2025
END OF YEAR REPORT
FROM MAYOR FRANK SCOTT, JR.
The City of Little Rock made meaningful progress throughout 2025 as we focused time, energy, and resources on delivering real, measurable results that directly benefit our residents. Our team of 2,500 dedicated members worked hard every day, and ROCKfolio is our way of accurately demonstrating the success of that work.
With ROCKfolio, we track our progress using key metrics and purposeful guideposts. These tools help us stay focused, accountable, and transparent, offering you a clear look at how your City government operates and the impact of the services it provides.
Data is more than just numbers—it’s a powerful tool that shapes how we make decisions, set priorities, and craft policies that serve you better. That’s why this year-end edition of ROCKfolio is more than a summary of accomplishments; it’s a comprehensive reflection of how we’ve worked to serve you efficiently, effectively, and with intention.
ROCKfolio is our report card—an honest assessment of what we’ve achieved and where we can grow. It’s one of the many ways we remain committed to accountability and transparency as we continue building a stronger, more connected Little Rock.
We invite you to explore this edition of ROCKfolio and learn more about the departments and services that keep our city moving forward. We’re proud of what we accomplished in 2025 and even more motivated to carry that momentum into the year ahead—improving where needed and celebrating the wins along the way.
Together, let’s continue to unite, grow, and transform the City of Little Rock.
METRIC #1
• Goal: Increase the total number of enrichment events by 50% by the end of 2025.
• Importance: Enrichment sessions are a key component of the Department’s schoolbased, street-based, and reentry intervention programs, particularly for the youth and vulnerable populations we serve. These sessions go beyond addressing immediate risks—they help reduce crime by addressing the root causes of youth involvement in risky or criminal behavior and by building the skills, support, and structures that promote positive alternatives.
• Target: 202 Events for 2025.
• Progress: Complete with an increase of 61%. Total number of Enrichment Sessions for 2025 is 218.
METRIC #2
• Goal: Increase in Positive Prevention Programs participants (age 6-12) by 25% by end of 2025.
• Importance: Youth are most vulnerable to risky behaviors and negative influences during the hours after school, on weekends, and during holidays when adult supervision and structured activities are often lacking. Violence reduction programs are essential because they provide safe, supervised environments during these high-risk periods, offering youth positive alternatives that promote healthy development and reduce exposure to violence and crime.
• Target: 300 enrolled participants (6-12 year olds).
• Progress: Complete with an increase of 43%. The Active participants for 2025 are 429.
METRIC #3
• Goal: Increase career and workforce development partnerships by 20% (from 193 to 232) by the end of 2025. These partnerships will serve as worksites for Summer Youth Employment Opportunity and Career Climb participants, providing job placements, internships, and apprenticeships.
• Importance: The City of Little Rock’s Summer Youth Employment Opportunity (SYEO) does more than just provide summer jobs—it serves as a strategic tool for public safety, youth empowerment, and economic resilience. By investing in young people during a pivotal stage of development, communities can reduce risk factors and build a stronger, safer future.
• Target: Increase worksites by 20% by end of year (232 worksites).
• Progress: Complete with an 88% increase. The total partners for 2025 are 363.
• Goal: Reach 100% staffing in Operations.
• Importance: Achieving 100% staffing ensures timely call handling, reduces dispatcher fatigue, and supports reliable emergency response and public safety.
• Target: Fill and maintain all 48 allotted operations positions to achieve 100% staffing levels.
• Progress: Not trending toward goal completion due to employee resignations – Dec 2024 44 employees and Dec 2025 40 employees a 9.1% decrease in staffing.
METRIC #1 METRIC #2
• Goal: Achieve a vacancy rate of 0% in Operations.
• Importance: Filling all authorized positions allows the Emergency Communications Center to maintain adequate staffing, improving overall performance.
• Target: Zero percent vacancy rate.
• Progress: Not trending toward goal completion due to employee resignations – As of December 2025, the center was staffed at 83.3% of authorized strength, with an overall vacancy rate of 16.7%.
• Goal: Maintain national standard set by National Emergency Number Association (NENA).
