FISCAL YEAR 2021 BUDGET

POLICE DEPARTMENT
Department Description and Mission

The mission of the Houston Police Department is to enhance the quality of life in the City of Houston by
working cooperatively with the public to prevent crime, enforce the laws, preserve the peace, and provide
a safe environment.

The mission is obtained by upholding the following values:
I Preserve and advance democratic values
Improve the quality of community life
I Improve the quality of work life
I Demonstrate professionalism by embracing the core values: Honor, Integrity, and Respect

DEPARTMENT SHORT TERM GOALS

The major goals and short-term objectives of the department are based on the current staffing of the
department. Depending on the final approved budget, these goals may be modified to match the resources
available.

1. ENHANCE COMMUNITY SAFETY AND SECURITY
1.1 Less crime: Attain a Group A NIBRS crime rate at or below that of FY2020.

1.2 Rapid response: Maintain average response times for Priority Code 1 and 2 calls.
a. Priority Code 1 calls in the 4-6 minute range.
b. Priority Code 2 calls in the 8?12 minute range.
1.3 Rapid response: Meet or exceed the percentage of FY2020 calls handled within
range.
a Priority Code 1
b. Priority Code 2

1.4 Safer Roadways: Reduce the number of traffic fatalities below the average forthe
prior five fiscal years.

2. MAINTAIN PUBLIC CONFIDENCE AND SATISFACTION

2.1 Prompt service: Maintain weighted response time at or below the FY2020 average.

2.2 Satisfied citizens: Reduce the number of internal and external complaints below
that of FY2020.

2.3 Effective outreach: Increase the effectiveness of the department?s outreach efforts.

a Enhance outreach via Social media engagements by optimizing use
of platforms for targeted communication.

b. Enhance outreach to special needs populations.

 



 

 

FISCAL YEAR 2021 BUDGET

 

3. INCREASE ACCOUNTABILITY TO THE COMMUNITY

3.1

3.2

3.3

3.4

Process improvement: Maintain current International Organization for
Standardization (ISO) 9001 certifications and complete certifications forAuto
Dealers and Recruiting.

Fiscal stewardship: Budget utilization rates demonstrate sound management of
funds provided by City Council.

Professional standards: Increase the availability of information both internally and
externally regarding the conduct of officers and department initiatives to build more
legitimacy and public trust.

Professional standards: Maintain reporting and public release of Body Worn
Camera Semi?Annual Report.

4. MAINTAIN OR INCREASE PRODUCTIVITY

4.1
4.2

4.3

4.4

4.5

Sufficient capacity: Increase classified staffing versus FY2020 average.

Sufficient capacity: Improve the quality of the customer experience throughthe
use of alternatives to dispatched calls.

Officer Safety: Evaluate and procure equipment to improve the safety of classified
personnel.

Resource economy: Maintain a positive disposal?intake ratio in the Property Room
for property eligible for disposal.

Officer Wellness: Increase personnel awareness and knowledge related to wellness
issues risk factors for suicidal behavior, problem-solving methods, and effective
intervention strategies).

5. INCREASE PROFESSIONALISM

5.1
5.2

5.3

Training updates: Increase the use of Scenario-Based Training (SBT).

Training: Deliver training that reinforces department's values of Honor, Integrity and
Respect.

Training: Deliver rank?relevant training to all supervisors and managers that
includes either technical or leadership components.

 



 

FISCAL YEAR 2021 BUDGET

 

DEPARTMENT LONG TERM GOALS

This longer?term plan consists of strategies with a horizon of greater than 12 months. It is more of a plan
or to?do list for this year and the subsequent years, but the priorities were not intended to be objectives,
with a specific target and timeline. Certainly, there will be indicators of success that can be quantified and
presented to the Command and Administration at appropriate intervals.

1. ENHANCE COMMUNITY SAFETY AND SECURITY

Vision: Houston will be the safest major city in the nation.

1.1

1.2

1.3
1.4

Improve the transfer and sharing of information and data between criminal justice and
law enforcement agencies in the region to reduce crime and expedite the judicial
process.

Sustain the department's reputation as an engaged and cooperative law
enforcement partner, using modern tools and technology for information sharing
with local, state, and federal partners.

Conduct initiatives to reduce traffic injuries and deaths.

Perform priority services.

2. MAINTAIN PUBLIC CONFIDENCE AND SATISFACTION
Vision: HPD remains a trusted public sector organization that serves all Houstonians.

2.1 Implement strategies and programs to prevent crime, reduce calls for service, de-

escalate potential violent situations, and reach people with special needs.

