I. Purpose

This policy establishes guidelines for hiring and background investigations of applicants seeking employment with the Harris County Sheriff’s Office (HCSO) in any position that requires a license issued by the Texas Commission on Law Enforcement (TCOLE).

II. Definitions

Affected Applicant: For purposes of this policy, an affected applicant is any person applying for employment with HCSO as a deputy, detention officer, or communication officer.

Background-Investigation Information: The records, reports, and information which must be reviewed during a background investigation before an affected applicant may be hired by HCSO. This includes, at a minimum, the following:

• Personnel files and other employee records from each previous law enforcement agency where the affected applicant has been employed — including the employment applications provided to each of those law enforcement agencies
• Proof of eligibility for enrollment in a training program under Texas Occupations Code 1701.251(a)
• U.S. Department of Defense form DD-214 or other military discharge record
• Criminal history record information
• Pending warrant information as available through the Texas Crime Information Center (TCIC) and National Crime Information Center (NCIC)
• Proof of financial responsibility as required by Texas Transportation Code § 601.051
• Driving record from the Texas Department of Public Safety
• Proof of U.S. citizenship or — if the affected applicant is an honorably discharged veteran of the U.S. armed forces with at least two years of service before discharge — proof of legal-permanent-resident status and proof that the affected applicant has applied for U.S. citizenship
• First-hand knowledge of the affected applicant’s history from at least three personal references and at least two professional references
• A search for the affected applicant’s name in the National Decertification Index (NDI) maintained by the International Association of Directors of Law Enforcement and — if a matching record exists — acquisition and review of the related records with the relevant law enforcement agency
• Certain records maintained by TCOLE:
o Employment-termination reports
o Misconduct-investigation reports
o Service records
o Out-of-state records requested in accordance with Texas Occupations Code § 1701.3035

Background-Investigation Report: The final document compiled by the background investigator after completing the background investigation of an affected applicant. This document contains all findings pertinent to the background investigation, and a copy shall be placed in the affected applicant’s personnel file.

Background Investigator: An HCSO investigator who is responsible for conducting a background investigation of an affected applicant.

Misconduct: Violations of federal or state laws or local ordinances and alleged conduct including use of excessive force, untruthfulness, unlawful search, unlawful arrest, civil rights violations, racially motivated police actions, discrimination, sexual harassment, violations of court orders, or any conduct that seriously degrades the integrity or good order of HCSO. For purposes of this policy, allegations of untruthfulness shall include false, untrue, or misleading statements, either by overt means or by omission. Misconduct does not include minor rule violations of a less serious nature.

Personal History Statement (PHS): A written statement provided by every affected applicant that serves as the basis for the related background investigation conducted by HCSO.

Personnel File: A collection of letters, memoranda, and documents related to the employee’s pre-employment checks as well as their job performance while employed by HCSO, to include:

• The employee’s background-investigation report;
• A copy of the employee’s TCOLE Form L-1 or L1-T, as appropriate;
• The signed TCOLE Form L-2 showing that the employee passed their pre-employment medical examination and drug screening;
• The signed TCOLE Form L-3 showing that the employee passed their pre-employment psychological examination;
• A copy of the employee’s pre-employment fingerprint check;
• Letters, memoranda, and documents related to a commendation, congratulation, or honor bestowed on the employee by a member of the public or by HCSO for an action, duty, or activity that relates to the employee’s official duties;
• Letters, memoranda, and documents related to misconduct by the employee if the letter, memorandum, or document was issued by HCSO and resulted in disciplinary action; and
• Letters, memoranda, and documents recording periodic evaluations of the employee by a supervisor.

TCOLE Forms: A general term for the forms that TCOLE requires HCSO to complete during the appointment process of affected applicants. Certain TCOLE forms may not be relevant to all affected applicants, but for each affected applicant, HCSO shall complete all of the below applicable forms:

• L-1: Appointment Application
• L-2: Licensee Medical Condition Declaration
• L-3: Licensee Psychological and Emotional Health Declaration
• L1-T: Telecommunicator Appointment

The information certified on TCOLE forms shall be consistent with the pre-employment process and findings as described in this policy for each affected applicant.

III. Policy

HCSO must maintain a professional and disciplined TCOLE-licensed workforce in order to provide the residents of Harris County with reliability and excellence in both law enforcement and detentions operations. To that end, it is essential that HCSO offer employment only to those candidates who meet its rigorous standards.

IV. Procedure

All affected applicants shall submit a completed PHS and provide written consent to HCSO explicitly allowing HCSO to review their background-investigation information. Both the PHS and the written consent are required before HCSO may initiate a background investigation of an affected applicant.

Before hiring any affected applicant, HCSO shall conduct a thorough background investigation including a review of all background-investigation information and complete all appropriate TCOLE forms.

The TCOLE forms completed in this way shall demonstrate that each of the pre-employment steps required under Texas Occupations Code § 1701.451 was completed before HCSO hired an affected applicant. The forms shall also document how each of those steps was completed.

A. Background Investigation

1. Release of Information

Prior to obtaining or reviewing any background-investigation records originating in another law enforcement agency, the background investigator shall provide the other agency with a copy of the affected applicant’s signed release of information.

2. Reviewing Written Files and Records

Background investigators shall review written files or records relevant to background investigations either electronically — through a secure file-sharing system such as the one provided by TCOLE — or in person.

Investigators shall not review these records by phone.

3. Agencies Outside of Texas

Federal agencies and agencies in other states do not generally have access to TCOLE’s file-sharing system. If one of those agencies has background-investigation information relevant to an affected applicant, but the background investigator is unable to review the files in person, the background investigator shall make reasonable efforts to review the files electronically. If, after reasonable efforts have been made, the files cannot be reviewed, the background investigator shall document the reason why and the efforts that were made in the background-investigation report.

