 2019 44,895,100
2020 Estimated Revenues 100,081,900
2020 Total Available for Expenditures 144,977,000
2020 Estimated Expenditures 99,935,300 Estimated Fund Balance as of December 31, 2020BUDGET 45,041,700
EXECUTIVE
434 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
WATER AND SEWERAGE ENTERPRISE FUND
MAJOR REVENUE ASSUMPTIONS
2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET EXTERNAL SERVICE CHARGES
Water Sales 34,061,100 35,100,000 34,000,000 35,900,000
Water sales represent meter fees and water sold to residential, commercial and industrial users at rates established by ordinance. Rates for water sales will increase January 1, 2020. The rate increase is associated with the monthly fee charged for the water meter. For example, customers with a 5/8 inch meter will see a $1 per month increase in their meter fee.
Sewer Charges 54,948,800 56,710,000 55,100,000 59,000,000
Sewer charges are assessed by the City to each residence, business or industry connected to the sanitary sewerage system. The monthly fee for wastewater is comprised of a fixed customer charge, water consumption factor, and an excessive strength surcharge for all monitored commercialBUDGET and industrial customers. Sewer charges are tied to actual water usage for commercial and industrial customers and capped at average winter usage for residential customers. Sewer rates will increase by 6% January 1, 2020.
INTERNAL SERVICE CHARGES
Water 329,500 295,500 250,000 303,500 Sewer 377,500 280,500 317,400 350,000 Fire Hydrant 760,000 760,000 760,000 760,000
Sewer rates will increase by 6% January 1, 2020. Budget numbers have been adjusted to provide a conservative estimate. The fire hydrant charge remained the same at $100 per hydrant and is paid from the General Fund.
INTEREST EARNINGS EXECUTIVEInterest Earned 871,800 0 900,000 0
CITY OF SHREVEPORT 435 2020 ANNUAL OPERATING BUDGET
WATER & SEWERAGE FUND
PRINCIPAL AND INTEREST MATURITIES (REVENUE BONDED DEBT) 2019 43,731,819 2020 46,692,832 2021 47,367,696 2022 51,465,019 2023 51,546,521 2024 51,624,831 2025 51,690,181 2026 51,753,715 2027 51,810,052 2028 51,855,218 2029 51,893,740 2030 51,927,532 2031 BUDGET52,265,088 2032 51,962,335 2033 51,965,716 2034 52,046,012 2035 51,953,999 2036 51,933,758 2037 51,897,063 2038 48,483,588 2039 48,424,559 2040 51,746,325 2041 51,671,413 2042 6,301,600 TOTAL 1,174,010,612
Principal and interest maturities are in accordance with bond schedules. The total shown above may not agree with EXECUTIVEthe actual cash outlay in a given year because of payment due dates.
436 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
REVENUE DETAIL FUND 65 DEPT 65 WATER & SEWERAGE G/L ORG 65.65.6510, 6525, 6530, 6535, 6545
2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET
Licenses and Permits Liquid Waste 911018 53,716 50,000 50,000 50,000 Disposal 923009 Safe Drinking Water 770,338 788,000 780,000 780,000 923038 Flow Charges and Taps 420 300 300 300 924039 Reinspection Fee - Sewer 1,917 2,100 2,000 2,000 924040 Permit Community Type Systems 84,003 79,400 79,500 79,500 924042 Water and Sewerage Security Fee 396,029 395,000 396,000 396,000 924045 Res/Com/Ind Water Sales 34,061,104 35,100,000 34,000,000 35,900,000 924046 Penalties and Other Charges 2,487,826 0 2,200,000 0 924048 Sewer Charges 54,948,786BUDGET 56,710,000 55,100,000 59,000,000 927071 Landfill Fees 0 10,000 10,000 10,000 933036 Municipal Water Sales 329,473 295,500 250,000 303,500 933037 Fire Hydrants 760,000 760,000 760,000 760,000 933039 Municipal Sewer Sales 377,526 280,500 317,400 350,000 937073 Project Design Fees 302,541 255,000 180,000 300,000 937074 Project Inspection Fees 95,630 100,000 65,000 100,000 941010 Dividends and Interest 871,792 0 900,000 0 981001 Miscellaneous 23,715 6,000 2,000 6,000 981002 Sale of Scrap 23,187 25,600 30,000 25,600 981003 Oil and Gas Revenues 74,068 4,000 0 4,000 981005 Auction Proceeds 15,816 12,000 15,000 15,000 981051 Certificate of Indebtedness 0 2,000,000 2,000,000 2,000,000 981906 FEMA 0 0 32,200 0 983031 Current Year Fund Balance 0 42,188,600 44,300,000 44,895,100
Grand Total Revenue 95,677,885 139,062,000 141,469,400 144,977,000 EXECUTIVE
CITY OF SHREVEPORT 437 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL
2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET Personal Services 100001 Administrative Salaries 621,206 682,000 666,300 668,000 100002 Administrative Overtime 0 0 0 100 110001 Professional Salaries 880,227 967,000 871,200 955,500 110002 Professional Overtime 39 0 3,000 3,000 120001 Technician Salaries 466,533 517,800 499,700 531,300 120002 Technician Overtime 24,261 23,300 25,300 25,300 140001 Paraprofessional Salaries 163,329 210,800 203,400 199,700 140002 Paraprofessional Overtime 2,643 3,000 8,800 5,500 150001 Clerical Salaries 668,467 716,200 671,500 716,200 150002 Clerical Overtime 54,130 38,200 66,200 48,200 160001 Skilled Craft Salaries 4,179,480 4,664,000 4,164,300 4,642,100 160002 Skilled Craft Overtime 841,294 748,200 822,200 748,200 170001 Maintenance Salaries 2,783,699 3,452,700 3,003,800 3,460,900 170002 Maintenance Overtime 719,958 515,000 732,800 736,000 180001 Employee Retirement System 2,185,222 2,780,300 2,600,200 3,016,800 180003 Deferred Compensation 0BUDGET 0 3,000 5,100 180005 Group Insurance 1,837,810 2,277,400 2,113,200 2,486,000 190003 Unemployment Insurance 22,868 0 2,000 0 190006 Performance Pay Reserve 0000 190007 Medicare Trust Contribution 153,296 158,600 155,900 162,200 190008 OASDI Contributions 1,267 2,000 1,800 1,800 190090 Clothing 55,347 75,000 106,800 75,000 190091 Training 26,380 33,100 27,900 33,000 190092 Memberships 14,354 13,800 17,600 18,500 190093 Medical Exams 8,412 8,200 12,600 10,600 Total Personal Services 15,710,220 17,886,600 16,779,500 18,549,000
Material & Supplies 200101 Postage 338,465 356,600 358,300 358,300 200102 Printing and Publishing 641 700 700 700 200150 Office Supplies 38,202 47,900 46,500 45,900 200153 Office Furnishings 4,256 6,400 8,300 7,900 200210 Fuel, Oil & Lubricants 591,214 621,000 636,000 621,000 200220 Medical Supplies 2,407 2,300 2,500 2,300 200230EXECUTIVE Custodial 30,413 38,300 41,000 38,500 200240 Chemicals 4,583,298 4,319,000 4,481,200 4,480,000 200245 Safety 109,240 122,000 175,200 134,000 200250 Consumables 4,130 7,000 7,000 7,000 200271 Minor Equipment 376,871 217,000 252,000 238,500 200291 Training 0 2,000 2,000 4,600 438 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL
2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET Material & Supplies - continued 200543 Computer Software < $500 596 2,000 1,500 2,000 250505 Motor Vehicle Maint Supplies 10,101 9,000 12,900 9,000 250515 Small Engine Maint Supplies 3,957 2,300 1,500 2,000 250520 Equipment Maint Supplies 910,800 1,245,000 1,245,000 1,245,000 250542 Street Lighting, Signals & Signs 0 1,000 1,000 1,000 250555 Buildings and Grounds 112,339 126,000 206,500 147,500 250560 Street Maint Supplies 285,382 350,000 400,000 400,000 250580 Mains & Hydrants 981,203 1,175,000 1,675,000 1,675,000 250590 Misc Maintenance Supplies 2,290 0 1,200 0
Total Material &Supplies 8,385,805 8,650,500 9,555,300 9,420,200
Contractual Services - Character 30 300110 Utilities - Electricity 4,807,676 4,585,000 4,585,000 4,585,600 300120 Utilities - Natural Gas 22,617BUDGET 27,800 27,900 27,800 300190 Utilities - Telephone 76,075 73,700 65,600 67,600 300200 Wireless Services 88,563 93,700 117,200 132,400 300300 Services Rents 868,680 693,000 1,317,100 953,000 300400 Maintenance and Repairs 2,371,451 2,465,700 3,439,600 2,740,200 300500 Professional Services 2,290,955 2,680,000 3,635,900 2,835,000 300600 Services Travel 10,304 14,000 9,500 13,000 300700 Services Training 0 1,000 1,000 1,000 300800 Miscellaneous 37,515 29,700 24,700 25,400 Total Contractual Services 10,573,837 10,663,600 13,223,500 11,381,000
Other Charges 400162 Civic Appropriations 233,966 500,000 250,000 500,000 400163 Public Agency Appropriations 4,977,835 4,980,000 2,340,000 2,440,000 400175 Trustee/Paying Agent 28,500 25,000 25,000 25,000 400176 Sinking Fund Interest 23,960,692 27,790,000 29,900,000 31,400,000 400177 Sinking Fund Principal 0 13,860,400 13,900,000 15,300,000 TotalEXECUTIVE Other Charges 29,200,994 47,155,400 46,415,000 49,665,000
CITY OF SHREVEPORT 439 2020 ANNUAL OPERATING BUDGET
EXPENDITURE DETAIL
2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET Operating Reserves 420095 Operating Reserves 43,844,800 44,895,100 45,041,700 Total Operating Reserves 0 43,844,800 44,895,100 45,041,700
Improvements & Equipment 485543 Computer Software 5,782 55,000 38,000 63,000 485550 Office/Reproduction Equipment 183,987 62,400 77,200 75,400 485555 Audiovisual Equipment 6,512 20,000 21,000 21,000 485557 Tools and Equipment 80,774 153,500 208,500 145,500 485558 Communications Equipment 17,232 37,000 100,500 87,000 485560 Vehicles 206,148 1,197,000 1,497,000 1,197,000 485570 Machinery/Equipment 70,838 1,135,000 848,800 1,130,000
Total Improvements & Equipment 571,273 2,659,900 2,791,000 2,718,900 Transfers BUDGET 500000 Transfer to Capital 0 200,000 200,000 200,000 510109 Transfer to Debt Service 4,299 425,000 425,000 425,000 520001 Indirect Cost 950,000 950,000 950,000 950,000 520003 Payment in Lieu of Taxes 1,635,000 1,635,000 1,635,000 1,635,000 520008 Transfer to General Fund 1,743,482 2,191,200 1,800,000 2,191,200 520009 Fleet Services 338,686 300,000 300,000 300,000 615906 Retained Risk Fund 1,015,301 2,500,000 2,500,000 2,500,000 Total Transfers Out 5,686,769 8,201,200 7,810,000 8,201,200
GRAND TOTAL EXPENSES 70,128,899 139,062,000 141,469,400 144,977,000
EXECUTIVE
440 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
WATER AND SEWERAGE ENTERPRISE FUND
DIRECTOR BUDGET COORDINATOR Barbara E. Featherston
DEPARTMENT OVERVIEW
The mission of the City of Shreveport Department of Water & Sewerage is to provide high quality, safe drinking water in adequate quantities for domestic, industrial, and fire protection purposes, to distribute this water to our customers in a safe manner, and to collect wastewater from our customers and treat the wastewater for discharge into the river within the regulatory guidelines and minimal impact on the environment. The goal is to perform these tasks in a manner that provides the customers with the services desired at an affordable price through systems that are reliable in their ability to perform their functions as intended.
DEPARTMENT FUNDING Division 2018 2019 2019BUDGET2020 % Full-Time Funding ACTUAL BUDGET ESTIMATE BUDGET Change Employee Administration 35,983,543 102,333,000 103,478,300 106,502,200 4% 9 Water Purification 9,015,518 9,107,600 9,122,600 9,226,500 1% 45 Customer Services 4,974,725 5,832,800 5,648,600 5,594,100 2% 65 Wastewater Treatment 9,348,490 9,896,600 10,044,900 10,347,900 5% 71 Field Operations 10,806,623 11,892,000 13,175,000 12,946,300 9% 133
TOTAL 70,128,899 39,062,000 141,469,400 144,977,000 4% 323
FULL-TIME POSITIONS 323 324 324 323 0%
EXECUTIVE
CITY OF SHREVEPORT 441 2020 ANNUAL OPERATING BUDGET
APPROPRIATIONS
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET Change Personal Services 15,710,220 17,886,600 16,779,500 18,548,900 4% Materials & Supplies 8,385,805 8,650,500 9,555,300 9,420,200 9% Contractual Services 10,573,837 10,663,600 13,223,500 11,381,000 7% Other Charges 29,200,994 47,155,400 46,415,000 49,665,000 5% Operating Reserves 0 43,844,800 44,895,100 45,041,800 3% Improvements & Equipment 571,273 2,659,900 2,791,000 2,718,900 2% Water & Sewer Main Improvement 0 200,000 200,000 200,000 0% Transfer to Capital 4,299 425,000 425,000 425,000 0% Indirect Cost 950,000 950,000 950,000 950,000 0% Payment in Lieu of Taxes 1,635,000 1,635,000 1,635,000 1,635,000 0% Transfer to General Fund 1,743,482 2,191,200 1,800,000 2,191,200 0% Transfer to G/F Fleet Services 338,686 300,000 300,000 300,000 0% Transfer to Retained Risk Fund 1,015,301 2,500,000 2,500,000 2,500,000 0% TOTAL 70,128,899 139,062,000 141,469,400BUDGET 144,977,000 4%
BUDGET CHANGES FOR 2020
Increase in City Insurance and Pension Contributions. Increase in Materials and Supplies due to increased cost of chemicals as well as piping and other construction related materials. Increase in Contractual Services due to additional barricade and pump rental for Consent Decree related emergency repairs; street/sidewalk and driveway replacement due to the repairs; new and expanded software programs related to meter reading, asset management, and data analytics; and funding for training development as well as an advanced metering infrastructure consultant. Increased Other Charges to accommodate principal and interest payments for revenue bonds to support capital projects related to the Consent Decree and water system improvements. Increase in budgeted Operating Reserves due to increased revenues. EXECUTIVE
442 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
FULL TIME EMPLOYEES
Staffing levels reduced by one position. A Maintenance Specialist 1 position was eliminated bringing the department total to 323 employees. BUDGET
EXECUTIVE
CITY OF SHREVEPORT 443 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG WATER AND SEWERAGE ADMINISTRATION 65.65.6510
Barbara E. Featherston, Director
DIVISION OVERVIEW
The Water and Sewerage Department operates the System as a self-supporting enterprise fund, whereby the majority of operations and capital expenditures are funded with revenues generated from customer user fees. The City General Fund tax dollars are not used to fund the operating budget of the System. The Water and Sewerage Enterprise Fund reimburses the City's General Fund for services provided by other City departments to support the Water and Sewerage Department. The Administration Division Team provides for the overall management of the Department, recommending policy to City Administration, overseeing projects, budgeting and purchasing oversight.
DIVISION
Provide high quality, safe drinking water to all customers, effectively collect and treat wastewater for discharge within regulatory guidelines with minimal impact on the environment and provide these services at an affordable price. BUDGET 2019 ACCOMPLISHMENTS
• Completed implementation of new asset management system at the Amiss Water Purification Facility and the Wastewater Treatment Plants, Sludge Field, Sewer Lift Stations and Pre-treatment. • Teamed with Engineering on current and planned infrastructure projects with an emphasis on Consent Decree activities. • Completed implementation of a new billing system. • Completed implementation of Smart Phone Meter Reading (SPMR).