2.2 Improve citizen satisfaction rates, as measured by various community surveys.

2.3 Leverage new communications media to communicate with members of the public.

3. INCREASE ACCOUNTABILITY TO THE COMMUNITY
Vision: All HPD employees are held accountable for their actions.

3.1

3.2

3.3

Implement transparent practices to establish a high sense of legitimacy and
promote the public's and government officials' confidence in the department.

Maintain a performance and evaluation process that increases credibility with internal
and external customers.

Equip all officers in uniformed assignments with body-worn cameras by the
end of FY2021.

4. MAINTAIN 0R INCREASE PRODUCTIVITY

Vision: HPD is a respected steward of public funds, retaining and wisely investing limited
public resources for efficient and effective service.

4.1

4.2

Continue to effectively and efficiently use resources allocated or acquired
bythe department.

Acquire technology to improve efficiency and serve as a force multiplier as
financial resources allow.

 

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FISCAL YEAR 2021 BUDGET

 

4.3 Continue reengineering processes such as the certification, Process
Improvement, Lean Six Sigma and civilianization to increase efficiencies and to utilize
personnel more effectively as funding allows.

4.4 Implement processes to expedite the transfer of case information, video and digital
data to the Harris County District Attorney's Office.

5. INCREASE PROFESSIONALISM
Vision: HPD is the most professional law enforcement agency in the country.
5.1 Reinforce the department's core values of Honor, Integrity, and Respect.

5.2 Develop supervisors and managers through nationally recognized technical and
leadership training.

5.3 Create opportunities where civilian employees, particularly supervisors and
managers, achieve a higher level of recognition for their responsibilities and
contributions.

5.4 Improve the quality and means of presenting training and expectations to
improve leadership, tactics, employee safety, customer service, and
discipline.

POLICE DEPARTMENT
Department Organization

 

 

 

 

 

 

 

Police
1000
FTEs: 6,237.4
Exp.: 930,624,400
Chief?s Command Field Support Operations Investigative Special
100001 100004 Operations
100005
FTEs: 153.2 FTEs: 3,915.9 FTES: 2,168.3
Exp.: 25,068,102 Exp: 524,184,166 EXP-1 381372.132

 

 

 

 



 

FISCAL YEAR 2021 BUDGET

 

        
  
   
    
 

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nunn?bFISCAL YEAR 2021 BUDGET

 

 

 

Business Area Budget Summary

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Fund Name General Fund
Business Area Police Department
Fund No. lBus. Area No. 1000 I 1000 FY2019 FY2020 FY2020 FY2021
Actual Current Budget Estimate Budget
Personnel Services 809,111,914 844,546,453 831,060,687 853,725,303
Supplies 10,795,420 11,635,385 12,055,731 12,540,783
Other Services and Charges 41,241,824 54,129,804 58,464,707 64,058,314
Equipment 176,430 480,878 86,270 0
Non?Capital Equipment 648,401 446,965 300,000 300,000
Expenditures Total Expenditures 861,973,989 911,239,485 901,967,395 930,624,400
Debt Service Other Uses 0 0 0 0
Total Expenditure 861,973,989 911,239,485 901,967,395 930,624,400
Revenues 39,109,086 40,382,565 40,600,499 40,520,253
Full-Time Equivalents - Civilian 949.9 975.6 906.8 975.6
St ff Full-Time Equivalents -,Classi?ed 5,128.0 5,256.0 5,268.5 5,240.3
a Full-Time Equivalents - Cadets 139.5 163.1 148.4 21.5
Total 6,217.4 6,394.7 6,323.7 6,237.4
Full-Time Equivalents - Overtime 171.5 106.7 132.6 107.0
0 The FY2021 Budget provides funding for health bene?ts, pension contribution, and municipal and classified
employees contractual pay increases.
Signi?cant
Budget 0 The FY2021 Budget does not possess adequate funding to begin start any cadet classes due to the ?nancial
Changes hardships on the City of Houston directly resulting from the 
and
Highlights 0 The FY2021 Budget includes funding that captures continual annualized cost of the prior year cadet classes
through their transition to police of?cers.
Police Department
Current Budget vs Actual Expenditures
$1,600.00
$1,400.00
$1,200.00
$1,000.00


jg $800.00
2
$600.00
$400.00
$200.00
$0.00

   

2014 2015 2016 2017 2018 2019 2020* 2021

$3 Budget . Actual *Est

 

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FISCAL YEAR 2021 BUDGET

 

 

Business Area Performance Measures

 

 

 

 

 

 

 

 

 

 

 

 