4. Potential Issues

a. No response

If a background investigator has made direct contact — either via phone or email — with someone at another law enforcement agency thought to be in possession of background-investigation records relevant to an affected applicant and the background investigator has already provided a copy of the affected applicant’s signed release of information but there has been no response from the other law enforcement agency for 10 business days, the background investigator shall contact their TCOLE field service agent for assistance.

b. No records

If an agency no longer has records, the background investigator shall request that the agency provide a form letter attesting to the lack of records and explaining why the agency no longer has the records. The background investigator shall place all such letters in the background-investigation report.

c. No agency

In the event that an agency no longer exists or is currently unmanned, the background investigator shall confirm that fact and document it in the background-investigation report. The background investigator shall also contact the governing body over a former or unmanned agency to determine what records still exist and how those records can be accessed.

5. Records Retention Schedules

Because some law enforcement agencies retain records beyond relevant records-retention schedules, background investigators shall contact every law enforcement agency relevant to an affected applicant’s background investigation to determine if the relevant records still exist.

B. Additional Pre-Employment Requirements

After completion of a background investigation but before HCSO may hire an affected applicant, the affected applicant must undergo the following additional examinations, screenings, checks, and qualifications.

1. Medical Examination and Drug Screening

a. Affected Applicant Requirements

Every affected applicant must undergo a drug screening by a physician licensed by the Texas Medical Board, as designated by HCSO.

Affected applicants who are seeking employment as deputies or detention officers must also undergo a medical examination by a physician licensed by the Texas Medical Board, as designated by HCSO.

b. Physician Requirements

The physician must be familiar with the job duties of the position for which the affected applicant has applied.

If the affected applicant passes the medical examination and drug screening, the physician who conducted such examination must sign the L-2.

c. HCSO Requirements

If the affected applicant passes the medical examination and drug screening, the signed L-2 shall be placed in the affected applicant’s personnel file.

If the affected applicant fails either the medical examination or the drug screening, HCSO shall report such failure to TCOLE and provide to TCOLE a copy of the affected applicant’s L-2.

2. Psychological Examination

a. Affected Applicant Requirements

Each affected applicant must undergo a psychological examination conducted by either of the following, as designated by HCSO:

i. A psychologist who is licensed by the Texas Board of Examiners of Psychologists, or

ii. A psychiatrist who is licensed by the Texas Medical Board and certified by the American Board of Psychiatry and Neurology.

b. Psychologist or Psychiatrist Requirements

The psychologist or psychiatrist must be familiar with the job duties of the position for which the affected applicant has applied.

Prior to the psychological examination, HCSO shall provide the psychologist or psychiatrist with a copy of the affected applicant’s PHS and background-investigation report.

The psychologist or psychiatrist must conduct the psychological examination according to professional standards and include the use of:

i. at least two instruments — one measuring personality traits and one measuring psychopathology and

ii. an interview conducted by the psychologist or psychiatrist after the two instruments above have been scored and the affected applicant’s PHS and background-investigation report have been reviewed.

If the affected applicant passes the psychological examination, the psychologist or psychiatrist who conducted such examination must sign the L-3.

c. HCSO Requirements

If the affected applicant passes the psychological examination, the signed L-3 shall be placed in the affected applicant’s personnel file.

If the affected applicant fails the psychological examination, HCSO shall report such failure to TCOLE and provide to TCOLE a copy of the affected applicant’s L-3.

3. Fingerprint Check

Before appointment, each affected applicant must undergo a fingerprint check of local, state, and federal records to disclose any criminal history. A copy of this fingerprint check shall be placed in the affected applicant’s personnel file.

4. Firearms Qualification

If an affected applicant is a current licensed peace officer under Texas Code of Criminal Procedure Article 2A.001, they must complete a firearms qualification or submit an official record of annual firearms qualification from within the past 12 months.

C. Appointment of Licensee

Upon hiring an affected applicant, HCSO shall submit to TCOLE a complete and accurate L-1 or L1-T.

A notarized copy of this L-1 or L1-T shall be placed in the affected applicant’s personnel file.

D. Provisional Hiring Period During Pending Investigation

If an affected applicant is subject to an investigation of misconduct by a law enforcement agency where they were previously employed, HCSO may choose to offer them employment on a provisional basis for 90 days.

During such provisional period, HCSO shall obtain and review the completed misconduct investigation report — from either the law enforcement agency where the affected applicant was previously employed or TCOLE — and may choose to terminate the affected applicant’s provisional employment based on the findings of the misconduct investigation.

The provisional period referenced here is unrelated to any other probationary hiring periods used by HCSO.

References

Tex. Code Crim. Proc. art. 2A.001
Tex. Occ. Code §§ 1701.251(a), 1701.3035, 1701.451, 1701.4535(a)(1)
Tex. Transp. Code § 601.051
Policy 234 — Personnel Files and Department Files

Revision

This policy has been revised on the below listed dates:

May 20, 2025

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I. Purpose

The purpose of this policy is to establish the guidelines for personnel responding to the scene of an active attack or terrorist act within Harris County.

II. Definitions

Casualty Collection Point (CCP): A location for gathering victims that provides protection in moving from the warm zone for triage/treatment/transport. There may be multiple CCP’s based on the size of the event, the number of victims, and the location of victims.

Contact Deputy or Team: The first Deputy/Deputies at the scene of an active shooter/active attack event who are tasked with locating the suspect(s) and stopping the threat.

Tactical Speed: This speed is a medium-paced, very smooth, and quiet walk. Tactical speed is used when a contact team is covering the last few meters before arriving at the attacker’s assumed location. This is also the speed used by responders when they begin a systematic search of the location if there is no driving force present to drive them to the attacker’s location.

Direct-to-threat Speed: This speed is between a fast walk and a jog. It is used inside the attack site when responders have reason to believe that active threat/killing is taking place and they have intelligence directing them toward the attacker’s location.

Incident Commander (IC): The individual responsible for all incident activities, including the development of strategies and tactics. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all operations at the incident site. Responsibilities of the IC may be assumed by any qualified deputy, ranging from the deputy handling the original call to the Sheriff, depending on the size, scope, and complexity of the event.

LCAN: Location – of the individual giving the information;
Condition – what is going on around you, what do you hear;
Actions – what are you about to do;
Needs – what do you need additional officers to do or EMS/Fire, etc.

