By Alexandria Burris

The quality of roads and sidewalks is the most important issue facing Shreveport’s next mayor, according to a poll of likely voters conducted Oct. 16.

According to the poll results, 28 percent of those surveyed list it as the next mayor’s number one issue. Another 20 percent listed crime as the most important issue. A

The Times surveyed the city’s seven mayoral candidates on several issues, which one way or another, effect Shreveport future: pensions, downtown development, maintaining streets, drainage, buildings and leadership.

The surveys were emailed, faxed or presented in person to mayoral candidates, who were asked to limited responses to no more than 150 words. Answers which surpassed the word requirement were edited for length.

Anna Marie Arpino

1. This is a two part question: This has been a year of controversy for Shreveport's top public safety officials. Former Fire Chief Craig Mulford was indicted and eventually fired violating administrative policies in regards to the Fire Station 8 scandal. Shreveport's Police Chief Willie Shaw is being sued for allegedly retaliating against a detective who investigated the same case.

A. If you are elected, would you appoint new leadership for the fire and police departments? Why or why not?

I would first need to seek additional information about the real circumstances. In running for office I have found that the truth is not always represented in the correct fashion with the true facts being apparent. Chief Mulford made some bad decisions and was dealt with accordingly. However, Chief Shaw, to my knowledge has not violated administrative policies. He was asked a hypothetical question at an inopportune time during a city council meeting. This question could have been asked of any of us. I feel that Chief Shaw is doing a fine job as a police chief. I completed the citizens Police Academy in 2011 which showed me a lot about what our policing units must contend with and work with on a daily bases. We need to support our police personnel.

B. If you opt to appoint new leadership, what are the priorities for that new leader or what qualities would you seek?

I would look to fire department training officers to replace Mulford’s position.

I would strengthen our standards for hiring for police and fire. Our standards for hiring are not the level that they once were when I was in City Hall as city accountant. More attention needs to be paid to enforcement of our ordinances and laws. The police force and firemen need to be paid a higher salary. As City Accountant the Police and Fire Trust Fund was one of my funds. I would first coordinate with the police and fire union for larger pay scales for fire and police to make our city more competitive to other cities. We are loosing so many of our good enforcement officers to Dallas and other large cities who pay higher salaries.

2. Another two part questions. According to the most recent State of the Municipal Infrastructure report, Shreveport has an estimated $1.5 billion infrastructure needs. The report attributes the deteriorated condition of the city's drainage, streets, public buildings, parks, etc., to the lack of maintenance and years of "kicking the can down the road." The city is under a consent decree to fix its water and sewerage system. A $175 million general bond issue voters approved in April 2011 is a start to addressing some infrastructure needs, but not nearly enough of what is needed to maintain Shreveport's infrastructure on a yearly basis.

A. What other funding sources have you identified to finance infrastructure needs in Shreveport?

In the last week, I attended the budget meeting in the Mayor’s conference room I ask the question. Using my construction knowledge, it would take approximately $12,629,000 to comply with the EPA standards and head off the $37,000 a day fine to the City. Will you have this money by 16 months down the road for me as mayor to fix the sewer system to comply with EPA standards? The answer they gave me was “yes.” Also, the 2011 bond issue money has not been utilized to fix our streets, roads, water, sewer and parks. I would need to research this on my first day as mayor. Have these bonds been totally sold? What money has been collected? Why is the work and improvements to the streets, roads, water, sewer, and parks that were promised to the City residents not already completed? We also have money in the financial statements that are being unwisely spent.

Related: City sells remaining 2011 bonds

B. What is your plan to implement infrastructure improvement so that “the can” is not continually kicked down the road?

The problem is the sewerage system. This sewer system fix has to be to presented for bid in a particular way to comply with EPA standards. My experience and knowledge of the water and sewer makes me the only candidate that can fix our problem of sewage that has brought us to a consent decree. Sewer problems arose by improper construction and 20 years of mayors ignoring the need for our infrastructure. Mayors were too busy doing the “honey do’s” for the few people who paid for their campaigns, that is why I have turned down all monies and am financing my own campaign so that I owe no one except the people who vote me in.

A one-time forgiving of city tax needs to be given to landlords who make their buildings and rental houses energy efficient. This will make homes warmer for renters, save energy for all and allow landlords a tax break.

3. It proverbially can be argued that a thriving downtown is an indicator of a city's economic health. Nickey’s has been in Red River District for a long time. Some businesses have located there but can't find economic success. Meanwhile, the Barnwell Center, an iconic building, sits vacant and Texas Avenue is a ghost of its former self. What is your vision for downtown development and how do you specifically intend to attract businesses there?