Fund Name General Fund
Business Area Police Department
Fund No. IBus. Area No. 1000 I 1000

rf FY2019 FY2020 FY2020 FY2021

ormance easures Actual Target Estimate Target

Classi?ed Attrition 222 250 240 240
Classi?ed Overtime FTEs 142.0 96.7 110.7 91-5
Priority 1 Average Response Time (minutes) 559 4 to 5 5.88 4 to 6
Priority 1 Calls Responded to within 6 Minutes 66.25% 68.3% 63.44% 63.44%
Priority 2 Average Response Time (minutes) 1022 3 to 12 10.83 3 to 12
Total Dispatched Calls 1,090,844 1,165,000 1,080,912 1.121 ,553
Traf?c Fatalities 215 225 255 236
UCR NIBRS Crime Rate 5,363 5.700 5 840 5,532
Expenditures Adopted Budget vs Actual Utilization 99% 93% 100% 98%
Revenues Adopted Budget vs Actual Utilization 107% 100% 101% 100%

 

 

 

 

 

 

 

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FISCAL YEAR 2021 BUDGET

 

 

Division Summary

 

 

 

 

Fund Name General Fund
Business Area Police Department
Fund No. IBus Area No. 1000 I 1000
Division FY2019 Actual FY2020 Estimate FY2021 Budget
Description FTEs Costs FTEs Costs FTEs Costs :5
Chief?s Command 100001
Provides management oversight, and support to Field 150.0 22,843,402 150.5 24,468,396 153.2 25,068,102

Support Operations and Investigative Special
Operations, to include strategic operations in
furtherance of the department?s mission of enhancing
the quality of life in the city. This Command consists
of the Of?ce of the Chief of Police, Budget Finance,
Legal Services, and Internal Affairs.

100004

Responsible for management and oversight of
calls-for-service citywide, primary investigations, traffic
enforcement, crime analysis, planning data
governance, to include Command Center ovenNatch to
maintain a high degree of police presence and
visibility for the prevention and reduction of crime.

Field Support Operations

100005

Management and oversight of investigations involving
auto theft, burglary, ?nancial crimes, homicides,
juveniles, major assaults, robberies, special
victims/domestic violence, and vice-related matters, to
include human traf?cking. Also responsible for
Houston's airports, air marine and tactical
operations, and recruiting/training, along with public
affairs and technology services.

investigative Special Operations

 

3,762.7 484,247,506

2,304.7 354,883,081

 

3,902.5 515,614,053

2,270.7 361,884,946

 

3,915.9 524,184,166

2,168.3 381,372,132

 

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FISCAL YEAR 2021 BUDGET

 

 

Division Summary

 

General Fund
Police Department
1000 I 1000

Fund Name
Business Area
Fund No. lBus Area No.

 

 

 

 

FY2019 Actual FY2020 Estimate FY2021 Budget
Division Name FTEs Costs FTEs Costs FTEs Costs 
100001 Chief's Command
Civilian 73.6 79.6 82.3
Classi?ed 76.4 70.9 70.9
Cadets 0.0 0.0 0.0
Total 150.0 22,843,402 150.5 24,468,396 153.2 25,068,102
100004 Field Support Operations
Civilian 423.9 433.9 487_4
Classi?ed 3,338.8 3,468.6 3,428.5
Cadets 0.0 0.0 0.0
Total 3,762.7 484,247,506 3,902.5 515,614,053 3,915.9 524,184,166
100005 Investigative Special Operations
Civilian 452.4 393.3 405.9
Classi?ed 1,712.8 1,729.0 1,740.9
Cadets 139.5 148.4 21.5
Total 2,304.7 354,883,081 2,270.7 361,884,946 2,168.3 381,372,132
Grand Total
Civilian 949.9 906.8 975.6
Classi?ed 5,128.0 5,268.5 5,240.3
Cadets 139.5 148.4 21.5
Grand Total 6,217.4

861,973,989 6,323.7

 

901,967,395 6,237.4

 

 

930,624,400

 

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FISCAL YEAR 2021 BUDGET

 

 

Business Area Revenues Summary

 

Fund Name
Business Area

Fund NoJBus. Area No. 

General Fund
Police Department

 

 

100011000

FY2019 FY2020 FY2020 FY2021

Category Actual Current Budget Estimate Budget
Charges for Services 1,674,811 1,803,976 1,733,027 1,785,610
Direct Interfund Services 31,954,548 33,151,652 32,979,289 33,648,346
indirect Interfund Services 1,005,232 1,115,337 1,095,337 1,059,647
Other Fines and Forfeits 28.655 55,300 13,511 15,300
Miscellaneous/Other 2,795,840 2,606,300 3,129,335 2,261,350
Other Resources 1,650,000 1,650,000 1,650,000 1,750,000
Grand Total Revenues 39,109,086 40,382,565 40,600,499 40,520,253

 

 

 

 

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