2020 GOALS AND OBJECTIVES
° Expand and enhance Operator Certification training program. ° Expand and enhance internal job specific training programs. ° Complete update of website. ° Continue to improve communications and coordination with other Departments. ° Continue to team with Engineering to plan, design, and construct infrastructure projects. ° Begin construction of facility for Field Operations and Customer Service EXECUTIVEBegin implementation of a new Advanced Metering Infrastructure. °
444 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Operating Reserve 44,300,000 44,895,100 45,041,700
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET Change Personal Services 784,656 849,800 774,800 831,100 -2% Materials and Supplies 293,535 557,300 587,000 557,700 0% Contractual Services 860,066 995,500 1,971,400 1,379,500 39% Other Charges 28,143,482 45,875,400 45,425,000 48,425,000 6% Operating Reserves 0 43,844,800 44,895,100 45,041,800 3% Improvements & Equipment 215,035 2,009,000BUDGET 2,015,000 2,066,000 3% Transfer to Capital 0 200,000 200,000 200,000 0% Transfer to Debt Service 4,299 425,000 425,000 425,000 0% Indirect Cost 950,000 950,000 950,000 950,000 0% Payment in Lieu of Taxes 1,635,000 1,635,000 1,635,000 1,635,000 0% Transfer to General Fund 1,743,482 2,191,200 1,800,000 2,191,200 0% Transfer to G/F Fleet Service 338,686 300,000 300,000 300,000 0% Transfer to Retained Risk Fund 1,015,301 2,500,000 2,500,000 2,500,000 0%
TOTAL 35,983,543 102,333,000 103,478,300 106,502,300 4%
FULL-TIME EMPLOYEES 588913%
EXECUTIVE
CITY OF SHREVEPORT 445 2020 ANNUAL OPERATING BUDGET
BUDGET CHANGES FOR 2020
Decrease in Personal Services due to staff on the drop, change in position of Superintendent to Assistant to the Director. Increase in Contractual Services due to additional software licenses/maintenance as well as new professional services for training and AMI consultant. Increased Other Charges to accommodate budget for a $120M revenue bond to support capital projects related to the Consent Decree. Increased Other Charges to accommodate principal and interest payments for revenue bonds to support capital projects related to the Consent Decree and water system improvements. Increase in budgeted Operating Reserves due to increased revenues.
FUTURE BUDGET CONSIDERATIONS
v The level of water and sewer service is highly dependent upon theBUDGET condition and functional capability of the water and sewer infrastructure assets. The Department of Water and Sewerage has the following needs in regards to necessary infrastructure renewal rates in the following areas:
Water Treatment Facilities $10,000,000 annually Water Distribution System $31,000,000 annually Wastewater Treatment Facilities $14,200,000 annually Wastewater Collection System $20,100,000 annually
It will be imperative to continue to properly fund the continual replacements and renewal of our infrastructure system.
In addition to our annual infrastructure renewals, the Department has purchased property, planned and designed a new facility for our Field Operations and Customer Service operations. This project is important to us as the existing facility is beyond its useful life and cannot accommodate our current and future needs. The current estimate for construction is approximately $10 million. EXECUTIVE
446 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Officials A Director 1 A Deputy Director 1 A Assistant to the Director 2 26 Office/Clerical A Confidential Secretary 1
SUBTOTAL 5
Classified 22 Professional 003 16 Accountant III 1 773 17 Implementation Administrator 1 479 17 Project Administrator 1 437 11 ManagementBUDGET Assistant 1 SUBTOTAL 4
TOTAL 9
EXECUTIVE
CITY OF SHREVEPORT 447 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG WATER AND SEWERAGE WATER PURIFICATION 65.65.6525
Qiana T. Maple-Lars, Superintendent
DIVISION OVERVIEW
The mission of the Water Purification Division of the Department of Water and Sewerage is to provide safe, healthy drinking water to the residents of Shreveport. In addition to plant operations, the Division is responsible for the operation and maintenance of storage facilities, pump stations, and a state-mandated city wide flushing program. The Water Treatment Plant Team oversees day-to-day operations of the Water Treatment Plant, including production of adequate quantities of water to maintain storage capacities, water quality analysis for a variety of regulated parameters from source to tap, and the maintenance of instruments, equipment, and facilities. Drinking water production is regulated through standards set forth by the Environmental Protection Agency (EPA) and the Louisiana Department of Health (LDH), for whom reports are routinely prepared. All efforts by the Purification Team are performed in accordance with operational guidelines from Federal and State Law, Regulations, and Administrative Rules.
Facilities include the Raw Water intake at the Amiss Plant and the Twelve Mile Bayou Pumping Station. Additionally, this Division is responsible for the operation and maintenance of the Cross Lake Spillway Control Facility. The T. L. Amiss Water Purification Plant is the actual treatment facility with a design capacity of Ninety (90) million gallons per Day (MGD) and fifteen (15) million gallons (MG) in-ground storage clear wells. The remainder of the system consists of three (3) elevated storage tanks and five (5) booster pump stations. Water storage capacity of the system is six (6) million gallons (MG) in elevatedBUDGET tanks and sixteen (16) million gallons (MG) ground storage at remote locations, for a total storage capacity of thirty seven (37) million gallons. There are two disinfection booster stations within the distribution system as well.
2019 ACCOMPLISHMENTS
• Received the 2018 Water Fluoridation Quality Award from the Centers for Disease Control and Prevention. • Completion of Assessment Monitoring (chemicals and HAA9’s) for the fourth round of EPA’s Unregulated Contaminants Monitoring Rule. • Reevaluated and executed new flushing protocols to improve overall quality of the water in the distribution system while reducing water loss. • Successful completion of triannual monitoring for the EPA’s Lead-Copper Rule. • Successfully implemented the new asset management system for plant maintenance, as well as field sampling and flushing activities. • Successful completion of the biennial Laboratory Audit for Microbiological Testing Certification. EXECUTIVE
448 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES
° Continue to provide safe, aesthetically pleasing drinking water to our customers, and to provide adequate security for our drinking water source. ° Perform and complete Assessment Monitoring (Cyanotoxins) for the fourth round of EPA’s Unregulated Contaminants Monitoring Rule. ° Reduce water quality complaints for taste and odor. ° Research trends and innovations in the water treatment industry to ensure optimized water production and reduce costs. ° Hire, train, and retain qualified employees devoted to a career in the water industry. ° Develop and implement a student-focused community involvement program to increase awareness on the water treatment process, the importance of drinking water, and promote smart water usage and conservation. ° Increase employee membership and involvement with professional organizations and committees. ° Continue to increase the number of certified operators on our staff. ° Continue to provide training in the areas of job responsibilities/performance, emergency response and safety, and management and professional development to ensure there are qualified personnel to fill vacancies left by retirement of advanced employees. ° Develop strong operations and maintenance cross training program that will include regulatory education, operational and maintenance skill development and ability to workBUDGET across multiple disciplines. ° To acquire chemistry certification for parameters utilizing current and newly acquired laboratory equipment. ° Train and acclimate lab personnel into using the Laboratory Information Management System (LIMS) for monthly reporting requirements. ° To complete installation and training on the gas chromatography-mass spectrometer and integrate its use into the daily work of the lab.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Operations & Maintenance cost (per 1,000 gallons) $0.62 $0.60 <$0.60 Local, State & Federal monitoring/reporting/compliance 99% 100% 100% requirements met Staff with required certifications 40% 44% >50% Decrease unaccounted for water by 5% per year for a 20% 29% 29% <25% EXECUTIVEcumulative decrease
CITY OF SHREVEPORT 449 2020 ANNUAL OPERATING BUDGET
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET Change Personal Services 2,204,568 2,607,600 2,281,700 2,584,200 -1% Materials and Supplies 4,125,947 3,844,500 3,945,400 3,945,600 3% Contractual Services 2,629,225 2,628,000 2,813,000 2,666,700 1% Improvements & Equipment 55,778 27,500 82,500 30,000 9% TOTAL 9,015,518 9,107,600 9,122,600 9,226,500 1%
FULL-TIME EMPLOYEES 46 46 45 45 -2%
BUDGET CHANGES FOR 2020
Decrease in Personal Services reflects divisional retirements and elimination of vacant positions. Increase in Material and Supplies reflects increase in chemical costs. Increase in Contractual Services reflects increase in preventative maintenance costs. Increase in Improvements and Equipment reflects costs related BUDGETto equipment purchases for City Works implementation.
FUTURE BUDGET CONSIDERATIONS
Description Cost
v Blowers for filter air scour process. $400,000 v Camera & security system update. $250,000 v Emergency leak detection equipment at West Shreveport. $33,000 v Uninterruptible power supply for lab equipment. $30,000 v SCADA Preventative Maintenance Agreement. $50,000 v Security intrusion cable for remote sites. $134,000
Total $897,000 EXECUTIVE
450 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Officials A Superintendent of Plants 1
SUBTOTAL 1
Classified: 22 Professional 437 13 Management Assistant 1 317 19 Certified Plant Manager 1 019 18 Certified O & M Manager 1 23 Technician 180 18 Certified Laboratory Manager 1 183 16 Certified Lab Instrument Scientist 1 182 15 Certified Senior Lab Scientist 2 181 14 Certified Lab Scientists 1 395 13 Laboratory Scientists 4 27 Skilled Craft 266 14 Certified Senior Operators, WTP 5 211 12 Certified Operators, WTP 1 213 11 Operator, WTPBUDGET11 184 15 Certified Electronic Inst. Technician 3 480 14 Electronic Instrument Technician 1 018 14 Certified Maintenance Specialist III 1 477 13 Maintenance Specialist III 4 28 Service/Maintenance 476 11 Maintenance Specialist II 5 458 11 Crew Leader, Buildings 1
SUBTOTAL 44
TOTAL 45
EXECUTIVE
CITY OF SHREVEPORT 451 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG WATER AND SEWAGE CUSTOMER SERVICE 65.65.6530
Karena Thomas, Superintendent
DIVISION OVERVIEW
The mission of the Customer Service Division of the Department of Water and Sewerage is to provide billing and collection of charges associated with services provided by the Department of Water and Sewerage. The Customer Service Team provides day-to-day customer support by telephone for information and services and is committed to providing timely and accurate billings along with collecting payments fairly and equitably. The team maintains the customers’ meters, as well as responds to customer service concerns regarding water pressure, water quality, water meters, and other miscellaneous water problems.
This Division consists of a Call Center, Prebilling section, Meter Reading section, and a Meter Tech section. The Call Center is responsible for setting up new accounts, billing of water and sewer customer accounts, submitting work orders for disconnecting/reconnecting services, account inquiries, and investigations. The Pre-billing section is responsible for editing the 19 billing cycles each month to ensure water bills are billed accurately. The Meter Reading section reads over 80,000 water meters and performs check reads for billing accuracy. The Meter Tech section performs meter cut offs for nonpayment, installs and maintains customer meters, checks water pressure concerns, and provides customer service with the ability to serve the customer in an appropriate manner. BUDGET 2019 ACCOMPLISHMENTS
• Implemented new Smart Phone Meter Reading System. SPMR provides the ability to gain more oversight and accuracy when reading meters. • Implemented new Utility Management Billing System. UMBS will provide greater visibility into the billing process and allow for more streamlined management. • Continued cross-training employees and redistributing task to increase work flow. • Assisted approximately 1,500 customers with the Shreveport Water Assistance Program. • Administrative staff continues to assist management with increasing revenue through the collections process. • Assigned dedicated staff to gain lost revenue by following up with active accounts with zero consumption.
EXECUTIVE
452 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES
° Acquire automated quality control system to improve Call Center performance. ° Implement continuous training to improve performance levels for customer service representatives. ° Complete implementation of new UMBS billing system through phases which will add features such as Auto Population and Optimize Call Routing to reduce the Call Queue wait time. ° Define trends of issues or complaints from customers and develop an action plan to avoid them. ° Explore plan to install Kiosk payment machines at remote locations. Create a new training program for field personnel to increase productivity and time management. ° Work on the customer service website by adding more FAQ’s to cut down on phone inquiries. ° Create proactive processes to anticipate and avoid customer service issues. ° Continue the Shreveport Water Assistance Program to assist low income households with their water bills. ° Continue customer service training to develop a trusting relationship between our employees and customers.
PERFORMANCE MEASURES BUDGET 2018 2019 2020 ACTUAL ESTIMATE GOAL Average Active Customer accounts maintained 65,059 66,000 66,000 Customer Calls for Support 144,688 155,000 135,000 Assisted Customers through “SWAP” 1,472 2,100 2,200 Total Work Orders Performed 56,380 67,000 70,000 Average Water Meters Read Each Month 72,500 80,000 80,000 Average Customer Call Wait Time 7:05 Min 7:21 Min 2:00 Min Number of Accounts Submitted to Collection Agency 5,995 5,400 4,500 Number of Automated Meters 3,032 3,032 3,032 Staff Holding Required Certification 5% 5% 10%
EXECUTIVE
CITY OF SHREVEPORT 453 2020 ANNUAL OPERATING BUDGET
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET Change Personal Services 2,535,278 2,988,100 2,994,400 3,125,700 5% Materials and Supplies 611,125 835,400 839,400 842,100 1% Contractual Services 737,986 595,600 704,100 625,600 5% Other Charges 1,057,512 1,280,000 990,000 1,240,000 -3% Improvements & Equipment 32,822 133,700 120,700 120,700 -10%
TOTAL 4,974,723 5,832,800 5,648,600 5,954,100 1%
FULL-TIME EMPLOYEES 65 65 65 65 0%
BUDGET CHANGES FOR 2020
Increase in Materials and Supplies due to postage price increase for water billing. Increase in Contractual Service for wireless data plan to allow for new SPMR meter reading devices and Service Tech iPad use in the fields. BUDGET
FUTURE BUDGET CONSIDERATIONS Description Cost
v Advanced Metering System. $25,000,000
TOTAL $25,000,000
EXECUTIVE
454 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Administrator 291 A Superintendent 1
SUBTOTAL 1
Classified 22 Professional 317 18 Certified Assistant Superintendent 1 496 15 Chief Administrative Manager 1 124 14 Revenue Operations Manager 2 437 13 Management Assistant 1 25 ParaProfessional 017 11 Administrative Assistant 3 26 Office/Clerical 111 09 Customer Service Representative 15 113 10 Certified Customer Service Representative 1 27 Skilled Craft 449 14 Supervisor, W & S 2 185 15 Certified Chief Supervisor 1 477 13 Maintenance Specialist III 3 28 Service/Maintenance 476 11 Maintenance Specialist II 17 475 10 Maintenance SpecialistBUDGET I 2 495 11 Meter Reader 15
SUBTOTAL 64
TOTAL 65
EXECUTIVE
CITY OF SHREVEPORT 455 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG WATER AND SEWERAGE WASTEWATER TREATMENT 65.65.6535
Brandon R. Snead, Superintendent
DIVISION OVERVIEW
The mission of the Wastewater Treatment Division of the Department of Water and Sewerage is to provide treatment of sewage to ensure proper environmental stewardship. The Wastewater Treatment Plant Team provides day-to-day sewage treatment with a multi-stage process to treat wastewater before it is discharged to the Red River. The goal is to reduce or remove organic matter, solids, nutrients, disease-causing organisms, and other pollutants from wastewater. The Team collects samples and performs routine laboratory tests and analysis to determine chemical and physical characteristics of raw and settled wastewater and disinfected effluent. The Team prepares reports required by the Environmental Protection Agency (EPA) and the Department of Environmental Quality (DEQ). After treatment, the highly treated effluent is discharged into the Red River within the regulatory guidelines of the City’s discharge permit. The Wastewater Treatment Plant Team is also responsible for operations and maintenance of the City’s lift stations and biosolids processing facilities. These facilities are an integral part of the wastewater collection system and ultimate disposal of the wastewater solids.
