AMERICAN RESCUE PLAN ACT

Local Fiscal Recovery Funds 2021 Report | Recovery Plan

Mayor Sylvester Turner

City of Houston

1
City Hall Annex

900 Bagby, First Floor

Houston, TX 77002

832.393.0805

Council Member Amy Peck

Phone: 832.393.3010

FAX; 832.393.3302 

E-Mail: districta@houstontx.gov

Council Member Tarsha Jackson

Phone: 832.393.3009

FAX; 832.393.3291

E-Mail: districtb@houstontx.gov

Council Member Abbie Kamin

Phone: 832.393.3004

E-Mail: districtc@houstontx.gov

Council Member Carolyn EvansShabazz

Phone: 832.393.3001

FAX; 832.393.3201

E-Mail: districtd@houstontx.gov

Mayor Pro-Tem Dave Martin

Phone: 832.393.3008

FAX: 832.393.3279 

E-Mail: districte@houstontx.gov

Council Member Tiffany D. Thomas

Phone: 832.393.3002

E-Mail: districtf@houstontx.gov

Council Member Greg Travis

Phone: 832.393.3007

FAX; 832.395.9571

E-Mail: districtg@houstontx.gov

Council Member Karla Cisneros

Phone: 832.393.3003

E-Mail: districth@houstontx.gov

Council Member Robert Gallegos

Phone: 832.393.3011

E-Mail: districti@houstontx.gov

Council Member Edward Pollard

Phone: 832.393.3015

FAX; 832.395.9423

E-Mail: districtj@houstontx.gov

Council Member Martha Castex-Tatum

Phone: 832.393.3016

FAX; 832.395.9410

E-Mail: districtk@houstontx.gov

Council Member Mike Knox

Phone: 832.393.3014

FAX: 832.395.9472

E-Mail: atlarge1@houstontx.gov

Council Member David W. Robinson

Phone: 832.393.3013

FAX; 832.393.3336

E-Mail: atlarge2@houstontx.gov

Council Member Michael Kubosh

Phone: 832.393.3005

FAX; 832.393.3251

E-Mail: atlarge3@houstontx.gov

Council Member Letitia Plummer

Phone: 832.393.3012

FAX; 832.393.3327

E-Mail: atlarge4@houstontx.gov

Council Member Sallie Alcorn

Phone: 832.393.3017

FAX; 832.395.9426

E-Mail: atlarge5@houstontx.gov

Disctrict Members

At-Large Members

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Content

Letter from Mayor Sylvester Turner

Executive Summary 

Use of Funds

Promoting Equitable Outcomes Community 

+ Data Snapshots

Community Engagement

Labor Practices 

Use of Evidence

Table of Expense by Expenditure Category

Project Inventory

Performance Report

Required Performance Indicators and 

Programmatic Data

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ARPA

Dear Houstonians,

The coronavirus pandemic caused personal and fiscal hardships 

for many of us. Fortunately, the City of Houston will avoid a 

massive budget shortfall thanks to more than $600 million in State 

& Local Fiscal Recovery Funds from President Biden’s American 

Rescue Plan Act (ARPA).

But for the dollars being made available by Congress and the 

President, there would have been major budgetary cuts and 

layoffs. Without this needed influx of federal funds, the City 

would have had to close a $201 million budget gap in fiscal year 

2021-2022.

The ARPA funds are helping protect the salaries of our first responders, including police, EMS, health, and solid 

waste workers who continued to work every day and are critical to our struggle with COVID-19. And yes, 

finally, we were able to give our firefighters an 18 percent raise over the next three years.

The overall budget for this fiscal year will represent a five percent increase over last year. Most of the federal 

funds will go to replace revenues lost due to COVID-19 and associated drops in sales tax collection in the 

General Fund, but we expect to have a small amount left over for some priority projects outlined in this report.

Unfortunately, the pandemic still has not run its course. We'll continue to be mindful next year, and the year 

after next, because we will still be affected by the coronavirus and there will still be impacts on our tax revenue. 

The Biden Administration recognizes this as well, so the Fiscal Recovery Funds will be distributed in two 

tranches. The first tranche of $303.8 million was received in May. The second tranche of $303.8 million will be 

delivered in May of 2022.

This report will help provide transparency on how, together with City Council, the City of Houston plans to 

recover. With the help of these federal funds and all Houstonians, we will come back from the coronavirus 

pandemic stronger than ever.

Sincerely,

Sylvester Turner

Mayor

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ARPA

Executive Summary

But for the dollars being made available by Congress and the President, there 

would have been major budgetary cuts and layoffs. Without this needed 

influx of federal funds, the City would have had to close a $201 million 

budget gap in fiscal year 2021-2022. 

The coronavirus pandemic created an enormous 

crisis in America. Government at every level has 

wrestled with the demand for increasing services 

while revenues were shrinking due to the economic 

crisis. While the worst of the economic situation 

may be behind us, the effects will be felt for years. 

The Biden Administration has truly used an “all of 

government” effort to battle the pandemic. A major 

component of the administration’s approach is 

evidenced by the resources allocated to local 

governments in the American Rescue Plan Act 

(ARPA). The City of Houston has endured unique 

challenges that have made municipal services both 

more challenging to provide, yet more needed than 

ever. 

But for the dollars being made available by 

Congress and the president, there would have been 

major budgetary cuts and layoffs. Without this 

needed influx of federal funds, the City would have 

had to close a $201 million budget gap in fiscal year 

2021-2022. 

Public safety is the first priority for the City of 

Houston and Mayor Sylvester Turner. The Houston 

Police Department (HPD) is the largest department 

in the City of Houston and the largest police 

department in the State of Texas. With the help of 

ARPA dollars, the salary costs for personnel were 

fully funded in the FY 2022 budget, including 

approximately 5,250 officers and six police cadet 

classes to keep pace with the retirement of officers. 

Thanks to the ARPA money dedicated to 

maintaining government services, the City’s budget 

fully funds the police department. 

The pandemic has also stretched the Emergency 

Medical Services (EMS) operated by the Houston 

Fire Department (HFD) like never before. Thanks 

to ARPA, Houston was able to fully fund the 4,000 

firefighters within HFD, as well as provide a muchneeded six percent raise as part of a three-year 

commitment to be more competitive in the market 

and to retain talent.

The pay raise is well deserved, as firefighters have 

performed admirably during very difficult 

circumstances on the frontline of the COVID-19 

pandemic. 

From ongoing testing to vaccinations, the country has 

a much better understanding of the demands placed 

on our health system and a greater appreciation for 

public health workers. In this case, the Houston Health 

Department (HHD) received ARPA funding to keep 

the experienced workers battling the pandemic secure 

in their jobs. With the Delta variant already stressing 

the capacity of the hospital system, keeping Houston’s 

Health Department fully resourced empowers the 

department to concentrate on vaccination outreach 

and other public health interventions, which are vital 

to a healthy Houston. 

First responders weren’t the only ones under strain. 

With early “stay at home” orders and increased 

telecommuting, Houston experienced significant 

growth in solid waste volumes similar to what 

appeared throughout the United States. Houston’s 

Solid Waste Management (SWM) personnel and 

equipment were pushed to the brink as the pandemic 

ran its course. ARPA funding is key to maintaining 

these vital services, which include regular weekly pick 

up, recycling, and bulk waste collections. 

In addressing priority projects, the City of Houston 

sought to address community needs beyond the scope 

of existing City services. Houston is the largest 

municipality in the United States without the safety net 

of Medicaid expansion. The State of Texas is one of 13 

states that have rejected the Affordable Care Act’s 

provision for Medicaid expansion. As a result, many 

vulnerable Houstonians do not have adequate access to 

medical care, thus exacerbating inequality in the midst 

of a pandemic.

A population under duress, compounded by the 

limited options for behavioral health services (both for 

mental health and substance abuse disorders), puts 

additional strain on local first responders, such as 

police, fire and health departments. 

Priority projects under the Houston Police 

Department address the growing demand for 

behavioral healthcare access as well as provide 

additional resources for domestic violence victims. 

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ARPA

Executive Summary (cont'd)

To directly address effective vaccination programs, 

the Houston Health Department has rolled out an 

incentive program, which is already proving 

successful. 

Finally, as part of Houston’s plan to address the 

negative economic impact resulting from the public 

health emergency and financial impacts of the 

COVID-19 pandemic, the City plans to expedite 

payments to the Zoo Development Corp. (ZDC), 

using LFRF funds, to address impacts to ZDC and 

its operations.

In addition to the funding for the provision of 

government services through Local Fiscal Recovery 

Fund (LFRF), the City of Houston has worked hard 

to maximize the impact of ARPA dollars. 

The Emergency Rental Assistance Program (ERAP) 

portion of ARPA provided $21.6 billion to assist 

households unable to pay rent and utilities due to 

the impacts of COVID-19. Partnering with Harris 

County, no other entity in the country has provided 

as much rental relief to renters and landlords as 

Houston and Harris County. The recent visit by 

Deputy Treasury Secretary Wally Adeyemo 

showcased the success of the Houston-Harris 

County rental relief program in keeping families 

housed. During his visit, grantees shared best 

practices resulting from the city-county 

partnership, strong community-based organization 

support, and robust outreach efforts, particularly in 

the most vulnerable communities. 

Finally, the Houston Airport System (HAS) 

operates three airports: Bush Intercontinental 

Airport (IAH), Hobby Airport (HOU), and 

Ellington Airport (EFD). Under ARPA, 

approximately $8 billion in economic relief was 

directed to airports to prevent, prepare for, and 

respond to the COVID-19 pandemic, including 

relief from rent and minimum annual guarantees 

(MAG) for eligible airport concessions at primary 

airports. 

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6 ARPA

All-of-government effort

“

“

Public safety is the first priority 

for the City of Houston and 

Mayor Sylvester Turner. The 

Houston Police Department 

(HPD) is the largest 

department in the City of 

Houston and the largest police 

department in the State of 

Texas. With the help of ARPA 

dollars, the salary costs for 

personnel were fully funded in 

the FY 2022 budget, including 

approximately 5,250 officers 

and six police cadet classes to 

keep pace with the retirement of 

officers. Thanks to the ARPA 

money dedicated to 

maintaining government 

services, the City’s budget fully 

funds the police department. 

From testing, to contact tracing, to vaccinations, the 

country has a much better understanding and 

appreciation for public health workers.

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ARPA

Use of Funds

Like most state and local governments across the nation, the City of Houston faces record revenue 

losses due to the COVID-19 pandemic. Replacing these lost revenues has been the most pressing need 

for the fiscal year ending June 30, 2022. 

On June 2, 2021, Houston City Council approved $198.624 million of LFRF from the ARPA Funds for 

the replacement of lost revenue due to the revenue losses during the COVID-19 public health 

emergency that would otherwise have funded the provision of government services. This replacement 

funding will be utilized to maintain and sustain critical services in the FY2022 Budget. 

But for the dollars being made available by Congress and the President, there would have been major 

budgetary cuts and layoffs. Without this needed influx of federal funds, the City would have had to 

close a $201 million budget gap in Fiscal Year 2022. 

At the same time, money from other portions of ARPA have helped provide resources for Emergency 

Rental Assistance (ERA) and support for the Houston Airport System (HAS), which is made up of 

three separate airports. 

The following documents provide a breakdown of the proposed allocation from LFRF into 

departmental totals, illustrate the disbursement progress of rental relief funds, and detail the airport 

support funding.

Houston Police Department 

The Houston Police Department (HPD) will receive 60 percent of the LFRF funds in the 2021-22 

fiscal year. Most of these funds will be dedicated to maintaining the high level of government service 

HPD provides to Houston. As stated earlier, public safety is the first priority for the City of Houston 

and Mayor Sylvester Turner. 

On July 23, the Biden-Harris Administration released a “Comprehensive Strategy to Prevent and 

Respond to Gun Crime and Ensure Public Safety.” The report specifically mentions using ARPA 

resources to fund law enforcement programs, per a recent announcement by the Treasury 

Department:

“Hiring law enforcement officials – even above pre-pandemic levels – or paying overtime where 

the funds are directly focused on advancing community policing strategies in those communities 

experiencing an increase in gun violence associated with the pandemic.” 

Thanks to ARPA money dedicated to maintaining government services, the City’s budget fully funds 

the police department. However, the pandemic has created additional needs for public safety 

interventions. These additional interventions are directly associated with behavioral health needs 

increasing due to the stress of the pandemic. 

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MAINTAINING GOVERNMENT SERVICES 

CITY OF HOUSTON | MAINTAINING GOVERNMENT SERVICES 08/03/21

AMERICAN RESCUE

PLAN ACT SUMMARY

On June 2, 2021, Houston City Council passed the FY 2022 budget for the City of 

Houston. Together with Mayor Turner, Council agreed to use $198.624 million of Local 

Fiscal Recovery Funds (LFRF) from the American Rescue Plan Act (ARPA) for the

provision of government services due to revenue losses during COVID-19 public health

emergency, to maintain and sustain critical services. 

Unlike the CARES Act, ARPA recognized the negative economic impact of the COVID-19

public health emergency to state and local governments and the need to continue

providing critical services to citizens. Like most state and local governments across the

nation, Houston faces record revenue loss during the COVID-19 pandemic, especially in

sales tax revenue that makes up nearly 30 percent of General Fund revenues. With this

government provision, ARPA has enabled the City to maintain the indispensable

services most valued by our residents during this challenging time.

The critical services allocation included for FY2022 are as follows:

These departments continue to play a vital and ongoing role in the pandemic.

Monies from ARPA must be obligated before 2024 and completely spent by 2026.

Police

Fire

Health

Solid Waste

60%

33%

4%

3%

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ARPA

Priority Projects

“The public health response to the COVID-19 pandemic should increase 

intervention and prevention efforts to address associated mental health 

conditions.” 

According to the Centers for Disease Control and 

Prevention (CDC) study, “Mental Health, Substance 

Use, and Suicidal Ideation During the COVID-19 

Pandemic” dated August 14, “The public health 

response to the COVID-19 pandemic should increase 

intervention and prevention efforts to address associated 

mental health conditions.”

“

“

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ARPA

The Mental Health Division is a collaboration between the HPD, mental health professionals in Houston/

Harris County and advocacy groups, such as the National Alliance on Mental Illness and Mental Health 

America of Greater Houston. The Houston Police Department works with the community to develop a 

multifaceted strategy for responding to individuals in serious mental health crises. Calls for service for 

Crisis Intervention Training (CIT) have been trending upward, and that has only been exacerbated by the 

pandemic. 

In addition to maintaining the current police force of 

approximately 5,250 officers, the following priority 

programs are being considered for implementation 

by Mayor Turner: 

Expand the 911 Crisis Call Diversion (CCD) 

Program: CCD is a joint program between the City 

of Houston and The Harris Center for Mental 

Health to divert mental health crisis calls to 

counselors and community mental health providers 

instead of sending first responders to investigate. 

The counselors work at the Houston Emergency 

Center (HEC) to coordinate diversions directly 

with HPD and Houston Fire Department 

dispatchers. CCD counselors answer noncriminal/non-violent types of crisis-intervention 

calls for service in lieu of sending patrol officers 

and/or EMS to the scene. The program provides 

enhanced service to mental health consumers 

not directly available to patrol, such as 

community health referrals and Mobile Crisis 

Outreach Team responses. 

Priority Projects

In addition to the money utilized for Revenue Replacement, the City of 

Houston is planning several Priority Projects from city departments to provide 

needed services. The demand for these services has increased due to the 

pandemic, while revenues have decreased. 

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ARPA

Priority Projects 

In 2020, CCD assessed 4,527 calls for service and 

diverted 2,116 toward a mental health or community 

support service better suited for the provision of 

such services. Of those, 1,241 were diverted away 

from law enforcement and 875 were diverted away 

from fire/medical. In addition, CCD refers eligible 

calls to the Mobile Crisis Outreach Team when 

appropriate. 

The cost of expansion to 24-hour coverage is 

$272,140 annually ($816,420 for 3 years). This would 

add four more full-time care coordinators and 

necessary equipment. While the provision of 

behavioral health services is worthy of investment on 

its own merits, the program increases the capacity of 

law enforcement officers to focus on public safety 

rather than behavioral health issues. 

Increase the number of Mobile Crisis Outreach 

Teams (MCOT): MCOT is a team of mental health 

professionals who respond to situations involving a 

person in a mental health crisis without the 

involvement of law enforcement. 

MCOT has a proven record of handling situations 

involving mental health crises with appropriate 

community resources. MCOT can safely respond to 

911 calls that involve a mental health nexus so long 

as there is no indication of violence, weapons, or 

criminal offenses. This represents approximately 200 

of the calls received by 911 every month. 

The crisis teams will focus on “rapid response,” not 

referrals for future treatments, but immediate 

interventions. This methodology helps alleviate the 

demands on law enforcement from dealing with 

lower-level mental health calls and connects 

individuals suffering from a mental illness to 

services and professionals that can help them most 

without involving the criminal justice system. 

MCOT can be deployed by the CCD or called in by 

officers in the field, allowing for officers to introduce a 

behavioral health medical intervention. This “hand off” 

delivers the appropriate level of care. 

Currently, only law enforcement officers are authorized 

to issue Emergency Detention Orders (EDOs) in Texas. 