• Importance: Achieve established performance standards supporting timely response and safeguarding the lives and well-being of the community.
• Target: Answer 95% of all 9-1-1 calls within 20 seconds.
• Progress: Trending toward goal completion – Dec 2024 90.52 % and Dec 2025 92.83%.
METRIC #3 METRIC #4
• Goal: Reduce call abandon rate.
• Importance: Improves timely access to emergency services without delay and strengthens service reliability.
• Target: Reduce call abandon rate to 10%.
• Progress: Trending toward goal completion – Dec 2024 13.86% and Dec 2025 12.75%.
METRIC #1
• Goal: Maintain Annual Applications of 42 Grant Applications Annually.
• Importance: Encourages consistent application efforts from a variety of funders to support City programs and services.
• Target: Submit 44 grant applications by end of year.
• Progress: Submitted 46 applications at the close of 2025, 22 grants were awarded in 2025 for $8,285,858.88 in funding supporting projects like small business development, consulate visits, litter clean up supplies, tree replanting, Public Safety, Pedestrian Safety, fleet EVs, LED street lights, MacArthur Museum, Streets, trail construction, and more.
2026 GOAL
• Goal: Maintain Annual Applications of 44 Grant Applications Annually.
• Importance: Encourages consistent application efforts from a variety of funders to support City programs and services.
• Target: Submit 44 grant applications by end of year.
• Progress: In progress, 5 pending applications for January 2026.
METRIC #1
• Goal: Maintain accredited status by responding to EMS calls within 6 minutes and 20 seconds.
• Importance: Timely EMS response is critical to initiating patient assessment and delivering lifesaving interventions for residents experiencing medical emergencies and varying levels of distress. Rapid response directly impacts patient outcomes and overall community health and safety.
• Target: Achieve the accreditation objective of responding to 90 percent of EMS calls within 6 minutes and 20 seconds in 2025.
• Progress: Goal achieved for 2025. Of the 20,241 EMS incidents within the City of Little Rock, the Little Rock Fire Department responded to 18,250 calls within 6 minutes and 20 seconds, meeting the 90 percent response time objective.
METRIC #2
• Goal: Maintain accredited status by responding to fire calls within 8 minutes.
• Importance: Meeting the 8-minute response time standard is essential for preserving life safety and minimizing property loss. Timely response supports effective fire suppression, rescues, and property protection, thereby sustaining the quality of life for residents and safeguarding residential and commercial properties throughout the City of Little Rock.
• Target: Achieve the objective of responding to 90 percent of fire calls within 8 minutes in 2025.
• Progress: Goal achieved for 2025. The Little Rock Fire Department responded to 4,518 fire incidents during the year, with 90 percent of all fire calls meeting the 8-minute total response time objective.
METRIC #3
• Goal: Reduce false fire alarm activations by 10 percent compared to the previous year (2024).
• Importance: Reducing false alarm activations ensures that fire alarm systems are properly maintained and operating in accordance with industry standards. Effective system performance supports reliable early notification, preserves emergency response resources, and enhances overall public safety within the City of Little Rock.
• Target: Achieve a 10 percent reduction in false fire alarm activations in 2025 compared to 2024.
• Progress: Progress is ongoing. As of 2025, false fire alarm activations have been reduced by 4.72 percent compared to 2024, indicating continued progress toward meeting the annual reduction objective.
METRIC #4
• Goal: Conduct a minimum of 12 community outreach events in 2025. Engage residents to increase life safety awareness in homes and businesses through prevention-focused education throughout the City of Little Rock.
• Importance: Through Little Rock Fire Department outreach programs, the department actively engages the community to strengthen prevention efforts. Effective prevention initiatives contribute directly to saving lives, reducing property damage, and increasing residents’ sense of safety within neighborhoods and wards across the City of Little Rock.
• Target: Increase the number of community engagement events by 10 percent compared to the previous year.
• Progress: Goal achieved for 2025. Community engagement efforts increased from seven total events in 2024 to twenty outreach events in 2025.
• Goal: Maintain a high work order closure rate by closing a greater percentage of work orders each month than are opened.