In front of the Hilton Hotel, our city’s terrain is just like San Antonio. We can utilize every foot of this property to enhance our city for conventions and meetings Our Barnwell Center needs to be maintained and reopened.By offering tax incentives for the building owners, so that we can have restaurants, shops, music and art industry to also put in jazz, touring, 1940 swing music and local bands for young and older dance and meeting places. We need to more utilize our cities music and art history. Move our Police Sub Station closer to these activities downtown.

After 9 years of working on 1-49 intercity connector through Allendale; this intercity connector will add $804,000,000 of economic development to downtown Shreveport . This would help our downtown corridor by making Shreveport the largest distribution city in northwest United States. Large Distribution companies would come in with many high paying jobs. Also 37,000 people ( be coming into Shreveport from Ida, Gilliam, Belcher and beyond, using Shreveport’s restaurants, shops and business bringing in a tax base of 37,000 people daily.

4. The Shreveport City Council voted yes to overhaul the city's pension system. Employees will contribute more to their pension plans while they their health care premiums are expected to rise 10 percent in 2015. But, their wages have not increased. As mayor, how would you help offset the costs for city employees who are seeing more money deducted from their pay checks while their wage have remained stagnate?

Easy, give city employees a raise. It is easily done when I audit the outsourced contractors on the city from all of the past mayors. These outsourced contractors are on the average $260,000 per department. Just one small example is a person who cuts limbs on trees for the city makes about $8.50 an hour. The person performing the same job is making $20.00 an hour because they work for an outsourced contractor. Rather than a duplication of jobs I would rather drop the outsourced contractor and give our city employee a larger amount per hour. I would still have money left over to put back into city projects. This is why our city needs a degree accountant sitting in the Mayor’s chair. I can read, audit, balance, prepare and shave money from our financial statements that are currently being used incorrectly and wasted on items of less importance for our citizens.

5. In recent years, the mayor and City Council often find themselves at odds over even the simplest issues making progress harder to achieve and leaving a cloud over the city government. What traits do you bring to the mayor's office that might help to create a more cooperative, creative atmosphere in the workings between the mayor's office and the City Council?

I am not a politician. I not do not come with enemies already made. I was raised in Arlington, Virginia, and was schooled those years with students from every country whose parents were living in D.C. as Diplomats to their respective countries. This provided me with an excellent diversification training to be able to communicate and deal effectively with all races, nationalities and religions. When I came back to Shreveport during the next 50 years my diversification training really came to the forefront in the difficulties that Shreveport was having. It was stated to me by a member of the City Council that my ability to get along well with others and my ability to get positive things accomplished will be a “breathe of fresh air and I look forward to working with you on the council.”

James “Jim” Crowley

1. This is a two part question: This has been a year of controversy for Shreveport's top public safety officials. Former Fire Chief Craig Mulford was indicted and eventually fired violating administrative policies in regards to the Fire Station 8 scandal. Shreveport's Police Chief Willie Shaw is being sued for allegedly retaliating against a detective who investigated the same case.

A. If you are elected, would you appoint new leadership for the fire and police departments? Why or why not?

It is possible I would want the chiefs to believe in mostly the things I do and mean it by their history. It is to promote public safety and create good will for their departments and me for the betterment of the citizens.

B. If you opt to appoint new leadership, what are the priorities for that new leader or what qualities would you seek?

Since these are civil service jobs, they must meet the qualifications to take the exams. The race or sex is not important. It’s the ability to do the job effectively. I would look for people who have the inside characteristics of a young Steve Prator and Dallas Greene; but race or sex doesn’t matter.

2. Another two part questions. According to the most recent State of the Municipal Infrastructure report, Shreveport has an estimated $1.5 billion infrastructure needs. The report attributes the deteriorated condition of the city's drainage, streets, public buildings, parks, etc., to the lack of maintenance and years of "kicking the can down the road." The city is under a consent decree to fix its water and sewerage system. A $175 million general bond issue voters approved in April 2011 is a start to addressing some infrastructure needs, but not nearly enough of what is needed to maintain Shreveport's infrastructure on a yearly basis.

A. What other funding sources have you identified to finance infrastructure needs in Shreveport?

They are the Streets Special Revenue Fund, franchises fees from Southwest Electric Power Company, additional bond floating, state grant money (Louisiana Department of Transportation and Development), budget alteration and possible creative financing.

B. What is your plan to implement infrastructure improvement so that “the can” is not continually kicked down the road?

Utilize those mentioned in A and begin implementing immediately.

3. It proverbially can be argued that a thriving downtown is an indicator of a city's economic health. Nickey’s has been in Red River District for a long time. Some businesses have located there but can't find economic success. Meanwhile, the Barnwell Center, an iconic building, sits vacant and Texas Avenue is a ghost of its former self. What is your vision for downtown development and how do you specifically intend to attract businesses there?

Red River District has been mostly a failure for years. The best way to get property sold or leased is increase the commission real estate peopel receive then you would really see the hustle begin. I would like to see a vibrant and active downtown area again. All things from a individual ownership, or quasi-government/private ownership or government ownership are open for discussion.