By expanding MCOT and allowing for more immediate 

medical interventions, the number of EDOs are likely to 

be reduced. 

MCOT will be expanded by six teams and support staff, 

and upon evaluation of the success of the program, 

expanded to 18 teams. Costs will be $11,871,469 for 

three years for the 18-team expansion. 

Increase the number of Crisis Intervention Response 

Teams (CIRT): The Crisis Intervention Response 

Team (CIRT) consists of a Crisis Intervention Trained 

(CIT) officer and a licensed professional clinician who 

ride together and respond to mental health 

disturbances. The CIRT units safely de-escalate mental 

health crises and provide the most informed possible 

disposition to these calls. CIRT units are also called on 

to support the SWAT commander in special threat 

situations. The clinicians have direct access to patient 

medical data in the Harris Center and Harris County 

Hospital District systems, which provides patient 

diagnoses, mental health history, medications and 

hospitalizations critical to the proper assessment of 

needs and provision of services. 

Currently, the CIRT staff includes 12 Houston Police 

Department Officers, 14 Harris Center clinicians, and 

nine Harris County Sheriff’s Deputies. Annually, each 

CIRT unit handles approximately one percent of all the 

City’s total calls for service, including approximately 13 

percent of the total calls for service involving persons in 

crisis. The capacity to address mental health related 

calls will be greatly increased with an increase in the 

number of CIRT units. They have proven to be the best 

suited to de-escalate situations, and ultimately, provide 

much-needed mental health resources to these 

vulnerable populations. 

HPD currently has 12 CIRT units deployed. The cost of 

expansion to 24-hour coverage by adding six more 

teams is $2,050,888 annually ($6,152,664 for three 

years). 

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ARPA

Priority Projects

Implement the Clinician-Officer Remote 

Evaluation (CORE) program: The Clinician-Officer 

Remote Evaluation program is a telehealth strategy 

for responding to mental health crisis calls using a 

tablet and a HIPAA-approved technology platform 

to connect a law enforcement first responder with a 

mental health clinician in the community at the time 

of the 911 dispatch. 

CORE currently operates with six licensed 

professional clinicians and a team leader that assist 

the officer at a scene to make a quick, accurate 

mental health assessment of persons who are in 

mental health crisis. The clinicians can also access 

the person’s hospitalization history and connect the 

person with needed resources. 

The Harris County Sheriff’s Office (HCSO) has 

already implemented the CORE program. The 

University of Houston has evaluated the Harris 

County Sheriff’s Office’s pilot of CORE, leading 

Harris County to expand the pilot into a permanent 

program. 

According to the June 2020 report by HCSO, the 

participating deputies felt that the clinician helped 

de-escalate the person in crisis 73 percent of the 

time; that the clinician helped them decide on the 

most appropriate course of action 83 percent of the 

time; and that the clinician helped them handle the 

call in a shorter period 71 percent of the time.

In implementing CORE within HPD, 80 officers per 

shift will have access to the system at three shifts 

daily, equating to a program reach of 240 officers. 

The program calls for funding seven clinicians to 

conduct interventions via the Telemed platform. 

To expand this CORE program to 80 HPD officers, 

the cost is $847,875 annually ($2,543,625 for 3 

years), which includes technology and clinical staff. 

To expand this CORE program to 80 HPD 

officers, the cost is $847,875 annually 

($2,543,625 for 3 years), which includes 

technology and clinical staff. 

Fund citywide Domestic Abuse Response 

Team (DART) initiative: DART is a 

multidisciplinary crisis response team 

purposed to assist victims of domestic violence 

by engaging the victim immediately following a 

reported incident of domestic violence. DART 

will coordinate and provide emergency 

services, such as medical care, food, temporary 

shelter and connections to long-term solutions, 

counseling, legal help, and compensation to 

victims. These efforts help ensure not only 

their safety, but also provide much-needed 

trauma-informed care; preceding any followup and outreach services provided by the 

Department’s Victim Services Division. Given 

the nature of the services provided, the 

program is almost entirely staffed by civilians. 

There are numerous studies noting the 

increased prevalence of domestic violence as a 

result of the pandemic, with many incidences 

later leading to homicides. The year over year 

statistics from HPD on Aggravated Assaults 

with “impeding of breath” incidents has 

increase 113 percent from 2019 to 2020. 

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ARPA

Priority Projects 

The DART program provides for specially trained, 

two-person mobile teams consisting of one HPD 

officer and one victim advocate. The teams respond 

to “high risk” domestic violence crime scenes at the 

request of the primary responding police unit for the 

purpose of making on-scene danger assessments. 

The team then reaches out to the victims to engage 

and connect them with needed emergency services. 

The program is currently staffed five days a week, 

7PM – 3AM, with three DART units (one DART 

unit consisting of one officer and one victim 

advocate) and two supervisory units. Supervisory 

units, called “shadow units,” consist of one sergeant 

and one forensic nurse. Shadow units respond to 

domestic violence scenes and conduct forensic 

examinations of victims, when necessary, as part of 

the outreach services provided by DART. 

The program also funds dedicated law enforcement 

resources such as officer overtime to serve warrants, 

to help address a gap in the criminal justice system. 

These efforts dedicate more resources to 

apprehending abusers. The certainty in 

apprehensions frees up capacity in a very limited 

support system for victims of domestic violence. 

HPD can continue to provide these enhanced 

responses to the ever-growing issues surrounding 

domestic violence. Without funding, the DART 

Program will end once grant funding is exhausted. 

Historically, the DART program has been funded by 

grant awards. This will fund the DART program 

consistently for a three-year period in the amount of 

$1,205,274 annually ($3,615,822 for 3 years). 

HPD Conclusion 

The total amount for all additional HPD 

priority projects will be $25 million. The CCD, 

CIRT, MCOT, CORE and DART initiatives 

support public health expenditures by funding 

services to address behavioral healthcare needs 

exacerbated by the COVID-19 pandemic. 

These initiatives detect persons in mental 

health crises, suicidal ideation, drug addiction 

and other behavioral health needs. As the CDC 

report cited above notes, the pandemic has 

intensified the need for interventions. The 

Mayor’s Task Force on Policing Reform 

recommended expanding existing partnerships 

between HPD and mental health professionals 

to lighten the load on officers when responding 

to vulnerable populations, such as those 

experiencing mental health crises, domestic 

violence, human trafficking, substance abuse 

and homelessness. 

These HPD programs promote better 

outcomes for people with behavioral health 

issues, often among historically vulnerable and 

underserved populations. The pandemic has 

made these conditions more common and the 

consequences of failing to address them 

endanger the public. These programs provide 

services that connect underserved residents 

with health care resources and public assistance 

programs to promote healthier communities. 

15
ARPA

Priority Projects

The most recent estimate of Houston’s homeless population is around 4,000, 

with many individuals suffering underlying physical and mental health 

issues.

Solid Waste Management 

Homeless Abatement: People who are homeless are 

at increased risk of COVID-19, according to 

information and directives from the Centers for 

Disease Control and Prevention (CDC). Homeless 

encampments and services are often in congregate 

settings, not generally receptive to recommended 

social distancing guidelines and could facilitate the 

spread of infection. Because many people who are 

experiencing homelessness often have underlying 

medical conditions, they may also be at higher risk 

for severe disease. 

Like many large cities, homeless encampments and 

individuals are prominent in and around major 

business centers and established either on sidewalks, 

beneath freeway underpasses or other public 

property managed by the City of Houston or the 

Texas Department of Transportation. The most 

recent estimate of Houston’s homeless population is 

around 4,000, with many individuals suffering 

underlying physical and mental health issues. 

This program initiative will fund weekly cleanups at 

encampments throughout the city to include needed 

major remediation activities directed by the City 

Public Health Authority and Health Department. 

The more intensive cleanings will include proper 

sanitizing activities and remediation of biological 

waste, when required. Minimizing the spread of 

COVID-19 among the homeless population will 

provide necessary protection to the city’s general 

population. 

The projected cost for Homeless Abatement for 

FY 2022 is $1,254,607. 

Anti-Litter: Due to people staying at home, 

such as students engaging in distance learning 

and parents working from home to minimize 

the spread of COVID-19, waste and litter 

volumes have increased. Residents are taking 

advantage of additional time at home to 

manage household projects such as 

landscaping, garage cleaning, and decluttering. 

Residents are also throwing out leftovers, 

containers and litter in public parks, hike/bike 

trails and public waterways. Houston, as well 

as other cities across the nation, are 

experiencing significant amounts of Personal 

Protective Equipment (PPE) litter. 

Every day, thousands, if not millions, of 

disposable masks, gloves and sanitizer bottles 

are used and improperly discarded and 

disposed. There has also been an increase in 

individuals visiting city parks due to concerns 

about exercising indoors during the pandemic 

and because gyms have closed or limited 

capacity. The requested funding will be used to 

collect and dispose of PPE litter only in these 

city-owned/defined areas. The goal of the antilitter campaign is to combat, reduce and 

extinguish the behaviors which have led us to 

our current state. Another goal is to further 

educate and train our citizens to be better 

stewards of our public spaces.

The projected cost for the Anti-Litter 

program for FY 2022 is $489,546. 

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ARPA

Priority Projects

Bulk Waste: In the continuing efforts to mitigate 

the spread of COVID-19, waste streams have 

increased for City-provided services. With higher 

set-out rates, the department has experienced an 

influx of heavy household debris, landscape debris 

and illegal dumping. Houston’s experience is also 

being reported by other solid waste agencies 

statewide and nationwide (Solid Waste Association 

of North America and Municipal Waste 

Management Association). The department further 

expects an even larger uptick in bulk waste 

collection given the current crisis, as a result of the 

Delta variant of the COVID-19 virus. 

This program initiative will fund additional bulk 

waste crews to collect bulky material. Funding 

should be established for up to 22 crews to work up 

to six days per week. Crews will be placed in highvolume areas of debris generation or clear illegal 

dumpsites in abused areas of the city. 

If the City is unable to provide timely bulk waste 

service, it creates other public health hazards such 

as disease vector generation and flooding due to 

blocked ditches/storm drains. As Houston enters 

the peak of hurricane season, flood mitigation is a 

priority given the city’s five-year history of 

significant flood events and the challenges that the 

City must overcome if homes flood and people are 

temporarily housed in congregate shelter settings 

during the pandemic. 

The projected cost for the Bulk Waste program 

for FY 2022 is $1,467,000. 

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ARPA

Priority Projects

Dr. Stephen Linder’s team identified the neighborhoods where three or more of 

the following risk factors existed: the population 60 and older, current asthma, 

current COPD, stroke, heart disease, myocardial infarction, hypertension and 

diabetes.

Houston Health Department 

The Houston Health Department (HHD) has been on the front lines of the pandemic from the 

beginning, and they’ve focused on equity from the outset. According HHD documents outlining 

their COVID-response strategy: 

“The City of Houston initial testing strategy is underpinned by two key 

concepts, “access” and “equity”. We wanted our approach to spatially 

reflect an intersection of access and equity using a data driven strategy 

The COH is deeply invested in supporting our vulnerable population. The 

Houston Health Department (HHD) has historically focused on underserved 

populations. Underserved populations are vulnerable at multiple levels. 

Health Inequities are defined at the Federal level as vulnerabilities because 

of social position or other socially determined circumstances and health 

differences closely linked with social, economic or environmental 

disadvantages that adversely affect groups of people." 

Testing 

HHD initiated the development of their 

testing strategy by identifying what is 

scientifically valid information. It is widely 

known that those with underlying health 

conditions experience poor health outcomes 

associated with COVID-19. HHD examined 

existing data identifying neighborhoods with 

the risk of poor outcomes from a COVID 

infection. HHD reviewed a recent report from 

University of Texas School of Public Health 

(UTSPH) by Dr. Stephen Linder identifying 

areas where residents are most likely to 

experience poor outcomes in terms of severity 

of disease and the likelihood of cases requiring 

critical care. 

To identify the greatest likelihood of severity 

of disease, Dr. Stephen Linder’s team 

identified the neighborhoods where three or 

more of the following risk factors existed: the 

population 60 and older, current asthma, 

current COPD, stroke, heart disease, 

myocardial infarction, hypertension and 

diabetes. In order to identify those with the 

greatest likelihood of requiring intensive care, 

the same team identified the neighborhoods of 

populations 65 and older where one or more 

of the three following conditions were present: 

Chronic Obstructive Pulmonary Disorder 

(COPD), heart disease and diabetes. 

Associated with the identified neighborhoods, 

HHD identified the list of 31 zip codes that has 

30 percent or more of its population in the 

City of Houston, whose residents have 

vulnerabilities described above and therefore 

with greater likelihood of poor health 

outcomes due to COVID. 

18
ARPA

Priority Projects

Of the 31 zip codes identified in STEP 1, 

HHD examined poverty levels in each of these 

zip codes. HHD chose poverty as a proxy 

indicator for social, economic and 

environmental disadvantage. They calculated 

the percentage of population in the 31 zip 

codes that lived below the current Federal 

Poverty Levels (FPL). HHD selected those zip 

codes where 20 percent or more of the 

population lived below the current FPL 

($25,750 for a family of four). This resulted in 

20 zip codes. The 20 selected zip codes were 

named “equity zip codes.” Also listed are the 

percent living below FPL and the race/

ethnicity composition of the zip codes (for 

informational reasons). 

The final step in locating priority zip codes for 

testing was to find those that met criteria for 

access and equity (that were in both sets of zip 

codes). This yielded 11 zip codes that we 

named “Priority One Zip Codes.” 

Houston, the state's largest city, has more testing sites in 

minority neighborhoods than white neighborhoods. The 

city says it took into account risk factors for disease, as 

well as CDC testing data, to determine where to target 

its testing.

“

“

– National Public Radio (NPR), May 27, 2020

19
ARPA

Priority Projects

In order to target areas that require more testing, HHD created a Mobile 

Testing Unit to increase access to testing in targeted zip codes based on 

positivity rates and reported clusters of cases. 

Through this data-driven process, HHD’s testing 

strategy focused on the zip codes that reflected low 

testing access, likelihood of poor outcomes from 

COVID-19 infection and the zip codes that have 20 

percent or more of their population living below the 

current Federal Poverty Level. 

In order to target areas that require more testing, 

HHD created a Mobile Testing Unit to increase 

access to testing in targeted zip codes based on 

positivity rates and reported clusters of cases. HHD 

Mobile Testing Unit provides targeted short-term 

testing that are of two kinds: 

Vaccinations 

The Houston Health Department takes a 

similar equity-driven approach with vaccine 

access. HHD used data to promote and assure 

access and equity in administration of 

COVID-19 vaccines in the City of Houston. 

This was done by identifying a list of priority 

zip codes based on the Community COVID 

Vulnerability Index (CCVI), a 40 Variable 

index. This index calculation is recommended 

by CDC to encapsulate social, economic, older 

age, comorbidities, healthcare system capacity, 

housing, record of epidemiological trajectory of 

the virus through different communities. 

The Community COVID Vulnerability Index 

(delete) CCVI is based on the CDC’s Social 

Vulnerability Index. The original Social 

Vulnerability Index (SVI), developed by CDC, 

is used worldwide to target social or public 

health interventions. 

1) Mobile Team: HHD enhances additional

public testing capacity based on need. The

Mobile Team offers testing based on location

and geography and the need for disease

containment using a data-driven approach.

2) Strike Team: These teams provide testing in

special populations or specific facilities. Along

with reports of positive cases from any of the

vulnerable populations from our surveillance

system, the strike teams are informed by data

from a wastewater testing project. Routine

testing of wastewater from high density

geographic areas that have long term care

centers, homeless shelters and transitional

care centers informs HHD of increasing or

decreasing trends of infection from

wastewater testing.

For testing, the City of Houston offers consistent 

testing at four multi-service centers, 18 walk-up 

testing kiosks, three additional sites staffed by 

healthcare professionals, and various pop-up 

locations that change weekly and do not require 

appointments. 

20
ARPA

Priority Projects

The Social Vulnerability Index is a validated metric that scores each county and census tract in the 

US on its vulnerability to man-made or natural disasters. It is composed of four domains a) 

socioeconomic factors b) household composition and disability c) minority status and language d) 

housing type and transportation. The SVI is used widely by policy makers and public health officials 

to guide their emergency response. 

The CCVI adds COVID vulnerability to the index by adding three additional variables 

a) Pre-existing conditions

b) High population density

c) Healthcare system capacity

The highest index value zip codes were identified as Tier 1 and the second highest vulnerability were 

Tier 2. Once identified, the zip codes were divided up into regions based on geographic locations 

(see Figure 1). 

HHD then initiated Phase 1 plan that began with a monitoring process to assess and report vaccine 

uptake as well as to transfer vaccines to providers in the targeted zip codes. HHD co-sponsored 

events with vaccine providers while prioritizing people over 65 as well as those with health 

conditions for appointments. Messaging within these communities was conducted that included 

door to door canvassing by HHD staff. 

21
ARPA

Priority Projects

The Houston Health Department is one of the most critical City of Houston 

departments for battling COVID and has done so with a robust, data-driven 

emphasis on equitable access.