Facilities include: the Lucas and North Regional Wastewater Treatment Plants, Sewer Lift Division (132 Stations), Sludge Handling Facility, Environmental Laboratory, two (2) Flow Equalization Basin Complexes, and two (2) Flow Equalization Ponds. BUDGET 2019 ACCOMPLISHMENTS
• Received an acceptable performance evaluation from the Department of Environmental Quality for the Discharge Monitoring Report. • Successfully maintained electronic submission of Discharge Monitoring Reports (DMR’s) to the Environmental Protection Agency (EPA) Central Data Exchange (CDX) without any issues. • Utilizing the Mayors Intern Program the Laboratory was able to create trending charts for microbial counts to better understand the changes in plant process and how we can adjust to accommodate changes. • Successfully implemented the new Asset Management System for plant maintenance and lift stations. • Successfully completed the Bar Screen project for both treatment plants. • Maintained the production of exceptional quality Bio-Solids at the Sludge Farm. • Increased staff with State Certifications. • Productively worked with consultant through the Wastewater Master Plan as well as system operations and maintenance staff to optimize the treatment process. EXECUTIVE
456 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES
° Continue to pursue cost savings in all areas of our operation, including electricity, chemicals, supplies, etc., while maintaining quality effluent. ° Introduce new and more effective training for our maintenance personnel to ensure we are proactively maintaining our equipment. ° Introduce more cross training opportunities to ensure all staff is knowledgeable in all areas of the Wastewater Division. ° Continue to create a positive work environment for positive team building, and morale boosting for personal and professional growth. ° Hire and train industry professionals in order to retain qualified knowledgeable staff. ° Provide training to aid staff with their personal and professional advancement opportunities within our Department to retain and promote when senior staff retire. ° Upgrade and purchase new instrumentation for the Lucas Laboratory in order to analyze more samples in-house and greatly reduce and/or eliminate subbing analyses to contract laboratories, thus saving the City money. ° Continue to produce optimal laboratory results that meet the strict guidelines required by all regulatory programs and permits, including EPA, LADEQ, and NPDES in a timely manner. ° Continue providing training to employees to increase the numberBUDGET of staff holding State Certifications and to retain skilled wastewater professionals. ° Decrease overtime by scheduling crews and work efficiently and effectively. ° Work with Engineering to study our radio needs and install a new radio system for all 132 Lift Stations. This will ensure accurate, real time monitoring to continue maintaining the lift station needs/equipment, to prevent Sanitary Sewer Overflows and to allow for a quick response time. ° Work with Clean Water Shreveport and the “making peace with your pipes” program to provide a better understanding for our citizens on how our division serves their community. ° Develop and implement a student-focused community program to spread awareness of the wastewater treatment process, the importance of how our division operates and its primary goal of serving our City.
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Avg. flow at Lucas (MGD) 24 22 22 Avg. flow at North Regional (MGD) 6 6 5 Months met permit limits at Lucas 4 8 12 EXECUTIVEMonths met permit limits at North Regional 8 10 12 Months met permit at Sludge Field 12 12 12 Staff holding required certifications 55% 56% 60%
CITY OF SHREVEPORT 457 2020 ANNUAL OPERATING BUDGET
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET Change Personal Services 3,783,277 4,236,400 3,767,300 4,344,400 2% Materials and Supplies 1,318,625 1,380,100 1,444,400 1,441,200 4% Contractual Services 4,231,040 4,145,600 4,629,400 4,410,300 6% Improvements & Equipment 15,548 134,500 203,800 152,000 5% TOTAL 9,348,490 9,896,600 10,044,900 10,347,900 5%
FULL-TIME EMPLOYEES 71 71 71 71 0%
BUDGET CHANGES FOR 2020 BUDGET Increase in City Insurance and Pension Contributions. Increase in Improvements and Equipment for vehicle and equipment purchases. Decrease in Materials and Supplies to reflect expenditures. Increase in Contractual Services due to major repairs required for the Wastewater Division.
FUTURE BUDGET CONSIDERATIONS
Description Cost
v Exterior painting of the buildings for the Lucas Plant $65,000 v Road Repair for Lucas Plant $50,000 v New walkway for Clarifier #1 and #2 at Lucas $70,000
TOTAL $185,000 EXECUTIVE
458 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Officials 291 A Superintendent, Wastewater Treatment 1
SUBTOTAL 1
Classified 1 22 Professionals 317 19 Certified Plant Manager/Asst. Supt. 1 331 14 Certified Management Assistant 2 019 18 Certified Operations &M Manager 1 23 Technician 180 18 Certified Laboratory Manager 1 181 14 Certified Laboratory Scientist 2 183 16 Certified Instrument Scientist 1 27 Skilled Craft 131 10 Driver/Operator Heavy Equipment 1 211 12 Certified Operator 6 212 11 Operator WWTP 11 266 14 Certified Senior Operator 5 267 13 Senior Operator WWTP 7 185 16 Certified Chief SupervisorBUDGET4 018 14 Certified Maintenance Specialist III 5 477 13 Maintenance Specialist III 8 184 15 Certified Electronic Inst. Technician 8 28 Service/Maintenance 480 14 Electronic Instrument Technician 1 465 11 Crew Leader, Grounds 1 458 11 Crew Leader, Buildings 1 476 11 Maintenance Specialist II 4
SUBTOTAL 70
TOTAL 71
EXECUTIVE
CITY OF SHREVEPORT 459 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG WATER AND SEWERAGE FIELD OPERATIONS 65.65.6545
Herman Hill, III Superintendent
DIVISION OVERVIEW
The mission of the Field Operations Division of the Department of Water and Sewerage is to provide maintenance and repair of the water and sewer infrastructure. Day-to-day the Field Operations Team operates and maintains the City's water distribution pipes, valves, and fire hydrants; repairs water leaks; updates and inspects work orders for water and sewer repairs; and provides 24 hour response to system emergencies. Field Operation Crews respond to customer’s concerns regarding water pressure, water quality, water meters, and other miscellaneous water problems. In addition, the Field Operations Team maintains and repairs the sewer collection system including pipes and manholes, along with providing 24 hour response to system emergencies. The Team is also responsible for routine cleaning and internal inspection of the City's sewer system.
This Division consists of Water Maintenance, Hydrants & Valves, Sewer Maintenance, Infiltration and Inflow (I&I), Central Warehouse, Landscape, and Emergency Dispatch office. The Water Maintenance section includes repair/replacement of water mains and replacement of service lines. The Fire Hydrants & Valves section handles the repair/replacement of fire hydrants and/or valves, fire hydrant inspection and maintenance, locating and marking water and sewer lines (utility locates), and the execution of a valve exercise program. The Sewer Maintenance section includes repairing/replacing gravity sewer lines, force mains, and manholes as well as mowing rights-of-way and servitudes dedicated for water and sewer infrastructure. The I&I sectionBUDGET is responsible for cleaning and tv’ing sewer mains and making minor repairs on vac/wash trucks and TV trucks. The Central Warehouse maintains inventory of parts and supplies for Customer Service and Field Operations, delivers parts and materials to emergency contractors, maintains buildings and grounds for the complex, and assigns street repairs turned in by crews for repairs. The Landscape section is responsible for all landscape work for Field Operations and Customer Service including: hauling debris from the work crew’s job sites, delivering dirt and rocks to crews, as well as stock yard, and replace concrete sidewalks and driveways after crews complete repairs. The Emergency Dispatch office is a 24-hour operation that handles all emergency phone calls from citizens concerning problems with service, and initiates service requests in the asset management system.
2019 ACCOMPLISHMENTS
• Responded to 9,970 trouble calls pertaining to the water and sewer system. • Used new correlator leak detector equipment to pinpoint difficult to locate leaks, thus reducing surface area disturbed and expedited repairs. • Purchased technologies to improve sewer assessments. • Purchased technologies to improve the monitoring of pressures changes in the distribution system. • Treated approximately 120,000 feet of sewer mains through root control program. • Completed an estimated 450 sewer main repairs for the Consent Decree utilizing emergency contract. • Completed an estimated 100 water main repairs utilizing emergency contract. • EXECUTIVEProvided in-house water and sewerage training to 27 employees, who obtained state operator certifications. • Implemented an electronic record keeping system to replace quarter section valve books. • Updated and maintained City Works software program and training with improved GIS mapping.
460 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES
° Implementation of policies and procedures for effective and efficient productivity of tasks and assignments. ° Hiring of qualified candidates to fill all vacancies to ensure full staffing to reduce workloads. ° Increase job safety training for employees to minimize job related incidents and accidents. ° Decrease overtime work through effective time management, planning and better communications. ° Decrease sewer/water repairs completed under the emergency contract by utilizing more city crews. ° Decrease the amount of concrete repairs completed by contractors by utilizing our newly implemented concrete crews. ° Continue to provide training for employees to obtain state certifications. ° Begin construction of the new facility for Field Operations. ° Increase the water valve operating and replacement/repair program. ° Continue the right of way clearing and maintenance program. ° Reduce sanitary sewer overflows by 25 percent. ° Improve billing practices for work performed by division. BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Average outstanding work orders over 30 days 640 479 450 Sanitary Sewer Overflows 274 280 200 Sanitary Sewer Overflows (private) 156 114 150 Footage of sewer mains treated for root control 120,000 120,000 120,000 Maintained miles of water mains 1,152 1,162 1,163 Fire hydrants maintained 7,111 7,885 7,890 Maintained miles of sewer mains 1,106 1,113 1,114 Feet of sewer mains cleaned 731,605 812,000 800,000 Feet of sewer main videoed 95,423 70,000 300,000 Water system work orders 3,171 3,096 2,500 Sewer system work orders 1,346 1,062 2,200 Landscape work orders 1,884 1,480 1,700 EXECUTIVEI & I work orders 5,693 6,398 5,000 Hydrant & Valves/ Locates work orders 31,573 28,662 24,000 Staff with required State Certifications 10% 8% 14%
CITY OF SHREVEPORT 461 2020 ANNUAL OPERATING BUDGET
DIVISION FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 6,402,441 7,204,700 6,961,300 7,663,600 6% Materials and Supplies 2,036,573 2,033,200 2,739,100 2,633,600 30% Contractual Services 2,115,520 2,298,900 3,105,600 2,298,900 0% Improvements & Equipment 252,088 355,200 369,000 350,200 -1% TOTAL 10,806,622 11,892,000 13,175,000 12,946,300 9%
FULL-TIME EMPLOYEES 133 133 133 133 0%
BUDGET CHANGES FOR 2020 BUDGET Increase in City Insurance and Pension Contributions. Increase in Materials and Supplies to reflect actual expenditures for water and sewer mains repairs. Increase in Improvements reflects equipment needed for water and sewer main repairs.
FUTURE BUDGET CONSIDERATIONS
Description Cost
v 1 – 580 Series Tractor $50,000 v 1 - Sewer video truck $195,000 v 1- MS III TV Crew Leader $35,000 v 2- MS II Vac-Truck Operator and TV Truck Helper $60,000 v 1- MS I Vac-Truck Helper $28,000 v 1- 580N w/Breaker $112,000 EXECUTIVEv 3 – Excavator $114,000 Total $594,000
462 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER
Category Class Level Title Authorized
Appointed 21 Officials 291 A Superintendent, W & S Systems 1
SUBTOTAL 1
Classified 22 Professionals 317 19 Certified Assistant Superintendent 1 019 18 Certified Operations & Manager 1 331 14 Certified Management Assistant 1 326 16 Certified Chief Administrative Manager 1 25 Paraprofessionals 436 11 Administrative Assistant 4 111 09 Customer Service Representative 6 26 Office/Clerical 275 10 Certified Stock Clerk II 1 277 09 Stock Clerk II 2 015 15 Certified Supervisor, W&S 1 449 14 Supervisor, W&S 6 497 16 Certified Zone Manager 4 27 Skilled Craft 474 15 Zone Manager,BUDGET W & S 2 477 13 Maintenance Specialist III 25 022 12 Certified Maintenance Specialist II 1 476 11 Maintenance Specialist II 29 333 11 Certified Maintenance Specialist I 1 28 Service/Maintenance 475 10 Maintenance Specialist I 46
SUBTOTAL 132
TOTAL 133
EXECUTIVE
CITY OF SHREVEPORT 463 2020 ANNUAL OPERATING BUDGET
BUDGET
EXECUTIVE
464 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
SHREVEPORT AREA TRANSIT SYSTEM ENTERPRISE FUND
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 465 2020 ANNUAL OPERATING BUDGET
SPORTRAN
.The City of Shreveport provides 49% of SporTran’s operating revenues for 2020. Federal grants and passenger fares contribute an additional 36%. The remaining revenue is received from the State of Louisiana, Bossier City, federal tax credits for CNG, Caddo Parish and the Port of Caddo-Bossier, tenant and parking revenue for the intermodal terminal, and advertising. BUDGET
In 2020, 63% of SporTran’s budget is allocated for salaries and benefits paid to employees. This is consistent with the 2019 budget, although there is an increase for pension contributions to meet IRS minimum funding requirements. EXECUTIVE
466 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
SPORTRAN
REVENUE DETAIL 2019 2020 REVENUE BUDGET BUDGET Fixed Route Passenger Fares 2,025,000 1,752,000 Paratransit Service Fares (LiftLine) 156,000 156,000 Advertising 138,000 138,000 Tenant & Parking Revenue 169,200 169,200 Non-Transit Revenue 251,440 251,440 SUBTOTAL 2,739,640 2,466,640
OPERATING SUBSIDIES Bossier City 1,105,000 975,000 Shreveport – Subsidy for Operations 5,308,128 4,452,300 State DOTD 500,000 500,000 Local match for Preventive Maintenance 690,000 300,000 Caddo Parish / Port of Caddo Bossier 78,000 78,000 FTA (Preventive Maintenance) 2,760,000 1,200,000 FTA Operating Assistance 0 1,700,000 Local Match for Operating Assistance 0 1,700,000 Paratransit Service – FTABUDGET 350,000 350,000 Local Match for Paratransit Service 87,500 87,500 SUBTOTAL 10,878,628 11,342,800 TOTAL REVENUE AND OPERATING SUBSIDY 13,618,268 13,809,440
CAPITAL PROJECT MATCHING FUNDS 506,672 452,500
GRAND TOTAL REVENUES 14,124,940 14,261,940
EXPENDITURE DETAIL
2019 2020 OPERATING EXPENSES BUDGET BUDGET Labor 5,776,500 5,837,000 Fringe Benefits 2,539,066 2,737,195 Services 821,082 849,255 Materials and Supplies 2,177,824 2,100,812 Utilities 225,500 225,500 Casualty and Liability 411,400 353,600 Taxes 138,000 120,000 LiftLine 1,436,118 1,493,300 EXECUTIVEMiscellaneous Expense 86,778 86,778 Lease and Rentals 6,000 6,000 Transfer to Capital 506,672 452,500 GRAND TOTAL EXPENSES 14,124,940 14,261,940
CITY OF SHREVEPORT 467 2020 ANNUAL OPERATING BUDGET
SPORTRAN SUMMARY
OVERVIEW
The mission of SporTran is to make a difference in our customers’ lives by providing safe, dependable, convenient and courteous service.
The Shreveport Area Transit System (SporTran) is managed and operated for the City by a management company, pursuant to a five-year agreement dated October 1, 2016.
2019 ACCOMPLISHMENTS
• Recognized as the Small Urban Lead System of the Year for 2019 by the Community Transportation Association of America. • Completed acquisition of the Sun Furniture showroom and warehouse buildings for a Transit Resource Center project. • Initiated design work for the Transit Resource Center for downstairs retail space. • Secured funding from LADOTD for 13+ Cutaway-type vehicles to replace buses that have met useful life; delivery of vehicles is expected in early 2020. • Secured commitment for $6.8 million funding of from State of Louisiana for replacement buses to be used for local service and to assist with emergency transportation for hurricaneBUDGET response and other state needs. • Completed installation of 15 new bus shelters. • Launched a project to install bus schedules at all bus stops. • Launched service to Blanchard on Route 17 – North Market with funding from Caddo Parish. • Replaced three maintenance service trucks that had exceeded useful life. • Received and put four new Ford Transit vans into service for LiftLine.
EXECUTIVE
468 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
2020 GOALS AND OBJECTIVES
The goals and objectives for Shreveport Area Transit System are as follows:
° Host the South West Transit Association Annual Transit Conference & Expo in February 2020. ° Complete first phase of renovation of Transit Resource Center, including a food court/retail center. ° Identify new locations for bus shelter and other transit amenity projects. ° Replace the roof on the SporTran administration building. ° Replace 2010-2011 CNG buses that are approaching their useful life in miles. ° Launch a pilot project to introduce Automated Driving Systems (Autonomous Shuttles) for low speed routes. ° Implement LiftLine scheduling system upgrade, to include passenger self-service portal.
PERFORMANCE MEASURES BUDGET
2018 2019 2020 ACTUAL ESTIMATE GOAL
Number employees 170 172 170
Number of Fixed Route Buses 48 47 47
Number of LiftLine Vehicles 18 20 20
Fixed route miles 2,278,358 2,220,000 2,180,000
Number of Lift Line Trips 64,750 66,300 66,300
Number of Fixed Route Trips 2,523,868 2,625,000 2,725,000 EXECUTIVE
CITY OF SHREVEPORT 469 2020 ANNUAL OPERATING BUDGET
2020 BUDGET HIGHLIGHTS
The 2020 operating budget for SporTran is $14,261,940, a 0.98% increase over the 2019 budget submission. Of this, $13,809,440 will be used for operations and $452,500 will be transferred to the capital budget for use as match on Federal Transit Administration grants. The City's overall General Fund contribution is $6,992,300, which is a $400,000 increase over the original 2019 SporTran budget, including $100,000 for servicing trash cans at bus stops throughout the City.