4. The Shreveport City Council voted yes to overhaul the city's pension system. Employees will contribute more to their pension plans while they their health care premiums are expected to rise 10 percent in 2015. But, their wages have not increased. As mayor, how would you help offset the costs for city employees who are seeing more money deducted from their pay checks while their wage have remained stagnate?

Give them a much needed raise. Every 1.5 percent raise only consumes 1 percent of the budget so we can afford a raise for them. It could be more. We will examine this after cost cutting. I’d also like to explore (although I know Shreveport’s health insurance is self insured) the possibility of us matched with other governments in northwest Louisiana, could result in cost savings — not the combining of any funds; but become a group to negotiate and get a better deal for employees and the citizens by virtue of our collective bargaining power.

5. In recent years, the mayor and City Council often find themselves at odds over even the simplest issues making progress harder to achieve and leaving a cloud over the city government. What traits do you bring to the mayor's office that might help to create a more cooperative, creative atmosphere in the workings between the mayor's office and the City Council?

I’ve been middle class, rich and poor in my lifetime. I’ve lived in viturally every part of the city. As a Caddo Parish police juror, I was Hershey Wilsons’ co-chairman and served on the planning and development committee that brought in the General Motors and place them in our Industrial Park. I am Shreveport and Shreveport is me. I have worked as a real estate broker, notary public and trained in insurance and financial services by Prudential. I have been a professional in DHHR (food stamps and AFDC). I’ve loaded trucks for UPS while in college at Louisiana State University-Shreveport and lumber at Victoria Sash and Door. I’ve been in retail management and had produced stand at Mansfield and Hollywood. Lastly, I was an in accounting/finance and insurance at Roundtree Olds Cadillac. If that doesn’t make me well rounded and able to work with all people, nothing will. My traits include the greatest of these is love for every citizen of Shreveport.

Sam Jenkins

1. This is a two part question: This has been a year of controversy for Shreveport's top public safety officials. Former Fire Chief Craig Mulford was indicted and eventually fired violating administrative policies in regards to the Fire Station 8 scandal. Shreveport's Police Chief Willie Shaw is being sued for allegedly retaliating against a detective who investigated the same case.

A. If you are elected, would you appoint new leadership for the fire and police departments? Why or why not?

If I am elected Mayor, I am prepared to make a thorough evaluation of the leadership of both the Fire and Police Departments. I will give priority to the appointment of a Fire Chief, given the present vacancy of that position. The position of Police Chief would be the subject of an in-depth assessment to determine the need for change, if any.

B. If you opt to appoint new leadership, what are the priorities for that new leader or what qualities would you seek?

If it is determined that new leadership is necessary, I will seek to promote from within the departments, those persons who have served with distinction, proven effectiveness and compassion in supervisory positions, and whom have earned the respect of their peers and the public. Their initial priorities would be to build morale within the departments, and to raise public confidence.

2. Another two part questions. According to the most recent State of the Municipal Infrastructure report, Shreveport has an estimated $1.5 billion infrastructure needs. The report attributes the deteriorated condition of the city's drainage, streets, public buildings, parks, etc., to the lack of maintenance and years of "kicking the can down the road." The city is under a consent decree to fix its water and sewerage system. A $175 million general bond issue voters approved in April 2011 is a start to addressing some infrastructure needs, but not nearly enough of what is needed to maintain Shreveport's infrastructure on a yearly basis.

A. What other funding sources have you identified to finance infrastructure needs in Shreveport?

I believe that the combination of Street Special Revenue Funds, the 2011 Bond Funds, and the infrastructure repair fund provide sufficient revenue to implement plans to adequately provide repairs to street and infrastructure.

B. What is your plan to implement infrastructure improvement so that “the can” is not continually kicked down the road?

As it relates to street repairs, a pavement management system would be utilized to repair and provide regularly scheduled maintenance to all roadways. As it relates to the infrastructure, I will move forward with the plan submitted under the consent decree, which will result in much needed repairs to our water and sewer system to help with present and future residential and business development in our city.

3. It proverbially can be argued that a thriving downtown is an indicator of a city's economic health. Nickey’s has been in Red River District for a long time. Some businesses have located there but can't find economic success. Meanwhile, the Barnwell Center, an iconic building, sits vacant and Texas Avenue is a ghost of its former self. What is your vision for downtown development and how do you specifically intend to attract businesses there?

I will fully support proposed and present projects designed to help propel Downtown as the Center for the Arts, Entertainment, Recreation and Residential Living. I further believe that many of the Downtown vacant buildings are prime destinations to house technology based businesses, which I will work to attract to those locations.