An assessment of these zip codes determined that 

vaccination rates were lagging compared to other 

Houston neighborhoods. HHD then entered Phase 

2, which included direct engagement with 

community residents to discover issues and identify 

outreach strategies. This lead to grassroot 

collaborations among known and trusted 

community organizations. HHD then launched a 

“Houston COVID-19 Community Empowerment 

Town Hall Series” to receive and disseminate 

information with civic clubs, super-neighborhood 

councils, and community leaders. 

Status of Vaccine Uptake after Phase 1 

The data showed that the most vulnerable 

communities were lagging the overall city in being 

vaccinated

The Houston Health Department is one of the 

most critical City of Houston departments for 

battling COVID and has done so with a robust, 

data-driven emphasis on equitable access. 

Using ARPA funds in order to maintain their 

essential services during this challenging time 

aligns well with ARPA guidelines. With the 

incidence of infection increasing across the 

country due to the Delta variant, the Houston 

Health Department has continued to provide 

vital testing and vaccination services. 

For testing, the City of Houston offers 

consistent testing at four multi-service 

centers, 18 walk-up testing kiosks, three 

additional sites staffed by healthcare 

professionals, and various pop-up 

locations that change weekly and do not 

require appointments. 

For vaccinations, HHD is providing 32 

department-affiliated free vaccination 

sites. Those include ten school campuses 

participating in Mayor Turner’s “Super 

Saturday Vaccination Day” clinics for 

students and families, 13 pop-up sites 

around Houston, eight fixed sites 

administered at health and multi-service 

center clinics, as well as in-home 

vaccination sites for qualifying older 

adults, people with disabilities, and 

veterans. 

22
ARPA

Priority Projects

“It’s vital that people get both doses of a two-dose series for the best protection,” said Dr. 

David Persse, chief medical officer for the City of Houston. “Full vaccination is extremely 

effective at preventing people from getting seriously ill or dying from COVID-19.” 

ARPA Vaccination Incentives 

On August 20, Mayor Turner announced that 

Houston City Council would vote on a plan to 

utilize LFRF funding to incentivize more 

Houstonians to get vaccinated against COVID-19. 

Houston City Council approved the new incentive 

program in a 15-2 vote on August 25, 2021. 

The Houston Health Department provided $100 

gift cards with first doses and $50 gift cards with 

second doses of Moderna or Pfizer vaccine 

administered at its health centers and multi-service 

centers. The program started on August 26, 2021.

People who get the one-dose Johnson & Johnson 

vaccine will receive $100. 

The new incentive program is funded by $3.125 

million in LFRF dollars and will provide $150 

worth of Mastercard gift cards to the first 20,000 

people who get fully vaccinated. 

“It’s vital that people get both doses of a two-dose 

series for the best protection,” said Dr. David 

Persse, chief medical officer for the City of 

Houston. “Full vaccination is extremely effective 

at preventing people from getting seriously ill or 

dying from COVID-19.” 

On the first day of its new incentive program, 

vaccinations increased more than five-fold. 

 A total of 740 doses were administered on 

Thursday, August 27 at the department’s 

eligible health centers and multi-service 

centers, a 512% increase over Wednesday’s 

total of 121 doses. 

23
ARPA

Priority Projects

The Houston Zoo 

The Coronavirus pandemic has caused an ongoing public health emergency which has, and will continue 

to severely impact the City of Houston and its vendors as a result of reduced revenues, closures, and limited 

operations of facilities and increased costs related to and resulting from COVID-19. 

As part of Houston’s plan to address the negative economic impact resulting from the public health 

emergency and financial impacts of the COVID-19 pandemic, the City plans to expedite payments to Zoo 

Development Corp. (ZDC), using LFRF funds, to address impacts to ZDC and its operations. 

During the 2022 lease year, in lieu of the City's payment to the Zoo in twelve equal monthly installments, 

the City plans to pay the Houston Zoo a one-time payment of $10,514,821.00 on or before September 31, 

2021 as aid for planned expansions or upgrades to the Zoo that were delayed due to the pandemic. 

Houston Housing and Community Development 

While not a part of the Local Fiscal Recovery Fund, Houston Housing and Community Development’s 

(HHCD) use of Emergency Rental Assistance Program (ERAP) funds gives a greater context to Houston’s 

overall approach to the recovery from the pandemic. 

The first line of HCDD’s website reads, “Building a more equitable city.” HCDD works to create 

opportunities for all Houstonians to have access to safe homes that they can afford in communities where 

they can thrive. Our department works closely with service providers and developers across the city to 

improve quality of life for Houston residents. 

ARPA is providing a total of $21.6 billion for states, territories, and local governments to assist households 

that are unable to pay rent and utilities due to impacts from COVID-19 based on the consequence that 

household stability is not just a financial issue but a health concern. The ARPA funds will augment and 

expand the reach of the existing ERAP - houstonharrishelp.org - to mitigate financial harm and public 

health crises. 

The City of Houston is being allocated almost $55.5 million in funds to assist households that are unable to 

pay rent and utilities, plus an additional $30.5 million for being considered a “high-need grantee” – 

locations with an urgent need for assistance when factoring conditions such as change in employment, 

concentration of very low-income renters, and rental market costs. 

The ERAP funds that Houston is receiving are being combined with Harris County’s allocation to continue 

the Houston-Harris County ERAP without interruption. As funds are received, they become available 

under the current program. Through August 2021, the ERAP funds helped approximately 47,600 families 

and distributed more than $181 million. 

24
ARPA

Priority Projects

The U.S. Treasury funds will be administered via the U.S. Department of Housing and Urban Development 

(HUD) according to the same formula HUD uses to administer the HOME Investment Partnerships 

Program (HOME), and will be called HOME-ARP. 

The four broad eligible activities are: 

1. Production or Preservation of Affordable Housing

2. Tenant-Based Rental Assistance

3. Supportive Services, Homeless Prevention Services, and Housing Counseling

4. Purchase and Development of Non-Congregate Shelter

In the near future, HUD will publish official guidance (in the Federal Register) on how cities can use these 

funds. When the guidance becomes available, and the City prepares to receive the funding, HCDD will 

prepare a detailed budget for use of the funds. 

HCDD will likely focus on 1 and 3 above to produce additional homes and aid in homeless prevention 

activities. 

Houston Airport System 

Also separate from the LFRF, ARPA contains approximately $8 billion in economic relief to airports to 

prevent, prepare for, and respond to the COVID-19 pandemic, including relief from rent and minimum 

annual guarantees (MAG) for eligible airport concessions at primary airports. 

A breakdown of this funding detailed earlier in this report as well as in Section 7102 of ARPA. 

ARPA divides the $8 billion funding for Airport Rescue Grants into four groups by formula that result in 

specific allocations to each eligible airport. The amounts allocated for these four groups are not 

discretionary; they are set by formula in ARPA. 

1. 100% Federal Share for Airport Development Grants

2. General Grants for Primary Airports (IAH & Hobby)

3. General Grants for Nonprimary Airports (Ellington)

4. Concessions Rent Relief Grants.

25
CITY OF HOUSTON | HOUSING AND COMMUNITY DEVELOPMENT DEPARTMENT 08/27/21

On March 11, 2021, the President signed the American Rescue Plan Act of 2021 (ARPA) which provides additional 

relief for those who have been impacted by the COVID-19 pandemic. ARPA will allow the Housing and Community 

Development Department (HCDD) to continue responding to those who have an inability to make rental and 

utilities payments or are in danger of losing or have lost their home.

HCDD will receive the specific allocation of ARPA funds from the U.S. Treasury through two streams:

Emergency Rental Assistance ($55,474,337.90 (determined allocation) + $30,593,812.30 (high need))

ARPA is providing a total of $21.6 billion for states, territories, and local governments to assist households that 

are unable to pay rent and utilities due to impacts from COVID-19, based on the consequence that household 

stability is not just a financial issue but a health concern. The ARPA funds will augment and expand the reach of 

the existing Emergency Rental Assistance Program (ERAP) - houstonharrishelp.org - to mitigate financial harm 

and public health crises. 

The City of Houston is being allocated almost $55.5 million in funds to assist households that are unable to pay 

rent and utilities, plus an additional $30.5 million for being considered a “high need grantee” – locations with 

an urgent need for assistance when factoring conditions such as change in employment, concentration of very 

low-income renters, and rental market costs. 

The ERAP funds that Houston is receiving are being combined with Harris County’s allocation to continue the 

Houston-Harris County ERAP without interruption. As funds are received, they become available under the 

current program. Through August 2021, the ERAP funds helped approximately 47,600 families and distributed 

more than $181 million. 

HOME-ARP ($37,357,805)

The ARPA is providing a total of $5 billion to assist vulnerable individuals and families by providing housing, 

rental assistance, supporting services, and non-congregate shelter to reduce homelessness and increase housing 

stability. 

The U.S. Treasury funds will be administered via the U.S. Department of Housing and Urban Development (HUD) 

according to the same formula HUD uses to administer the HOME Investment Partnerships Program (HOME), 

and will be called HOME-ARP. 

The four broad eligible activities are:

1. Production or Preservation of Affordable Housing

2. Tenant-Based Rental Assistance

3. Supportive Services, Homeless Prevention Services, and Housing Counseling

4. Purchase and Development of Non-Congregate Shelter

In the near future, HUD will publish official guidance (in the Federal Register) on how cities can use these funds. 

When the guidance becomes available, and the City prepares to receive the funding, HCDD will prepare a 

detailed budget for use of the funds. 

HCDD will likely focus on 1 and 3 above to produce additional homes and aid in homeless prevention activities. 

AMERICAN RESCUE

PLAN ACT SUMMARY

26
HOUSTON AIRPORT SYSTEM

CITY OF HOUSTON | HOUSTON AIRPORT SYSTEM 08/03/21

AMERICAN RESCUE

PLAN ACT SUMMARY

On March 11, 2021, the 

President signed the 

American Rescue Plan Act of 

2021 (ARPA)

Category George Bush

Intercontinental (IAH)

Total

Primary Entitlements

Cargo Entitlements

Enplanement Allocation

$24,935,309 

$3,019,815

$107,963,953

$135,919,077

Hobby

Airport (HOU)

$10,099,614

NA

$34,843,766

$44,943,380

which contains approximately $8 billion in 

economic relief to airports to prevent, 

prepare for, and respond to the COVID-19 

pandemic, including relief from rent and 

minimum annual guarantees (MAG) for 

eligible airport concessions at primary 

airports. These monies are detailed in 

Section 7102 of ARPA.

The funds are coming directly from the 

U.S. Treasury’s General Fund to prevent, 

prepare for, and respond to the impacts of 

the COVID-19 pandemic. FAA’s Office of 

Airports administers these grant funds to 

airport sponsors, locally the Houston 

Airport System (HAS).

ARPA divides the $8 billion funding for 

Airport Rescue Grants into four groups by 

formula that result in specific allocations 

to each eligible airport. The amounts 

allocated for these four groups are not 

discretionary; they are set by formula in 

ARPA. 

100% Federal Share for Airport 

Development Grants. Not more than $608 

million is available to pay a Federal share 

of 100% for any grant awarded in FY 2021, 

or in FY 2020 with less than a 100% Federal 

share, for an airport development project, 

as defined in 49 U.S.C. 47102.

Airport Development Grants that the 

Houston Airport System received in FY 

2020 & FY 2021 were already 100% federally 

funded, meaning there was no local 

portion for HAS to pay. Therefore, HAS did 

not receive funding under this revenue 

stream.

General Grants for Primary Airports. 

Primary Commercial Service Airports and

Certain Cargo Airports share not more 

than $6.492 billion based first on the 

statutory Airport Improvement Program 

(AIP) primary and cargo entitlement 

formulas. However, the $26-million limit 

under 49 U.S.C. 47114(c)(1)(C)(iii) and 

reduction for imposing passenger facility 

charges under 49 U.S.C. 47114(f) do not 

apply to these allocations. After allocating 

based on the statutory entitlement 

formulas, the remainder is then allocated 

based on the number of enplanements the 

airport had in calendar year (CY) 2019 as a 

percentage of total 2019 enplanements for 

all primary airports. Sponsors may use 

these funds for costs related to operations, 

personnel, cleaning, sanitization, janitorial 

services, combating the spread of 

pathogens at the airport, and debt service 

payments.

27
General Grants for Nonprimary Airports. 

Nonprimary Commercial Service and 

General Aviation Airports share not more 

than $100 million, allocated based on the 

categories (National, Regional, Local, and 

Basic) published in the most current 

NPIAS, reflecting the percentage of the 

aggregate published eligible development 

costs for each such category, and then 

dividing the allocated funds evenly among 

the eligible airports in each category, 

rounded up to the nearest thousand. Any 

amount remaining under this paragraph 

will be allocated as described in Group (2) 

above. Sponsors may use these funds for 

costs related to operations, personnel, 

cleaning, sanitization, janitorial services, 

combating the spread of pathogens at the 

airport, and debt service payments.

Ellington (EFD) 

Non-Primary Allocation $148,000

Concessions Rent Relief Grants. Primary 

commercial service airports share not 

more than $800 million allocated based on 

the number of enplanements the airport 

had in CY 2019 as a percentage of total CY 

2019 enplanements for all primary airports. 

Sponsors receive 2 allocations, a 

proportional share of $640 million and a 

proportional share of $160 million, to 

provide relief to small airport concessions 

and large airport concessions, respectively.

Category George Bush

Intercontinental (IAH)

Small Business Concession

Large Business Concession

Total Concession

$15,012,949 

$3,753,237

$18,766,186

Hobby

Airport (HOU)

$4,845,207

$1,211,302

 $6,056,509

CITY OF HOUSTON | HOUSTON AIRPORT SYSTEM 08/03/21

Both general and concessions rent relief 

grants under Airport Rescue Grants are 

available at a 100% Federal share.

28
ARPA

Promoting Equitable Outcomes

The Complete Communities mission is to build one complete city, from recovery to 

resilience, by championing the voices of residents that have been ignored for far too long 

and offering every Houston resident the foundational resources needed to thrive.

Promoting Equitable Outcomes 

President Joe Biden has spoken of taking a “wholeof-government" approach to equity, and the 

American Rescue Plan Act holds true to this 

commitment. This strategy aligns well with the 

approach Mayor Sylvester Turner has taken from 

the beginning. 

Mayor Turner’s Complete Communities program 

stands as a visible exemplar of this approach. The 

Mayor’s Office of Complete Communities 

promotes and facilitates the implementation of 

innovative, community-identified projects and 

programs that address needs and improve access to 

services for residents and businesses in the 

Complete Communities. 

Launched in April 2017 as a citywide initiative to 

revitalize Houston’s most under-resourced 

neighborhoods, the mission of Complete 

Communities is to create a more equitable and 

prosperous city for all Houstonians by working 

with local stakeholders and cross-sector partners to 

improve designated neighborhoods. 

Every Houstonian should know their 

neighborhood matters. The Complete 

Communities mission is to build one complete 

city, from recovery to resilience, by 

championing the voices of residents that have 

been ignored for far too long and offering 

every Houston resident the foundational 

resources needed to thrive. Complete 

Communities works across private, public, and 

nonprofit sectors to collectively overcome 

economic, environmental, and equity 

challenges to transform Houston’s legacy into 

one everyone can be proud of. 

Complete Communities envisions a Houston 

where the equitable heart of the city is felt 

across neighborhood borders. They see a future 

where every resident can take action to 

maintain uplifted neighborhoods and instill a 

legacy of resilience and inclusivity so that the 

benefits of a sustainable, complete community 

are felt for generations to come. 

The Complete Communities Initiative is a 

collaborative effort involving residents, 

community stakeholders, and all City of 

Houston departments and divisions with 

City leadership from the Mayor’s office of 

Complete Communities, the Planning and 

Development Department, the Department 

of Neighborhoods and the Chief Resilience 

Officer. Every City department has a 

Complete Communities liaison who 

attends monthly meetings to 

collaborate on projects and report on 

department progress on Initiative 

priorities.

Complete Communities is devoted to our 

neighborhoods and the Houstonians that call 

them home. Community identity is based on 

pictograms that are symbolic representations of 

each neighborhood. Each pictogram is inspired 

by landmarks, themes, and histories from the 

community. They represent both the unique 

aspects each community has and how they can 

come together to create a stronger, more 

resilient Houston for all. 

29
ARPA

Promoting Equitable Outcomes

Even dealing with issues outside designated Complete Communities, Mayor 

Turner’s administration governs with an eye toward equity.

As part of the process for empowering these 

communities, each of these neighborhoods has 

their own Action Plan and Databook, with each 

listed on the Complete Communities website. The 

data snapshot for each community is included in 

this report and lists the location, census tract, 

population and housing demographics. The 

neighborhoods that make up Complete 

Communities have been given a new priority for 

government services under this initiative. 

Even dealing with issues outside designated 

Complete Communities, Mayor Turner’s 

administration governs with an eye toward equity. 

In the initial stages of building City programs, 

Complete Communities helps to ensure that access 

to resources is baked into the planning from 

inception. With equity in mind, the mayor’s 

Complete Communities team helps shape and 

coordinate policies across all City departments. 

Please see Complete Communities data snapshots at the 

end of this section for demographic information about each 

of Houston’s Complete Communities. 