Rescue Task Force (RTF): Comprised of Deputies and Fire/EMS personnel deployed together. An RTF will provide initial treatment and triage victims in the warm zone. Deputies are tasked with protection for RTF members and will not separate from them. RTF normally consists of two (2) Law Enforcement Officers and two (2) Fire or EMS personnel.

Notification Center – The notification center provides human and technological resources to reconnect individuals as quickly as possible following a disaster or incident.

Staging Area: An area or location near the incident, in the cold zone, where outside resources respond and are quickly inventoried for utilization and assignment at the incident. There may be more than one staging area per incident.

Unified Command (UC): is a process that brings together the Incident Commanders of multiple agencies involved in an incident to coordinate a response.

Warm Corridor: An area or pathway in the warm zone that is protected by law enforcement, allowing for freedom of movement for RTF members.

Warm Zone: An area where law enforcement has either cleared or isolated the threat to a level of minimal or mitigated risk. It can be considered clear, but not secure. This is where the RTF will deploy, with protection, to treat victims.

III. Policy

Law Enforcement personnel will respond to and control the scene of an Active Attack/Active Shooter event, which occurs within unincorporated areas of Harris County.
A. Priority of Life:

1. Civilians, Injured Victims, Hostages
2. Fire/EMS and other responders
3. Law Enforcement
4. Suspect

*Property is not a consideration.

B. Concepts and Principles

Safe, effective responses to active threats are based on the concepts and principles listed below. The Contact Deputy/Team while operating in tactical speed should:

1. Stay together as much as possible and enter the involved structure quickly.
2. Maximize communication by staying in close contact with other first responders.
3. Maximize threat coverage by maintaining tactical readiness against all threats that may appear around responders.
4. Visually search the affected area using 540 degrees of coverage around and above the team.
5. Evaluate rooms from the threshold (commonly referred to as threshold evaluation/slicing the pie).
6. Differentiate between Tactical and Direct-to-Threat Speeds and use the appropriate speed for the circumstances.
7. Use cover-contact principles when taking suspects into custody.
8. If the situation allows, establish a Casualty Collection Point and begin emergency medical care after security has been established.

IV. Procedures

A. Law Enforcement Response

1. Deputies and Supervisors will immediately respond to the scene.
2. Upon arrival if there is a driving force in the incident (i.e. Gunfire indicating injury, or actionable intelligence on the attacker(s) pointing to an immediate need to protect life) the Contact Deputy/Team WILL immediately and without hesitation address the situation by closing in the threat and attempting to stop it. A solo/single deputy response may be required under the circumstances.

a. The Contact Deputy/Team will have many responsibilities. How that deputy/team initially deploys and communicates can have a significant impact in the manner that follows on how responders deploy as well as the overall outcome of the event.

b. If there are no driving forces or actionable intelligence, the Contact Deputy/Team may wait for additional deputies. Such a situation might include a barricaded suspect with no innocent persons immediately in jeopardy.

c. The Contact Deputy/Team will establish incident command and provide an LCAN report.

3. Once adequate personnel have addressed the threat, the next available deputy and/or supervisor will establish a Unified Command Post and establish a staging location for regional partners. The supervisor will broadcast the staging location via radio.
4. In order to save as many lives as possible, Unified Command will form RTFs and deploy them to the warm zone to begin treatment of the injured and begin rapid casualty evacuation.
5. A deputy or supervisor on the scene will make contact with the property representative to assess the situation as soon as possible.
6. The Incident Commander will contact the Emergency Dispatch Center and request a “TAC” channel be reserved to coordinate all radio communications.
7. Deputies will ensure the safety of all victims and witnesses and make arrangements for any injured parties to receive medical treatment or transportation to a local hospital.
8. A determination will be made by the Unified Command Post to transport or confine all victims and witnesses in an on-site building or at a location that is off-site.
9. Once the crime scene has been secured, three (3) secured perimeter areas should be established as indicated below:

a. Inner Crime Scene Perimeter: Patrol Bureau personnel will seal off the actual area where the crime took place with crime scene tape.

i. If necessary, seal off the entire site or building by designating one door to be the entrance and exit point.

ii. A deputy will be posted at the door and record the names of any individual who enters the crime scene.

b. Outer “Police Only” Perimeter: This area will also be taped off providing a large enough area for the Command Post and law enforcement officers to stage and deploy the necessary personnel and equipment to complete the investigation.

c. Media Perimeter: This area should be set up away from the Outer Perimeter. The Sheriff’s Office Media Liaison will brief the media at this location at regular intervals.

B. Special Enforcement Bureau

1. Mobile Command will send a unit to the primary scene as well as the Notification Center. Location will be given while enroute. Equipment: two (2) Semi Tractor Trailers and two (2) mobile generators.
2. The SWAT and Bomb Unit will self-deploy and stage unless they are part of the initial response.
3. The Active Attack / Complex Coordinated Terroristic Attack (CCTA) Coordinator will deploy to all active attack and mass casualty events to provide guidance to the Unified Command.
4. The K9 Unit will deploy Explosives Detection K9s to the staging if they are needed to sweep the area for explosives.

C. Criminal Investigations Bureau Response/Homicide Division:

1. Upon notification of the above-described scenario, a sufficient number of detectives as determined by the assigned CIB supervisor will respond immediately to the Notification Center and the main scene.
2. The lead detective with Homicide will contact the District Attorney’s Office and request the presence of an Assistant District Attorney (Prosecutor) in order to coordinate our legal efforts with their office.

D. Special Investigations Bureau/Crime Scene Unit:

1. An adequate number of Crime Scene Unit Investigators as determined by the assigned CIB supervisor will respond to staging.
2. The Crime Scene Unit Supervisor will coordinate efforts with Patrol Bureau Supervisors, Criminal Investigations Bureau Supervisors, and personnel from the Harris County Institute of Forensic Sciences at the scene to effectively conduct the crime scene investigation in an efficient and timely manner.

E. High Tech Crime Unit (HTCU)

The HTCU will respond to the Notification Center to assist in the crime scene investigation.