4. The Shreveport City Council voted yes to overhaul the city's pension system. Employees will contribute more to their pension plans while they their health care premiums are expected to rise 10 percent in 2015. But, their wages have not increased. As mayor, how would you help offset the costs for city employees who are seeing more money deducted from their pay checks while their wage have remained stagnate?

I believe our annual budget should include revenue for employee pay increases. As Mayor, I will collaborate with the council to structure a plan for annual pay increases for all city workers.

5. In recent years, the mayor and City Council often find themselves at odds over even the simplest issues making progress harder to achieve and leaving a cloud over the city government. What traits do you bring to the mayor's office that might help to create a more cooperative, creative atmosphere in the workings between the mayor's office and the City Council?

Among my traits as a leader, I have proven to be a person who possess a pliable spirit of effective and consistent communication, and who lends a balanced approach to problem solving focused on desirable results for the citizens of Shreveport.

Victoria Provenza

1. This is a two part question: This has been a year of controversy for Shreveport’s top public safety officials. Former Fire Chief Craig Mulford was indicted and eventually fired violating administrative policies in regards to the Fire Station 8 scandal. Shreveport’s Police Chief Willie Shaw is being sued for allegedly retaliating against a detective who investigated the same case.

A. If you are elected, would you appoint new leadership for the fire and police departments? Why or why not?

Yes, I intend to appoint new leadership in any department that is not serving the public’s best interest. Scandal-driven politics not only tarnishes the image of our city, it also obscures far more serious concerns of the public interest, such as the job of effectively administrating public safety. In my administration, department heads will be held accountable for ensuring that the public is served efficiently.

The selection process for the new fire and police chief will include input from a newly appointed, diverse Citizen Advisory Board including employee representation to improve department morale among our public servants in the Fire and Police Departments.

It is incidences like these that make the need for transparency in city government obvious. Not only would I appoint new leadership in those departments, I would also implement a transparent reporting system throughout all departments to ensure that the city’s integrity and message are guaranteed.

B. If you opt to appoint new leadership, what are the priorities for that new leader or what qualities would you seek?

I would seek to appoint competent, reliable leaders who are in tune with the current situation in the city, and who are driven to take the performance of their departments to a new level. Embracing 21st Century Technology to serve our citizens and reduce redundancy is a strong passion of mine. These new department leaders’ priorities would be to significantly improve the efficiency, efficacy and consistency throughout those organizations.

2. Another two part questions. According to the most recent State of the Municipal Infrastructure report, Shreveport has an estimated $1.5 billion infrastructure needs. The report attributes the deteriorated condition of the city’s drainage, streets, public buildings, parks, etc., to the lack of maintenance and years of “kicking the can down the road.” The city is under a consent decree to fix its water and sewerage system. A $175 million general bond issue voters approved in April 2011 is a start to addressing some infrastructure needs, but not nearly enough of what is needed to maintain Shreveport’s infrastructure on a yearly basis.

A. What other funding sources have you identified to finance infrastructure needs in Shreveport?

Reintegrating the infrastructure is absolutely essential if we are going to attract and retain the kind of investors we need to turn our economy around.

A $1.5 billion estimate represents a considerable challenge. However, Shreveport is poised on an economic boom if we manage and leverage our water resources effectively. My proposed Comprehensive Water Resources Management Plan will open the avenue to investment from Public Private Partnerships. These specialized funds for infrastructure are expanding, and monetization of existing, underutilized assets can be realized in Shreveport, which will greatly relieve the tax burden of the citizens. Additionally, we have the public monies the citizens have already approved and will tap into all available Federal and State Funding. No doubt to some degree, we are going to have to reach for our bootstraps on this issue in the beginning, but through efficient administration and professional management, it is certainly within our means.

B. What is your plan to implement infrastructure improvement so that the can is not continually kicked down the road?

Of course, introducing transparency measures will bring accountability to those responsible for maintaining the infrastructure, which will discourage “can kicking” behavior preemptively. Additionally, I will impose a project time line for all contracts let so contractors will have payment tied to a performance and date of completion matrix. Having motivated and proactive management for all infrastructure programs and projects would also facilitate the punctual completion of improvement projects. Including a budgetary line item for each project to support a Reserve Maintenance Fund will also reduce the ability for officials to hide behind deferred maintenance issues such as decay and neglect by providing this funding upfront in the planning and execution of the project.

3. It proverbially can be argued that a thriving downtown is an indicator of a city’s economic health. Nickey’s has been in Red River District for a long time. Some businesses have located there but can’t find economic success. Meanwhile, the Barnwell Center, an iconic building, sits vacant and Texas Avenue is a ghost of its former self. What is your vision for downtown development and how do you specifically intend to attract businesses there?

In addition to improving downtown Shreveport through close adherence to the Master Plan, re-development and special projects such as the Shreveport Common and Cross Bayou Corridor, there would be a special focus on the improvement of the downtown area because it is the economic and cultural centerpiece of the region. Economic Development for downtown Shreveport will be the highest priority. We must address the large vacancy rates and bring commerce back to the city.