• Importance: A high closure rate improves technician productivity, reduces downtime, and supports efficient use of resources. Proactively managing work orders shifts maintenance operations from backlog-driving responses to planned, efficient service delivery.
• Target: Close at least 90% of work orders opened each month, maintaining a consistent downward trend in open backlog.
• Progress: Goal completed. 92% of work orders were successfully completed.
METRIC #1 METRIC #2
• Goal: Return impounded vehicles to their rightful owners within 45 days of impoundment.
• Importance: Returning vehicles to owners before auction is the preferred outcome and reflects a people-first approach. While the City cannot control whether an owner retrieves a vehicle or whether contact and registration information is accurate, efficient processing and clear communication help ensure owners have a reasonable opportunity to reclaim their vehicles. Timely returns reduce storage and auction costs, limit financial hardship for residents, and support transparent, compliant operations.
• Target: Return 80% of impounded vehicles to owners within 45 days of impoundment.
• Progress: Goal completed. 82% of vehicles received in 2025 were returned to the owner within 45 days of impoundment.
METRIC #1
• Goal: Increase the number of stray and unsafe animals removed.
• Importance: Supports the Mayor’s public safety priorities by preventing potential attacks and promoting safety for residents and animals.
• Target: Remove 600 animals.
• Progress: Goal completed. YTD Animal Services has removed 4,577 animals.
METRIC #2
• Goal: Close out 85% of Animal services request by end of year.
• Importance: Supports the Mayor’s public safety priorities by preventing potential attacks and promoting safety for residents and animals
• Target: 85% close out.
• Progress: Goal completed. YTD Animal Services has closed out 85% of service request.
METRIC #3
• Goal: Increase the number of completed rehabilitation units for low-moderate income or disabled residents.
• Importance: Contributes to neighborhood revitalization and supports vulnerable populations.
• Target: Complete 30 rehabilitation projects.
• Progress: Goal completed. YTD CDBG has completed 36 rehab projects.
METRIC #4
• Goal: Increase the number of down payment assistance projects for low-moderate income or residents.
• Importance: Contributes to the increase of affordable housing in Little Rock.
• Target: Complete 10 down payment assistance projects.
• Progress: Goal completed. YTD CDBG has completed 14 down payment assistance projects.
METRIC #5
• Goal: Decrease the number of unsafe and vacant structures.
• Importance: Enhances public safety and quality of life, reduces crime, and increases property values.
• Target: Remove 75 unsafe and vacant structures.
• Progress: Goal completed. YTD Code Enforcement has removed 245 UV structures.
• Goal: Promote a healthier, productive workforce by encouraging employees to complete their annual wellness exams.
• Importance: Supporting wellness helps reduce preventable health risks, strengthens attendance and performance and supports employee retention and long-term organizational effectiveness.
• Target: 1200 completed wellness exams.
• Progress: Exceeded target by 20% with 1443 completed wellness exams.
METRIC #1 METRIC #2
• Goal: Continue to reduce time required to fill vacant non-sworn positions.
• Importance: Reducing time to hire ensures the City maintains our ability to deliver services safely, efficiently and consistently.
• Target: 65 days.
• Progress: Current time to hire is at 73 days - down from 90 in 2024, a 19% decrease.
METRIC #3
• Goal: Complete a training needs assessment by 9/30/2025.
• Importance: Identification of role-specific development priorities ensures training opportunities align with City objectives and equips our departments to serve our residents effectively.
• Target: Participation from 60% of City departments.
• Progress: Representatives from 11 of 16 City departments participated, for a 69% participation rate.
METRIC #1
• Target: Keep Service Desk tickets older than 30 days to under 5% of all tickets.
• Progress: 4.63% out of 9138 tickets.
METRIC #2
• Target: Keep Service Desk tickets older than 90 to 0% of all tickets.
• Progress: 0% out of 9138 tickets.
METRIC #3
• Target: Close 75% of open projects by end of 2025.
• Progress: 60% out of 97 open projects.
ACCOMPLISHMENTS
CYBERSECURITY
Protect the integrity of the City’s information and IT assets by strengthening our cybersecurity posture - IT will partner with federal agencies and industry leaders to leverage best practices to train our IT workforce.