The contribution from the General Fund consists of the following items: $300,000 used as match on $1,200,000 in FTA funding for preventive maintenance $87,500 used as match on $350,000 in FTA funding for LiftLine Service $1,700,000 used as match on $1,700,000 in FTA funding for Operating Assistance $12,500 used as match on $50,000 in FTA funding for Transit Enhancements $25,000 used as match on $100,000 in FTA funding for facilities and equipment $100,000 used as match on $400,000 in FTA Section 5307 funding for capital improvements $115,000 used as match on $460,000 in FTA Section 5339 funding for bus and bus facilities $200,000 used as match for project FTA and DOT discretionary grant programs $4,452,300 used towards the overall operation
The SporTran budget for 2020 reflects a slight increase over the 2019 budget to align with projected revenues. The biggest changes to revenue projections are a decrease in passenger revenue, a decrease in the Bossier City budget, and an increase in Federal Transit Administration subsidies. Passenger revenues have been below $2 million since 2015. We have updated revenue projections to align with actual average revenue for the past 30 months. Although SporTran has achieved year over year ridership growthBUDGET since implementing its new route structure in November 2017, more passengers are using 30-day passes and there has been a decrease in demand for occasional riders that are more likely to pay full fare. This is consistent with elasticity of demand studies of major service changes and SporTran is working on new revenue streams to replace lost passenger revenue, e.g. parking revenue and Sun Furniture building tenant revenue. For Bossier City, SporTran budgeted $1,105,000 in 2019 because Bossier anticipated adding a new South Bossier bus route. They elected not to add that route, meaning the expenses and revenue for Bossier are projected to come in below the 2019 budget. The 2020 budget reflects a $50,000 increase over the 2018 budget to reflect Bossier’s share of wage increases that took effect in January 2019. These decreases are offset in part by additional FTA grant funds that are budgeted for operating subsidy, preventive maintenance, and ADA paratransit.
On the expense side, we have not budgeted for any wage increases, although negotiations with the collective bargaining unit could result in wage increases that would need to be funded with additional City subsidy or offset with service cuts. We have included a significant increase for pension contributions which impacts our fringe and LiftLine line items. This increase is required to meet the IRS minimum funding requirements for 2019, which is approximately $350,000 of additional contribution above what was budgeted and is a result of the plan valuation on 1/1/19 that coincided with the stock market collapse in December 2018. To offset this increase, we have decreased our materials and supplies budget and the casualty and liability insurance line item to align with YTD actual expenditures in 2019. We anticipate replacing 8-10 buses in early 2020 which will help keep materials and supplies expenditures down since the new vehicles will be under warranty.
On the expense side, we have not budgeted for any wage increases, although negotiations with the collective bargaining unit could result in wage increases that would need to be funded with additional City subsidy or offset with service cuts. We have included a significant increase for pension contributions which impacts our fringeEXECUTIVE and LiftLine line items. This increase is required to meet the IRS minimum funding requirements for 2019, which is approximately $350,000 of additional contribution above what was budgeted and is a result of the plan valuation on 1/1/19 that coincided with the stock market collapse in December 2018. To offset this increase, we have decreased our materials and supplies budget and the casualty and liability insurance line item to align with YTD actual expenditures in 2019. We anticipate replacing 8-10 buses in early 2020 which will help keep materials and supplies expenditures down since the new vehicles will be under warranty. 470 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DOWNTOWN PARKING ENTERPRISE FUND
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 471 2020 ANNUAL OPERATING BUDGET
DOWNTOWN PARKING ENTERPRISE FUND
SUMMARY OF AVAILABLE FUNDS
Fund Balance as of January 1, 2019 50,800
2019 Estimated Revenues 461,000
2019 Total Available for Expenditure 1,311,800
2019 Estimated Expenditures 419,300
Estimated Fund Balance as of December 31, 2019 892,500
2020 Estimated Revenues 475,000
2020 Total Available for Expenditures 1,367,500
2020 Estimated ExpendituresBUDGET 419,300
Estimated Fund Balance as of December 31, 2020 948,200
EXECUTIVE
472 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
.Several factors affect meter collections including, but not limited to, requests for meter bagging, theft, or simply persons finding off-street parking options.
ShrevePark patrollers walk an average of 3.5 to 4 miles per day in all types of weather. Dozens of calls and emails are managed daily and staff aims to make inquiries and payment options as painless and quick as possible. ShrevePark office staff also handles inquiries about non-movable tickets issued by ShreveportBUDGET Police throughout the city.
The timeline and schedule for coinage collection is evaluated weekly to determine whether reduced or additional collection days are needed for revenue control management.
ParkingEXECUTIVE tickets are used to create opportunities for on-street parking for those who visit and do business downtown. As additional reasonably-priced parking opportunities emerge, it would allow fewer tickets. Goals are not set to increase ticketing, but citations will continue to be issued as infractions warrant.
CITY OF SHREVEPORT 473 2020 ANNUAL OPERATING BUDGET
REVENUE DETAIL
DEPT Downtown Parking
G/L ORG 66.66.6600 2018 2019 2019 2020 ACTUAL BUDGET ESTIMATE BUDGET 92.920004 Parking Meter Receipts 169,347 215,000 175,000 180,000 94.941010 Interest Earned 1,353 0 1,000 0 94.941034 Gain/Loss Sale Of Securities -4 0.00 0 0 95.950005 Parking Tickets 246,695 250,000 285,000 295,000 98.983031 Current Yr Fund Balance 0 873,400 850,800 892,500 GRAND TOTAL REVENUE 417,391 1,338,400 1,311,800 1,367,500
EXPENDITURE DETAIL
2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET Personal Services 0000 Total Personal Services 0000 Material & Supplies 0000BUDGET Total Material &Supplies 0000
Contractual Services Professional Service 392,958 418,300 418,300 418,300 Total Contractual Services 392,958 418,300 418,300 418,300
Other Charges 0000 Total Other Charges 0000
Operating Reserves Operating Reserves 0 919,100 892,500 948,200 Total Operating Reserves 0 919,100 892,500 948,200
Improvements & Equipment 0000 Total Improvements & Equipment 0000
Transfers Transfer to Cajpital Projects 0000 Indirect Cost 1,000 1,000 1,000 1,000 Total Transfers 1,000 1,000 1,000 1,000 GRANDEXECUTIVE TOTAL EXPENSES 393,958 1,338,400 1,311,800 1,367,500
474 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG DOWNTOWN PARKING ENTERPRISE FUND 66.66.6600
DOWNTOWN PARKING FUND OVERVIEW
The City of Shreveport created the Downtown Parking Enterprise Fund in 2000. Its revenues come from parking meter receipts and the fees paid by persons who have received parking infraction citations (parking tickets). The City has contracted out meter maintenance and parking ticket management to the Downtown Development Authority (DDA).
Monies received into this Fund are to be used to promote, improve and enhance public parking facilities within the Downtown area.
2019 ACCOMPLISHMENTS
• ShrevePark Parking Services continues raising awareness of the new Parkmobile parking app. This app makes parking easier to access and lessens the chance of expired meter tickets. • Continuing to inform businesses of the changes to the DDD’s zoning requirements under the Unified Development Code. BUDGET
2020 GOALS AND OBJECTIVES
° Supplement the effective delivery and management of basic municipal services to the downtown area. ° Actively pursue and support initiatives that promote quality public and private sector development in downtown. ° Provide necessary support services to various non-profit downtown improvement organizations and recruit key leaders to become involved in the downtown revitalization process. ° Improve accessibility to and within downtown with parking and transportation. ° Continue to work with Traffic Engineering to create additional spaces throughout downtown. ° The DDA will continue to work with the City of Shreveport and others to create additional parking spaces and to thoughtfully consider future locations for parking facilities. ° Continue to engage business and property owners and managers. ° Work with DSDC to implement and manage a downtown Graffiti Removal program. Support the improvement of the aesthetic qualities and character of downtown. EXECUTIVE°
CITY OF SHREVEPORT 475 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Parking citations issued 18,000 18,000 18,000 % of citations paid 70% 70% 70% Parking meters maintained 900 900 900
DEPARTMENT FUNDING
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Contractual Services 392,958 418,300 418,300 418,300 0% Operating Reserves 0 919,100 892,500 948,200 10% Transfer to Capital Projects 00000% Indirect Cost 1,000 1,000 1,000 1,000 0% TOTAL 393,958 1,338,400BUDGET 1,311,800 1,367,500 2% FULL-TIME EMPLOYEES 0 0 0 0 0%
BUDGET CHANGES FOR 2020
Increased due to unspent fund balance.
FUTURE BUDGET CONSIDERATIONS
None.
EMPLOYEE ROSTER
Category Class Level Title Authorized NoneEXECUTIVEN/A N/A All functions contracted to DDA 0
TOTAL 0
476 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
CONVENTION CENTER ENTERPRISE FUND
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 477 2020 ANNUAL OPERATING BUDGET
REVENUE DETAIL
FUND 62 Convention Center
G/L ORG 62.62.6210 2018 2019 2019 2020 Enterprise Fund ACTUAL BUDGET ESTIMATE BUDGET
982047 Riverfront 1,799,000 1,789,000 1,789,000 1,789,000
GRAND TOTAL REVENUES 1,799,000 1,789,000 1,789,000 1,789,000
EXPENDITURE DETAIL
FUND 62 Convention Center
G/L ORG 62.62.6210 2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET Contractual Services - Character 30 BUDGET 300500 Professional Services 1,799,000 1,789,000 1,789,000 1,789,000 350599 Expensed Capital Outlay 1,854 0 0 0 Total Contractual Services 1,800,854 1,789,000 1,789,000 1,789,000
GRAND TOTAL EXPENSES 1,800,854 1,789,000 1,789,000 1,789,000
EXECUTIVE
478 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
CONVENTION CENTER ENTERPRISE FUND OVERVIEW
The City of Shreveport created the Convention Center Enterprise Fund as of the 2011 budget year to account for the revenues and expenses of the City’s Convention Center. By establishing this fund, the City ensures that the assets, liabilities, revenues and expenditures are fully reflected in the financial statements. For budgeting purposes, only the operating subsidy is included in this fund. All operating revenue is collected by the third-party management company. All operating expenses are paid by the third-party management company. The operating subsidy is an estimate of operating revenue less operating expenses. Debt service is paid through the Debt Service Fund since that debt was through a General Obligation Bond.
RESOURCES AVAILABLE
2018 2019 2019 2020 % Appropriations ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 00000% Materials & Supplies 00000% Contractual Services 1,799,000 1,789,000 1,789,000 1,789,000 0% Other Charges 00000% Operating Reserves 00000% Improvements & Equipment 00000% Transfers to Other Funds 00000%BUDGET TOTAL 1,799,000 1,789,000 1,789,000 1,789,000 -1%
BUDGET CHANGES FOR 2020
The preliminary budget for convention center operations for 2020 is listed on next page.
EXECUTIVE
CITY OF SHREVEPORT 479 2020 ANNUAL OPERATING BUDGET
PRELIMINARY 2020 OPERATING BUDGET SHREVEPORT CONVENTION CENTER
SMG, which has the contract with the City for operation of the Convention Center, has prepared the following draft budget for 2020. REVENUES
2019 2020 BUDGET BUDGET Direct Event Income 894,820 1,089,694 Food and Beverage Concessions 81,796 121,800 Food and Beverage Catering 1,046,295 934,431 Novelty Sales 3,100 4,800 Electrical Services 59,646 71,855 Audio Visual 71,167 89,090 Internet Services 20,811 32,211 Other Operating Income 327,999 288,000 Allocations paid for Event Labor 0 0 Allocations paid for Other Expenses 0 0 TOTAL REVENUES FROM OPERATIONS BUDGET2,505,634 2,631,881 EXPENSES
2019 2020 BUDGET BUDGET Employee Salaries and Wages 2,060,872 2,575,952 Benefits 691,886 609,741 Contracted Services 149,000 167,500 General and Administrative 207,101 199,776 Operations 134,000 110,000 Repairs and Maintenance 351,000 370,100 Supplies 130,830 124,300 Insurance 105,000 116,750 Utilities 803,540 807,400 Other 25,250 20,700 SMG Management Fees 390,948 478,200 Less: Event Labor Allocations -541,834 -570,403 TOTAL OPERATING EXPENSES 4,507,593 5,010,016 REVENUESEXECUTIVE OVER EXPENSES -1,789,000 -1,789,000 SUBSIDY FROM RIVERFRONT FUND 1,789,000 1,789,000
Net 00
480 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
CONVENTION CENTER HOTEL ENTERPRISE FUND
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 481 2020 ANNUAL OPERATING BUDGET
CONVENTION CENTER HOTEL ENTERPRISE FUND
SUMMARY OF AVAILABLE FUNDS
Fund Balance as of January 1, 2019 -4,896,300
2019 Estimated Revenues 1,494,500
2019 Total Available for Expenditure -3,401,800
2019 Estimated Expenditures 2,735,600
Estimated Fund Balance as of December 31, 2019 -6,137,400
2020 Estimated Revenues 1,733,500
2020Total Available for Expenditures -4,403,900
2020 Estimated Expenditures BUDGET2,870,800
Estimated Fund Balance as of December 31, 2020 -7,274,700
EXECUTIVE
482 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
REVENUE DETAIL
DEPT 64 Convention Center Hotel Enterprise
G/L ORG 64.64.6410
2018 2019 2019 2020 Enterprise Fund ACTUAL BUDGET ESTIMATE BUDGET 941010 Interest Earned -9,452 0 -5,600 0 941034 Gain/Loss Sale Of Securities 33.32 0 0 0 904042 Hotel Sales Tax Rebate 900,000 900,000 900,000 900,000 981001 Miscellaneous 0 598,800 598,800 598,800 982047 Riverfront 0 0 0 0 983031 Current Yr Fd Balanc 0 -5,500,700 -4,896,300 -6,137,400
GRAND TOTAL 890,581 -4,001,900 -3,401,800 -4,403,900 BUDGET EXPENDITURE DETAIL
2018 2019 2019 2020 SUB-OBJECT DESCRIPTION ACTUAL BUDGET ESTIMATE BUDGET Other Charges 400170 Interest-External Expense 1,752,554 1,337,800 1,521,500 1,519,800 400175 Paying Agent Fees 8,247 11,000 11,000 11,000 400187 Revenue Bonds 0 1,025,000 1,025,000 1,180,000 400189 Notes Payable Retired 0 178,100 178,100 160,000 Total Other Charges 1,760,801 2,551,900 2,735,600 2,870,800
Operating Reserves - Character 42 420095 Operating Reserves 0 -6,553,800 -6,137,400 -7,274,700 EXECUTIVETotal Operating Reserves 0 -6,553,800 -6,137,400 -7,274,700 GRAND TOTAL EXPENSES 1,760,801 -4,001,900 -3,401,800 -4,403,900
CITY OF SHREVEPORT 483 2020 ANNUAL OPERATING BUDGET
CONVENTION CENTER HOTEL ENTERPRISE FUND
FUND OVERVIEW
The City of Shreveport created the Convention Center Hotel Enterprise Fund as of the 2006 budget year to account for the revenues and expenses of the City’s Convention Center Hotel, which opened in summer of 2007.
DEPARTMENT FUNDING 2018 2019 2019 2020 % Appropriations ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 00000% Materials & Supplies 00000% Contractual Services 00000% Other Charges 1,760,801 2,551,900 2,735,600 2,870,800 12% Operating Reserves 0 -6,553,800 -6,138,700 -7,274,700 -11% Improvements & Equipment 00000% Transfers to Other Funds 00000% TOTAL 1,760,801 -4,001,900 -3,401,800BUDGET -4,403,900 -10%
BUDGET CHANGES FOR 2020
In 2019, the hotel bonds were refinanced to convert the hotel debt from a variable to fixed rate The 2020 Budget numbers in the chart above reflect those expenditures paid directly by the City of Shreveport, along with the Convention Center Hotel’s contribution to Debt Service and related expenses. The proposed budget for hotel operations for 2020 is listed on next page.