A myriad of efforts would be put forth to improve the general environment downtown including 21st Century City amenities to attract urban dwellers, abundant art and culture, increased police presence, the use of GeoDesign and planning, and improvements that make downtown more walkable and bicycle friendly just to name a few. Providing incentives for investors, leveraging the Historic Tax Credits and actively reaching out to certain needed services would also help to attract businesses into downtown Shreveport.

4. The Shreveport City Council voted yes to overhaul the city’s pension system. Employees will contribute more to their pension plans while they their health care premiums are expected to rise 10 percent in 2015. But, their wages have not increased. As mayor, how would you help offset the costs for city employees who are seeing more money deducted from their pay checks while their wage have remained stagnate?

This is a very difficult issue because it highlights one of many significant challenges the city faces due to years of neglected programs and mismanagement. Unfortunately, the city employees are in the cross fire. The pension and benefits plan for city employees have been grossly mismanaged for years and the city was finally forced to deal with this issue because the pension was unfunded. We have a plan to streamline city government and cut the fat at the top. This plan will help address much of the burden that is placed on the majority of city employees and provide compensation to the employees who are actually delivering the services. The solution provided most recently by the council does not address a comprehensive solution to the problem and in essence “kicks the can down the road”. The Pension Plan will eventually fail if it is not addressed and made solvent.

5. In recent years, the mayor and City Council often find themselves at odds over even the simplest issues making progress harder to achieve and leaving a cloud over the city government. What traits do you bring to the mayor’s office that might help to create a more cooperative, creative atmosphere in the workings between the mayor’s office and the City Council?

I believe that by being a No Party candidate and not having an allegiance to one party or even a faction of a party that my greatest strength is I can be unbiased in serving all citizens of the City of Shreveport. Additionally, I believe strongly that by ushering in a new era of complete transparency in government plaza that most of the previous issues regarding a failure to cooperate will dissipate.

I bring initiative, creativity, and a proactive attitude. I enjoy solving problems, unifying diverse groups, and I am a friendly and cooperative person to work with. I think the most important and common goal for our group is the determination to make Shreveport an economically viable, prosperous city that is cleaner, safer and a more fulfilling place to live for all of the people who call our city home.

Melvin Gerard Slack Jr.

1. This is a two part question: This has been a year of controversy for Shreveport’s top public safety officials. Former Fire Chief Craig Mulford was indicted and eventually fired violating administrative policies in regards to the Fire Station 8 scandal. Shreveport’s Police Chief Willie Shaw is being sued for allegedly retaliating against a detective who investigated the same case.

A. If you are elected, would you appoint new leadership for the fire and police departments? Why or why not?

Definitely. Well for one, God has called me to be what they call – my slogan that he gave me – Shreveport’s new mayor. And believe it or not, everybody that’s in place right now will be removed. Now, they may be able to reapply and get their jobs or positions back. But once I become mayor Nov. 4 , (on) Nov. 5 I will excuse everybody until they actually come back and reapply for the same job that they actually had because we’re going to make sure that deficit that we’re in –goes into a positive instead of a negative.

B. If you opt to appoint new leadership, what are the priorities for that new leader or what qualities would you seek?

Actually, I need to review the qualifications as far as each job is concerned. And once I review the qualifications, I will make sure without a doubt that whatever candidate for what position is definitely 100 percent qualified before I hire them for that job.

2. Another two part questions. According to the most recent State of the Municipal Infrastructure report, Shreveport has an estimated $1.5 billion infrastructure needs. The report attributes the deteriorated condition of the city’s drainage, streets, public buildings, parks, etc., to the lack of maintenance and years of “kicking the can down the road.” The city is under a consent decree to fix its water and sewerage system. A $175 million general bond issue voters approved in April 2011 is a start to addressing some infrastructure needs, but not nearly enough of what is needed to maintain Shreveport’s infrastructure on a yearly basis.

A. What other funding sources have you identified to finance infrastructure needs in Shreveport?

Well, actually the money is already has already been allocated to the city in the budget. But we just basically need to go back through so that we’ll know exactly how much money we can actually spend on the streets, but money would definitely be spent first on the road conditions. Because, like I saw the road conditions is horrible.

B. What is your plan to implement infrastructure improvements so that “the can” is not continually kicked down the road?

Well, actually, like I mentioned last night we’re definitely going to remove as well as replace individuals that are in different positions right now. Because in order to get ahead on anything, you have to have the right people in position with the right attitude because attitude means everything. We have a lot of people that are in different positions now that work for the city that have a not-so-good of an attitude. In order to get anything accomplished, you have to have the right attitude – a God-like attitude. So we will be removing as well as replacing a lot of different individuals here in the city.