• Enhanced security access controls: BeyondTrust solution has been implemented to enhance privileged access controls, secure remote sessions, and support compliance with security best practices.
• Increased cybersecurity awareness: KnowBe4 platform is being implemented to enhance the City’s cybersecurity posture through end-user awareness training and simulated phishing campaigns.
• Implemented secure remote access system: A new Virtual Private Network (VPN) solution replaced the legacy remote access system, which had known vulnerabilities. The new platform enhances security, performance, and user experience while supporting multi-factor authentication (MFA) and improved logging.
• Advanced threat protection and defense mechanisms: The firewall upgrade project is underway to replace aging hardware and improve the City’s network security posture. The new firewalls will provide advanced threat protection, application-aware filtering, and improved network performance.
• Initiated 24/7 threat detection and response: Completed the implementation of Managed Detection and Response (MDR) solution which now actively monitors and responds to threats across the City’s network, providing 24/7 threat detection, response, and expert analysis.
• Established a plan for ISO 27001 certification: An initial assessment is underway to assess the City’s readiness for ISO 27001 certification. The efforts will include evaluating security controls, identifying resource needs and developing an implementation plan to achieve compliance.
• Streamlined user login and access process: Implemented Single Sign-on (SSO) for the NEOGOV human resources application and First Two public safety application making login easier and more secure.
MIGRATION TO CLOUD SERVICES
• Improved knowledge and collaboration on Microsoft 365: Facilitated training for the Microsoft 365 platform; conducted weekly workshops with departments related to the migration of SharePoint and OneDrive.
• Evaluated the top three vendors for Data Center refresh: Three vendors have been evaluated for compatibility, cost and support. Staff is finalizing the results for a final solution which will provide improved performance and reliability for data processing and storage.
ERP
• Initiated the selection process for a new Enterprise Resource Planning (ERP) system: Finalizing the RFP process to identify the top two. Implementation is not expected to begin before the start of 2026.
APPLICATIONS
• Developed and implemented Planning Applications: Implemented Special Use, Conditional Use, Subdivision, Rezoning, Planned Zoning, and Land Use Agreements applications.
• Automated Processes in the INFOR Public Sector (IPS) environment: Developed Motorola 311 interface for new service types in IPS environment; currently in testing phase, to be completed by Q4 2025.
• Expanded availability to City services and information: Developed and deployed the Homeless Bed Availability Tracker, Childcare Availability Tracker, Homeless Data Collector and the Mayor’s Request Viewer application.
• Increased accessibility to Incident Reports: Citizens can now click a link on the City’s website to obtain incident reports.
SERVICE DESK / USER SUPPORT
• Enhanced the user support experience: Upgraded KACE service desk functionality increasing efficiency and overall customer satisfaction.
• Improved reporting and data collection for user support: Implemented IT Service Management (ITSM) methodology to improve reporting and establish service metrics.
• Implemented cost efficient call center functionality to the Service Desk: Leveraged existing call center system currently used by TRU and 311 to increase efficiency and reporting of calls.
PROFESSIONAL DEVELOPMENT
• Enabled training and professional development opportunities for staff: LRIT has completed first and second quarterly departmental training; staff at all levels attended conferences to enhance leadership capabilities within the organization; management staff participated in the Info-Tech conference to expand strategic IT leadership skills.
• Enhanced technology experience for City of Little Rock youth: Provided mentorship and job-shadowing opportunities for 35 students in the Little Rock School District (LRSD).
INFRASTRUCTURE MODERNIZATION AND UPGRADES
• Advanced the Eyes on the Rock (EOTR) initiative: In partnership with LRPD’s Real Time Crime Center (RTCC), LRIT continues to integrate cameras at registered locations throughout the communities.
• Realized cost savings of $120,000 yearly: Through audit, LRIT has identified 248 inactive mobile devices (210 Verizon and 38 AT&T) and discontinued cellular services, resulting in significant cost savings for the City.
• Realized cost savings of $211,800 yearly: Replaced high-cost analog phones lines with Voice over IP (VoIP) in Community Centers, Fire Stations and Resource Centers across the City.