City of Houston Workforce 

The City of Houston, like many government 

entities, promotes equity in its own hiring. 

According to PolicyLink, a national research 

and action institute advancing racial and 

economic equity: 

“State and local governments cut an 

unprecedented number of jobs during 

the pandemic—nearly 1.4 million jobs 

(primarily in education) have been lost 

since February 2020, according to the 

Economic Policy Institute. These cuts 

disproportionately harm Black and 

Brown workers, who make up an 

outsized share of the public sector 

workforce, as well as low-income, 

frontline, and disinvested communities 

that rely upon public services and receive 

too few of them to meet needs.”

The City of Houston employs more than 

22,000 people which encompasses a very 

diverse workforce. As can be seen from the 

workforce statistics below, maintaining the 

City’s workforce through the provision of 

government services helps promote equitable 

outcomes. 

City of Houston - 22,349 employees 

White: 31% 

Black: 34% 

Hispanic/Latinx: 26% 

Asian: 7% 

Other: 2% 

30
ARPA

Promoting Equitable Outcomes

Working with Houston Police Department 

Houston Police Department Employees - 6,885 

White: 39% 

Black: 23% 

Hispanic/Latinx: 28% 

Asian: 7% 

Other: 3% 

A Complete Community is a safe community 

with low rates of crime and automobile crashes 

and fatalities, an environment free of hazards, 

and plenty of spaces to safely walk, run, bicycle 

and recreate. In order to build their 

neighborhoods into the safe places they need to 

be, residents included a safety section in each of 

the Complete Communities Action Plans that 

details their goals to enhance security in their 

neighborhoods and nurture partnerships 

between the community and law enforcement 

agencies. 

This portion of the plan is especially resonant in 

the Third Ward, where Houston native George 

Floyd grew up in Cuney Homes, the City’s oldest 

public housing complex, and attended and 

graduated from his neighborhood public schools. 

Mr. Floyd’s videotaped murder ignited protests 

across the nation in 2020 as Americans of all ages 

protested police brutality and demanded 

equitable treatment and equal opportunity for all 

people. 

Third Ward residents have been deliberate in 

building stronger connections to the Houston 

Police Department through community outreach 

efforts and regularly scheduled meetings. The 

expanded programs HPD is proposing will 

directly address the behavioral health needs that 

many in the Third Ward community need, given 

the high uninsured rate. 

When Solid Waste Management and the 

Houston Police Department are able to increase 

their services, Houston’s Complete Communities 

will be the first to benefit. 

Solid Waste Management Coordination 

Solid Waste Management Employees - 422 

White: 5% 

Black: 78% 

Hispanic/Latinx: 15% 

Asian: 1% 

Other: 1% 

Solid Waste Management is a key partner for 

neighborhoods as illegal dumping and homeless 

encampments have been too prevalent in these 

vulnerable communities. The 10 Complete 

Communities sustain some of the heaviest levels 

of illegal dumping activity in the City of 

Houston. 

This pattern exists partly because of the City’s 

historic practice of siting solid waste facilities in 

predominantly Black and Hispanic 

neighborhoods. The COVID-19 global 

pandemic also contributed to rising volumes of 

litter in parks and public spaces, household 

waste improperly disposed of in vacant lots, and 

dumped commercial materials in 

neighborhoods. 

In 2020, the Turner Administration used CARES 

Act dollars to fund a COVID Cleaning Unit in 

the Solid Waste Department to provide a rapid 

response to illegal dumping sites and homeless 

encampments in an effort slow the spread of the 

coronavirus. But the problem exceeds the 

CARES Act timeframe imposed on the City to 

expend those funds. 

The City plans to use ARPA funds to continue 

with its plan to increase resources and the 

amount of clean-up equipment dedicated to 

addressing illegal dumping in Complete 

Communities. 

31
ARPA

Promoting Equitable Outcomes

Addressing Health Needs 

Houston Health Department - 1,396 

White: 12% 

Black: 49% 

Hispanic/Latinx: 24% 

Asian: 12% 

Other: 3% 

In addition to the Complete Communities 

Initiative, the Health Equity Response (H.E.R.) 

Task Force was launched in April 2020 by 

Mayor Sylvester Turner and is a vital component 

of the City of Houston’s COVID-19 Response 

and Recovery Effort, especially for vulnerable 

and at-risk populations. 

The H.E.R. Task Force addresses health 

inequities and access by accelerating a datadriven, targeted, and rapid response for 

residents in 27 priority Super Neighborhoods 

(including the 10 Complete Communities) to 

ensure the City's most under-resourced 

communities have access to critical information, 

supplies, food, testing, and vaccines. The Task 

Force uses a variety of demographic indicators, 

including Houston Health Department statistics, 

to identify neighborhoods experiencing the 

greatest challenges during the pandemic. 

While the Houston Health Department 

continues working to pinpoint challenges to 

ongoing vaccination operations, they are heavily 

involved with feedback from Complete 

Communities. Identifying strategies, whether 

they are vaccination locations, times offered, or 

incentives that produce the most participation, 

ensuring that vulnerable communities have 

access to the City of Houston’s service is 

factored in from the very beginning. 

32
Above: Location Map

Below: Census Tract Map

5319 5318 5308 5320

5327

5328

5330

5331

5332

5333

5334

W Little York Rd

W Montgomery Rd

I-45

W Tidwell Rd

Victory Dr

W Gulf Bank Rd

TC Jester Blvd

Wheatley St

N Shepherd Dr

Antoine Dr

The Acres Home Complete Community study area is in northwest 

Houston, between Beltway 8 and the 610 Loop. The study area 

encompasses 11.3 square miles and includes all of the Acres 

Home Super Neighborhood and the eastern portion of Greater 

Inwood. 

The boundaries of the study area are roughly I-45 and North 

Shepherd Dr. to the east, Tidwell to the south, Antoine Dr. to the 

west, and West Gulf Bank Rd. to the north. 

Data included here has been compiled from the decennial 

Census data in 2000 and 2010, and five-year data from the 2015 

American Community Survey. The following census tracts were 

included in the data: 5308, 5318, 5319, 5320, 5327, 5328, 5330, 

5331, 5332, 5333, 5334. 

ACRES HOME 

Complete Community 

DATA SNAPSHOT

33
2000 2010 2015 2000 2010 2015

Total Population 50,676 50,308 54,676 1,953,631 2,099,451 2,217,706

-1% 9% 7% 6%

Race/Ethnicity

White Alone 13% 7% 7% 31% 26% 26%

Black or African American Alone 68% 64% 56% 25% 23% 23%

Asian Alone 2% 1% 2% 5% 6% 6%

Hispanic or Latino 17% 27% 35% 37% 44% 44%

Other 1% 1% 1% 2% 2% 2%

Age

17 Years or Younger 31% 31% 28% 28% 26% 25%

18 - 64 Years Old 60% 60% 62% 64% 65% 65%

65 Years or Older 9% 9% 10% 8% 9% 10%

Place of Birth

Foreign Born Residents 9% 16% 18% 26% 29% 29%

Means of Transportation to Work

Drove Alone/Carpooled 89% 90% 91% 89% 88% 91%

Public Transportation 7% 5% 4% 6% 5% 4%

Other (Walk, Bicycle, Work at Home, etc.) 5% 5% 3% 5% 7% 5%

Educational Attainment 25 Years + 

Less Than High School 29% 29% 27% 30% 26% 23%

High School Graduate (includes equivalency) 29% 34% 32% 20% 22% 23%

Some college 28% 25% 26% 23% 24% 24%

Bachelor's degree 11% 9% 11% 17% 17% 19%

Master's, Professional Doctorate degree 4% 3% 4% 10% 11% 12%

Median Household Income $ 30,489 $ 31,535 $ 35,399 $ 36,616 $ 44,124 $ 46,187

Percent of Houston's Median 83% 71% 77%

Percent of Population Below Poverty 22% 27% 24% 19% 22% 19%

Housing Units 19,213 20,572 21,306 782,009 892,646 927,107

Occupied 92% 82% 86% 92% 88% 88%

Vacant Housing Units 8% 18% 14% 8% 12% 12%

Tenure

Percent Owners 57% 56% 53% 46% 45% 44%

Percent Renters 43% 44% 47% 54% 55% 56%

Households without access to a vehicle 16% 17% 11% 12% 10% 9%

Persons per Household 2.9 3.0 3.0 2.7 2.7 2.7

Housing Cost Burden >30% of Income

Owners 25% 33% 30% 20% 29% 25%

Renters 41% 57% 61% 34% 47% 47%

*Sources: Census 2000, Census 2010, ACS 2015 (5-yr)

Acres Home CC Houston

ACRES HOME 

Complete Community 

DATA SNAPSHOT

34
ALIEF 

Complete Community 

DATA SNAPSHOT

Above: Location Map

Below: Census Tract Map

4534.01

4535.01

4538

4535.02

4534.03

4534.02 4533

4336

4335.01

4335.02

4537 4536.01 4536.02 4532

4528.02 4529 4530 4531

4525 4524 4523 Wilcrest Dr

S Dairy Ashford Rd

S Kirkwood Rd

Synott Rd

Beltway 8

I-69/US-59

4528.01

Bellaire Blvd

Beechnut St

Bissonnet St

Westpark Tollway

W Bellfort Blvd

Alief is located 12 miles southwest of Downtown 

Houston. The neighborhood is large and very 

diverse. The boundaries of the Complete 

Communities study area are approximately the 

Westpark Tollway to the north, West Bellfort 

Boulevard to the south, near Eldridge to the 

west, and Synott Road and Beltway 8 to the east.

Data included here has been collected for 

Census Tracts 4335.01, 4335.02, 4336, 4523, 4524, 

4525, 4528.01, 4528.02, 4529, 4530, 4531, 4532, 

4533, 4534.01, 4534.03, 4534.02, 4535.01, 4535.02, 

4536.01, 4536.02, 4537 and 4538.

35
ALIEF 

Complete Community 

DATA SNAPSHOT

2000 2010 2017 2000 2010 2017

Total Population 116,203 117,797 131,599 1,953,631 2,068,026 2,267,336

1% 12% 6% 10%

Race/Ethnicity

White 15% 9% 7% 31% 27% 25%

Black or African American 31% 27% 23% 25% 24% 22%

Asian 18% 16% 16% 5% 6% 7%

Hispanic or Latino 33% 47% 53% 37% 42% 45%

Other 3% 1% 1% 2% 1% 1%

Age

17 Years or Younger 32% 32% 29% 28% 26% 25%

18 - 64 Years Old 64% 63% 64% 64% 65% 65%

65 Years or Older 4% 5% 7% 8% 9% 10%

Place of Birth

Born Outside the U.S 40% 43% 45% 26% 28% 29%

Means of Transportation to Work

Drove Alone/Carpooled 90% 91% 90% 88% 88% 88%

Public Transportation 6% 5% 4% 6% 5% 4%

Other (Walk, Bicycle, Work at Home, etc.) 4% 5% 6% 6% 7% 8%

Educational Attainment 25 Years + 

Less Than High School 30% 33% 34% 30% 26% 22%

High School Graduate (includes equivalency) 22% 30% 28% 20% 23% 23%

Some college 28% 23% 24% 23% 23% 23%

Bachelors degree 14% 11% 10% 17% 18% 19%

Masters, Professional, or Doctorate Degree 6% 3% 3% 10% 11% 13%

Median Household Income $ 32,948 $ 33,294 $ 38,233 $ 36,616 $ 42,962 $ 49,399

Percent of Houston's Median 90% 77% 77%

Percent of Population Below Poverty 18% 27% 26% 19% 21% 21%

Housing Units 40,917 45,420 45,456 782,009 889,489 838,950

Occupied 93% 82% 89% 92% 86% 89%

Vacant Housing Units 7% 18% 11% 8% 14% 11%

Tenure

Percent Owners 39% 41% 39% 46%

Percent Renters 61% 59% 61% 54%

Households without access to a vehicle 10% 12% 9% 12% 10% 9%

Persons per Household 3.0 3.2 3.2 2.7 2.7 2.7

Housing Cost Burden >30% of Income

Owners 33% 41% 28% 29% 29% 22%

Renters 38% 55% 53% 34% 47% 47%

*Sources: Census 2000, ACS 2010 (5-yr), ACS 2017 (5-yr)

Alief Houston

47% 43%

53% 57%

36
The Fort Bend Houston Super Neighborhood is 

located in far southwest Houston. The community 

is bordered by the Sam Houston Tollway to the 

north, McHard Road to the south, Fondren Road 

to the west, and Hiram Clark Road to the east.

Data included here has been collected for Census 

Tracts 6701.01, 6701.02, 6702, 6703, 6704, 6706.01, 

and 6706.02. 

FORT BEND HOUSTON

Complete Communities 

DATA SNAPSHOT

Above: Location Map

Below: Census Tract Map

6701.01

6701.02

6703

6702

6704

6706.02 6706.01

Sam Houston Tollway

Fort Bend Parkway

Fondren Rd

McHard Rd

Chimney Rock Rd

South Post Oak Rd

Hiram Clark Rd

37
FORT BEND HOUSTON

Complete Communities 

DATA SNAPSHOT

2000 2010 2017 2000 2010 2017

Total Population 35,819 37,769 39,239 1,953,631 2,068,026 2,267,336

5% 4% 6% 10%

Race/Ethnicity

White 3% 2% 2% 31% 27% 25%

Black or African American 73% 68% 62% 25% 24% 22%

Asian 1% 1% 1% 5% 6% 7%

Hispanic or Latino 22% 28% 34% 37% 42% 45%

Other 1% 1% 1% 2% 1% 1%

Age

17 Years or Younger 35% 30% 28% 28% 26% 25%

18 - 64 Years Old 62% 64% 63% 64% 65% 65%

65 Years or Older 3% 6% 9% 8% 9% 10%

Place of Birth

Born Outside US 14% 17% 20% 26% 28% 29%

Means of Transportation to Work

Drove Alone/Carpooled 91% 95% 96% 88% 88% 88%

Public Transportation 4% 3% 1% 6% 5% 4%

Other (Walk, Bicycle, Work at Home, etc.) 5% 2% 3% 6% 7% 8%

Educational Attainment 25 Years + 

Less Than High School 22% 16% 20% 30% 26% 22%

High School Graduate (includes equivalency) 24% 30% 27% 20% 23% 23%

Some College 33% 36% 32% 23% 22% 23%

Bachelor's Degree 14% 13% 14% 17% 18% 19%

Master's, Professional, or Doctorate Degree 6% 6% 7% 10% 11% 13%

Median Household Income $ 46,052 $ 51,915 $ 56,899 $ 36,616 $ 42,962 $ 49,399

Percent of Houston Median 126% 121% 115%

Percent of Population Below Poverty 11% 12% 15% 19% 21% 21%

Housing Units 10,875 12,282 12,366 782,009 889,489 943,183

Occupied 97% 93% 96% 92% 86% 89%

Vacant Housing Units 3% 7% 4% 8% 14% 11%

Tenure

Percent Owners 81% 79% 68% 46% 57% 43%

Percent Renters 19% 21% 32% 54% 53% 57%

Households Without Access to a Vehicle 3% 4% 2% 12% 10% 9%

Persons per Household 3.4 3.3 3.3 2.7 2.7 2.7

Housing Cost Burden >30% of Income

Owners 24% 39% 20% 20% 29% 22%

Renters 43% 52% 54% 34% 47% 47%

*Sources: Census 2000, Census 2010, ACS 2017 (5-yr)

Fort Bend Houston

38
Above: Location Map

Below: Census Tract Map

4213

4216

4214.03

4215

4211.01

4211.02 4212.01

4212.02

4214.01 4214.02

The Gulfton Complete Community study area is a diverse and 

dense neighborhood in southwest Houston just outside of the 

610 Loop. The study area encompasses 3.35 square miles and 

is inclusive of the Gulfton Super Neighborhood and parts of 

Sharpstown. 

The boundaries of the study area are roughly the Southwest 

Freeway to the north and west, Bellaire Boulevard and Bissonnet 

Street to the south and Chimney Rock to the east. 

Data included here has been compiled from the decennial 

Census data in 2000 and 2010, and five-year data from the 2015 

American Community Survey. The following census tracts were 

included in the data: 4211.01, 4211.02, 4212.01, 4212.02, 4213, 

4214.01, 4214.02, 4214.03, 4215 and 4216. 