F. Criminal Investigations Bureau/Child Abuse Unit

Detectives will respond to local hospitals to maintain security and obtain witness/victim information.

G. Criminal Investigations Bureau / Warrants

The VIPER/VCAT will respond to the Notification Center to provide security.

H. Neighborhood Policing Division / Behavioral Health Division

The Crisis Intervention Response Teams and the Behavioral Health Division will deploy to the Notification Center.

I. Support Services Bureau

a. Provide security at the Notification Center.

b. Control traffic in and around the center.

c. Coordinate Transportation for witnesses and survivors to the Notification Center.

J. Watch Command

1. Upon notification of an Active Attack, Watch Command will immediately send teletype to the Region.

a. Advise responding units to use MA-1 for incident communications.

b. Combine MA-1 and the primary radio channel of the impacted district.

c. Re-direct normal traffic to district secondary (back channel).

2. Instruct responding units to report to staging for assignments.

K. Executive Response:

1. The HCSO Media Liaison will immediately respond to the scene and conduct all media-related briefings within the designated media perimeter. He or she will be available at the Command Post when not conducting a news briefing.
2. Upon conferring with the Homicide Commander, the HCSO Media Liaison will only release approved information regarding HCSO matters, the investigation, or suspect information.
3. A representative of the property will answer questions regarding facility matters, staff/building occupants, and other pertinent information.

V. Annexes

See appendixes for roles and responsibilities.

Appendix A – Supervisors
Appendix B – Notification Center
Appendix C – Media/Outer Perimeter Center
Appendix D – Patrol Support Services Bureau
Appendix E – Watch Command

Revision:

This policy has been revised on the below listed dates:
March 1, 2025
March 4, 2025 (Technical Changes)

March 5, 2025 (Technical Changes)

March 6, 2025 (Technical Changes)

Appendix A (Supervisors)

The first arriving supervisor plays a vital role in the success of an Active Attack Event. Once sufficient personnel have entered the structure, a supervisor will conduct the following:

1. Establish a perimeter to contain the incident.
2. Designate a Command Post and Staging Area.
3. Provide notification of the location over the radio and to Watch Command and instruct all additional responding officers to check in at the staging area.
4. Serve as the scene supervisor and primary point of contact for the incident until relieved by a supervisor of superior rank.
5. Delegate additional tasks to follow on patrol sergeants and other personnel arriving.
6. Brief Watch Command as the incident progresses and start notifications.

Appendix B (Notification Center)

A supervisor will be assigned to any Notification Center or Staging Areas. More than one supervisor may be required depending on the scope of the incident. The supervisor of these areas will:

1. Record all law enforcement or EMS personnel entering and leaving.
2. Provide security for these areas as required.
3. Brief Watch Command.

Appendix C (Media/Outer Perimeter Activities)

A supervisor will be assigned to establish and control the outer perimeter once the vital functions of the incident on the inner perimeters have adequate supervision. The supervisor will:

1. Serve as a “gatekeeper” to ensure everyone, including responders, entering this perimeter is properly authorized, identified, and recorded.
2. Ensure responders on the scene are adequately identified and logged.
3. Record the location and details of any designated Reunification Centers and brief Watch Command and other supervisors on the scene of this.

Appendix D (Patrol Support Services Bureau)

A. During an Active Attack, the Support Services Bureau’s primary responsibility is to:

1. Establish and provide security at the notification center or staging area.

a. For school attacks, proceed to the designated notification center.

b. For non-school attacks, proceed to the incident staging location. The size and scope of the incident will determine if an off-site notification center is necessary or if adjacent businesses are sufficient.

2. To control traffic around the notification center.
3. Procure buses for witnesses/survivor transports to the notification center and provide security during transport.
4. Brief Watch Command.

Deputies and supervisors near the attack location should self-dispatch themselves to the event origin and assist in eliminating the threat in full uniform, wearing their soft body armor and assigned rifle plates. Rifle-certified employees should deploy their patrol rifles.

B. Upon Notification of an Active Attack (Deputies)

1. Deputies should confirm the location and proceed to the notification or staging area. Upon arrival:

a. Announce themselves onsite and make a note of their location/address and assignment.

b. Control the scene until a supervisor relieves them.

c. Control entrances/exits to the location.

d. Establish the location of the Notification Center Command Post.

e. Establish EMS and LE parking locations.

f. Establish where the witnesses/survivors will be staged.

g. Establish where families will be staged.

h. Provide security on transport buses.

2. Count evacuees entering bus.
3. Broadcast the number of evacuees being transferred and the bus number when in route.
4. Notify evacuees (see transport statement).
5. Broadcast number when arrived/delivered.

a. Identify site restrooms or request portables.

b. Brief Watch Command.

C. Upon notification of an Active Attack (Supervisors)

1. Supervisors should confirm the location and proceed to the reunification or staging area. Upon arrival a supervisor should:

a. Announce themselves on scene and make a note of their location/address and assignment.

b. Take control and ensure all deputy tasks above have been completed.

c. A supervisor assigned to a reunification center should use their vehicle as a security command post.

2. Monitor both the district primary and Central radio channels (reunification center communications should be reserved for Central so as not to interrupt the primary mission).
3. Assign a deputy to assist the supervisor and record pertinent information (by making rosters and lists, i.e. “scribing” as needed).
4. Contact HCSO Transportation and acquire two buses (transports should be broadcasted on the primary channel for dispatch recording).
5. Coordinate with Unified Command and determine if more buses are required and when to begin transport (contact local ISD and/or Metro as necessary for more buses).
6. Physically number buses (for example: use white shoe polish on the windshield) for safety and accountability and record the number of individuals transported in each bus.
7. Assign deputies to security on buses, preferably two (2) deputies per bus.
8. Make arrangements for water and possibly food delivery for deputies and civilians.
9. Additional supervisors should be constantly monitoring the safety and well-being of involved deputies and civilians (remind all to stay hydrated and seek EMS as necessary).
10. Brief Watch Command.