EXECUTIVE
484 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
PRELIMINARY 2020 OPERATING BUDGET SHREVEPORT CONVENTION CENTER HILTON
HRI Lodging, which has the contract with the City for operation of the Convention Center Hotel, has prepared the following draft budget for 2020.
REVENUES 2019 2019 2020 BUDGET ESTIMATE BUDGET Revenues from Room Rentals 8,940,674 9,448,228 9,208,327 Revenues from Food & Beverage Sales 1,645,033 1,684,039 1,707,737 Parking Charges 421,264 436,918 450,025 Other Income 71,566 88,212 83,645
TOTAL REVENUES FROM OPERATIONS 11,078,537 11,657,397 11,449,734
EXPENSES BUDGET2019 2019 2020 BUDGET ESTIMATE BUDGET Departmental Expenses 4,488,286 4,661,061 4,563,474 Administrative and General Expenses 1,269,493 1,621,052 1,332,202 Sales and Marketing Expenses 2,139,396 2,216,730 2,142,648 Utilities 691,183 704,934 701,550 Repairs and Maintenance 683,159 684,422 716,644 Insurance 112,892 112,074 112,890 Management Fees 476,858 476,858 476,858 SUBTOTAL 9,861,267 10,477,131 10,046,266
Reserve for Replacements 552,279 576,405 569,992
TOTAL OPERATING EXPENSES 10,413,546 11,053,536 10,616,258
REVENUES OVER EXPENSES 664,991 603,861 833,476
OTHEREXECUTIVE REVENUES 0 0 0
AVAILABLE TO PAY DEBT SERVICE 664,991 603,861 833,476
CITY OF SHREVEPORT 485 2020 ANNUAL OPERATING BUDGET
HOTEL ENTERPRISE FUND
PRINCIPAL AND INTEREST MATURITIES (REVENUE BOND DEBT)
2020 2,362,784.42 2020 2,613,552.52 2021 2,778,550.52 2022 2,706,598.96 2024 2,913,458.52 2025 3,062,014.96 2026 3,178,621.96 2027 3,259,126.96 2028 3,714,546.96 2029 3,006,999.96 2030 3,066,249.96 2031 3,052,249.96 2032 3,048,250.04 2033 BUDGET3,073,499.96 2034 3,086,250.00 2035 3,291,750.00
TOTAL 51,050,000.62
This is a total of all future payments including Principal and Interest, in accordance with the bond debt schedules. This may not agree with the actual cash outlay in a given year because of due dates.
EXECUTIVE
486 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
SOLID WASTE ENTERPRISE FUND
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 487 2020 ANNUAL OPERATING BUDGET
SOLID WASTE ENTERPRISE FUND
DIRECTOR
SUPERINTENDENT (1)
MANAGEMENT ASST (2) CHIEF SUPERVISORBUDGET (1) ADMIN ASST (4) SUPERVISOR (7)
OPERATOR/COLLECTOR (76)
REFUSE COLLECTOR (45)
LANDFILL OFFICE SPEC (1)
OFFICE ASSOC. (3)
SUPERVISOR (1)
EXECUTIVE
488 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEPARTMENT DIVISION G/L ORG PUBLIC WORKS SOLID WASTE 75.35-7510, 7520, 7530
Chris Wilder, Superintendent of Solid Waste
DIVISION OVERVIEW
The Solid Waste Enterprise Fund was established in 2019. The Division is responsible for collecting garbage and trash from homes in the City of Shreveport. Collection in Shreveport is curbside except for those who meet the requirements for special assistance. The city owns the Woolworth Road Landfill, and it is operated by a private contractor, Republic Services. The City assures that the landfill is operated as required to meet state and federal environmental requirements.
2019 ACCOMPLISHMENTS
• This year we successfully completed several Household Hazardous Waste Collection events. Several hundred households participated in this event each year. We collected over a thousand gallons of used motor oil and over one hundred barrels of paint this year. We also collected over 50 drums of dangerous materials such as acids, pesticides, herbicides, fertilizers and other corrosive, flammable and combustible materials that may have otherwise been disposed of improperly. • We continued the curbside collection of recyclables from over 60,000 households throughout the City of Shreveport. We average around 7,000 tons per month, whichBUDGET represents a savings to the city of about $200,000.00 annually. • In 2019, Ordinance 23 of 2019, Section 74-26 was passed to implement a new solid waste collection fee. The Solid Waste Division became and Enterprise Revenue Fund working within the Department of Public Works.
2020 GOALS AND OBJECTIVES
° Preserve landfill space and reduce the landfill disposal cost by diverting most of the City’s construction and demolition debris to state-approved C & D sites. Diverting yard waste from landfill and sending to Eco Mulch. Reduce the amount of garbage collected City-wide which, in turn, reduces the disposal cost to the contractor at the landfill. ° Fill vacant positions, especially in bulk services so that we can facilitate our goal to pick up all bulk items on the same day as weekly solid waste is collected.
EXECUTIVE
CITY OF SHREVEPORT 489 2020 ANNUAL OPERATING BUDGET
PERFORMANCE MEASURES
2018 2019 2020 ACTUAL ESTIMATE GOAL Tons of refuse collected/customer 0 1.5 1.5 O & M expenses/month/customer 0 8.75 8.75 O & M expenses/ton collected 0 55.00 55.00 Collection stops - Shreveport 0 64,000 65,000 Tons collected – Shreveport 0 69.000 96.000 Tons of solid waste landfilled 0 245,000 300,000 Cost/ton of landfilled waste 0 38.50 38.50 % of days all collection routes completed as scheduled 0% 90% 95% Average age (years) of garbage packer trucks 0 10 5 Number of collection vehicles in operation 0 41 50
DIVISION FUNDING
The operation of the Solid Waste Division is spread among three index codes -- one for Shreveport collections, a second for Landfill and a third for Bulk Collection beginning in 2014. The Resources Available for each index code is reported on the following tables followed by a summary of resources available for the Solid Waste Division. BUDGET DIVISION FUNDING – Shreveport Collections (75.35.7510)
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 0 0 1,578,700 3,979,100 0% Materials and Supplies 0 0 471,900 840,700 0% Contractual Services 0 0 1,616,700 2,036,100 0% Improvements & Equipment 00000% Transfer to Other Funds 0 0 336,300 935,600 0% TOTAL 0 0 4,003,600 7,791,500 0%
FULL-TIME EMPLOYEES 0 0 117 123 0%
DIVISION FUNDING – Landfill (75.35.7520)
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 0 0 48,300 86,800 0% Materials and Supplies 0 0 700 1,000 0% Contractual Services 0 0 1,010,500 7,400,300 0% Other Charges 0000 ImprovementsEXECUTIVE & Equipment 0000 Transfer to Other Funds 0 0 10,000 10,000 TOTAL 0 0 1,059,500 7,498,100 0%
FULL-TIME EMPLOYEES 00550% 490 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DIVISION FUNDING – Bulk Collections (75.35.7530)
2018 2019 2019 2020 % ACTUAL BUDGET ESTIMATE BUDGET CHANGE Personal Services 0 0 271,100 585,500 0% Materials and Supplies 0 0 70,000 70,000 0% Contractual Services 0 0 5,000 10,000 0% Other Charges 0000 Improvements & Equipment 0000 Transfer to Other Funds 0000 TOTAL 0 0 346,100 665,500 0%
FULL-TIME EMPLOYEES 0 0 13 13 0%
DIVISION FUNDING – Total Solid Waste (75.35.7510, 75.35.7520, 75.35.7530)
2018 2019 2019 2020 % ACTUAL BUDGETBUDGETESTIMATE BUDGET CHANGE Personal Services 0 0 1,898,100 4,651,400 0% Materials and Supplies 0 0 542,600 911,700 0% Contractual Services 0 0 2,632,200 9,456,400 0% Other Charges 0000 Improvements & Equipment 00000% Transfer to Other Funds 0 0 336,300 935,600 0%
TOTAL 0 0 5,409,200 15,955,100 0%
FULL-TIME EMPLOYEES 0 0 135 141 0% BUDGET CHANGES FOR 2020
Increase in Healthcare and ERS Contributions.
FUTURE BUDGET CONSIDERATIONS
v Replacement funding - Total Cost of $6,271,000 EXECUTIVE(14) 2010 Diesel Packers (18) 2011 CNG Packers
CITY OF SHREVEPORT 491 2020 ANNUAL OPERATING BUDGET
EMPLOYEE ROSTER - SOLID WASTE (COLLECTION, LANDFILL, BULK COLLECTION)
Category Class Level Title Authorized
Appointed: 21 Officials 865 A Superintendent of Solid Waste 1 SUBTOTAL 1 Classified: 22 Professional 437 13 Management Assistant 2 25 Paraprofessional 436 11 Administrative Assistant 4 26 Office/Clerical 145 10 Executive Secretary 0 27 Skilled Craft 455 15 Chief Supervisor, Public Works 1 28 Service/Maintenance 454 13 Supervisor, Public Works 7 382 10 Operator/Collector 63 248 6 Refuse Collector 45 SUBTOTAL 122
TOTAL COLLECTIONS 123 LANDFILL Classified BUDGET 25 Paraprofessional 090 9 Office Specialist 1 26 Office/Clerical 208 7 Office Associate 3 28 Service/Maintenance 454 13 Supervisor, Public Works 1 TOTAL LANDFILL 5 BULK COLLECTION Classified 28 Service/Maintenance 454 13 Supervisor, Public Works 0 28 Service/Maintenance 382 10 Operator/Collector, Public Works 13 TOTAL BULK COLLECTIONS 13
TOTAL SOLID WASTE 141
EXECUTIVE
492 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEBT SERVICE FUND
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 493 2020 ANNUAL OPERATING BUDGET
DEBT SERVICE FUND
The City of Shreveport has the authority to incur debt and issue bonds in accordance with a number of provisions found in the Louisiana Constitution and Louisiana Revised Statutes. In general, the City may issue General Obligation bonds in an amount up to 10% of its assessed valuation on taxable property for each purpose enumerated in the law. However, debt may be issued in excess of this general limitation if the aggregate for all such purposes, determined at the time of issuance, does not exceed 35% of the entity's assessed valuation.
General Obligation bonds are direct obligations of the City. Principal and interest are payable from ad valorem taxes levied on all taxable property within the City.
The City refinanced part of the 2011 GO Bonds to take additional advantage of continued low interest rates, saving the taxpayers $1.8 million in interest payments.
2020 BUDGET HIGHLIGHTS
The proposed 2020 Debt Service Fund budget is $75,429,800, an increase of 1.7% compared to 2019. The City will pay $18.5 million from this fund in 2019 for principal and interest on its General Obligation debt. Of this amount, approximately $13.7 million will be paid on General Obligation Bond debt. Approximately $5.0 million will be paid on other general obligation non-bonded debt, from Hotel and Motel tax revenues and transfers from the General Fund (primarily payments on various notes issued to purchaseBUDGET vehicles and heavy equipment). A reserve of $59.3 million is retained, which is 3.2 times one year’s debt service and 4.3 times one year’s General Obligation Bond debt service.
For 2020, the City will levy a 15.0 mill property tax to service its General Obligation debt. This is based on reassessment completed in 2018.
Revenue bonds issued for the City’s airports and water/sewer systems and the Convention Center Hotel are not included in this budget, but rather in their respective budgets.
EXECUTIVE
494 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
DEBT SERVICE TAX MILLAGES – CHART
The millage for 2019 will be 16.0 which is the same as 2018. BUDGET
EXECUTIVE
CITY OF SHREVEPORT 495 2020 ANNUAL OPERATING BUDGET
DEBT SERVICE FUND
Charles J. Madden, Director of Finance
SUMMARY OF REVENUES AND EXPENDITURES
DEBT SERVICE FUND SUMMARY
The 2020 Debt Service Fund budget provides for the payment of all interest and principal due in 2020 on the City's existing General Obligation Bonds. The primary source of revenue for this fund is a 15.0 mill property tax dedicated for debt service. The estimated assessed value for 2019 of property within the City is approximately $1,541,769,043.
SUMMARY OF AVAILABLE FUNDS AND EXPENDITURES
AVAILABLE FUNDS Estimated Fund Balance, January 1, 2020 50,697,800 Ad Valorem (15.00 mills) 23,000,000 Interest Earned on Fund Balance 32,000 Hotel-Motel Tax Revenues BUDGET1,700,000 TOTAL REVENUES 75,429,800
EXPENDITURES
Debt Service Requirements for General Obligation Bonds 7,200,000 Debt Service Requirements for Other Debt 11,300,000
TOTAL EXPENDITURES 18,500,000
Operating transfers in: General Fund 1,856,400 Riverfront Fund 0
TOTAL OTHER FINANCING SOURCES 1,856,400
EstimatedEXECUTIVE Fund Balance December 31, 2020 58,786,200
496 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
EXPENDITURES AND CHANGES IN FUND BALANCE
FOR THE YEARS ENDING DECEMBER 31, 2018, 2019, AND 2020 2018 2019 2020 ACTUAL ESTIMATE BUDGET REVENUES AND TRANSFERS Property Taxes 24,729,579 24,000,000 23,000,000 Use of money and property 55,060 32,000 32,000 Hotel-Motel Tax Revenues 1,775,400 1,700,000 1,700,000 TOTAL REVENUES AND TRANSFERS 26,560,039 25,732,000 24,732,000
EXPENDITURES Notes Retired 3,516,629 3,600,000 3,900,000 Bonds Retired 17,580,000 16,000,000 7,200,000 Interest and Service Charge 7,954,753 8,000,000 7,400,000 Bond Issuance Cost 16,058 0 0 TOTAL EXPENDITURESBUDGET 29,067,440 27,600,000 18,500,000 Refunding bonds issued 0 0 0 Premium on bonds issued 0 0 0 Payments to refunded bond escrow agent 0 0 0
OTHER FINANCING SOURCES (uses): Refunding bonds issued 0 0 0 Premium on refunding bonds escrow agent 0 0 0 Payments to refunding bonds escrow agent 0 0 0 Operating transfers in: General Fund 2,156,207 2,200,000 1,856,400
TOTAL OTHER FINANCING SOURCES 2,156,207 2,200,000 1,856,400
Excess (deficit) of revenues and other financing sourcesExcess (deficit) of revenues and other financing sources over (under) (351,194) 332,000 8,088,400 expenditures and other financing uses
FUND BALANCE BEGINNING OF YEAR 50,716,946 50,365,752 50,697,800
FUNDEXECUTIVE BALANCE END OF YEAR 50,365,752 50,697,752 58,786,200
CITY OF SHREVEPORT 497 2020 ANNUAL OPERATING BUDGET
DEBT SERVICE FUND
PRINCIPAL AND INTEREST MATURITIES (GENERAL OBLIGATION BOND AND OTHER DEBT)
GOB OTHER TOTAL YEAR DEBT DEBT DEBT 2020 13,745,300 4,775,867 18,521,167 2021 13,767,650 4,617,110 18,384,760 2022 13,796,900 2,594,853 16,391,753 2023 13,816,000 2,589,728 16,405,728 2024 13,838,250 2,590,103 16,428,353 2025 13,863,750 2,375,525 16,239,275 2026 13,881,250 2,371,275 16,252,525 2027 13,912,000 2,371,775 16,283,775 2028 13,775,500 2,390,325 16,165,825 2029 13,805,500 0BUDGET 13,805,500 2030 13,827,750 0 13,827,750 2031 13,866,250 0 13,866,250 2032 7,373,750 0 7,373,750 2033 7,370,250 0 7,370,250 2034 7,371,000 0 7,371,000
TOTAL 188,011,100 26,676,561 214,687,661
Principal and interest maturities are in accordance with the bond debt schedules. The total shown here may not agree with the actual cash outlay in a given year because of due dates. EXECUTIVE
498 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
The total amount of principal and interest due in all future years on General Obligation Bond debt as of January 1, 2020 is approximately $188 million. This debt is scheduled for repayment between now and 2034. Approximately 74% of this amount will be repaid within ten years. This allows the City to issue new debt periodically without tax increases. BUDGET
As of January 1, 2020, the City of Shreveport will have an outstanding principal balance of $133,965,000 in General Obligation Bonds. The increase in 2014 reflects the sale of the final $91.5 million of GO Bonds approved in 2011. EXECUTIVE
CITY OF SHREVEPORT 499 2020 ANNUAL OPERATING BUDGET
The estimated principal balance due as of January 1, 2020, will be $133,965,000. LEGAL DEBT MARGIN BUDGET State law limits the overall debt of Louisiana municipalities to 35% of the assessed value of their property. Currently, the assessed value of Shreveport’s property is approximately $1,551,050,709. This allows for total bonded debt of $542,867,748. As of December 31, 2018, Shreveport’s total bonded debt was approximately $133,965,000. Legally, Shreveport could issue an additional $408.9 million in bonded debt. An increase in the debt service property tax millage would not increase the Legal Debt Margin but would be required in order to issue new General Obligation Bond debt up to $542.7 million maximum.