GULFTON

Complete Community 

DATA SNAPSHOT

Hillcroft Ave

Bellaire Boulevard

Rampart 

Gulfton

Bissonnet

Southwest Freeway

Chimney Rock

39
2000 2010 2015 2000 2010 2015

Total Population 51,997 47,348 47,431 1,953,631 2,099,451 2,217,706

-9% 0% 7% 6%

Race/Ethnicity

White Alone 12% 8% 8% 31% 26% 26%

Black or African American Alone 10% 9% 14% 25% 23% 23%

Asian Alone 6% 7% 7% 5% 6% 6%

Hispanic or Latino 70% 75% 69% 37% 44% 44%

Other 2% 1% 3% 2% 2% 2%

Age

17 Years or Younger 30% 31% 32% 28% 26% 25%

18 - 64 Years Old 68% 67% 64% 64% 65% 65%

65 Years or Older 2% 2% 4% 8% 9% 10%

Place of Birth

Foreign Born Residents 61% 60% 59% 26% 29% 29%

Means of Transportation to Work

Drove Alone/Carpooled 78% 82% 76% 89% 88% 91%

Public Transportation 13% 10% 10% 6% 5% 4%

Other (Walk, Bicycle, Work at Home, etc.) 9% 8% 14% 5% 7% 5%

Educational Attainment 25 Years + 

Less Than High School 52% 50% 37% 30% 26% 23%

High School Graduate (includes equivalency) 16% 20% 30% 20% 22% 23%

Some college 15% 15% 17% 23% 24% 24%

Bachelor's degree 11% 9% 10% 17% 17% 19%

Master's, Professional Doctorate degree 6% 6% 5% 10% 11% 12%

Median Household Income $ 25,073 $ 26,633 $ 26,042 $ 36,616 $ 44,124 $ 46,187

Percent of Houston's Median 68% 60% 56%

Percent of Population Below Poverty 32% 35% 42% 19% 22% 19%

Housing Units 19,644 19,863 19,915 782,009 892,646 927,107

Occupied 90% 82% 85% 92% 88% 88%

Vacant Housing Units 10% 18% 15% 8% 12% 12%

Tenure

Percent Owners 6% 5% 5% 46% 45% 44%

Percent Renters 94% 95% 95% 54% 55% 56%

Households without access to a vehicle 19% 18% 16% 12% 10% 9%

Persons per Household 2.9 2.9 2.8 2.7 2.7 2.7

Housing Cost Burden >30% of Income

Owners 23% 15% 20% 29% 25%

 Renters 50%

26%

38% 56% 34% 47% 47%

*Sources: Census 2000, Census 2010, ACS 2015

Gulon CC Houston

GULFTON 

Complete Community 

DATA SNAPSHOT

40
I-69/US-59

Hirsch RdLockwood Dr

Homestead Rd

Cavalcade St

Kelley St

Collingsworth St

610

2301

2109

2110

2112 2117

2108

2111

Kashmere Gardens, located northeast of 

downtown Houston, is a historic African American 

community. The boundaries of the Complete 

Communities study area are approximately Loop 

610/Kelley Street to the north, Collingsworth 

Street and Liberty Road to the south, the Union 

Pacific rail corridor adjacent to Elysian Street to 

the west and the Settegast rail corridor to the 

east. 

Data included here has been collected for Census 

Tracts 2108, 2109, 2110, 2111, 2112, 2117, and 2301.

KASHMERE GARDENS 

Complete Community 

DATA SNAPSHOT

Above: Location Map

Below: Census Tract Map

41
2000 2010 2017 2000 2010 2017

Total Population 1,953,631 2,068,026 2,267,336

6% 10%

Race/Ethnicity

White 31% 27% 25%

Black or African American 25% 24% 22%

Asian 5% 6% 7%

Hispanic or Latino 37% 42% 45%

Other 2% 1% 1%

Age

17 Years or Younger 28% 26% 25%

18 - 64 Years Old 64% 65% 65%

65 Years or Older 8% 9% 10%

Place of Birth

Born Outside the U.S. 26% 28% 29%

Means of Transportation to Work

Drove Alone/Carpooled 88% 88% 88%

Public Transportation 6% 5% 4%

Other (Walk, Bicycle, Work at Home, etc.) 6% 7% 8%

Educational Attainment 25 Years + 

Less Than High School 30% 26% 22%

High School Graduate (includes equivalency) 20% 23% 23%

Some College 23% 23% 23%

Bachelors Degree 17% 18% 19%

Masters, Professional, or Doctorate Degree 10% 11% 13%

Median Household Income $ 36,616 $ 42,962 $ 49,399

Percent of Houston's Median 

Percent of Population Below Poverty 19% 21% 21%

Housing Units 782,009 889,489 838,950

Occupied 92% 86% 89%

Vacant Housing Units 8% 14% 11%

Tenure

Percent Owners 46% 47% 43%

Percent Renters 54% 53% 57%

Households without access to a vehicle 12% 10% 9%

Persons per Household 2.7 2.7 2.7

Housing Cost Burden >30% of Income

Owners 20% 29% 22%

Renters 34% 47% 47%

*Sources: Census 2000, ACS 2010 (5-Yr), ACS 2017 (5-Yr)

Kashmere Gardens Houston

23,695

1%

68%

0%

31%

0%

30%

56%

14%

15%

75%

18%

7%

55%

26%

14%

3%

2%

$ 16,539

45%

36%

9,357

88%

12%

42%

58%

33%

2.9

22%

39%

20,307 19,950

-14% -2%

1% 3%

63% 53%

1% 0%

35% 44%

0% 1%

27% 24%

60% 63%

13% 13%

18% 19%

75% 87%

13% 9%

12% 4%

43% 37%

35% 33%

16% 22%

4% 6%

2% 2%

$ 21,087 $ 26,313

49% 53%

37% 35%

9,213 8,571

78% 83%

22% 17%

42% 41%

58% 59%

24% 18%

2.8 2.8

36% 18%

59% 54%

KASHMERE GARDENS 

Complete Community 

DATA SNAPSHOT

42
Magnolia Park and Harrisburg Manchester are 

located just east of downtown Houston. The 

boundaries of the Complete Communities study 

area are approximately Buffalo Bayou to the 

north, La Porte Freeway to the south, Terminal 

Street to the west and Brays Bayou to the east. 

Data included here has been collected for Census 

Tracts 3109, 3110, 3111, 3114 and 3242.

MAGNOLIA PARK - 

HARRISBURG MANCHESTER 

Complete Community 

DATA SNAPSHOT

Above: Location Map

Below: Census Tract Map

3110

3109

3111

3114 3242

Broadway St

Lawndale St

Harrisburg Blvd

Navigation Blvd

Canal St

S 75th St

610

43
2000 2010 2017 2000 2010 2017

Total Population 26,274 23,568 20,598 1,953,631 2,068,026 2,267,336

-10% -13% 6% 10%

Race/Ethnicity

White Alone 3% 2% 3% 31% 27% 25%

Black or African American Alone 1% 1% 1% 25% 24% 22%

Asian Alone 0% 0% 1% 5% 6% 7%

Hispanic or Latino 95% 96% 95% 37% 42% 45%

Other 1% 1% 0% 2% 1% 1%

Age

17 Years or Younger 33% 31% 29% 28% 26% 25%

18 - 64 Years Old 59% 59% 60% 64% 65% 65%

65 Years or Older 8% 10% 11% 8% 9% 10%

Place of Birth

Born Outside the U.S. 45% 42% 42% 26% 28% 29%

Means of Transportation to Work

Drove Alone/Carpooled 80% 85% 91% 88% 88% 88%

Public Transportation 9% 8% 3% 6% 5% 4%

Other (Walk, Bicycle, Work at Home, etc.) 11% 7% 6% 6% 7% 8%

Educational Attainment 25 Years + 

Less Than High School 69% 61% 50% 30% 26% 22%

High School Graduate (includes equivalency) 20% 24% 25% 20% 23% 23%

Some College 9% 11% 18% 23% 23% 23%

Bachelor's Degree 1% 3% 5% 17% 18% 19%

Master's, Professional Doctorate Degree 1% 1% 2% 10% 11% 13%

Median Household Income $ 23,874 $ 28,878 $ 32,564 $ 36,616 $ 42,962 $ 49,399

Percent of Houston's Median 65% 67% 66%

Percent of Population Below Poverty 30% 26% 31% 19% 21% 21%

Housing Units 7,847 8,035 7,815 782,009 889,489 838,950

Occupied 91% 84% 79% 92% 86% 89%

Vacant Housing Units 9% 16% 21% 8% 14% 11%

Tenure

Percent Owners 46% 46% 50% 46%

Percent Renters 54% 54% 50% 54%

Households without access to a vehicle 21% 15% 12% 12% 10% 9%

Persons per Household 3.7 3.5 3.3 2.7 2.7 2.7

Housing Cost Burden >30% of Income

Owners 23% 23% 22% 20% 29% 22%

Renters 34% 47% 47% 34% 47% 47%

*Sources: Census 2000, ACS 2010 (5-yr), ACS 2017 (5-yr)

Magnolia Park - Harrisburg Manchester Houston

47% 43%

53% 57%

MAGNOLIA PARK - 

HARRISBURG MANCHESTER 

Complete Community 

DATA SNAPSHOT

44
Above: Location Map

Below: Census Tract Map

Near Northside, located just north of downtown 

Houston, is a historic and organized community. The 

boundaries of the Complete Communities study area 

is approximate to the Burlington Northern railroad 

(just north of Frisco Street) to the north, the former 

Hardy Rail Yards to the south, I-45 to the west and 

Elysian Street to the east. 

Data included here has been collected for Census 

Tracts 2104, 2105, 2106, 2107, 2123 and 2202. 

NEAR NORTHSIDE 

Complete Community 

DATA SNAPSHOT

2123

2104

2105

2106

2107

2202

Fulton

Irvington Blvd

Cavalcade St

Patton St

610

I-45

Collingsworth St

Quitman St

N Main

45
2000 2010 2015 2000 2010 2015

Total Population 29,788 25,241 27,205 1,953,631 2,099,451 2,217,706

-15% 8% 7% 6%

Race/Ethnicity

White Alone 8% 7% 7% 31% 26% 26%

Black or African American Alone 9% 7% 10% 25% 23% 23%

Asian Alone 0% 0% 0% 5% 6% 6%

Hispanic or Latino 83% 86% 81% 37% 44% 44%

Other 3% 0% 3% 2% 2% 2%

Age

17 Years or Younger 31% 29% 27% 28% 26% 25%

18 - 64 Years Old 59% 61% 63% 64% 65% 65%

65 Years or Older 10% 10% 10% 8% 9% 10%

Place of Birth

Foreign Born Residents 34% 31% 27% 26% 29% 29%

Means of Transportation to Work

Drove Alone/Carpooled 82% 81% 85% 89% 88% 91%

Public Transportation 10% 9% 6% 6% 5% 4%

Other (Walk, Bicycle, Work at Home, etc.) 8% 10% 8% 5% 7% 5%

Educational Attainment 25 Years + 

Less Than High School 58% 48% 44% 30% 26% 23%

High School Graduate (includes equivalency) 23% 27% 27% 20% 22% 23%

Some college 14% 18% 20% 23% 24% 24%

Bachelor's degree 4% 5% 7% 17% 17% 19%

Master's, Professional Doctorate degree 2% 3% 3% 10% 11% 12%

Median Household Income 26,327$ 28,481$ 30,571$ 36,616$ 44,124$ 46,187$ 

Percent of Houston's Median 72% 65% 66%

Percent of Population Below Poverty 30% 34% 33% 19% 22% 19%

Housing Units 9,608 9,797 10,163 782,009 892,646 927,107

Occupied 92% 88% 85% 92% 88% 88%

Vacant Housing Units 8% 12% 15% 8% 12% 12%

Tenure

Percent Owners 50% 48% 45% 46% 45% 44%

Percent Renters 50% 52% 55% 54% 55% 56%

Households without access to a vehicle 19% 17% 18% 12% 10% 9%

Persons per Household 3.4 2.9 3.1 2.7 2.7 2.7

Housing Cost Burden >30% of Income

Owners 19% 28% 23% 20% 29% 25%

Renters 32% 59% 54% 34% 47% 47%

*Sources: Census 2000, Census 2010, ACS 2015 (5-yr)

Near Northside Houston

NEAR NORTHSIDE 

Complete Community 

DATA SNAPSHOT

46
3101

3104

3105

Above: Location Map

Below: Census Tract Map

The Second Ward Complete Community study area is located 

just east of downtown Houston and encompasses 2.88 square 

miles. Second Ward is one of Houston’s four original wards, and 

one of the most historic and culturally significant neighborhoods 

in the city. The study area is bounded by Buffalo Bayou to the 

north, the rail line south of Harrisburg Boulevard to the south, 

and rail lines on both the east and the west. 

Data included here has been compiled from the 2000 and 2010 

Census, and five-year data from the 2015 American Community 

Survey. Data was collected for Census tracts 3101, 3104, and 

3105. 

SECOND WARD 

Complete Community 

DATA SNAPSHOT

Hirsch Rd

Lockwood Dr

Harrisburg Blvd

Canal St

Navigation Blvd

N Sampson St

Commerce St

47
SECOND WARD

Complete Community 

DATA SNAPSHOT

2000 2010 2015 2000 2010 2015

Total Population 15,023 13,306 14,278 1,953,631 2,099,451 2,217,706

-11% 7% 7% 6%

Race/Ethnicity

White Alone 5% 12% 12% 31% 26% 26%

Black or African American Alone 8% 14% 11% 25% 23% 23%

Asian Alone 1% 1% 2% 5% 6% 6%

Hispanic or Latino 85% 73% 74% 37% 44% 44%

Other 1% 1% 1% 2% 2% 2%

Age

17 Years or Younger 32% 25% 25% 28% 26% 25%

18 - 64 Years Old 61% 64% 65% 64% 65% 65%

65 Years or Older 8% 11% 10% 8% 9% 10%

Place of Birth

Foreign Born Residents 38% 33% 34% 26% 29% 29%

Means of Transportation to Work

Drove Alone/Carpooled 74% 81% 86% 89% 88% 91%

Public Transportation 13% 9% 6% 6% 5% 4%

Other (Walk, Bicycle, Work at Home, etc.) 13% 11% 8% 5% 7% 5%

Educational Attainment 25 Years + 

Less Than High School 68% 49% 43% 30% 26% 23%

High School Graduate (includes equivalency) 17% 22% 21% 20% 22% 23%

Some college 11% 17% 22% 23% 24% 24%

Bachelor's degree 3% 8% 10% 17% 17% 19%

Master's, Professional Doctorate degree 0.8% 4% 4% 10% 11% 12%

Median Household Income $ 23,494 $ 29,077 $ 32,027 $ 36,616 $ 44,124 $ 46,187

Percent of Houston's Median 64% 66% 69%

Percent of Population Below Poverty 34% 35% 37% 19% 22% 19%

Housing Units 4,409 5,614 5,782 782,009 892,646 927,107

Occupied 92% 83% 89% 92% 88% 88%

Vacant Housing Units 8% 17% 11% 8% 12% 12%

Tenure

Percent Owners 36% 36% 37% 46% 45% 44%

Percent Renters 64% 64% 63% 54% 55% 56%

Households without access to a vehicle 30% 20% 14% 12% 10% 9%

Persons per Household 3.7 2.9 2.8 2.7 2.7 2.7

Housing Cost Burden >30% of Income

Owners 22% 27% 31% 20% 29% 25%

 Renters 32% 44% 49% 34% 47% 47%

*Sources: Census 2000, Census 2010, ACS 2015

Second Ward CC Houston

SECOND WARD 

Complete Community 

DATA SNAPSHOT

48
Sunnyside is located approximately five miles 

south of downtown Houston. The boundaries 

of the Complete Communities study area are 

Loop 610 to the north, Sims Bayou to the south, 

Almeda Road to the west, and approximately 

Martin Luther King Jr. Boulevard to the east. 

Data included here has been collected for Census 

Tracts 3311, 3312, 3313, 3314, 3318, 3319 and 3320.

SUNNYSIDE 

Complete Communities 

DATA SNAPSHOT

Above: Location Map

Below: Census Tract Map

3311

3312

3313 3314

3320

3319

3318

288 Fwy

Sims Bayou

Scott St

Holmes Rd

Bellfort St

Reed Rd

Airport Blvd Cullen Blvd

49
SUNNYSIDE 

Complete Communities 

DATA SNAPSHOT

2000 2010 2017 2000 2010 2017

Total Population 25,164 27,308 29,609 1,953,631 2,068,026 2,267,336

9% 8% 6% 10%

Race/Ethnicity

White 1% 2% 2% 31% 27% 25%

Black or African American 92% 88% 83% 25% 24% 22%

Asian 1% 0% 1% 5% 6% 7%

Hispanic or Latino 5% 9% 13% 37% 42% 45%

Other 1% 1% 1% 2% 1% 1%

Age

17 Years or Younger 30% 29% 29% 28% 26% 25%

18 - 64 Years Old 54% 57% 56% 64% 65% 65%

65 Years or Older 16% 14% 15% 8% 9% 10%

Place of Birth

Born Outside the U.S 4% 5% 7% 26% 28% 29%

Means of Transportation to Work

Drove Alone/Carpooled 82% 84% 87% 88% 88% 88%

Public Transportation 12% 11% 8% 6% 5% 4%

Other (Walk, Bicycle, Work at Home, etc.) 6% 5% 5% 6% 7% 8%

Educational Attainment 25 Years + 

Less Than High School 38% 26% 24% 30% 26% 22%

High School Graduate (includes equivalency) 32% 41% 35% 20% 23% 23%

Some college 23% 24% 31% 23% 22% 23%

Bachelor's degree 5% 6% 8% 17% 18% 19%

Master's, Professional, Doctorate Degree 2% 3% 2% 10% 11% 13%

Median Household Income $ 19,505 $ 25,911 $ 27,628 $ 36,616 $ 42,962 $ 49,399

Percent of Houston Median 53% 60% 56%

Percent of Population Below Poverty 36% 33% 36% 19% 21% 21%

Housing Units 9,783 11,255 11,854 782,009 889,489 943,183

Occupied 91% 84% 84% 92% 86% 89%

Vacant Housing Units 9% 16% 16% 8% 14% 11%

Tenure

Percent Owners 59% 50% 47% 46% 57% 43%

Percent Renters 41% 50% 53% 54% 53% 57%

Households Without Access to a Vehicle 26% 23% 22% 12% 10% 9%

Persons per Household 2.8 2.9 2.9 2.7 2.7 2.7

Housing Cost Burden >30% of Income

Owners 25% 30% 23% 20% 29% 22%

Renters 40% 58% 55% 34% 47% 47%

*Sources: Census 2000, ACS 2010 (5-yr), ACS 2017 (5-yr)

Sunnyside Houston

50
Above: Location Map

Below: Census Tract Map

Third Ward, located less than one mile southeast 

of downtown Houston, is one of Houston’s historic 

African American neighborhoods. The boundaries 

of the Complete Communities area span I-45 on the 

north, State Highway 288/I69 on the west, Wentworth 

and Blodgett to the South, and then along Spur 5 on 

the east.