Appendix E (Watch Command)

Upon notification of an Active Attack, Watch Command will immediately send a teletype, through the Message Center, to the Region. Watch Command will:

1. Combine MA-1 and the primary radio channel of the impacted district.
2. Advise responding units to use MA-1 for communications
3. Ensure that normal traffic will be moved to the district secondary channel, i.e. “back channel”.
4. Instruct responding units to report to staging for assignments.
5. Execute all required notifications (command staff, etc.)

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I.         Policy

The structural organization of the Harris County Sheriff’s Office (HCSO) reflects the responsibilities of the agency to the citizens of Harris County.

1. The structure of HCSO is reflected in the Organizational Chart, which will be updated in a timely manner, and posted on the HCSO Intranet web page.

• Within HCSO, the organizational units may be listed in the following order of rank:

1. Department: Denotes HCSO as a whole.

• Command: Represents the major functional activities of HCSO, such as Detention, Law Enforcement, and Administrative Operations.

• Bureau: Represents the major functional activities of each command.

• Division: Represents the major functional activities within a bureau.

• Section: Represents a unified functional array of Teams, Groups, or Units within a Division.

• Unit: Refers to an assignment within a Division or Section.  The term “Team” or “Group” will be synonymous with “Unit”.

Revision

This policy has been revised on the below listed dates:

April 21, 2009

April 27, 2021

June 1, 2024

January 21, 2025 (Technical Changes)

March 17,2025 (Technical Changes)

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I.             Purpose

           The Peer Support Network provides all employees the opportunity to receive support in times of personal or professional need and following on-duty critical or traumatic incidents. The value of peer support is founded on shared professional experiences, background, and history. To provide a proactive and effective extension of professional, supportive services, members of the Peer Support Network are specially trained to assist fellow employees by providing information, guidance, advice, referrals, and consultation/liaison with professional services, such as behavioral health professionals or chaplains. Further, in the event of critical incidents or crisis events, Certified Peer Supporters within the Peer Support Network provide psychological first aid and Critical Incident Stress Management (CISM) – a widely endorsed model of crisis intervention tactics to best respond to the needs of a given situation developed by the International Critical Incident Stress Foundation (ICISF).

II.            Definitions

A.           Peer Support Network: An umbrella term referencing all personnel working within the network (e.g., Certified Peer Supporters, Blue Dots, Peer Support Coordinator(s), the Behavioral Health Division Director) who work together to facilitate support during times of personal and professional need.

B.           Peer Supporters: A general term referring to all personnel within the Peer Support Network who are trained to recognize early signs of emotional distress and help identify incidents requiring intervention or additional support. 

C.           Certified Peer Supporters: Volunteer members of the HCSO, (both sworn and professional), who have completed the agency required Critical Incident Stress Management (CISM) approach training, and are trained to refer cases requiring specialized intervention to the appropriate mental health professional (e.g., the HCSO Behavioral Health Division).

D.           Blue Dots: Representatives who extend and augment the activities of Certified Peer Supporters by providing a presence within their unit or workplace. Blue Dots are trained to recognize early signs of emotional distress and help facilitate contact with a Certified Peer Supporter and/or Peer Support Liaison. Distinctly, Blue Dots have not yet completed the agency required CISM approach training to become a Certified Peer Supporter.

E.           Peer Support Liaisons: Volunteers who act as an intermediary between Peer Support Coordinator(s) and Peer Supporters present within each Peer Support Liaison’s respective command to aid participation in trainings and effective crisis intervention responses. A minimum of one (1) Peer Support Liaison is present within every HCSO Command.

F.            Peer Support Coordinators: Reports to and assists the Behavioral Health Division Director in organizing general Peer Support Network operations, trainings, referrals, and documentation.

G.           Peer Support Critical Incident Stress Management (CISM): CISM is a comprehensive, integrative, multicomponent crisis intervention system. CISM is considered comprehensive because it consists of multiple crisis intervention components, which functionally span the entire temporal spectrum of a crisis.

CISM interventions range from the pre-crisis phase through the acute crisis phase, and into the post-crisis phase. CISM is also considered comprehensive in that it consists of interventions which may be applied to individuals, small functional groups, large groups, families, organizations, and even communities.

The 7 core components of CISM are defined below:

1.           Pre-crisis preparation – This includes stress management education, stress resistance, and crisis mitigation training for both individuals and organizations.

2.           Disaster or large-scale incident, as well as, school and community support programs including demobilizations, informational briefings, “town meetings” and staff advisement.

3.           Defusing – This is a 3-phase, structured small group discussion provided within hours of a crisis for purposes of assessment, triaging, and acute symptom mitigation.

4.           Critical Incident Stress Debriefing (CISD) refers to the “Mitchell model” (Mitchell and Everly, 1996) 7-phase, structured group discussion, usually provided 1 to 10 days post crisis, and designed to mitigate acute symptoms, assess the need for follow-up, and if possible, provide a sense of post-crisis psychological closure.

5.           One-on-one crisis intervention/counseling or psychological support throughout the full range of the crisis spectrum.

6.           Family crisis intervention, as well as, organizational consultation.

7.           Follow-up and referral mechanisms for assessment and treatment, if necessary

III.          Policy

A.           The Peer Support Network is augmented by professional mental health services delivered through and/or coordinated by the Behavioral Health Division (BHD) of the Harris County Sheriff’s Office as well as the spiritual support from departmental and volunteer chaplains. Peer Support Network members do not provide professional services, such as mental health diagnoses, mental health treatment, psychological assessment, or any other activity constituting the practice of psychotherapy under state law.

B.           Serving as a member of the Peer Support Network is an ancillary, voluntary duty assignment (unless explicitly assigned as a paid position). Certified Peer Supporters and Blue Dots provide peer support services in addition to their regular work assignments. Certified Peer Supporters and Blue Dots record their time when functioning as a Peer Supporter as “hours worked.” At the discretion of their Supervisor, Peer Support Network members may conduct peer support activities during a regular duty day and/or when off-duty and called upon as Peer Supporters.

C.           All Peer Support Network contacts are voluntary for employees; no one may mandate that an employee seek peer support services.