EXECUTIVE
500 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
ASSESSED AND ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY
FISCAL YEARS ENDED DECEMBER 31, 2008 THROUGH DECEMBER 31, 2019
ESTIMATED RATIO ASSESSED VALUE FISCAL ASSESSED ACTUAL TO ESTIMATED YEAR VALUE VALUE ACTUAL VALUE
2008 1,229,125,910 10,781,806,220 11.4
2009 1,311,664,460 11,589,119,847 11.3
2010 1,330,039,520 11,589,119,847 11.3
2011 1,368,983,400 12,119,017,307 11.3
2012 1,389,220,910 12,371,746,480 11.1
2013 1,468,140,780 13,106,704,080 11.2 2014 1,490,364,053 13,273,987,750BUDGET 11.2 2015 1,503,113,886 13.375,262,037 11.2
2016 1,527,503,845 13,591,787,120 11.2
2017 1,524,060,158 13,602,121,214 11.2
2018 1,536,606,456 13,721,633,100 11.2
2019 1,551,050,709 13,833,926,805 11.2
Note:
Assessed values are established by the Caddo Parish Tax Assessor on January 1 of each year at approximately 10-15% of assumed market value. A revaluation of all property is required to be completed no less than every 4 years. The last revaluation was completed for the roll of January 1, 2016. The next revaluation will be completed for the 2020 tax rolls.
Included in the total assessed value of property within the City is $9,281,666 assessed value which has been adjudicated to Caddo Parish. EXECUTIVE
CITY OF SHREVEPORT 501 2020 ANNUAL OPERATING BUDGET
RATIO OF NET GENERAL BONDED DEBT TO ASSESSED VALUE
AND NET BONDED DEBT PER CAPITA
FISCAL YEARS ENDED DECEMBER 31, 2005 THROUGH DECEMBER 31, 2018
Ratio of Gross Net Net Population Assessed Debt Service Fiscal Bonded Net Bonded Bonded Debt (1) Value Fund Year Debt Debt Debt to Per (2) (3) Assessed Capita Value
2005 202,938 1,118,622,660 254,486,544 40,239,017 214,247,527 19.2 1,056
2006 202,851 1,169,281,550 237,601,543 44,276,053 193,325,490 16.5 953
2007 203,145 1,182,038,390 220,716,543 48,459,993 172,256,550 14.6 848
2008 200,031 1,311,664,460 202,146,534 55,878,529 146,268,005 11.2 731 2009 200,425 1,330,039,710 183,110,000 58,867,159BUDGET 124,242,841 9.3 620 2010 199,311 1,368,983,400 142,810,000 46,292,318 96,577,682 7.1 484
2011 199,300 1,375,973,500 166,400,000 60,169,870 106,230,130 7.7 533
2012 199,259 1,468,140,780 149,560,000 40,555,924 109,004,076 7.4 547
2013 201,867 1,490,364,053 228,255,000 46,089,162 182,165,838 12.3 902
2014 200,327 1,503,113,886 233,205,000 56,080,427 177,124,573 11.8 884
2015 199,311 1,527,503,845 188,035,000 54,992,204 243,027,204 15.9 1,219
2016 197,204 1,524,060,758 169,275,000 51,264,466 118,010,534 7.7 598
2017 194,920 1,536,606,456 150,285,000 50,716,946 99,568,054 6.5 511
2018 192,036 1,551,050,709 169,275,000 50,305,752 118,909,248 7.1 619
Note (1)EXECUTIVE Source: Louisiana State Treasurer. (2) Included in the total assessed value of property within the City is $9,281,666 of assessed value which has been adjudicated to Caddo Parish. (3) Includes all general obligation debts payable from assessed property taxes.
502 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
RATIO OF ANNUAL DEBT SERVICE EXPENDITURES FOR GENERAL BONDED DEBT TO TOTAL GENERAL GOVERNMENTAL EXPENDITURES FISCAL YEARS ENDED DECEMBER 31, 2004 THROUGH DECEMBER 31, 2018
Debt Service as a Total General Fiscal Principal Interest and Total Debt Percentage of Governmental Year Other Costs Service General Expenditures Expenditures 2004 28,278,294 16,696,286 44,975,080 218,301,485 20.6
2005 29,908,186 16,566,494 46,474,680 221,603,783 21.0
2006 26,577,782 14,648,081 41,165,863 232,047,423 17.7
2007 28,128,374 14,028,080 42,156,454 236,390,641 17.8
2008 28,764,098 13,021,108 41,785,206 241,371,271 17.3 2009 32,309,943 13,765,069 46,075,012BUDGET 238,182,119 19.3 2010 50,311,347 11,780,241 62,091,588 276,502,752 22.5
2011 26,645,341 8,848,980 35,494,321 249,932,100 14.2
2012 51,542,365 12,000,544 63,542,909 278,781,602 22.8
2013 23,738,712 10,059,930 33,798,642 247,329,214 13.7
2014 20,068,059 9,142,698 29,210,757 241,657,755 12.1
2015 24,671,368 12,067,405 36,738,773 250,751,423 14.7
2016 24,206,740 12,008,012 36,214,752 256,113,741 14.1
2017 22,195,408 12,083,484 34,278,892 250,405,415 13.7
2018 21,096,629 7,970,811 29,067,440 253,742,975 11.5 EXECUTIVE
CITY OF SHREVEPORT 503 2020 ANNUAL OPERATING BUDGET
BUDGET
EXECUTIVE
504 CITY OF SHREVEPORT 2020 CAPITAL IMPROVEMENTS BUDGET
CAPITAL PROJECTS FUNDS
BUDGET
EXECUTIVE
505 2020 CAPITAL IMPROVEMENTS BUDGET
BUDGET
EXECUTIVE
506 CITY OF SHREVEPORT OFFICE OF THE MAYOR SHREVEPORT, LOUISIANA
ADRIAN PERKINS POST OFFICE BOX 31109 MAYOR SHREVEPORT, LA. 71130 (318) 673-5050 / (318) 673-5085 (FAX)
OCTOBER 1, 2019
TO: MEMBERS OF THE CITY COUNCIL AND THE CITIZENS OF SHREVEPORT, LOUISIANA
In compliance with the Charter of the City of Shreveport, Section 7.03, I am pleased to provide you with the 2020 Capital Improvements Budget totaling $981,876,313. This presentation demonstrates current investment in building and upgrading city infrastructure. The Capital budget is divided into nine programs, each based on the broad type of improvement project (e.g. Water, Sewer, Traffic, etc). It includes summaries of the city’s capital projects budget and funds remaining within each capital program. Also presented is a detailed description of each project’s scope, status, source of funds and use of funds.
The projects reflected within this budget include 141 total assignments secured by a number of funding sources including General Obligation Bonds (gobs), Revenue Bonds, Federal funds, State and Local funds, and other sources. Capital improvements may be completed within a short-term time frame, or may be ongoing depending upon need and available funding.
Planning for infrastructure improvements is an ongoing process that requires the city to balance the priority of improvements with its funding constraints. The administration, legislative body, and other stakeholders use this budget along with the city’s operating budget and 5-year capital improvement plan as tools for planning and decision making. Citizens may use the budget to acquire a comprehensive picture of the dedication and use of resources. The City shall continue to appraise and adopt projects on an ongoing basis to support the needs of the community and in keeping quality of life that makes Shreveport.
Regards,
Adrian D. Perkins MEXECUTIVE A Y O R BUDGET
CITY OF SHREVEPORT 507 2020 CAPITAL IMPROVEMENTS BUDGET
BUDGET
EXECUTIVE
508 CITY OF SHREVEPORT 2020 CAPITAL IMPROVEMENTS BUDGET
FUNDING BY PROGRAM SUMMARY
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 509 2020 CAPITAL IMPROVEMENTS BUDGET
FUNDING BY PROGRAM
2019 2020 2020 REMAINING 2020 PROGRAM BUDGET CHANGE BUDGET BALANCE PROJECT COUNT
A Building Improvements 33,019,565 -3,412,173 29,607,392 5,502,115 13
B Recreation Improvements 25,422,699 7,075 25,429,774 6,713,800 16
C Street Improvements 91,215,732 0 91,215,732 12,482,307 28
D Drainage Improvements 15,367,600 0 15,367,600 4,796,928 7
E Water Improvements 104,354,610 0 104,354,610 38,360,637 9
F Sewer Improvements 600,032,457 0 600,032,457 80,546,289 23
G Traffic Engineering 7,500,300 0 7,500,300 3,425,963 1
H Airport Improvements 56,870,021 8,989,000 65,859,021 32,277,188 28 L Transit Improvements 35,709,427 6,800,000 42,509,427BUDGET 19,016,088 16
TOTAL 969,492,411 12,383,902 981,876,313 203,121,315 141
EXECUTIVE
510 CITY OF SHREVEPORT 2020 CAPITAL IMPROVEMENTS BUDGET
The City funds its capital projects from a number of sources. Approximately 76% of our funding for capital projects comes from bonds issued by the City, either General Obligation bonds (backed by property taxes) or Revenue bonds (backed by a specific dedication of certain revenues such as the revenues of the City’s water and sewer utility or airports). An additional 6% comes from local sources, primarily the Riverfront Fund. About 16% of our capital program is paid for with State or Federal funds, primarily to fund airport improvements and public transit.. BUDGET
In 2013, the city completed extended negotiation with the Department of Justice and the Environmental Protection Agency to correct the crumbling water and sewer utility infrastructure and to comply with the Clean Water Act. Therefore, the level of funding to Program F for Sewer Improvements has increased to allow the system to repair decades of aging. Scheduled increases in user fees provide funding to leverage theEXECUTIVE cost of repairs and to maintain the drinking water system.
CITY OF SHREVEPORT 511 2020 CAPITAL IMPROVEMENTS BUDGET
PROGRAM A
BUILDING IMPROVEMENTS
BUDGET
EXECUTIVE
512 CITY OF SHREVEPORT 2020 CAPITAL IMPROVEMENTS BUDGET
PROJECT SUMMARY
G/L PROGRAM A - BUILDINGS 2019 2020 2020 REMAINING ORG AND IMPROVEMENTS BUDGET CHANGE BUDGET BALANCE
A97001 Riverfront Buildings Improvements 2,075,964 0 2,075,964 174,290
A98001 Festival Site Development 8,390,600 0 8,390,600 9,152
A00002 Industrial Park Infrastructure 536,500 0 536,500 536,500
A07001 Ledbetter Heights Land Banking 1,800,000 0 1,800,000 2,096
A10001 SPAR Arts Center Replacement 3,862,500 -3,612,500 250,000 75,973
A10002 Intermodal Bus Facility 5,812,844 0 5,812,844 258,329
A11001 Parking Garage Near Riverview and Barnwell 300,000 0 300,000 146,659 A12001 Shreveport Convention Center Maintenance 1,550,000BUDGET 200,000 1,750,000 2,493 A12002 Downtown City Hall Maintenance 1,436,068 0 1,436,068 136,715
Shreveport Convention Center Hilton Hotel A12003 1,225,200 0 1,225,200 1,225,200 Maintenance Riverview Theater & Hall Improvements / ADA A14003 3,200,000 0 3,200,000 104,819 Compliance
A19001 Downtown Parking Enhancements 450,000 0 450,000 450,000
A19002 New Fire Station #8 2,379,889 327 2,380,216 2,379,889
TOTAL - PROGRAM A 33,019,565 -3,412,173 29,607,392 5,502,115
EXECUTIVE
CITY OF SHREVEPORT 513 2020 CAPITAL IMPROVEMENTS BUDGET
REVENUE SUMMARY
2019 2020 2020 PROGRAM A - BUILDINGS AND IMPROVEMENTS BUDGET CHANGE BUDGET
GENERAL OBLIGATION BONDS 1983 GOB Prop #6 536,500 0 536,500 2001 GOB Prop #1 436,068 0 436,068 2001 GOB Prop #2 250,000 0 250,000 2001 GOB Prop #3 76,300 -76,300 0 2011 GOB Prop #2 2,379,889 327 2,380,216 2014 GOB Prop #2 3,200,000 0 3,200,000 SUBTOTAL - GENERAL OBLIGATION BONDS 6,878,757 -75,973 6,802,784
FEDERAL FUNDS Urban Mass Transit 5,284,820 0 5,284,820 SUBTOTAL FEDERAL FUNDS 5,284,820 0 5,284,820
STATE FUNDS BUDGET State of Louisiana 760,000 -760,000 0 SUBTOTAL – STATE FUNDS 760,000 -760,000 0
LOCAL FUNDS Riverfront Development Fund 8,557,900 200,000 8,757,900 General Fund Revenues 975,569 -895,200 80,369 Downtown Parking Enterprise Fund 750,000 0 750,000 SUBTOTAL – LOCAL FUNDS 10,283,469 -695,200 9,588,269
OTHER FUNDS Hotel-Motel Tax Rebate 3,258,900 0 3,258,900 Insurance Proceeds 206,000 0 206,000 Interest Earned 2,775,200 0 2,775,200 Private Donations 1,870,595 -1,841,000 29,595 Economic Development 133,800 0 133,800 Certificate of Indebtedness 1,000,000 0 1,000,000 Other Funds 568,024 -40,000 528,024 SUBTOTALEXECUTIVE - OTHER 9,812,519 -1,881,000 7,931,519
TOTAL - PROGRAM A 33,019,565 -3,412,173 29,607,392
514 CITY OF SHREVEPORT 2020 CAPITAL IMPROVEMENTS BUDGET
PROGRAM B
RECREATION IMPROVEMENTS
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 515 2020 CAPITAL IMPROVEMENTS BUDGET
PROJECT SUMMARY
G/L PROGRAM B - RECREATION 2019 2020 2020 REMAINING ORG IMPROVEMENTS BUDGET CHANGE BUDGET BALANCE
B96002 Riverfront Park Extension 6,102,200 0 6,102,200 2,833,334
Independence Stadium Capital Repairs & Im- B02001 4,060,693 0 4,060,693 1,395,928 provements Salvation Army/Fairgrounds Park Improve- B10004 250,000 0 250,000 197,700 ments
B11001 Cargill Park Ballfield Complex Renovations 4,100,000 0 4,100,000 100,104
B11003 Valencia Park Community Center 2,037,356 0 2,037,356 0
Querbes Golf Pro Shop and Locker Rooms B11006 1,360,000 0 1,360,000 54,120 ADA Airport Park Community Center, Outdoor B11009 700,000 4,000 704,000 314,310 Recreation, and ADA (11B009)
B12002 Shreveport COMMON 1,204,459 0 1,204,459 267,126 B12003 Murphy Street Park 220,000BUDGET 0 220,000 178,360 B12004 Choice Neighborhood Park 1,277,300 3,075 1,280,375 1,173,472
B12005 Shreveport Common Cultural District Park 1,665,000 0 1,665,000 80,700
B14002 Bill Cockrell Park Outdoor Recreation 700,000 0 700,000 19,555
B14003 David Raines Park Outdoor Recreation 250,000 0 250,000 55,071
B14004 Highland Park Renovation 198,191 0 198,191 44,020
B14009 Querbes Park Tennis Center Renovations 1,000,000 0 1,000,000 0
B16001 AB Palmer Park Improvements 297,500 0 297,500 0
TOTAL PROGRAM B 25,422,699 7,075 25,429,774 6,713,800 EXECUTIVE
516 CITY OF SHREVEPORT 2020 CAPITAL IMPROVEMENTS BUDGET
REVENUE SUMMARY
2019 2020 2020 PROGRAM B - RECREATION IMPROVEMENTS BUDGET CHANGE BUDGET