Data included here has been collected for Census 

Tracts 3120, 3121, 3122, 3123, 3124, 3127, and 3128. 

THIRD WARD 

Complete Community 

DATA SNAPSHOT

3123

3122

3121

3120

3124

3127

3128

Gulf Freeway

South Freeway

TX-Spur 5

Elgin St

Alabama St

Blodgett St

Cullen Blvd

Scott St

Emancipation Ave

51
2000 2010 2015 2000 2010 2015

Total Population 17,043 14,653 19,477 1,953,631 2,099,451 2,217,706

-14% 33% 7% 6%

Race/Ethnicity

White Alone 9% 11% 28% 31% 26% 26%

Black or African American Alone 77% 70% 60% 25% 23% 23%

Asian Alone 4% 5% 8% 5% 6% 6%

Hispanic or Latino 9% 13% 13% 37% 44% 44%

Other 3% 3% 3% 2% 2% 2%

Age

17 Years or Younger 23% 20% 13% 28% 26% 25%

18 - 64 Years Old 65% 69% 80% 64% 65% 65%

65 Years or Older 12% 11% 7% 8% 9% 10%

Place of Birth

Foreign Born Residents 7% 11% 13% 26% 29% 29%

Means of Transportation to Work

Drove Alone/Carpooled 64% 63% 65% 89% 88% 91%

Public Transportation 19% 17% 12% 6% 5% 4%

Other (Walk, Bicycle, Work at Home, etc.) 17% 20% 24% 5% 7% 5%

Educational Attainment 25 Years + 

Less Than High School 40% 31% 18% 30% 26% 23%

High School Graduate (includes equivalency) 25% 26% 24% 20% 22% 23%

Some college 17% 21% 31% 23% 24% 24%

Bachelor's degree 10% 10% 17% 17% 17% 19%

Master's, Professional Doctorate degree 8% 12% 11% 10% 11% 12%

Median Household Income 14,243$ 17,304$ 24,907$ 36,616$ 44,124$ 46,187$ 

Percent of Houston's Median 39% 39% 54%

Percent of Population Below Poverty 40% 37% 30% 19% 22% 19%

Housing Units 7,174 7,192 6,727 782,009 892,646 927,107

Occupied 84% 74% 74% 92% 88% 88%

Vacant Housing Units 16% 26% 26% 8% 12% 12%

Tenure

Percent Owners 26% 26% 29% 46% 45% 44%

Percent Renters 74% 74% 71% 54% 55% 56%

Households without access to a vehicle 39% 38% 18% 12% 10% 9%

Persons per Household 2.8 2.8 3.9 2.7 2.7 2.7

Housing Cost Burden >30% of Income

Owners 28% 36% 25% 20% 29% 25%

Renters 42% 54% 50% 34% 47% 47%

*Sources: Census 2000, Census 2010, ACS 2015 (5-yr)

Third Ward Houston

THIRD WARD 

Complete Community 

DATA SNAPSHOT

52
ARPA

Community Engagement 

Mayor Sylvester Turner launched the City of Houston’s ARPA website to explain this 

plan to Houstonians, was well as elucidate other funding channels within the 

American Rescue Plan Act.

Website 

On June 2, 2021 Houston City Council voted to use 

$198.6 million in Local Fiscal Recovery Funds 

(LFRF) from ARPA, which will help maintain 

government services for the Houston Police 

Department, Fire Department, Health Department, 

and Solid Waste Management. 

Mayor Sylvester Turner launched the City of 

Houston’s ARPA website to explain this plan to 

Houstonians, was well as elucidate other funding 

channels within the American Rescue Plan Act. 

The site features a breakdown of the LFRF and how 

City Council has used Houston’s initial tranche of 

funding to help maintain government services. 

In the Supporting Documents section, the site 

details the funding ARPA provides for the 

Emergency Rental Assistance Program (ERAP) 

within the Housing and Community Development 

Department (HCDD) as well as the significant 

assistance received by the Houston Airport System 

(HAS) for the three airports operated by the City of 

Houston. 

The mayor issued a press release on August 10 

announcing the site, and the mayor’s staff is 

working with 16 members of Houston City Council 

to promote it in their own electronic newsletters to 

members of the community. 

In addition to working with Houston City Council 

Members, coordination with other City of Houston 

outreach programs will be made. The City will use 

departmental newsletters, Complete Community 

email lists and earned media opportunities to 

publicize the site and engage with the community. 

Survey on Website 

Within the website, constituents can 

participate in a survey on how ARPA funding 

should be utilized. The survey allows residents 

to express opinions about how best to 

maintain government services, which options 

they would prefer to address public safety, 

express concerns about solid waste collection 

and options on affordable housing programs. 

Each section also allows for open-

 ended comments so that Houstonians 

can respond to questions in their own 

words. 

Following questions about the substance of 

ARPA, the survey asks for general 

demographic information so the City can see if 

there are differences in opinion based on age 

and race. Additionally, the survey asks for an 

email address from users, allowing city staff to 

respond when updates on ARPA spending are 

being made. 

53
ARPA

Community Engagement 

District Council Members (11 of them) host meetings in their districts to 

introduce administration officials who then detail projects within each area. 

Super Neighborhood Alliance Broadcast 

The Super Neighborhood Alliance is an 

organization comprised of the presidents or chairs 

of Super Neighborhood Councils and serves as a 

formal advisory board to the mayor and City 

government on community matters. 

Houston Television (HTV) cablecasts 24 hours a 

day, seven days a week, and runs live programs 

including the broadcast of Houston City Council 

meetings. In addition to the weekly public and 

business session of council, HTV broadcasts 

council committee meetings, including Budget & 

Fiscal Affairs, Planning Commission, and several 

other meetings, which help keep citizens informed 

about their City of Houston government. 

During the pandemic, the Super Neighborhood 

Alliance worked with HTV to broadcast their 

meetings so members of the community unable to 

participate in-person would be empowered to be 

involved in discussions. 

The Department of Neighborhoods - Mayor’s 

Assistance Office and HTV are being funded with 

LFRF dollars in order to host the Super 

Neighborhood Alliance meetings via Houston 

Television and social media regarding COVID-19 

messaging and updates. 

The agendas of future meetings will focus on 

COVID-19-related content pertaining to 

neighborhoods and the challenges they face. Mayor 

Turner viewed this as critical given the Alliance has 

a strong base of attendees and will help spread the 

messages to local civic clubs as well as offer 

feedback. The broadcasts will be hybrid meetings at 

the City Hall Annex Chamber and Microsoft 

Teams, with the Alliance presenting pertinent 

information and handling questions. 

CIP Community Meetings 

The City of Houston conducts public 

meetings on the City's Annual Capital 

Improvement Plan (CIP) in each council 

district. Since 1984, the City has held public 

meetings to obtain citizen input before 

preparation of the CIP. 

These meetings provide citizens the 

opportunity to participate in the Capital 

Improvement Plan process by contributing 

comments and suggestions about needed 

services and improvements. 

Mayor Turner has opted to move the CIP 

community meetings from the Spring to the 

Fall so that the public’s input can have more 

of an effect on the adopted CIP (giving 

Houston Public Works more time between 

public input and adoption of the plan). 

District Council Members (11 of them) host 

meetings in their districts to introduce 

administration officials who then detail 

projects within each area. Included in this 

year’s CIP presentations will be an update on 

ARPA as well as an invitation to take the 

survey so that residents are both aware of 

and give feedback to the City’s ARPA 

spending. 

54
ARPA

Labor Practice

The City has adopted prevailing wage rates for its public works infrastructure 

projects consisting of the latest prevailing wage rates determined and issued by the 

U.S. Department of Labor in accordance with the Davis-Bacon Act. 

The City of Houston does not intend to use Coronavirus State and Local Fiscal Recovery Funds 

for infrastructure projects. However, the City has adopted prevailing wage rates for its public 

works infrastructure projects consisting of the latest prevailing wage rates determined and 

issued by the U.S. Department of Labor in accordance with the Davis-Bacon Act. 

 In addition, where required for projects funded by the Department of Housing and Urban 

Development (HUD), the City makes every effort within its disposal to meet the regulatory 

requirements of Section 3 of the HUD Act of 1968 by developing strategies specifically targeting 

low- and very-low-income residents and local businesses for economic opportunities, including 

job training, employment, and contracting opportunities. 

55
ARPA

Use of Evidence

The largest payer of behavioral health services in the United States continues to 

be Medicaid, and without it, the challenges of both cost and coverage are 

significantly increased. 

The City of Houston’s Recovery Plan presents a 

path to fund several programs under Public Health 

(EC 1) and Services to Disproportionately 

Impacted Communities (EC 3). As detailed under 

the Use of Funds section, several of those programs 

directly address Mental Health needs (1.10) 

through the Houston Police Department. One 

program, the Domestic Abuse Response Teams 

(DART) deals with Services to Disproportionately 

Impacted Communities (EC 3) with Social 

Determinants of Health: Community Violence 

Interventions. 

As previously mentioned, Houston is the largest 

municipality in the United States without the safety 

net of Medicaid Expansion coverage. The largest 

payer of behavioral health services in the United 

States continues to be Medicaid, and without it, the 

challenges of both cost and coverage are 

significantly increased. 

Additionally, the increasing prevalence of domestic 

violence (detailed under the Use of Funds section) 

has increased the need for services for survivors 

beyond current capacity of programs. 

What follows is a description of each project and 

associated goals, most of which are expanding the 

capacity of existing programs. Additional 

evaluations and analysis of these programs are 

linked to the City of Houston’s ARPA website 

under “Supporting Documents” at the bottom of 

the page found at www.houstontx.gov/arpa. 

CCD 

Nationally, law enforcement responses to 

persons in serious mental health crises 

continue to increase. This trend continues 

in Houston, tracked by the Houston Police 

Department’s Mental Health Divisioon. 

In 2007, HPD officers responded to 

15,122 calls for service involving a 

mental health nexus (coded CIT). 

In 2017, HPD officers responded to 

37,032 CIT coded calls. 

As funding continues to diminish for 

community mental health services, citizens 

in serious mental health crises are relying 

more and more on emergency services such 

as the HPD, the Houston Fire Department 

(HFD) and the 911 Emergency System for 

help. These types of calls for service are 

time-consuming, complex, and draining on 

first responder resources. 

As mentioned above, in 2017, HPD 

responded to 37,032 calls for service coded 

as CIT. 

Out of those 37,032 CFS, 41

percent resulted in an 

“information” only disposition. 

Research indicated that a substantial number 

of these crisis calls may have been handled 

more effectively by quickly connecting 

callers who have non-emergent mental 

health-related issues directly to mental 

health professionals rather than 

automatically dispatching police officers 

and/or EMS personnel. 

56
ARPA

Use of Evidence

The cost of expansion to 24-hour coverage is $272,140 annually ($816,420 for 3 

years). This would add four more full-time care coordinators and necessary 

equipment.

Beginning in 2015, after several years of research, 

the Houston Police Department’s Mental Health 

Division developed the Crisis Call Diversion 

(CCD) program. The first of its kind in the nation,

CCD diverts mental health crisis calls to counselors

and community mental health providers instead of

sending first responders to investigate. The

counselors work at the Houston Emergency Center

(HEC) and coordinate diversions directly with

HPD and HFD dispatchers.

CCD was designed to identify and redirect nonemergent, non-life-threatening call for service 

(CFS) that are mental health crisis related away 

from first responder resources such as police and 

EMS and toward Harris Center for Mental Health 

& IDD mental health professional tele-counselors 

located at the 911 call center. 

Since the initiation of the CCD Pilot program in 

the spring of 2015, under the guidance of the 

Mental Health Division, the Crisis Call Diversion 

program has made great progress diverting nonemergent CIT calls away from police and EMS to 

CCD counselors whereby they link the caller to 

needed services rather than dispatching a police 

unit or HFD personnel. 

This translates into modest cost savings, and more 

importantly, significant cost avoidance to first 

responder agencies and advances the mission of 

the Houston Police Department’s Mental Health 

Division: to provide a professional, humane, and 

safe response to individuals in a serious mental 

health crisis. 

The expansion of CCD to 24-hour 

coverage will help meet the City of 

Houston’s vision of providing the most 

reliable, appropriate, and technologically 

advanced emergency system, as well as 

helping to meet the Houston Emergency 

Center’s mission to ensure that anyone, at 

any time, in any place, using any device 

shall be able to reach emergency services, 

by facilitating its call takers with the ability 

to immediately link persons with nonemergent mental health conditions 

directly with counselors and community 

mental health resources in a way that is 

normally unavailable to police and EMS. 

The cost of expansion to 24-hour coverage 

is $272,140 annually ($816,420 for 3 

years). This would add four more full-time 

care coordinators and necessary 

equipment. While the provision of 

behavioral health services is worthy of 

investment on its own merits, the program 

increases the capacity of law enforcement 

officers to focus on public safety rather 

than behavioral health issues. 

For more information and statistics for the 

Crisis Call Diversion program, visit the 

Houston Police Department’s Mental 

Health Division program page for CCD at 

https://www.houstoncit.org/ccd/, 

presentations to 1) Harris Center “911 

Crisis Call Diversion” 2) SAMSA’s GAINS 

Center presentation featuring CCD with 

Houston Police Department, Harris 

County Sheriff’s Office, and Harris Center 

located at www.houstontx.gov/arpa, and 

finally, yearly statistics published in the 

Mental Health Division’s Annual Report 

starting in 2017 https://

www.houstoncit.org/annual-report/# 

57
ARPA

Use of Evidence

This methodology removes law enforcement from dealing with lower-level mental health 

calls and connects individuals suffering from a mental illness to services and 

professionals that can help them most without involving the criminal justice system. 

MCOT 

The Mobile Crisis Outreach Team (MCOT) is an 

interdisciplinary mobile team comprised of 

Psychiatrists, Registered Nurses, Licensed Master’s 

Level Clinicians, Bachelor Level Clinicians, and 

Psychiatric Technicians specializing in crisis 

intervention. Community-based in Harris County, 

MCOT provides services to Children and Adults who 

are experiencing a mental health crisis. 

MCOT services are targeted for people who are: 

In a mental health crisis but are unable and/

or initially unwilling to access services 

through a traditional psychiatric outpatient 

setting 

At risk for hospitalization without 

immediate intervention. 

Not in acute crisis but in need of outreach 

services to prevent further deterioration and 

to ensure linkage to appropriate outpatient 

psychiatric services and community 

services. 

The crisis teams will focus on a “rapid response” 

immediate interventions, not referrals for future 

treatments. This methodology removes law 

enforcement from dealing with lower-level mental 

health calls and connects individuals suffering from a 

mental illness to services and professionals that can 

help them most without involving the criminal 

justice system. 

MCOT can be deployed by the CCD or called in by 

officers in the field, allowing for officers to introduce 

a behavioral health medical intervention. This “hand 

off” delivers a more appropriate level of care. 

MCOT will be expanded by six teams and support 

staff, and if proven successful, expanded to 18 teams. 

Costs will be $11,871,469 for three years for the 18-

team expansion. 

CIRT 

A primary goal of crisis intervention training 

(CIT) is to provide law enforcement officers 

with the tools to respond effectively to 

situations involving a person with mental 

illness in crisis and when appropriate, refer 

them to mental health services rather than 

incarceration. According to the Federal 

Bureau of Investigation, this goal is based on 

five objectives including reducing injuries to 

officers, alleviating harm to the person in 

crisis, promoting decriminalization of 

individuals with mental illness, reducing the 

stigma associated with mental illness, and 

using a team approach when responding to 

crises. 

As models vary widely from jurisdiction to 

jurisdiction based upon local needs, 

resources, and collaborations, an August 21, 

2020 evaluation by the Harris Center for 

Mental Health and IDD specifically analyzed 

the Houston Police Department’s Crisis 

Intervention Response Team. 

In 2019, the Mental Health Division of HPD 

consisted of 40 full-time personnel. The 

Houston Police Department’s model includes 

training and response. The Crisis 

Intervention Response Teams (CIRT) can be 

thought of as a specific subset, a unique 

strategy existing alongside CIT-trained 

officers. 