D.           A breach of confidentiality, as described in Section VI.E. of this policy, by a Peer Support Network member, is a violation of this policy and will be grounds for dismissal from the program, as well as any appropriate internal investigation and discipline.

IV.          Roles and Responsibilities

A.           The Sheriff

1.           Promotes a culture of wellness and communicates through the Chain of Command (CoC), the expectations for involvement in and support of Peer Support Network activities, including support for training needs and participation in peer support and interventions.

2.           Delegates authority to the Behavioral Health Division (BHD) Director to oversee and supervise the Peer Support Network, including selection and composition of its membership.

B.           The Behavioral Health Division (BHD) Director

1.           Serves as, or appoints, a Licensed Mental Health Provider staff member to serve as the Peer Support Network Mental Health Director.

2.           Selects and advises the Peer Support Coordinator(s).

3.           Drafts Peer Support Network policies, procedures, guidelines, directives, etc.

4.           Reviews the operation and use of the Peer Support Network, and with input from the Peer Support Coordinator(s), recommends modifications to the Peer Support Network regarding network composition, training, and operations.

C.           Peer Support Coordinator(s)

1.           Under the Behavioral Health Division (BHD) Director’s guidance, oversees daily Peer Support Network operations, including activation of the Certified Peer Supporters to provide CISM responses to critical incidents.

2.           Consults with the BHD Director and BHD staff.

3.           Recruits and coordinate(s) the screening of Peer Support Network applicants.

4.           Coordinates the selection, initial training, and ongoing periodic training of Peer Support Network Members.

5.           Provides referrals for individual clinical supervision of Peer Supporters;

6.           Facilitates Peer Support Network meetings.

7.           Maintains records, statistics, and other program documentation.

8.           Coordinates the implementation of CISM interactive and informational group interventions.

9.           Provides oversight for Peer Support Network activities and 24/7 consultation to the Peer Support Network regarding crisis responses and next level of care mental health referrals.

10.        Assists in the selection and interview process for Peer Support Network members.

11.        Ensures that follow-up services are identified and offered to employees in need.

12.        Ensures confidentiality under applicable statutes.

13.        Compiles de-identified data received from each command regarding Peer Support Network activities (e.g., number of contacts, number of Peer Support Network activities) and reports this information to the BHD Director.

D.           Peer Support Liaison(s)

1.           Acts as the intermediary between the Peer Support Coordinator(s) and other Peer Support Network members within their respective commands (Each HCSO Command will have a minimum of one (1) Liaison).

2.           Facilitates participation in Peer Support Network activities within their respective commands.

3.           Compiles de-identified data regarding Peer Support Network Activities (e.g., number of contacts, number of Peer Support Network activities) within their respective commands and reports this data to Peer Support Coordinator(s).

E.           Certified Peer Supporters

1.           Volunteer members of the Sheriff’s Office who are trained according to the International Critical Incident Stress Foundation’s (ICISF) Critical Incident Stress Management (CISM) approach, psychological first aid, and other related topics.  Peer Supporters are not counselors or therapists and are trained to refer cases requiring specialized intervention to the appropriate mental health professional.

2.           Attend periodic trainings and other required meetings.

3.           Endeavor to recognize when emotional or behavioral danger signs are evident in co-workers, recognize when a peer is involved in a personal or professional crisis, and provide effective, ethical, and appropriate support and intervention methods.

4.           Build and maintain wellness-focused initiatives through scheduled outreach, Peer Support Network member recruitment, encouraging training participation, and networking activities.

F.            Blue Dots

1.           Volunteer unit representatives (called “Blue Dots”) who are advocates for active bystandership, health, and overall wellness throughout the HCSO.

2.           Blue Dots extend and augment the activity of the Certified Peer Supporters by providing a presence in a unit, workplace, or shift which may not have a Certified Peer Supporter assigned. 

3.           Blue Dots are trained to recognize early on when emotional danger signs are evident and to identify crisis incidents/situations which would benefit a response from a Certified Peer Supporter, and will contact their command’s Peer Support Liaison to facilitate additional intervention.

V.            Service Model

A.           Peer support services are available at an employee’s request, proactively, or in response to critical incidents.

B.           With the Peer Support Network in existence, all members of the HCSO are encouraged to contact a member of the Peer Support Network or a supervisor when they become aware of an individual who is in need of assistance.

C.           The Peer Support Network members, positioned throughout HCSO, recognize when co-workers are involved in personal or professional need and provide individualized support within their scope of training, to include independently accessing guidance from Peer Support coordinators and/or clinical consultation/supervision from the Director as needed.

D.           The Critical Incident Stress Management (CISM) model guides the training and response of the Peer Support Network to critical incidents. To ensure effective implementation, all CISM informational or group responses must be coordinated through the Peer Support Coordinator(s).

VI.          Procedures

A.           Individual Support

1.           Any employee seeking support is encouraged to do so through any Peer Support Network contact they have made through their unit or workplace. Alternatively, the Emergency Dispatch Center (EDC) maintains a roster/callout rotation for the Peer Support Network, which will be provided to any employee upon request.

2.           A Supervisor or peer may recognize an employee who could benefit from assistance or guidance with a personal concern or issue and may contact a Peer Support Network member or the Peer Support Coordinator(s) via the Emergency Dispatch Center (EDC) to “refer” that employee for services. Peer Support Network services are voluntary and confidential, and the employee may accept or decline any offer of support upon contact.

3.           In the event of a critical incident (see VI.B. below), Blue Dots, Certified Peer Supporters, and Peer Support Liaisons must notify the Peer Support Coordinator(s) to receive guidance for all service requests.

4.           At no time are individual peer support services to interfere with, in any way, ongoing investigations or agency administrative procedures. Peer Support Network members are expected to resolve issues or conflicts that may arise between themselves and department investigators, supervisors, or administrators by working towards cooperation, understanding, and education, while at the same time maintaining strict confidentiality regarding their contacts. In cases where such resolution is not respectfully and readily achieved, they are to contact the Peer Support Coordinator(s) immediately for assistance.