GENERAL OBLIGATION BONDS 1996 GOB, Prop. 8 (Riverfront Park) 491,600 0 491,600 1997 GOB, Prop. 8 (Riverfront Park) 1,899,200 0 1,899,200 1998 GOB, Prop. 2 (Parks) 0 0 0 1998 GOB, Prop. 8 (Riverfront Park) 278,800 0 278,800 1999 GOB, Prop. 2 (Parks) 1,165,000 0 1,165,000 1999 GOB, Prop. 8 (Riverfront Park) 3,432,600 0 3,432,600 1999 Stadium Bonds 115,900 0 115,900 2001A GOB 470,000 0 470,000 2011 GOB, Prop. 2 4,685,000 3,075 4,688,075 2014 GOB, Prop. 2 5,160,547 4,000 5,164,547 SUBTOTAL - GENERAL OBLIGATION BONDS 17,698,647 7,075 17,705,722
STATE FUNDS State Capital Outlay BUDGET277,300 0 277,300 SUBTOTAL – STATE FUNDS 277,300 0 277,300
LOCAL FUNDS Riverfront Development Fund 28,900 0 28,900 General Fund 716,000 0 716,000 Downtown Parking Enterprise Fund 200,000 0 200,000 SUBTOTAL – LOCAL FUNDS 944,900 0 944,900
OTHER FUNDS EDA Grant Funds 1,200,000 0 1,200,000 Private Donations 561,000 0 561,000 Historic Tax Credits 1,024,459 0 1,024,459 Other Funds 3,716,393 0 3,716,393 SUBTOTAL - OTHER 6,501,852 0 6,501,852 EXECUTIVETOTAL - ALL SOURCES 25,422,699 7,075 25,429,774
CITY OF SHREVEPORT 517 2020 CAPITAL IMPROVEMENTS BUDGET
BUDGET
EXECUTIVE
518 CITY OF SHREVEPORT 2020 CAPITAL IMPROVEMENTS BUDGET
PROGRAM C
STREET IMPROVEMENTS
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 519 2020 CAPITAL IMPROVEMENTS BUDGET
PROJECT SUMMARY
G/L PROGRAM C - STREET IMPROVEMENTS 2019 2020 2020 REMAINING ORG BUDGET CHANGE BUDGET BALANCE Youree Drive/Kings Highway Intersection C89028 1,445,900 0 1,445,900 490 Improvements C91001 Greenwood Road at Pines Road Intersection 250,000 0 250,000 69,553 C09001 Concrete Street Improvements 2,900,000 0 2,900,000 157,175 C96014 Bridge Replacement Program 2,551,000 0 2,551,000 414,251 C01001 Landscaping on I-20 844,300 0 844,300 419 C01029 Sidewalk Program and Curb Cuts 6,295,000 0 6,295,000 145,201 C01030 GIS Map Development 2,895,000 0 2,895,000 411,206 C01031 Neighborhood Street Projects - 2001 Bonds 7,322,400 0 7,322,400 249 Street Projects for Economic Development - C01032 2,573,000 0 2,573,000 32,205 2001 Bonds C01033 Street Lighting - 2001 Bonds 1,104,100 0 1,104,100 255,395 C01034 Railroad Crossing Imps. - 2001 Bonds 1,000,000 0 1,000,000 125,804 C10001 CNG Fill Station at Solid Waste 1,765,740 BUDGET0 1,765,740 22,130 C11001 Inner Loop Extension 498,048 0 498,048 480,622 C11002 Knight Street Improvements 4,153,383 0 4,153,383 113,076 C11003 Citywide Street Improvement Program 20,810,000 0 20,810,000 84,215 C11004 LSU Health Science Center Streetscape 590,000 0 590,000 6,240 Ravendale at Old Mooringsport Road C11005 25,000 0 25,000 25,000 Intersection C12001 Pavement Management System 650,000 0 650,000 37,799 C13001 Minor Arterial Asphalt Program 10,435,000 0 10,435,000 165,753 C14001 Fern Avenue And East 70th Improvements 1,200,000 0 1,200,000 76,006 C14002 Murphy Street Bridge Improvements 100,000 0 100,000 69,702 C15001 Lake Street Railroad Crossing Improvements 200,000 0 200,000 180,796 C15002 Line Avenue Turn Lanes 600,000 0 600,000 56,135 C16001 Collector Roadway Asphalt Program 15,625,171 0 15,625,171 97,840 C16002 Linwood Avenue Reconstruction – Phase I 1,439.969 0 1,439,969 2,895 C18001 Concrete Panel Replacement 1,982,690 0 1,982,690 1,323,238 C18002EXECUTIVELinwood Avenue Reconstruction Phase II 1,760,031 0 1,760,031 1,741,916 C19001 Pavement Restoration and Patching 200,000 0 200,000 200,000
TOTAL - PROGRAM C 91,215,732 0 91,215,732 6,335,278
520 CITY OF SHREVEPORT 2020 CAPITAL IMPROVEMENTS BUDGET
REVENUE SUMMARY
2019 2020 2020 PROGRAM C - STREET IMPROVEMENTS BUDGET CHANGE BUDGET
GENERAL OBLIGATION BONDS 1983 GOB, Prop. 1 (Streets) 412,500 0 412,500 1989 GOB, Prop. 1 (Streets) 138,900 0 138,900 1993 GOB, Prop. 1 (Streets) 447,000 0 447,000 1993 B GOB, Prop. 1 (Streets) 272,000 0 272,000 1996 GOB, Prop. 4 (Streets) 345,100 0 345,100 1996 GOB, Prop. 10 (Drainage) 12,000 0 12,000 1997 GOB, Prop. 4 (Streets) 112,674 0 112,674 1998 GOB, Prop. 4 (Streets) 300,000 0 300,000 1999 GOB, Prop. 4 (Streets) 5,307,026 0 5,307,026 2001 GOB, Prop. 3 (Streets) 8,208,048 0 8,208,048 2001 A GOB (Fund # 45) 25,000 0 25,000 2003 GOB, Prop. 3 (Streets) 9,533,000 0 9,533,000 2011 GOB, Prop. 3 (Streets) 12,817,600 0 12,817,600 2011 GOB, Prop. 3 (Streets Premium Funds) 1,850,000 0 1,850,000 2014 GOB, Prop. 3 (Streets)BUDGET 17,812,000 0 17,812,000 SUBTOTAL - GENERAL OBLIGATION BONDS 57,592,848 0 57,592,848
LOCAL FUNDS Street Special Revenue Fund 30,645,644 0 30,645,644 Riverfront Development Fund 650,000 0 650,000 General Revenue Fund 500,000 0 500,000 SUBTOTAL – LOCAL FUNDS 31,795,644 0 31,795,644
STATE GRANTS State Grant 615,740 0 615,740 SUBTOTAL - STATE GRANTS 615,740 0 615,740
FEDERAL FUNDS Urban Arterial 956,500 0 956,500 SUBTOTAL – FEDERAL FUNDS 956,500 0 956,500
TRANSFER FROM OTHER FUNDS Convention and Tourist Bureau 15,000 0 15,000 Private Donations 40,000 0 40,000 EXECUTIVEWater and Sewer Revenue 200,000 0 200,000 SUBTOTAL - TRANSFERS 255,000 0 255,000
TOTAL - PROGRAM C 91,215,732 0 91,215,732
CITY OF SHREVEPORT 521 2020 CAPITAL IMPROVEMENTS BUDGET
PROGRAM D
DRAINAGE IMPROVEMENTS
BUDGET
EXECUTIVE
522 CITY OF SHREVEPORT 2020 CAPITAL IMPROVEMENTS BUDGET
PROJECT SUMMARY
G/L PROGRAM D - DRAINAGE 2019 2020 2020 REMAINING ORG IMPROVEMENTS BUDGET CHANGE BUDGET BALANCE
D96004 Youree Drive Drainage 3,000,000 0 3,000,000 1,670,067 City-Wide Drainage Improvements - 2011 D11001 3,266,056 0 3,266,056 305,285 Bonds D11002 Paved Ditch Repairs - 2011 Bonds 1,381,848 0 1,381,848 228,133 Purchase of Flood-Prone Properties – 2011 D11003 2,935,752 0 2,935,752 2,037,386 Bonds D11007 Ockley Ditch Improvements 3,000,000 0 3,000,000 380,417 Public Infrastructure Project – 900 Block of D13001 783,944 0 783,944 0 Travis Street D15001 Master Drainage Plan Update 1,000,000 0 1,000,000 149,934
TOTAL - PROGRAM D 15,367,600BUDGET0 15,367,600 4,796,928
EXECUTIVE
CITY OF SHREVEPORT 523 2020 CAPITAL IMPROVEMENTS BUDGET
REVENUE SUMMARY
2019 2020 2020 PROGRAM D - DRAINAGE IMPROVEMENTS BUDGET CHANGE BUDGET
GENERAL OBLIGATION BONDS
1996 GOB, Prop. 10 (Drainage) 136,100 0 136,100
1997 GOB, Prop. 10 (Drainage) 1,113,100 0 1,113,100
1998 GOB, Prop. 10 (Drainage) 1,153,200 0 1,153,200
1999 GOB, Prop. 10 847,600 0 847,600
2011 GOB, Prop. 3 (Streets & Drainage) 4,380,200 0 4,380,200
2014 GOB, Prop. 3 (Streets/Drainage) 5,919,800 0 5,919,800 SUBTOTAL - GENERAL OBLIGATION BONDS 13,550,000BUDGET 0 13,550,000 FEDERAL GRANTS
FEMA Hazard Mitigation Grant 4263 346,916 0 346,916
FEMA Hazard Mitigation Grant 1792 1,470,684 0 1,470,684
SUBTOTAL – FEDERAL GRANTS 1,817,600 0 1,817,600
TOTAL - PROGRAM D 15,367,600 0 15,367,600
EXECUTIVE
524 CITY OF SHREVEPORT 2020 CAPITAL IMPROVEMENTS BUDGET
PROGRAM E
WATER IMPROVEMENTS
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 525 2020 CAPITAL IMPROVEMENTS BUDGET
PROJECT SUMMARY
G/L PROGRAM E - WATER IMPROVEMENTS 2019 2020 2020 REMAINING ORG BUDGET CHANGE BUDGET BALANCE Backflow Preventers - Water Distribution E04002 4,479,755 0 4,479,755 261,575 System E05012 Amiss WTP Improvements – 2005 Bonds 23,549,555 0 23,549,555 95,377 Amiss Water Treatment Plant - Plant 2E E11001 12,200,000 0 12,200,000 181,711 Rehabilitation Twelve Mile Bayou Pump Station - Pumping E11003 10,605,300 0 10,605,300 38,569 Improvements E14001 I-49 and LA-3132 Landscaping Interchanges 300,000 0 300,000 13,000
E14002 Cross Lake Dam Erosion Control 3,000,000 0 3,000,000 2,082,317
E14003 Water System Master Plan 2,000,000 0 2,000,000 2,704
E14004 Amiss WTP Ozone Improvements 33,500,000 0 33,500,000 32,095,490 E14005 City-Wide Water Improvements 14,720,000 BUDGET0 14,720,000 3,589,894
TOTAL - PROGRAM E 104,354,610 0 104,354,610 38,360,637
EXECUTIVE
526 CITY OF SHREVEPORT 2020 CAPITAL IMPROVEMENTS BUDGET
REVENUE SUMMARY
2019 2020 2020 PROGRAM E - WATER IMPROVEMENTS BUDGET CHANGE BUDGET
UTILITY REVENUE BONDS 1993 B W&S Revenue Bonds 845,742 0 845,742 1994 A W&S Revenue Bonds 420,900 0 420,900 2000 A W&S Revenue Bonds 354,800 0 354,800 2005 W&S Revenue Bonds 11,742,188 0 11,742,188 2014 A W&S Revenue Bonds 12,290,820 0 12,290,820 2014 B W&S Revenue Bonds 17,810,000 0 17,810,000 2015 W&S Revenue Bonds 1,000,000 0 1,000,000 2017 W&S Revenue Bonds 2,000,000 0 2,000,000 2018 W&S Revenue Bonds 34,000,000 0 34,000,000
SUBTOTAL - UTILITY REVENUE BONDS 80,464,450 0 80,464,450
GENERAL OBLIGATION BONDS 2011 GOB – Proposition 1BUDGET 12,805,300 0 12,805,300 2014 GOB – Proposition 1 8,000,000 0 8,000,000 SUBTOTAL - GENERAL OBLIGATION BONDS 20,805,300 0 20,805,300
LOCAL FUNDS Water and Sewer Revenues 1,196,900 0 1,196,900 SUBTOTAL – LOCAL FUNDS 1,196,900 0 1,196,900
STATE FUNDS 2010 DHH Grant 59,905 0 59,905 SUBTOTAL – STATE FUNDS 59,905 0 59,905
FEDERAL FUNDS EPA Grant 1,828,055 0 1,828,055 SUBTOTAL – FEDERAL FUNDS 1,828,055 0 1,828,055 EXECUTIVETOTAL - PROGRAM E 104,354,610 0 104,354,610
CITY OF SHREVEPORT 527 2020 CAPITAL IMPROVEMENTS BUDGET
PROGRAM F
SEWER IMPROVEMENTS
BUDGET
EXECUTIVE
528 CITY OF SHREVEPORT 2020 CAPITAL IMPROVEMENTS BUDGET
PROJECT SUMMARY
G/L PROGRAM F - SEWER IMPROVEMENTS 2019 2020 2020 REMAINING ORG BUDGET CHANGE BUDGET BALANCE F05003 Broadmoor Lift Station Improvements 3,560,000 0 3,560,000 43,691
F05013 Lucas Lift Station Improvements 5,469,300 0 5,469,300 27,686
F06001 Cross Lake Watershed Sewer Improvements 1,915,700 0 1,915,700 40,701 Sanitary Sewer Evaluation Survey and F10001 39,568,828 0 39,568,828 1,178,553 Wastewater Master Plan Broadmoor Sewer Outfall 48" Sewer Main F11001 5,231,872 0 5,231,872 0 Rehabilitation F11002 Cedar Grove Trunk Main Repair 6,253,600 0 6,253,600 2,846
F11005 Wallace Force Main Replacement 8,423,400 0 8,423,400 1,808,282
F11006 Stoner Force Main Replacement 9,600,000 0 9,600,000 66,271
F11007 Lucas and North Regional WWTP Improvements 15,897,728 0 15,897,728 1,844,330
F11008 City Wide Sewer Rehabilitation 62,903,605 0 62,903,605 642,469
F13003 City-Wide Lift Station Rehabilitation 7,844,000 0 7,844,000 1,450,563BUDGET
F14001 Cedar Grove Force Main Replacement 4,000,000 0 4,000,000 3,616,148
F14002 Huntington Lift Station Improvements 1,000,000 0 1,000,000 312,192
F14003 Southern Hills Interceptor 2,000,000 0 2,000,000 1,675,358
F14004 Wallace Interceptor 5,250,000 0 5,250,000 333,080
F14005 West Shreveport Lift Station Improvements 1,000,000 0 1,000,000 3,512
F14006 Sanitary Sewer Assessment - Phase 1 209,763,991 0 209,763,991 11,445
F14007 W&S Field Operations Facility Improvements 15,500,000 0 15,500,000 12,821,473
F16001 Sanitary Sewer Assessment - Phase 2 132,836,254 0 132,836,254 9,482,057
F17001 Sanitary Sewer Assessment - Phase 3 51,872,059 0 51,872,059 36,185,632
F17002 City-Wide Capacity Improvements 8,000,000 0 8,000,000 7,000,000
F18001 Lucien Fields Regional Lift Station 142,120 0 142,120 0 EXECUTIVEF18002 Sludge Farm Facility Improvements 2,000,000 0 2,000,000 2,000,000 TOTAL - PROGRAM F 600,032,457 0 600,032,457 80,546,289
CITY OF SHREVEPORT 529 2020 CAPITAL IMPROVEMENTS BUDGET
REVENUE SUMMARY
2019 2020 2020 PROGRAM F - SEWER IMPROVEMENTS BUDGET CHANGE BUDGET
UTILITY REVENUE BONDS 2005 W&S Revenue Bonds 2,759,628 0 2,759,628 2014 B W&S Revenue Bonds 50,228,944 0 50,228,944 2014 C W&S Revenue Bonds 8,125,742 0 8,125,742 2015 W&S Revenue Bonds 128,354,305 0 128,354,305 2016 W&S Revenue Bonds 106,836,254 0 106,836,254 2017 W&S Revenue Bonds 98,000,000 0 98,000,000 2018 W&S Revenue Bonds 76,372,059 0 76,372,059 SUBTOTAL - UTILITY REVENUE BONDS 470,676,932 0 470,676,932
GENERAL OBLIGATION BONDS 2011 GOB – Proposition 1 20,161,397 0 20,161,397 2014 GOB – Proposition 1 55,019,928 0 55,019,928 SUBTOTAL - GENERAL OBLIGATION BONDS 75,181,325BUDGET 0 75,181,325 LOCAL FUNDS Water and Sewer Revenues 65,000 0 65,000 SUBTOTAL - LOCAL FUNDS 65,000 0 65,000
STATE FUNDS 2010 DEQ State Revolving Loan Program 9,900,000 0 9,900,000 2013 DEQ State Revolving Loan 4,000,000 0 4,000,000 2016 DEQ State Revolving Loan 20,000,000 0 20,000,000 2017 DEQ State Revolving Loan 20,000,000 0 20,000,000 SUBTOTAL - STATE FUNDS 53,900,000 0 53,900,000
FEDERAL FUNDS EPA Grant 209,200 0 209,200 SUBTOTAL - FEDERAL FUNDS 209,200 0 209,200 TOTALEXECUTIVE - PROGRAM F 600,032,457 0 600,032,457
530 CITY OF SHREVEPORT 2020 CAPITAL IMPROVEMENTS BUDGET
PROGRAM G
TRAFFIC IMPROVEMENTS
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 531 2020 CAPITAL IMPROVEMENTS BUDGET
PROJECT SUMMARY
G/L PROGRAM G - TRAFFIC ENGINEERING 2019 2020 2020 REMAINING ORG IMPROVEMENTS BUDGET CHANGE BUDGET BALANCE
G00001 Traffic Signal System Improvements 7,500,300 0 7,500,300 3,425,963
TOTAL - PROGRAM G 7,500,300 0 7,500,300 3,425,963
BUDGET
EXECUTIVE
532 CITY OF SHREVEPORT 2020 CAPITAL IMPROVEMENTS BUDGET
REVENUE SUMMARY