A CIRT team consists of an HPD 

Officer and a master level clinician 

from The Harris Center.

The local Crisis Intervention Response Team 

(CIRT) is a specialized program responding 

to mental health crisis calls in the community. 

The program pairs a licensed, masters-level 

mental health clinician with a law 

enforcement partner. The mobile team 

responds to 911 dispatch calls and referrals 

from the Houston Police Department Mental 

Health Division, Harris County Sheriff’s 

Office Mental Health Unit, and The Harris 

Center for Mental Health and IDD. 

58
ARPA

Use of Evidence 

The use of CIRT Teams is effective in meeting the primary goal of diverting 

mental health crises from jails and from unnecessary use of law enforcement 

personnel. 

The law enforcement officer researches the 

individual’s criminal history and provides safety by 

securing the scene. The licensed masters-level 

clinician accesses medical records to research mental 

health history en route to the crisis. Once on scene, 

the clinician will provide a mental health assessment, 

determining the appropriate level of care (is 

hospitalization indicated?), linkage/referral to 

services, and education on scene to family members 

or other concerned parties. Clinicians also act as 

consultants to law enforcement and assist with 

obtaining inpatient hospital beds. Law enforcement 

may provide transportation to an inpatient facility 

for individuals in severe crisis. CIRT completes 

follow-ups at the request of the referral source. 

The philosophy of the Crisis Intervention Response 

Team (CIRT) is to promptly and accurately assess 

and treat individuals experiencing a mental health 

crisis to avoid unnecessary incarceration, and to 

utilize the least restrictive means of stabilizing 

consumers including linkage into outpatient services 

where indicated. 

The use of CIRT Teams is effective in meeting the 

primary goal of diverting mental health crises from 

jails and from unnecessary use of law enforcement 

personnel. The data reported in the evaluation 

support the conclusions that -------------------------> 

1. CIRT operates with adherence to SAMHSA 

best practice standards.

2. Call triage effectively sorts requests into 

Crisis Intervention Team codes and 

dispatches personnel appropriately to CITcoded events. Calls diverted to CIRT do 

indeed have a mental health basis.

3. The high rate of CIRT diversion from jails 

(95.9%) indicates that the primary program 

goal is attained on a regular basis. Individuals, 

typically with serious mental illness, are 

diverted from jails, reducing the 

criminalization of mental illness.

4. The ability to resolve calls on scene

(24.9%) reflects the value added by trained, 

experienced mental health professionals who 

appear to have demonstrated competence in 

de-escalation strategies.

5. Linkages to crisis services and emergency 

departments connect people in crisis with 

services intended to reduce danger to self and 

others.

6. CCD services dramatically reduce officer 

time for CIT calls.

7. Diversions initiate or enhance engagement 

with the mental health system which may 

produce longer-term benefits for both the 

individual and the public.

HPD currently has 12 CIRT units deployed. 

The cost of expansion to 24-hour coverage by 

adding six more teams is $2,050,888 annually 

($6,152,664 for three years). 

For a full copy of the evaluation for HPD’s 

CIRT program by the Harris Center, visit the 

Supporting Documents section of the City of 

Houston’s ARPA website at 

www.houstontx.gov/arpa with yearly 

statistics published in the Mental Health 

Division’s Annual Report at https://

www.houstoncit.org/annual-report/# 

59
ARPA

Use of Evidence

CORE currently operates in Harris County with six licensed professional clinicians 

and a team leader that assist the officer at a scene to make a quick, accurate mental 

health assessment of persons who are in mental health crisis. 

CORE 

The Clinician-Officer Remote Evaluation (CORE) 

program is a telehealth strategy for responding to 

mental health crisis calls using a tablet and a 

HIPAA-approved technology platform to connect a 

law enforcement first responder with a mental 

health clinician in the community at the time of the 

911 dispatch. 

CORE currently operates in Harris County 

with six licensed professional clinicians and a 

team leader that assist the officer at a scene to 

make a quick, accurate mental health 

assessment of persons who are in mental 

health crisis. The clinicians can also access 

the person’s hospitalization history and 

connect the person with needed resources. 

The Harris County Sheriff’s (HSCO) Office has 

already implemented the CORE program. The 

University of Houston has evaluated the Harris 

County Sheriff’s Office’s pilot of CORE, leading 

Harris County to expand the pilot into a permanent 

program. 

In October 2020, staff from the University of 

Houston-Downtown, with funding from the Arnold 

Foundation, published a Process Evaluation of the 

Harris County Sheriff’s Office Tele-Health/CORE 

Pilot Program. 

The study was a process evaluation of the 12-month 

(December 2018-December 2019) Phase III TeleHealth Pilot Program for which HCSO partnered 

with The Harris Center for Mental Health and IDD 

(The Harris Center). 

There were four major goals of this process 

evaluation. These include evaluating (a) how the 

CORE Pilot Program and related technology are 

implemented; (b) fidelity of the implementation; (c) 

acceptability to stakeholders; and (d) effectiveness as 

measured by proximal outcomes. 

A. CORE Pilot Program was implemented via the

iPad, Verizon, and the Lifesize app, which

deputies used to connect to clinicians. Data

ascertained from deputies following use of the

iPad, where a good signal was reported in 98%of

the 361 calls.

B. Deputies using the program, especially those

later identified as “super users,” were likely to

have a commitment to resolving mental and

behavioral health issues in the community given

their willingness to use the iPad. Self-efficacy

and motivation, perhaps related to experience

and training, may have led these deputies toward

involvement in the CORE Pilot Program.

Deputies reported that in 89% of the CORE calls,

clinicians helped to identify/access resources for

consumers that would not have otherwise been

identified/assessed.

C. Stakeholder acceptance was accomplished

through interviews and focus groups. While

some participants were positive, yet cautious,

overall, findings revealed widespread acceptance

of and support for this program. The program

dramatically reduced the wait time deputies had

previously seen using limited behavioral health

resources (CIRT Teams). Deputies reported that

41 calls were resolved more efficiently, with time

on the iPad with the clinician averaging just 21

minutes. According to the June 2020 report by

HCSO, the participating deputies felt that the

clinician helped de-escalate the person in crisis

73% of the time; that the clinician helped them

decide on the most appropriate course of action

83% of the time; and that the clinician helped

them handle the call in a shorter period of time

71%of the time.

D. The qualitative findings for proximal outcomes

were positive, with participating CORE deputies

indicating they were better able to resolve calls

on scene thereby diverting consumers in mental

health crisis from jail or hospital emergency

rooms. Deputies reported being better able to

de-escalate a consumer in mental health crisis

with the help of the clinician in 85% of calls.

Generally, calls were resolved more efficiently

and effectively. Due to this, there was a cost

savings to avoiding the transport of consumers

to jail or hospital emergency rooms.

60
ARPA

Use of Evidence 

The use of CIRT Teams is effective in meeting the primary goal of diverting 

mental health crises from jails and from unnecessary use of law enforcement 

personnel. 

In implementing CORE within HPD, 80 officers 

per shift will have access to the system at three 

shifts daily, equal to 240 officers. The program calls 

for funding seven clinicians to conduct 

interventions via the telemed platform. 

To expand this CORE program to 80 HPD officers, 

the cost is $847,875 annually ($2,543,625 for 3 

years), which includes technology and clinical staff. 

For a complete copy of the Process Evaluation as 

well as a presentation to SAMSA featuring CORE 

with Houston Police Department, Harris County 

Sheriff’s Office, and Harris Center, along with the 

SAMSA’s GAINS Center presentation featuring 

CORE with Houston Police Department, Harris 

County Sheriff’s Office, and Harris Center located 

visit the Supporting Document section of the City 

of Houston’s ARPA website at 

www.houstontx.gov/arpa 

DART 

DART (Domestic Abuse Response Team) is a 

multidisciplinary crisis response team purposed to 

assist victims of domestic violence by engaging the 

victim immediately, following a reported incident of 

domestic violence. 

The program is staffed by civilians, matching the 

services provided for victims. The DART program 

provides for specially-trained, two-person mobile 

teams consisting of one HPD officer and one victim 

advocate. The teams respond to “high risk” 

domestic violence crime scenes at the request of the 

primary responding police unit for the purpose of 

making on-scene danger assessments. The team 

then reaches out to the victims to engage and 

connect them with needed emergency services. 

The program is currently staffed five days a week, 

7pm – 3am, with three DART units (one DART 

unit being that of one officer and one victim 

advocate) and two supervisory units. 

The program also funds officer overtime to deliver 

warrants, helping address a huge gap in the system, 

thus dedicating law enforcement resources to 

apprehend abusers. The certainty in apprehensions 

frees up capacity in a very limited support system 

for victims of domestic violence. 

HPD faces challenges providing these enhanced 

responses to the ever-growing issues surrounding 

domestic violence with programs (like DART) that 

have historically been grant funded. Without 

continued funding, the DART Program will end 

once grant funding is exhausted. 

This will fund the DART program consistently for a 

three-year period in the amount of $1,205,274 

annually ($3,615,822 for 3 years). 

For a copy of the International Association of 

Chiefs (IACP) of Police Law Enforcement-Based 

Victim Specialists Program (LEV) Technical 

Assistance outlining the DART program, visit the 

Supporting Document section of the City of 

Houston’s ARPA website at www.houstontx.gov/

arpa 

61
ARPA

Table of Expenses by 

Expenditure Category

The City of Houston plans to allocate ARPA CLFRF funding for “Revenue Replacement” in the 

initial months of Fiscal Year 2022. The first transfer from the City’s CLFRF to the City’s 

General Fund will be in August 2021 for amounts incurred for the month of July and each 

month thereafter until the full allocation is used. This will allow for reconciliations, support 

documentation gathering, and monthly reports to be finalized prior to the transfer for the 

“Provision of Government Services” in the City’s financial/general ledger system. The City 

estimates $198.6M to be allocated for “Revenue Replacement.” Additionally, the other projects 

listed in the Project Inventory did not incur expenses in the City’s financial system prior to July 

31st and will be reported in the upcoming quarterly report.

62
ARPA

Project Inventory

Houston Police Department 

Crisis Call Diversion 

ID Number: HOU - #001 

Cost: $272,140 annually ($816,420 for 3 years) 

Project Expenditure Category: Public Health 1.10 Mental Health Services 

The Crisis Call Diversion (CCD) program is a collaboration between the Houston Police Department, 

Houston Fire Department, Houston Emergency Center and the Harris Center for Mental Health & 

IDD, with the express purpose of decreasing the volume of non-emergency mental health-related calls 

for service for both HPD patrol and HFD emergency medical services and reducing the use of these 

personnel for non-emergency responses. 

Expansion of the existing program to 24-hour coverage would add four more full-time care 

coordinators and necessary equipment. While the provision of behavioral health services is worthy of 

investment on its own merits, the program increases the capacity of law enforcement officers to focus 

on public safety rather than behavioral health issues. 

https://www.houstoncit.org/ccd/ 

Mobile Crisis Outreach Team 

ID Number: HOU - #002 

Cost: $4,313,491 annually ($11,871,469 for 3 years) 

Project Expenditure Category: Public Health 1.10 Mental Health Services 

The Mobile Crisis Outreach Team (MCOT) is an interdisciplinary mobile team comprised of 

psychiatrists, registered nurses, licensed master’s level clinicians, bachelor level clinicians, and 

psychiatric technicians specializing in crisis intervention. Community-based in Harris County, MCOT 

provides services to children and adults who are experiencing a mental health crisis. 

The crisis teams will focus on “rapid response,” immediate interventions, not referrals for future 

treatments. This methodology removes law enforcement from dealing with lower-level mental health 

calls and connects individuals suffering from a mental illness to services and professionals that can help 

them most without involving the criminal justice system. MCOT can be deployed by the CCD or called 

in by officers in the field, allowing for officers to introduce a behavioral health medical intervention. 

This “hand off” delivers a more appropriate level of care. 

MCOT will be expanded by six teams and support staff, and if proven successful, expanded to 18 teams. 

63
ARPA

Project Inventory

Crisis Intervention Response Team 

ID Number: HOU - #003 

Cost: $2,050,888 annually ($6,152,664 for 3 years) 

Project Expenditure Category: Public Health 1.10 Mental Health Services 

Crisis Intervention Response Team (CIRT) is specialized program responding to mental health crisis 

calls in the community. The program pairs a licensed, masters-level mental health clinician with a law 

enforcement partner. The mobile team responds to 911 dispatch calls and referrals from the Houston 

Police Department Mental Health Division, Harris County Sheriff’s Office Mental Health Unit, and 

The Harris Center for Mental Health and IDD. 

The goal of CIRT is to promptly and accurately assess and treat individuals experiencing a mental 

health crisis to avoid unnecessary incarceration, and to utilize the least restrictive means of stabilizing 

consumers including linkage into outpatient services where indicated. 

HPD currently has 12 CIRT units deployed. In order to expand to 24-hour coverage, the program is 

adding six more teams. 

https://www.houstoncit.org/cirt/ 

64
ARPA

Project Inventory

Clinician-Officer Remote Evaluation 

ID Number: HOU - #004

Cost: $847,875 annually ($2,543,625 for 3 years) 

Project Expenditure Category: Public Health 1.10 Mental Health Services 

The Clinician-Officer Remote Evaluation (CORE) program is a telehealth strategy for responding to 

mental health crisis calls using a tablet and a HIPAA-approved technology platform to connect a law 

enforcement first responder with a mental health clinician in the community at the time of the 911 

dispatch. 

The licensed, professional clinicians and a team leader assist the officer at a scene to make a quick, 

accurate mental health assessment of persons who are in mental health crisis. The clinicians can also 

access the person’s hospitalization history and connect the person with needed resources. 

In implementing CORE within HPD, 80 officers per shift will have access to the system at three shifts 

daily, equal to 240 officers. The program calls for funding seven clinicians to conduct interventions via 

the telemed platform. 

Domestic Abuse Response Team 

ID Number: HOU - #005

Cost: $1,205,274 annually ($3,615,822 for 3 years)

Project Expenditure Category: Public Health 1.10 Mental Health Services 

The Domestic Abuse Response Team (DART) program provides for specially trained, two-person 

mobile teams consisting of one HPD officer and one victim advocate. The teams respond to “high risk” 

domestic violence crime scenes at the request of the primary responding police unit for the purpose of 

making on-scene danger assessments. The team then reaches out to the victims to engage and connect 

them with needed emergency services. 

The program also funds officer overtime to deliver warrants, helping address a huge gap in the system, 

thus dedicating law enforcement resources to apprehend abusers. 

The program is currently staffed 5 days a week, 7pm – 3am, with 3 DART units (one DART unit being 

that of one officer and one victim advocate) and 2 supervisory units. HPD can continue to provide these 

enhanced responses to the ever-growing issues surrounding domestic violence. Without funding, the 

DART Program will end once grant funding is exhausted. 

65
ARPA

Project Inventory

Solid Waste Managemnet

Homeless Abatement 

ID Number: HOU - #006

Cost: $1,254,607 over 6 months 

Project Expenditure Category: Public Health 1.14 Prevention in Congregate Settings 

Homeless encampments and services are often in congregate settings, not generally respective of 

recommended social distancing guidelines and could facilitate the spread of infection. Because many 

people who are experiencing homelessness often have underlying medical conditions, they may also be 

at higher risk for severe disease. 

This program initiative will fund weekly cleanups at encampments throughout the city to include 

needed major remediation activities directed by the City Public Health Authority and Health 

Department. 

Anti-Litter 

ID Number: HOU - #007

Cost: $489,546 over 6 months 

Project Expenditure Category: Public Health 1.12 Other Public Health Services 

Every day, thousands, if not millions, of disposable masks, gloves and sanitizer bottles are used and 

improperly discarded and disposed. The goal of the anti-litter campaign is to combat, reduce, and 

extinguish the behaviors. 

Bulk Waste

ID Number: 

Cost: 

Project Expenditure Category: 

HOU - #008 

 $1,467,000 over 6 months 

Public Health 1.12 Other Public Health Services 

This program initiative will fund additional bulk waste crews to collect bulky material. Funding should 

be established for up to 22 crews to work up to six days per week. Crews will be placed in high volume 

areas of debris generation or clear illegal dumpsites in abused areas of the city. 

66
ARPA

Project Inventory

Houston Health Department

Vaccination Incentive Cards 

ID Number: HOU - #009 

Cost: $3.125 million 

Project Expenditure Category: Public Health 1.1 Vaccination 

The Houston Health Department will provide $100 gift cards with first doses and $50 gift cards with 

second doses of Moderna or Pfizer vaccine administered at its health centers and multi-service centers 

starting Thursday, August 26, 2021. Additionally, people who get the one-dose Johnson & Johnson 

vaccine will receive $100. 

The new incentive program will distribute $150 worth of Mastercard gift cards to 20,000 people who 

get fully vaccinated. 