3. It, proverbially, can be argued that a thriving downtown is an indicator of a city’s economic health. Nickey’s has been in the Red River District for a long time. Some businesses have located there but can’t find economic success. Meanwhile, the Barnwell Center, an iconic building, sits vacant, and Texas Avenue is a ghost of its former self. What is your vision for downtown development and how do you specifically intend to attract businesses there?

Well, the way we’re going to attract different businesses, believe it or not, New Orleans has what you call Bourbon Street. I like the way they have different things designed as far as small businesses as well as people that have different gifts as far as playing the drums, playing the guitar, dancing, etc. But we’re going to definitely make downtown a city to where you don’t have to go to New Orleans to be on Bourbon Street. We’re going to have what we call “Shreveport Bourbon” Street right here in downtown Shreveport.

4. The Shreveport City Council voted yes to overhaul the city’s pension system. Employees will contribute more to their pension plans while their health care premiums are expected to rise 10 percent in 2015. Yet, their wages have not increased. As mayor, how would you help offset the costs for city employees who are seeing more money deducted from their pay checks while their wages remain stagnate?

As far as the pension, basically what we want to do is lower the taxes, that way so everybody can live a descent life. Because it doesn’t make any sense to raise taxes as well as give them different benefits because it’s not going to level out.

5.5. In recent years, the mayor and City Council often find themselves at odds over even the simplest issues, making progress harder to achieve and leaving a cloud over the city government. What traits do you bring to the mayor’s office that might help create a more cooperative, creative atmosphere in the workings between the mayor’s office and the City Council?

We’re going to at least have one mayoral forum once a month for the entire city to come together. I don’t know the exact location, but we want to bring the entire city together to get everybody’s opinion and views on what needs to be done in the city of Shreveport, that way we can put our heads together. Instead of one person, as myself, trying to make all the decisions, because just like the Bible said we’re many members but we’re just one body. So we’re all need to get together and whatever seems the most reasonable and the most peaceful we need to get done that way. Just like with the dog park, I have a dog myself so I would love to build a dog park immediately. So, it shouldn’t have took this long to just build a simple dog park for people to carry their dogs out to.

Ollie Tyler

1. This is a two part question: This has been a year of controversy for Shreveport’s top public safety officials. Former Fire Chief Craig Mulford was indicted and eventually fired violating administrative policies in regards to the Fire Station 8 scandal. Shreveport’s Police Chief Willie Shaw is being sued for allegedly retaliating against a detective who investigated the same case.

A. If you are elected, would you appoint new leadership for the fire and police departments? Why or why not?

As public officials, our obligation is to the citizens we serve. The situation with Fire Station 8 was very unfortunate and our Fire Department’s leadership failed the public’s trust. Former Chief Mulford is entitled to his due process, however, the City leadership has determined that he is not the best option to lead our brave men and women of the Fire Department. As Mayor, I will choose my own team. This includes ensuring that the best civil service leadership is in place for our citizens. I do intend to name a Fire Chief and Police Chief to lead our firemen and women, and fully expect that the new Chiefs will lead with honor and integrity. Chief Shaw, the Police Department and the City of Shreveport are the subject of a lawsuit, but this does not necessarily mean that any liability exists. That is a determination for the Courts.

B. If you opt to appoint new leadership, what are the priorities for that new leader or what qualities would you seek?

I do expect each Fireman and Policeman employed by the City of Shreveport to be qualified, well-trained and to exhibit strong characteristics of leadership. Those individuals that serve as Chiefs and officers must be the best of the best. They must have experience, a strong educational background, and a public relations skill set that is indicative of the strong “Citizen First” approach that I will make a hallmark of my office as Mayor.

2. Another two part questions. According to the most recent State of the Municipal Infrastructure report, Shreveport has an estimated $1.5 billion infrastructure needs. The report attributes the deteriorated condition of the city’s drainage, streets, public buildings, parks, etc., to the lack of maintenance and years of “kicking the can down the road.” The city is under a consent decree to fix its water and sewerage system. A $175 million general bond issue voters approved in April 2011 is a start to addressing some infrastructure needs, but not nearly enough of what is needed to maintain Shreveport’s infrastructure on a yearly basis.

A. What other funding sources have you identified to finance infrastructure needs in Shreveport?

The bonds approved by the citizens will allow the City to begin to address some of those issues. As Mayor, I will prioritize the most needed repairs and begin implementing those repairs in a timely fashion. Additionally, I will seek additional funding to satisfy our city’s needs. We must be creative with how we approach such a large funding effort, remembering that there is no “quick fix.” We must explore all options that do not require tax increases. These options include making sure that the dollars we do have are spent in the most efficient manner possible, ensuring that infrastructure contracts are executed timely and effectively, and most importantly increasing our tax base through bold economic development initiatives. Sales taxes drive our City’s revenues and until we address our decreasing tax base, our funds available will continue to decrease.