• Versaterm – Digitize paper case files for LRPD. LRPD is now using Versaterm to digitize old case files, improving access and preserving historical records.
• Deployment of 49 Panasonic Laptops for new Patrol Cars (LRPD)
• Installed cellular boosters at several LRPD locations to improve communication.
• Partnered with LRPD with their move to VAPD
• Completed upgrade to the iBase software.
• Replaced 70 ARPA funded access points: Routine infrastructure maintenance to ensure reliable wireless service.
• Replaced Legacy network switches identified as end-of-life: to ensure continued vendor support, improved reliability, and alignment with current infrastructure standards.
• Replaced legacy coax connections with fiber: as part of the network modernization initiative, to support high-performance data transmission and reduce maintenance issues at East Little Rock Community Center.
• Decommissioning all Window 2012 and prior servers: Work is ongoing to decommission all Window 2012 and prior servers. Systems are being migrated to supported platforms to maintain security.
• Established network connectivity a new Park’s facility: To include internet access, internal LAN, and secure integration with City’s enterprise network.
2025 YEAR IN REVIEW | CREATING A CITY
IN
A PARK
In 2025, Little Rock Parks & Recreation delivered meaningful investments, expanded access to recreation, and strengthened neighborhood connections across the city. From revitalized parks and growing youth programs to increased facility usage and community partnerships, the department continued advancing its mission to encourage healthy lifestyles and provide exceptional, equitable park experiences for all residents.
TRANSFORMING NEIGHBORHOOD PARKS
Several major capital projects reached completion in 2025, improving safety, accessibility, and quality of life in neighborhoods across Little Rock.
At Kiwanis Park, a comprehensive revamp replaced aging park infrastructure with a new playground, repaved walking trail, upgraded pavilion, improved ADA access, and solar parking lot lighting. What was once difficult to navigate is now a safer, brighter, and more welcoming space for families, older adults, and residents of all abilities.
Western Hills Park also underwent a major transformation, becoming a fully accessible neighborhood destination. A new playground, trails, restrooms, and pavilion replaced limited amenities that had previously restricted use. Today, Western Hills functions as a true community hub, where children, parents, seniors, and residents with mobility devices comfortably share the same space. The ribbon cutting reflected strong community pride in a long-awaited investment in the neighborhood.
GROWING PROGRAMS & HEALTHY LIFESTYLES
Recreation programming continued to expand citywide in 2025, meeting growing demand and supporting healthy lifestyles.
The Parks Summer Day Camp program served 923 campers at seven locations, a 14% increase over 2024. This growth reflects increased access to affordable, structured summer programming that keeps children active, engaged, and connected, while providing working families with reliable, positive care options.
At the Jim Dailey Fitness & Aquatic Center, attendance surged following the full return of the indoor pool and expanded programming. Through October 2025, the facility recorded
133,000 visits — a 67% increase over 2024 — solidifying Jim Dailey as a year-round wellness hub where residents swim, exercise, and build healthy routines.
PARTNERSHIPS & COMMUNITY SUPPORT
The department’s progress in 2025 was driven by strong collaboration. Neighborhood associations helped identify priorities and shape park improvements, while volunteers contributed thousands of hours to beautification, trail maintenance, and events. Crossdepartment coordination streamlined event permitting and scheduling, reducing processing time by more than 30% and improving public access to recreation.
LOOKING AHEAD
Several major initiatives launched in 2025 will continue into the coming year. At Reservoir Park, tornado recovery efforts advanced through volunteer-led tree plantings, fundraising partnerships, infrastructure rebuilding, and resurfaced tennis courts laid the foundation for new amenities planned for 2026. Meanwhile, renovations at The Centre at University Park are in progress, reimagining the facility as a dedicated Senior Center.
As Little Rock Parks & Recreation looks ahead, the department remains focused on delivering equitable investments, expanding access to recreation, and strengthening community spaces, continuing the work of building a true City in a Park for all Little Rock residents.
• Goal: Keep residential construction projects on schedule with timely inspections.
• Importance: Potentially lessens delays in construction projects.
• Target: Inspect 90% of residential projects on scheduled date of inspection.