B.           Certified Peer Support Member Activation

1.           An on-duty Certified Peer Supporter will be contacted via the EDC by employees, supervisors, or Command Staff after any incident or event that has the potential to create significant psychological distress. If no Certified Peer Supporter is on-duty, then EDC will contact the on-call Behavioral Health Division (BHD) clinician.

2.           EDC will contact the individuals above as soon as possible in a critical incident listed below:

a.           Uses of Force resulting in death or serious bodily injury,

b.            Deaths in custody,

c.            Witness to a suicide or death by other gruesome means,

d.           Employee injury resulting in hospitalization or death,

e.            Multiple Fatality Accident, (3 or more), or fatalities of children under the age of 12,

f.             Mass casualty incident or incident which activates the emergency management system,

g.            Death of employee or a family member of an employee, or

h.           An arrest of an employee.

The on-duty Certified Peer Supporter, upon consultation with the supervisor on scene, will advise the Peer Support Coordinator(s) whether a coordinated Peer Support Network response is recommended.

C.           Peer Support Liaison Ongoing Interactions with Unit-Level Peer Supporters

1.           Each Peer Support Liaison, is assigned by the Peer Support Coordinator(s), a list of unit Blue Dots which they will be required to contact periodically to disseminate information about peer support services. They will also answer questions and learn about unit needs or stressors.

2.           In addition to the above, these interactions facilitate an effective network by ensuring communication and positive relationships between Peer Supporters and units that may not have a Certified Peer Supporter assigned.

D.           Ethics

1.           Members of the Peer Support Network are expected to interact with and serve all HCSO employees and their families respectfully, equally, and with the utmost ethical and professional conduct.

2.           Members of the Peer Support Network avoid dual relationships, such as engaging in peer support relationships with their supervisors, subordinates, or relatives.

3.           Members of the Peer Support Network must abide by all applicable provisions of the HCSO Peer Support Code of Conduct.

E.           Confidentiality

1.           Peer Support Network contacts and the resulting information is confidential, pursuant to Texas Health and Safety Code Chapter 784, and any other applicable laws.

2.           This formal confidentiality policy statement provides written assurance that, within the limits of confidentiality, members of the Peer Support Network will not be asked to give information about employees to whom they provide support.

3.           All Peer Support Network members will sign and be familiar with this written confidentiality policy.

4.           The written policy will provide the protection and limitations of confidentiality. This policy is consistent with applicable state and federal laws and includes the following requirements to disclose:

a.           When a person poses an imminent danger to themselves or others; when there is reasonable cause to believe abuse, neglect, or exploitation of a child, person 65 years of age or older, or person with disabilities,

b.            In other cases where the law or department policy requires disclosure,

c.            Where requested by the peer,

d.           Commissioned personnel may also be required to report substantial violations of policy and violations of the law due to the oath taken as a sworn peace officer. This may include:

i.             Narcotics offenses (e.g., sales, transportation, cultivation, or manufacturing),

ii.            Felonies (crimes against persons),

iii.          All Penal Code violations committed on duty,

iv.           Matters that would jeopardize the safety of the public or other public servants.

5.           Peer Supporters will inform recipients of Peer Support Network services of the limits of confidentiality and when confidentiality exceptions occur prior to initiating any services. Additionally, Peer Supporters will consider potential role conflicts, such as supervisors who are Peer Support Network members and may provide support to subordinates.  This is best done by providing the potential recipient with an approved HCSO Peer Support Network Confidentiality Card, answering any questions, and gaining verbal consent prior to providing services.

6.           The only information the County, State, or Sheriff’s Office Administration may request is de-identified statistical information concerning the number of contacts and the number of Peer Support Network activities.

7.           Peer Support Network members will keep numerical records of their contacts but will not keep records that include names or specific contact information. Peer Support Network members will keep information about their contacts secure.

F.            Consultation with Mental Health Professionals

1.           Peer Support Network members have twenty-four (24) hour-a-day access to confidential consultation with a Licensed Mental Health Provider regarding crisis response services and next-level-of-care mental health referrals via the HCSO Behavioral Health Division (BHD). These services can be accessed through the EDC by requesting a call back from the BHD mental health professional currently on-call.

2.           Peer Support Network members are aware of the limitations of their training and seek advice and counsel from the Peer Support Coordinator(s) and/or a licensed mental health provider when determining when to disqualify themselves from working with individuals who present signs or symptoms beyond the scope of their training or role, and for other reasons at their discretion.

3.           In addition to consultation, the BHD Director will serve as a subject matter expert for the Peer Support Coordinator(s) in keeping abreast of current research, theories, and techniques, as well as working closely with the Peer Support Coordinator(s) to develop training curricula and providing or coordinating initial and periodic training for the Peer Support Network.

G.             Peer Support Network Selection Process

1.           Employees interested in volunteering as Peer Support Network members will complete an application for membership. Candidates will be selected from employees who are in good standing with the HCSO and are respected by their peers.

2.           Peer Support Network candidates can also be nominated by a Supervisor.

3.           Persons from all ranks are encouraged to apply to participate in the Peer Support Network.

4.           Considerations for selection as a Peer Support Network member can include, but are not limited to the following:

a.           An initial recommendation from a current Peer Support Network member,

b.            A minimum of one (1) year at the Sheriff’s Office,

c.            An application presented to the Peer Support Coordinator(s),

d.           Acceptable job performance ratings,

e.            Recommendations by Supervisor and co-workers,

f.             No significant history of adverse disciplinary actions, or

g.            Acceptance by the Peer Support Coordinator(s).

5.           To become a Certified Peer Supporter, the Peer Support Coordinator(s) will facilitate the selection process by arranging for a panel interview.  The interview panel will consist of the Peer Support Coordinator(s), a HCSO Behavioral Health Division clinician, and other Peer Support Network members as deemed appropriate by the interview panel.

H.           Training

1.           Foundational Skills: Peer Support Network members are expected to remain current on required professional and department-mandated trainings, especially trainings associated with wellness, resiliency, and recognizing signs and symptoms of distress (e.g., CIT trainings, ABLE).