Eight different locations are participating in this program. The City hopes to build off the success of a 

similar successful effort launch by Harris County. 

https://www.houstontx.gov/mayor/press/2021/vaccine-incentive-150-dollars.html 

Houston Zoo

Zoo Development Corporation 

ID Number: HOU - #010 

Cost: $10.514 million 

Project Expenditure Category: Negative Economic Impacts 2.11 Aide to Tourism, Travel, or 

Hospitality 

Every year more than 2.5 million visitors enjoy the Houston Zoo. They discover more than 6,000 

animals of over 800 species that represent the extraordinary variety of life on Earth. The dedicated staff 

make sure that the Houston Zoo is running smoothly for the safety and well-being of every animal and 

guest in the 55-acre campus, set within beautiful Hermann Park in the heart of Houston. The Zoo has 

become one of the region’s most successful and beloved cultural institutions. 

The Houston Zoo’s newly-redefined mission articulates a focus on connecting communities with 

animals, inspiring action to save wildlife. Reflecting this complexity, the strategic priorities set in the 

Zoo’s plan are aspirational yet attainable, supported by goals and measurable objectives that will guide 

annual work plans and inform operational practices as we work to transform the Houston Zoo. 

Strategic Plan: https://s28164.pcdn.co/files/Strat_Plan_Book_MF_3.20.20_Web.pdf 

67
ARPA

Performance Reporting 

Houston Police Department 

Crisis Call Diversion 

ID Number: HOU - #001 

Cost: $272,140 annually ($816,420 for 3 years) 

Project Expenditure Category: Public Health 1.10 Mental Health Services 

Output Components 

Monthly report should only include Crisis Intervention Team (CIT) or non-CIT coded calls with 

mental health component 

Each full-time crisis call counselor is responsible for handling a minimum of 70 calls per month. 

(Recorded on Electronic Individual Daily Numbers Spreadsheet). 

Outcome Measures

Appropriate identification of call event that meets non-emergent criteria for diversion

Reduce unnecessary First Responder resources 

Mobile Crisis Outreach Team 

ID Number: HOU - #002 

Cost: $4,313,491 annually ($11,871,469 for 3 years) 

Project Expenditure Category: Public Health 1.10 Mental Health Services 

Output Components 

Coordination with CCD on overall number of calls requiring MCOT deployment. 

Number of officers in the field deploying MCOT once officer is on the scene. 

MCOT Rapid Reponse team metrics on resolving call with either resolution of the crisis on 

scene, transport individual to a psychiatric hospital or refer to MCOT for continued crisis 

stabilization. 

Outcome Measures 

Appropriate identification of call event that meets non-emergent criteria for diversion 

(applicable with CCD) 

Community-based crisis response alleviates the Houston Police Department, Houston Fire 

Department, and Emergency Medical Services from responding, freeing them to provide 

emergency medical, fire and police response to Houston area residents (applicable with CCD) 

68
ARPA

Performance Reporting

HOU - #003 

$2,050,888 annually ($6,152,664 for 3 years) 

Public Health 1.10 Mental Health Services 

Crisis Intervention Response Team 

ID Number: 

Cost: 

Project Expenditure Category: 

Output Components 

10-15% of all CIT Calls-for-Service are handled by Crisis Intervention Response Team

units (annually).

Number of Emergency Detention Orders safely executed with minimal resistance and/or 

injury to consumers. 

Reduction of consumer crisis and repeat contacts with HPD through routine/proactive 

follow up visits. 

Outcome Measures 

Respond to mental health crisis calls to reduce impact on patrol officers. 

Conduct clinical assessment of individuals in mental health crisis. 

Provide clinical and operational guidance to patrol officers for best outcomes. 

69
ARPA

Performance Reporting

Clinician-Officer Remote Evaluation 

ID Number: HOU - #004

Cost: $847,875 annually ($2,543,625 for 3 years) 

Project Expenditure Category: Public Health 1.10 Mental Health Services 

Output Components 

Increase of resolved on scene cases, which are linked to services for follow up, preventing 

unnecessary hospitalization. 

Immediate patient on scene assessment by a mental health clinician. 

 Outcome Measures 

Increased officer and patient safety as CORE would provide the officer with patient mental 

health and medical information to be used in decision-making to serve in the care of the 

patient. 

Clinician will be a consult to the officer providing information on community resources 

Assist with obtaining a hospital bed from a hospital accepting patients if needed resulting in 

decreased time the officer has to remain on a call with the patient. 

70
ARPA

Performance Reporting

Domestic Abuser Response Team

ID Number: 

Cost: 

Project Expenditure Category: 

HOU - #005

$1,205,274 annually ($3,615,822 for 3 

years) 

Public Health 1.10 Mental Health Services 

Output Components 

The following components are statistics that HPD / DART will collect for Year to Date (YTD) 

comparisons as well as raw counts of victims served. 

Volume of Family Violence Investigations 

Victims known to Police 

Offenders known to Police 

Qualifying individuals who refuse DART services 

DART callouts 

Prevalence in the community 

Characteristics of Family Violence Incidents 

Repeat victimization 

Chronicity 

Type of criminal investigations (i.e. misdemeanor or felony) 

Presence of children in home 

Measure of Response from Police & Other Agencies 

Police 

DART Teams 

Community-Based Advocacy Partners 

Emergency Medical Services 

Outcome Measures: 

DART relies on its community partners once a victim is rescued from a violent crime scene to ensure 

the victim is stabilized and safe. The success of the DART program, as a law enforcement initiative, 

requires their community partners to be resourced to provide the necessary follow-up care that the 

victim (and their families) need to begin to heal and move forward. 

These costs include hotel stays, rental deposits, and other basic survival needs. 

Accordingly, for DART to be successful, it is critical to have support with community partners / 

shelters whose load has drastically increased due to the number of DART victims we have been 

referring since COVID began. 

71
ARPA

Performance Reporting

HOU - #006

 $1,254,607 over 6 months 

Solid Waste Management

Homeless Abatement 

ID Number: 

Cost: 

Project Expenditure Category: Public Health 1.14 Prevention in Congregate Settings 

More than 100 identified homeless encampment sites in the City of Houston. 

Output components: 

Track cleaning costs to include labor, disposal, equipment, environmental and hazardous 

contractors. 

Remediate identified sites on daily basis. 

Outcome measures: 

Field supervisors, staff, equipment and contractors to clean as directed by Public Health 

Authority. 

Partner with Homeless Outreach and Differential Response Team for assistance in reducing 

encampment debris and storage of individual personal items. 

Partner with the City's Public Health Department/Authority to inspect site(s) for proper 

cleaning protocols. 

Conduct regular inspections with Public Health Authority to ensure consistent remediation 

of identified sites. 

72
ARPA

Performance Reporting

Anti-Litter

ID Number: 

Cost: 

Project Expenditure Category: 

HOU - #007

$489,546 over 6 months

Public Health 1.12 Prevention in Congregate Settings 

In partnership with local elected officials and public law enforcement, cover the 640 square 

miles in the City of Houston in the removal and disposal of scattered litter. The increased 

gathering in public places has led to a tremendous build-up of trash and scattered litter. 

Output components: 

Due to the shift to congregate in public and open spaces, crews will be dispatched 

daily to assigned locations to clean and dispose of all litter. 

Outcome measures: 

Educate the public on how to properly dispose of PPE and other disposable items 

through online and signage campaigns. 

Leverage partners across the City, County and State for resources to assist in 

neighborhood beautification projects. 

Bulk Waste

ID Number: 

Cost: 

Project Expenditure Category: 

HOU - #008

$1,467,000 over 6 months

Public Health 1.12 Prevention in Congregate Settings 

Crews placed in high volume areas of debris, assisting services within the departments 

service areas. Pre/post pandemic national driver shortage of licensed commercial drivers 

has increased the challenge posed by increased waste. 

Output components: 

Required 90% daily completion rate of assigned routes. 

Outcome measures: 

Mitigate flooding due to blocked ditches/storm drains from either residential, tree 

or bulk waste left at the curbs. 

Health Hazard reduction by reducing of vector generation (insects, snakes, etc.). 

Evaluate the long-term impact this effort has to reduce illegal dumping. 

Liquidated damages can be applied based on non-performance or unexcused delays 

causing unsafe and unsanitary conditions. 

73
ARPA

Performance Reporting

Houston Health Department

Vaccination Incentive Cards

ID Number: 

Cost: 

Project Expenditure Category: 

HOU - #009

$3.125 million

Public Health 1.1 Vaccination 

The incentive-based program will focus on groups in zip codes with persistently low 

vaccination rates in accordance with Houston’s COVID Community Vulnerability Index 

(CCVI) report.

Currently, the identified Priority 1 and Priority 2 vulnerable zip codes continue to

lag in uptake. The Houston Health Department (HHD) selected the incentive in

hopes that people who are reluctant to be vaccinated might opt to be vaccinated.

Patients starting or completing the vaccine series will be eligible for the incentive,

targeting communities with low vaccination rates and within the vulnerable

priority zip codes.

Increasing vaccine uptake will decrease the transmission of the COVID-19 disease and 

decrease hospitalization admission burden on the public hospital systems. Houston Health 

Department will focus on the current coverage goal of 70% or more. 

Output component 

Number of patients who received first dose by: 

Age Group 

Race/Ethnicity 

Residents in Priority Zip Code 

Residents in Non-Tier Zip Codes 

Number of patients who completed the series by: 

Age Group 

Race/Ethnicity 

Residents in Priority Zip Code 

Residents in Non-Tier Zip Codes 

Outcome measures 

The incentive plan will be evaluated by comparing vaccination uptake in each of the HHD 

vaccination sites located in the Tier 1 and Tier 2 zip codes with vaccination events and 

incentive distribution. The base line coverage uptake for each HHD site will be compared 

weekly until the vouchers are depleted. 

74
ARPA

Performance Reporting

Houston Zoo

Zoo Development Corporation

ID Number: 

Cost: 

Project Expenditure Category: 

HOU - #010

$10.514 million

Negative Economic Impacts 2.11 Aide to Tourism, Travel, or Hospitality

Every year (prior to the pandemic) more than two million visitors enjoy the Houston Zoo. They 

discover more than 6,000 animals of over 800 species that represent the extraordinary variety of life 

on Earth. The dedicated staff make sure that the Houston Zoo is running smoothly for the safety and 

well-being of every animal and guest in the 55-acre campus, set within beautiful Hermann Park in 

the heart of Houston. The Zoo has become one of the region’s most successful and beloved cultural 

institutions. 

The Houston Zoo’s newly-redefined mission articulates a focus on connecting communities with 

animals, inspiring action to save wildlife. Reflecting this complexity, the strategic priorities set in the 

Zoo’s plan are aspirational yet attainable, supported by goals and measurable objectives that will 

guide annual work plans and inform operational practices as we work to transform the Houston 

Zoo. 

Output Components 

Create meaningful experiences 

1. Will begin planning and design work for enhancements to the gorilla and rhinoceros exhibits,

which are expected to include erosion controls, new plantings and better viewing angles for

guests to inspire them to action to save these endangered species in the wild.

2. Grow resource-conservation programs to reduce water and energy consumption and to divert

waste from landfills by expanding back-of-house recycling facilities and installing additional

water and energy meters, all efforts which will be messaged to guests in order to inspire action

to save wildlife and habitat;

3. Grow post-pandemic in-person Camp Zoofari to 1,000 campers (including 200 scholarships for

children who might not otherwise be able to attend) and provide learning opportunities for

these children ages 4-14 to experience how the Zoo helps save animals in the wild through

conservation programs and sustainability efforts;

4. Reestablish (post-pandemic) the Zoo’s Wildlife Saving School Partnership program, which

annually reaches 3,000-plus students from Houston-area Title 1 and private, special needsbased schools. The program, which is provided free of charge and with multiple points of

contact throughout the school year actively engages kids in actions to save and protect wildlife.

75
ARPA

Performance Reporting

Houston Zoo

Zoo Development Corporation

ID Number: 

Cost: 

Project Expenditure Category: 

HOU - #010

$10.514 million

Negative Economic Impacts 2.11 Aide to Tourism, Travel, or Hospitality

Ensure highest quality of life for the animals 

1. Advances to the veterinary care complex back of house, such as improved HVAC at the vet

services building, better insulation for the holding barn, replacement of old holding facilities,

and installation of 35 cameras within the clinic itself in order to facilitate the highest quality

medical care, comfort and monitoring of animals;

2. Installation of 22 additional cameras in key exhibition areas of the Zoo to ensure animal safety

and security;

3. Major improvements to electrical infrastructure (including 9 transformers, 10 portable

generators, 6 building generators and switchgear) to improve Zoo sustainability and provide

reliable power during outages associated with weather-related and other events—measures that

help ensure safe and appropriate climate control for animals and provide animal keepers with

access to critical, working equipment;

4. Completion of construction and installation of windbreaks, shelters, heat lamps, dense

plantings, etc.—all systems to improve resilience against extreme weather and protect animals

in the collection;

5. Hardening of critical facilities used for security, emergency ride-out teams and animal care,

most notably the South Admin building and Brown Education Center.

Deliver world-class guests experiences 

1. Improving overall guest satisfaction by 5% as measured by ongoing customer satisfaction

surveys.

2. Increasing Zoo attendance to 80% of pre-COVID (20219) levels or 1.8 million visitors from the

low in 2020 of 1.2 million (52%).

3. Restoring annual investments in strategic initiatives and capital projects (not including

Centennial Campaign Projects of $150 million) to at least 8% of the annual operating budget

(~$3.5 million) from the pandemic-forced reduction due to limits in resource of only 3% in

2020.

76
ARPA

Performance Reporting

Houston Zoo

Zoo Development Corporation

ID Number: 

Cost: 

Project Expenditure Category: 

HOU - #010

$10.514 million

Negative Economic Impacts 2.11 Aide to Tourism, Travel, or Hospitality

Ensure highest quality of life for the animals 

Outcome Measures 

Create meaningful experiences 

Create meaningful experiences at the Houston Zoo that inspire guests to take action 

to save animals in the wild. Engage guests of all ages in order to help them make

informed decisions in their relationships with living animals and the ecosystems 

upon which all life depends. 

Ensure the highest quality of life for animals 

Maintain intensive focus on animal care, welfare and well-being; provide modern 

facilities and practices for comprehensive veterinary care; and support scientific 

advancement in animal welfare and conservation. Every animal at the Houston Zoo 

will experience the highest quality of life through mission-driven collection 

planning and a well-supported animal care, health and welfare program. 

Deliver world-class guests experiences 

Create memorable experiences for guests of all ages, anticipate their needs and 

exceed their expectations, creating value and thereby maximizing earned revenue in 

support of the Zoo’s mission. Maintain excellence in guest engagement and guest 

services, including: safety, security, comfort, ease of access, ease of viewing animals, 

food quality and selection, horticultural diversity, overall ambience and retail 

opportunities. 

77
ARPA

Required Performance Indicators & 

Programmatic Data

The City of Houston is currently planning one 

project to offer under the expenditure categories 

involving the required performance indicators using 

LFRF at this time. As such, the answer to the other 

Expenditure Categories for each of these questions is 

zero. 

However, as detailed under the Use of Funds section, 

an outline of the Houston-Harris County Emergency 

Rental Assistance Program (ERAP) is presented. 

While this highly successful program provides 

eviction prevention services listed under Expenditure 

Category 2, it does not incorporate LFRF funding. As 

such, this required performance indicator is marked 

as zero. 

A. Household Assistance (EC 2.2 & 2.5) and

Housing Support (EC 3.10-3.12):

Number of workers enrolled in 

sectoral job training programs: 0 

Number of workers completing 

sectoral job training programs: 0 

Number of people participating in 

summer youth employment 

programs: 0 

The Houston Zoo does have a volunteer 

youth program but no paid employment 

program with stats on volunteer participants. 

This year, the Zoo has implemented a pilot 

paid internship program through University 

of St. Thomas in line with our DEIA 

initiatives. The program is for the school 

year, so not a “summer” program. 

For information on Mayor Turner’s Hire 

Houston Youth program (not funded by 

ARPA LFRF funds), visit https://

hirehoustonyouth.org/. 

C. Education Assistance (EC 3.1-3.5):

The City of Houston is not offering programs under 

LFRF addressing Household Assistance and Housing 

Support. 

Number of people or households receiving 

eviction prevention services (including legal 

representation): 0 

Number of affordable housing units preserved 

or developed: 0 

B. Negative Economic Impacts (EC 2):

As part of Houston’s plan to address the negative 

economic impact resulting from the public health 

emergency and financial impacts of the, COVID-19 

pandemic, the City plans to expedite payments to Zoo 

Development Corp. (ZDC), using LFRF funds, to 

address impacts to ZDC and its operations. 

During the 2022 lease year, in lieu of the City's 

payment to the Zoo in twelve equal monthly 

installments, the City plans to pay the Houston Zoo a 

one-time payment of $10,514,821.00 on or before 

September 31, 2021 as aid for planned expansions or 

upgrades to the Zoo that were delayed due to the 

pandemic. 

The City of Houston is not offering programs 

under LFRF addressing Educational 

Assistance. 

Number of students participating in 

evidence-based tutoring programs: 0 

D. Healthy Childhood Environments (EC

3.6-3.9):

The City of Houston is not offering programs 

under LFRF addressing Healthy Childhood 

Environments. 

Number of children served by 

childcare and early learning (pre-

 school/pre-K/ages 3- 5): 0 

Number of families served by home 

visiting: 0 

78