• Progress: Annually, we are above the 90% threshold, but we have some months that are lower.
METRIC #1 METRIC #2
• Goal: Keep commercial construction projects on schedule with timely inspections.
• Importance: Potentially lessens delays in construction projects.
• Target: Inspect 90% of commercial projects on scheduled date of inspection.
• Progress: Trending towards target, but failed to meet due to employee turnover midyear.
OFFENSE COMPARISON BY YEAR
January 1 - December 31 2025 vs 2024
OFFENSE COMPARISON BY DIVISION
January 1 - December 31 2025 vs 2024
METRIC #1
• Goal: Maintain or reduce the less than half percent of missed garbage requests per 264,000 pics per month.
• Importance: Reducing the number of missed garbage complaints relates directly to customer satisfaction and saves resources limiting incidents of staff returning to a route a second time to collect missed garbage.
• Target: Reduce the number of missed garbage requests received.
• Progress: Goal completed. Solid Waste only recorded one month out of twelve where requests rose above half a percent (.57%). A .44% average was recorded for all twelve months with three of those months recording below .40%.
METRIC #2
• Goal: Reduce the response time addressing pothole repair requests.
• Importance: Timely repair of potholes reduces the probability of both vehicle damage and street infrastructure failure.
• Target: Decrease the response time of pothole repair requests.
• Progress: Goal completed. Operations continues to address pothole repair requests in a timely manor maintaining a 96.44% average completion rate monthly. Requests are addressed within three or four days from receiving the request.
METRIC #3
• Goal: Provide quarterly outlet for residents to bring recyclables for free.
• Importance: Gives residents opportunity to recycle a variety of materials in one central location.
• Target: Increase year total of number of vehicles that drive through event.
• Progress: Trending toward goal completion, despite canceling one event due to rain.
METRIC #4
• Goal: Grow participation and consistent cleanup reporting.
• Importance: Enhances quality of life, increases civic pride, saves taxpayer money.
• Target: Increase litter awareness in the community and foster civic pride.
• Progress: 3,405.25 volunteer hours (Jan-Nov) / $118,468.65 in cost savings.
METRIC #1
• Goal: Completion of the Little Rock Zoo’s Front Entry Bond Project. This project includes upgrades and enhancements to the entirety of the Zoo’s front entry area, facility upgrades, as well as 4 new animal habitats and 3 new public viewing buildings and several new off-view animal holding buildings.
• Importance: Revitalization of the Little Rock Zoo, enhancing public experience, and upgrading animal habitats.
• Target: Professional completion of the entirety of the Front Entry Bond Project by Fall 2026.
• Progress: Trending toward goal completion. Project expected to be completed in September 2026.
METRIC #2
• Goal: The specific goal of this data collection is to track and quantify the zoo’s SNAP/ EBT admission program.
• Importance: Contributes to neighborhood revitalization and supports vulnerable populations.
• Target: Data is recorded for the purpose of establishing figures over time to evaluate the success and reach of the program. “Zoo for All” admission figures are analyzed monthly to see how they track on a yearly average.
• Progress: Data compilation is complete for 2025. Continued gate admission reviews for the “Zoo for All” program within senior staff meetings provide opportunities for continued goal strategies and outreach to the community.
METRIC #3
• Goal: Our objective is to track gate admission data to determine public use of the zoo. As guests attend the zoo, the zoo can continue to inspire people to value and conserve our natural world.
• Importance: The Little Rock Zoo’s mission statement is “To inspire people to value and conserve our natural world”. Through collecting data on monthly gate admissions, we can determine whether we are successfully reaching audiences. Additionally, this data is a valuable source for our continued efforts to provide an educational, entertaining, and welcoming environment. An ancillary benefit to this data is the value it provides for both our marketing and membership campaigns.
• Target: Data is measured against established goals. Admission is analyzed monthly to see how it tracks on a 10-year average as well as how it compares to this time last year.
• Progress: Data compilation is complete for 2025. Continued gate admissions review figures allow us to make necessary plans for marketing and other strategic alignments to reach audiences and attract guests to the zoo. The zoo continues to increase admission and find ways to attract new audiences.