B. What is your plan to implement infrastructure improvements so that “the can” is not continually kicked down the road?

As Mayor, I will ensure that the city of Shreveport fulfills its obligations under the Consent Decree. I will reach out to mayors, under similar Consent Decrees across the state and country, to discuss the best practices for our city to honor the requirements of the Consent Decree. As I have campaigned throughout this great city over past months, two concerns are universal to all our citizens, our streets and sewerage. Our locally maintained roadways and sewerage systems are in desperate need of repair. I understand that these must be comprehensive repairs that update our infrastructure. We must address issues related to the cities sub-structure as well as visible surfaces.

3. It, proverbially, can be argued that a thriving downtown is an indicator of a city’s economic health. Nickey’s has been in the Red River District for a long time. Some businesses have located there but can’t find economic success. Meanwhile, the Barnwell Center, an iconic building, sits vacant, and Texas Avenue is a ghost of its former self. What is your vision for downtown development and how do you specifically intend to attract businesses there?

The bonds approved by the citizens will allow the City to begin to address some of those issues. As Mayor, I will prioritize the most needed repairs and begin implementing those repairs in a timely fashion. Additionally, I will seek additional funding to satisfy our city’s needs. We must be creative with how we approach such a large funding effort, remembering that there is no “quick fix.” We must explore all options that do not require tax increases. These options include making sure that the dollars we do have are spent in the most efficient manner possible, ensuring that infrastructure contracts are executed timely and effectively, and most importantly increasing our tax base through bold economic development initiatives. Sales taxes drive our City’s revenues and until we address our decreasing tax base, our funds available will continue to decrease. I have consistently relayed the importance of marketing our city and making it appealing to new and innovative businesses so that more citizens will choose to remain or locate here and call Shreveport home.

4. The Shreveport City Council voted yes to overhaul the city’s pension system. Employees will contribute more to their pension plans while their health care premiums are expected to rise 10 percent in 2015. Yet, their wages have not increased. As mayor, how would you help offset the costs for city employees who are seeing more money deducted from their pay checks while their wages remain stagnate?

We must give our workers raises, however we cannot do this to the detriment of other programs and obligations of the City. My record shows that efficient money-management is an asset that I possess. I have taken a reserve budget from $4 million to $36 million during my tenure as superintendent. We must make sure that the dollars we do have are being spent in the most efficient ways possible. We must isolate and remove wasteful spending and ineffective programs. Funding for employee raises must be obtained from recurring monies and one time pay increases may not be the best allocation of City funds. There are funds currently on the books that are not being used and opportunities for partnerships that have not been fully explored. Again, the most effective and immediate way to provide raises is to increase our revenues, generated from economic development.

5. In recent years, the mayor and City Council often find themselves at odds over even the simplest issues, making progress harder to achieve and leaving a cloud over the city government. What traits do you bring to the mayor’s office that might help create a more cooperative, creative atmosphere in the workings between the mayor’s office and the City Council?

I understand the importance of cooperation between the executive and legislative branches of government. I will work closely with city council members both in City Hall and in their respective communities to move our city forward. I am my own candidate, and I am not driven by anyone’s agenda nor am I driven by selfish motivations. I am driven to serve the citizens of Shreveport as an effective leader who delivers results and implements on our vision. I have shown that I can unite individuals around a common goal and execute efficiently to achieve that goal. As Mayor, I do not represent one group over another; I represent all the citizens of Shreveport. I will strive to work with all elected officials, appointed officials, and individuals to improve the safety, economic opportunity, and quality of life for all of Shreveport. This must be a local, state and federal effort.

Patrick Williams

1. This is a two part question: This has been a year of controversy for Shreveport’s top public safety officials. Former Fire Chief Craig Mulford was indicted and eventually fired violating administrative policies in regards to the Fire Station 8 scandal. Shreveport’s Police Chief Willie Shaw is being sued for allegedly retaliating against a detective who investigated the same case.

A. If you are elected, would you appoint new leadership for the fire and police departments? Why or why not?

Yes. It is time for a fresh start free of any internal scandals and I want to build a team that is focused on my core priorities.

B. If you opt to appoint new leadership, what are the priorities for that new leader or what qualities would you seek?

I will be seeking the most qualified professional that has high ethical standards with proven leadership skills. This person’s character must be above reproach and they must believe in moving this City forward with new innovative ideas and approaches. I want Police and Fire Departments that are not heavy with bureaucracy but place a maximum on getting firefighters and police officers on the streets and in the communities. In order to make the citizens of Shreveport partners in law enforcement and public safety, they need to build trust with both departments and I will make that a priority as well for the new leaders.