2019 2020 2020 PROGRAM G - TRAFFIC ENGINEERING IMPROVEMENTS BUDGET CHANGE BUDGET
GENERAL OBLIGATION BONDS 2003 GOB, Prop. 3 (Streets) 5,000,000 0 5,000,000 1998 GOB, Prop. 4 (Streets) 200,000 0 200,000 1993B GOB, Prop. 1 (Streets) 250,000 0 250,000 1990A GOB, Prop. 1 (Streets) 50,000 0 50,000 2011 GOB, Prop. 3 (Streets) 146,400 0 146,400 2014 GOB, Prop. 3 (Streets) 1,853,900 0 1,853,900 SUBTOTAL - GENERAL OBLIGATION BONDS 7,500,300 0 7,500,300
TOTAL - PROGRAM G 7,500,300 0 7,500,300 BUDGET
EXECUTIVE
CITY OF SHREVEPORT 533 2020 CAPITAL IMPROVEMENTS BUDGET
PROGRAM H
AIRPORTS PROJECTS
BUDGET
EXECUTIVE
534 CITY OF SHREVEPORT 2020 CAPITAL IMPROVEMENTS BUDGET
PROJECT SUMMARY
G/L PROGRAM H - AIRPORTS 2019 2020 2020 REMAINING ORG IMPROVEMENTS BUDGET CHANGE BUDGET BALANCE
Regional Airport H13003 Rehab Airfield Drainage-SHV 5,750,000 0 5,750,000 3,082,803 H13006 Airfield Guidance Sign Replacement-SHV 6,000,000 0 6,000,000 2,117,343 H14008 Express Jet Repairs 5,000,021 -2,286,000 2,714,021 1,287,929 H16002 SHV-Jet Bridge Program 1,100,000 0 1,100,000 859,770 H16003 SHV Check Point Consolidation 800,000 0 800,000 100,053 H16007 Ext Runway 6/24 & Taxiway C-SHV 13,350,000 0 13,350,000 2,798,148 H17001 Master Plan Update Phase II-SHV 350,000 0 350,000 45,771 H17003 ATC Relocation-SHV 800,000 0 800,000 800,000 H17004 Terminal and Concourse Modern-SHV 2,025,000 0 2,025,000 1,300,460 H17013 Security Enhancements Phase II 2,000,000 0 2,000,000 1,398,617 H18002 SHV Roof Renovation Projects 1,000,000BUDGET0 1,000,000 329,151 H18003 Noise Land Reuse Plan 460,000 0 460,000 128,373 H18006 Taxiway B Phase III/GA Ramp Rehab 3,000,000 0 3,000,000 2,889,690 H19001 Parking Lot Expansion 600,000 200,000 800,000 800,000 H19004 Improve Runway 32 RPZ 200,000 0 200,000 200,000 H20001 ARFF Vehicle 0 1,000,000 1,000,000 1,000,000 H20002 Rehab of Runway 14-32 (PER/Design) 0 300,000 300,000 300,000 H20003 Airfield Drainage Rehab-Design 4 quadrants 0 1,000,000 1,000,000 1,000,000 H20004 Airfield Lighting Rehab Phase III Const/CA 0 2,000,000 2,000,000 2,000,000
Total Regional Airport Projects 42,435,021 2,214,000 44,649,021 22,438,108
EXECUTIVE
CITY OF SHREVEPORT 535 2020 CAPITAL IMPROVEMENTS BUDGET
PROJECT SUMMARY
G/L PROGRAM H - AIRPORTS 2019 2020 2020 REMAINING ORG IMPROVEMENTS BUDGET CHANGE BUDGET BALANCE
Downtown Airport
H14005 R/W 14-32 Rehab & TW G,P,H,R-Construction 2,500,000 0 2,500,000 192,675
H15002 Obstruct Mitigation-Rwy 32-DTN 150,000 250,000 400,000 387,200 H17007 Runway 5/23 Extension/Shift-DTN 9,015,000 0 9,015,000 194,948 H17008 Security Fencing Upgrades-DTN 120,000 0 120,000 120,000 H17010 Rehabilitate Northwest Ramp-DTN 400,000 0 400,000 395,375 H17014 DTN Airport Army Reserve Bldg. Renovation 1,200,000 0 1,200,000 1,088,679 H18001 Runway 14/32 Rehabilitation-DTN 450,000 5,100,000 5,550,000 5,435,203 H19002 Terminal Apron Improvements 500,000 0 500,000 500,000 H19003 PAPI Replacement-DTN 100,000 0 100,000 100,000 H20005 Rwy 14 Safety Area Improve-Design 0 300,000 300,000 300,000 H20006 Rwy 14 Safety Area Improvements Const/CA 0BUDGET 1,000,000 1,000,000 1,000,000 H20007 DTN Action Plan Update 0 125,000 125,000 125,000
Total Downtown Airport Projects 14,435,000 6,775,000 21,210,000 9,839,080
TOTAL - PROGRAM H 56,870,021 8,989,000 65,859,021 32,277,188
EXECUTIVE
536 CITY OF SHREVEPORT 2020 CAPITAL IMPROVEMENTS BUDGET
REVENUE SUMMARY
2019 2020 2020 PROGRAM H - AIRPORTS IMPROVEMENTS BUDGET CHANGE BUDGET
LOCAL FUNDS Shreveport Airport Authority 7,725,000 200,000 7,925,000 SUBTOTAL – LOCAL FUNDS 7,725,000 200,000 7,925,000
STATE GRANTS State Grant (LADOTD) 15,887,500 6,485,000 22,372,500 SUBTOTAL - STATE GRANTS 15,887,500 6,485,000 22,372,500
Other Grant (SUSLA) Economic Development 500,000 0 500,000 Other Grant (SUSLA) Southern University 200,000 0 200,000 Other (Express Jet) Maintenance Reserve 314,021 0 314,021 Other Grant (Express Jet) Economic DevelopmentBUDGET 2,500,000 -1,500,000 1,000,000 Other Grant (Express Jet) Riverfront Development 300,000 -300,000 0 Other Grant (Express Jet) Other Contributors 486,000 -486,000 0 SUBTOTAL – OTHER FUNDS 4,300,021 -2,286,000 2,014,021
FEDERAL GRANTS Federal Aviation Administration 28,957,500 4,590,000 33,547,500 SUBTOTAL – FEDERAL GRANTS 28,957,500 4,590,000 33,547,500
TOTAL - ALL SOURCES 56,870,021 8,989,000 65,859,021
EXECUTIVE
CITY OF SHREVEPORT 537 2020 CAPITAL IMPROVEMENTS BUDGET
PROGRAM L
TRANSIT IMPROVEMENTS
BUDGET
EXECUTIVE
538 CITY OF SHREVEPORT 2020 CAPITAL IMPROVEMENTS BUDGET
PROJECT SUMMARY
G/L PROGRAM L - TRANSIT IMPROVEMENTS 2019 2020 2020 REMAINING ORG BUDGET CHANGE BUDGET BALANCE
L15001 2015 Sportran Capital Improvement (L15001) 4,402,916 0 4,402,916 62,489
L16001 2016 Sportran Capital Improvement (L16001) 4,489,894 0 4,489,894 12,677
L16003 Sportran STP>200K FFY2013 (L16003) 1,054,290 0 1,054,290 63,891
L17001 2017 Sportran Capital Improvement (L17001) 4,491,718 0 4,491,718 36,791 2017 Sportran Bus and Bus Facilities L17002 419,315 0 419,315 2,509 (L17002) L17003 2017 STP Bus Replacement (L17003) 3,720,000 0 3,720,000 32,256
L17004 Downtown Circulator Amenities (L17004) 218,400 0 218,400 218,400
L18001 2018 Sportran Capital Improvement (L18001) 5,847,587 0 5,847,587 792,993 2018 Sportran Bus and Bus Facilities L18002 612,608 0 612,608 612,608 (L18002) BUDGET L19001 2019 Sportran Capital Improvement (L19001) 5,998,920 0 5,998,920 5,927,695 2019 Sportran Bus and Bus Facilities L19002 571,040 0 571,040 571,040 (L19002) L19003 2019 Sportran Electric Buses (L19003) 1,755,825 0 1,755,825 1,755,825
L19004 2019 Sportran Mobility Partnership 68,090 0 68,090 68,090
L19005 2019 LADOTD Cutaway Replacement 2,058,824 0 2,058,824 2,058,824
L20001 2020 Sportran Capital Improvement (L20001) 0 6,225,000 6,225,000 6,225,000 2020 Sportran Bus and Bus Facilities L20002 0 575,000 575,000 575,000 (L20002) TOTAL - PROGRAM L 35,709,427 6,800,000 42,509,427 19,016,088
EXECUTIVE
CITY OF SHREVEPORT 539 2020 CAPITAL IMPROVEMENTS BUDGET
REVENUE SUMMARY
2019 2020 2020 PROGRAM L - TRANSIT IMPROVEMENTS BUDGET CHANGE BUDGET
FEDERAL GRANTS Federal Transit Administration 27,054,925 4,260,000 31,314,925
SUBTOTAL - FEDERAL GRANTS 27,054,925 4,260,000 31,314,925
TRANSFERS FROM OTHER FUNDS General Fund 7,612,994 2,540,000 10,152,994
SUBTOTAL - TRANSFERS FROM OTHER FUNDS 7,612,994 2,540,000 10,152,994
OTHER FUNDS Other 000 Auction Proceeds 1,036,658BUDGET 0 1,036,658 NLCOG 4,850 0 4,850
SUBTOTAL - OTHER FUNDS 1,041,508 0 1,041,508
TOTAL - PROGRAM L 35,709,427 6,800,000 42,509,427
EXECUTIVE
540 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
GLOSSARY
BUDGET
EXECUTIVE
CITY OF SHREVEPORT 541 2020 ANNUAL OPERATING BUDGET
GLOSSARY OF TERMS USED IN THIS BUDGET
Appropriation: The amount which the City Council authorizes in a budget ordinance to be expended for a particular project or category of expenditure.
Ad Valorem Tax: A tax computed from the assessed valuation of land and improvements. Also called “prop erty tax.”
Budget: A plan of financial operation which includes an estimate of proposed means of financing it. The “operating budget” is the financial plan adopted for a single fiscal year. The “proposed budget” designates the finan cial plan initially developed by departments and presented by the Mayor to the Council for approval. The “adopted budget” is the plan as modified and finally approved by that body. The approved budget is author ized by ordinance and thus becomes the legal spending limits for the fiscal year.
Budget Activity: The smallest organizational unit in a budget, usually a division of a major department. For example, Purchasing and Accounting are two of the budget activities within the Finance Department.
Budget Document: The compilation of the spending plans for the various funds, along with supporting sched ules, tables and charts which, in total, comprises the annual revenue and expenditure plan.
CDBG: Community Development Block Grant - a Federal grant received from the U. S. Department of Housing and Urban Development which is the City’s main source of housing andBUDGET neighborhood improvement funding. Capital Improvements Budget: The budget which contains funds for all of the City’s construction projects authorized for a particular year. This budget is contained in a separate document, but is summarized in the operating budget book.
Capital Outlay: An expenditure which results in the acquisition of or addition to fixed assets, such as the pur chase of land, buildings, structures & improvements, equipment.
Character: A broad category of revenues or expenditures, usually the level at which funds are appropriated. For example, Personal Services is a character of expenditure and includes salaries, fringe benefits and employee training.
Contingency Reserve: A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted.
Debt Service Fund: A fund used to account for the monies set aside for the payment of interest and principal to holders of the City’s general obligation and revenue bonds, the sale of which finances long-term capital improvements, such as facilities, streets and drainage, parks and water/wastewater systems.
Department: The largest organizational unit within a fund, usually led by an appointed director or chief. For example, Police and Fire are departments within the General Fund.
Enterprise Fund: A fund established to account for operations that are financed and operated in a manner similar to private business enterprises, where the costs of providing goods or services to the general public on a continuingEXECUTIVE basis are financed or recovered primarily through user charges. The City operates its airports, downtown parking system and water/sewer systems as self-supporting enterprise funds. The SporTran bus system and the City’s golf courses are operated as enterprise funds, but require a considerable subsidy from the General Fund.
542 CITY OF SHREVEPORT 2020 ANNUAL OPERATING BUDGET
Expenditures: The cost of goods received or services rendered whether cash payments have been made or accrued.
Fund: The largest budgetary unit within City government. Each budgetary fund requires its own budget ordi nance and is accounted for separately. The largest of these is the General Fund, where most of the City’s tax-supported operations (Police, Fire, Parks, Operational Services, etc.) are budgeted, but there are also funds for the Water and Sewerage System, the Airports, and several other activities.
Fund Balance: The dollar amount of resources remaining from prior years which are available to be budget ed in the current year.
General Fund: The fund used to account for all financial resources except those required to be accounted for in another fund.
General Government: A budgetary unit used by the City for purposes which cross departmental lines. Items appropriated within the General Government budget include civic appropriations, revolving accounts for the purchase of office supplies, subsidies or transfers to other City funds and various reserve accounts.
Internal Service Fund: A fund used to account for the financing of goods or services provided by one City department or agency to other City departments or agencies of a government, on a cost-reimbursement basis. Fleet Services and Retained Risk are operated as Internal Services Funds.
Operating Budget: Plans or current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing,BUDGET acquisition, spending, and service deliv ery activities of the City are controlled. The use of annual operating budgets is required by City Charter.
Operating Reserve: An amount of money budgeted to be set aside for future years or as insurance against unforeseen occurrences. The City’s goal is to have an operating reserve of 7% of expenditures.
Performance Measurement: The process by which the results of an organizational unit’s activities are meas ured against a goal or standard.
Personnel Roster: A list which contains the titles and numbers of positions authorized to be filled by a partic ular organizational unit.
Revenues: All amounts of money received from external sources other than expense refunds, capital contri butions, and residual equity transfers.
Special Revenue Fund: A budgetary fund where revenues are dedicated for specific purposes and are des ignated to be expended for specific uses. Special Revenue Funds have been established for the Metropolitan Planning Commission, Riverfront Development, Police Grants, Community Development, Environmental Grants, the Tax Increment Financing district downtown and for the Shreveport Redevelopment Agency. EXECUTIVE
CITY OF SHREVEPORT 543 2020 ANNUAL OPERATING BUDGET
BUDGET
EXECUTIVE
544 CITY OF SHREVEPORT