2. Another two part questions. According to the most recent State of the Municipal Infrastructure report, Shreveport has an estimated $1.5 billion infrastructure needs. The report attributes the deteriorated condition of the city’s drainage, streets, public buildings, parks, etc., to the lack of maintenance and years of “kicking the can down the road.” The city is under a consent decree to fix its water and sewerage system. A $175 million general bond issue voters approved in April 2011 is a start to addressing some infrastructure needs, but not nearly enough of what is needed to maintain Shreveport’s infrastructure on a yearly basis.

A. What other funding sources have you identified to finance infrastructure needs in Shreveport?

The $1.5 billion infrastructure deficit is by far the largest liability facing the City in the near future and a portion of this includes the $350+million sewer mandate from the Consent Decree. Upon taking office, my Administration will implement a complete financial and efficiency audit of all Departments to ensure our existing revenues are properly and efficiently collected and spent. There is way too much wasteful spending and we must find ways to streamline operations that will free up additional funds. I will also make sure that previous bond issues that have been passed by the citizens are properly spent and spent in a timely manner more efficiently. Beyond that, my experience in the legislature will be greatly helpful. As Vice Chairman of the House Ways and Means Committee, I know how the process works in Baton Rouge and have proven relationships that have brought state monies back home to Shreveport.

B. What is your plan to implement infrastructure improvement so that the can is not continually kicked down the road?

The citizens of Shreveport have a right to be upset that the bond issue they voted for has not been implemented. It is a failure of the current administration’s leadership and there is no excuse. Holding up these funds means the jobs they create are held up as well. Playing games with the public’s money so that certain friends of the administration can get on the right construction team is not right for Shreveport and does a disservice to our long term needs. We must develop a short term and long term plan that addresses the financing and repairs of our Infrastructure. I will complete this plan within the first year of my Administration. This plan will be the guide for addressing the Infrastructure for future years. As we spend dollars, we create jobs. We also ensure that future employers that travel here see that we are investing in the city which will help lure them here. Our citizens deserve good roads and infrastructure and I intend to give it to them. Real action isn’t planning, it’s spending.

3. It proverbially can be argued that a thriving downtown is an indicator of a city’s economic health. Nickey’s has been in Red River District for a long time. Some businesses have located there but can’t find economic success. Meanwhile, the Barnwell Center, an iconic building, sits vacant and Texas Avenue is a ghost of its former self. What is your vision for downtown development and how do you specifically intend to attract businesses there?

I was one of the first that had a residence and business in the downtown area. I know what it was like to live and work downtown and have a personal view of what it will take to energize it. Shreveport will not be complete until our downtown area is as vibrant and energized as Youree Drive. The Mayor must empower and support the efforts of the Downtown Development Authority for what they were legislatively created to do. Downtown is primed for a mixed use businesses, residences and entertainment venues and all we have to do is to create more jobs by bringing in more businesses that will increase our overall tax base for the City. We must demonstrate how safe our downtown area is and ensure that parking is conveniently available as we entice development to the downtown area through public projects, private projects and public/private projects.

4. The Shreveport City Council voted yes to overhaul the city’s pension system. Employees will contribute more to their pension plans while they their health care premiums are expected to rise 10 percent in 2015. But, their wages have not increased. As mayor, how would you help offset the costs for city employees who are seeing more money deducted from their pay checks while their wage have remained stagnate?

We must make the City more efficient in its operations by cutting the top-heavy bureaucracy the city currently has, ensuring that our existing revenues are collected and spent in the most efficient way, and creating more jobs through a strong Economic Development Plan that will increase our tax base. We have tried to tax our way out of our spending problem in the past. I’m the only candidate with a proven track record of rearing in spending which we have done for the past several years in Baton Rouge. My plan is to cut taxes which will spur economic development and bring jobs here. Once we make our City more efficient with less waste, a smaller bureaucracy, and address the unfunded liabilities and increase our tax base through growth and economic development then we will be able to address the overall needs of the City. This could include the wage issues lower level city workers are experiencing.

5. In recent years, the mayor and City Council often find themselves at odds over evening the simplest issues making progress harder to achieve and leaving a cloud over the city government. What traits do you bring to the mayor’s office that might help to create a more cooperative, creative atmosphere in the workings between the mayor’s office and the City Council?

I am a proven leader. The City and Council need to unite behind some common visions and goals. I intend to do just that but focusing on job creation and bringing back the basics in city government. Trash needs to picked up on time, public safety needs to be paramount and streets and neighborhoods need to be clean and free of blight. We also must make some hard decisions about our Infrastructure Deficit. My education including a degree in architecture and an MBA gives me the knowledge I will need to get city projects accomplished on time and on budget. My experience owning my own business gives me the background to bring jobs here and cut through the bureaucratic red tape that has hamstrung our city. And my public sector positions as Parish Commissioner and State Representatives have given me the insight on how to work with diverse groups and entities to bring them together across party lines to accomplish common goals.

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