2.           Initial Training: The HCSO Certified Peer Supporters adhere to a widely accepted model of crisis intervention – Critical Incident Stress Management (CISM) – offered through the International Critical Stress Foundation (ICISF).  Upon selection as a Certified Peer Supporter, Certified Peer Supporters will be provided two basic courses in CISM delivered by an ICISF Approved Instructor: (1) Assisting Individuals in Crisis and (2) Group Crisis Intervention.  Additional advanced trainings in CISM are strongly encouraged.

3.           Periodic Training/Network Meetings: Peer Support Network members are expected to advance and refresh their skills through continued training. The Peer Support Coordinator(s) and the BHD Director will provide ongoing training at regular meetings. The structure of each Peer Support Network meeting will include the following:

a.           Review and discussion of Peer Support Network response activity since the previous meeting, including attention to specific situations, types of interventions, the effectiveness of response, and any lessons learned.

i.             No information that could identify individual contacts will be recorded or discussed during Peer Support Network meetings, including any personal identifying information as well as providing a level of detail that could reasonably be expected to identify the individual.

b.            Discussion of Peer Support Network general business, including any new policies or procedures and/or review of any previously existing policies or procedures relevant to recent network activity.

c.            Identification of upcoming Peer Support Network training activities. Training topics are chosen based upon relevant response activity, evolving needs of the Peer Support Network members, or identified training needs by the Peer Support Coordinator(s) or the BHD Director. A list of relevant training topics is available upon request.

4.           Other Supplemental Training: The Peer Support Coordinator(s) will coordinate access to opportunities for supplemental training for Peer Support Network members as available, including advanced crisis intervention and wellness trainings (e.g., CISM, psychological first aid, suicide prevention).

5.           Peer Support Network members are expected to attend all regular network meetings and are encouraged to attend supplementary training as available. In the event it is impossible to attend a regular meeting, a Peer Support Network member may make up the training portion by reviewing training slides; however, a Certified Peer Supporter should attend at least two (2) trainings per year.  

I.             Revocations and Suspensions

1.           Peer Support Network membership can be revoked or suspended by the Peer Support Coordinator(s) after consultation with the BHD Director. Reasons for revocation or suspensions may include, but are not limited to, the following:

a.           Failure to maintain strict confidentiality regarding personal identifiers of those who request or receive services, and any information obtained during peer support interventions,

b.            Inappropriate relationships, as defined by the Peer Support Network Code of Ethics or the HCSO policy,

c.            Failure to follow Peer Support Network protocols and directives,

d.           Acting on behalf of the Peer Support Coordinator(s) and/or BHD Director without the prior knowledge and permission of the coordinator(s)/Director,

e.            Continued or excessive absence from Peer Support Network activities, meetings, or training,

f.             Acting against the expressed direction of the Peer Support Network coordinator(s) or a mental health professional,

g.            Failure to complete the required paperwork within established timeframes, or

h.           Losing good standing with the Sheriff’s Office and/or co-workers.

2.           Membership in the Peer Support Network is a voluntary, ancillary position, and there is no mandatory rotation out of the position. At any time, a member may request to leave the Peer Support Network or request a leave of absence by submitting a memorandum to the Peer Support Coordinator(s). If a leave of absence is requested, the memo should include an estimated time to return.

3.           Peer Support Network members will have a retention review annually to determine their ongoing suitability to be a Peer Supporter. The review will be conducted by the Peer Support Network Coordinator(s) and/or the BHD Director, and will include the following components:

a.           Confirmation that the Peer Supporter desires to stay on the team for another year,

b.            Attendance (or excused absence) at mandatory meetings and training,

c.            Whether a Peer Supporter has violated this policy in the prior year,

d.           Concerns about suitability for continued service from the psychologist providing clinical supervision.

4.           The Peer Supporter will advise the Peer Support Coordinator(s) of any     changes in contact information and any training or specialties that the Peer Supporter receives.

Revision

This policy has been revised on the below listed dates:

December 11, 2024.

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I. Policy

The Harris County Sheriff’s Office strives to provide a safe and productive work environment and ensure that all agency employees can effectively perform the essential functions of their jobs. Under limited circumstances, the agency may require a professional evaluation of an employee’s physical or mental capabilities to determine the ability to perform essential functions. This policy is separate from HCSO Policies #418- Behavioral Health Program, #220- Employee Assistance Program, and #227- Administrative Leave Following Critical Incident and is to be invoked to address suspected incapacity of an employee to perform their duties subjecting themselves or the HCSO to liability and/or in violation of Harris County Civil Service Rule #12.

II. Definitions

A. Duty Status Evaluation (DSE): A formal, specialized “medical” evaluation as required by TCOLE’s fitness for duty evaluation standards of an HCSO employee that results from:

1. Objective evidence that the employee may be unable to perform a defined job function effectively; and
2. A reasonable basis for believing that the inability to perform essential job functions may be attributable to a medical or psychological condition, or impairment.

B. HCSO Behavioral Health Division (BHD): The Division consists of embedded licensed behavioral specialists who provide evidence-based behavioral health consultation, outreach, education, and confidential mental health services to Harris County Sheriff’s Office (HCSO) employees as explained under HCSO Policy #418- Behavioral Health Program.

III. Employee Responsibilities

Each agency employee is responsible for maintaining sufficient physical stamina and psychological stability to effectively perform the essential duties of their position. Any employee who feels unable to perform their duties will promptly notify a supervisor. If an employee believes that another employee within the department is unable to perform their duties effectively, such observations or beliefs will be promptly reported by the employee to a supervisor.

Any subject employee ordered to undergo a DSE will comply with the terms of the order and cooperate fully with the examining practitioner. Failure to comply with such an order by not reporting or fully cooperating with the practitioner may be deemed insubordination and will subject the employee to discipline, up to and including termination, reassignment for the betterment of the department, or administrative dismissal per department policy.

IV. Supervisor Responsibilities

All supervisors should be alert to any indication that an employee may be unable to safely perform their duties due to an underlying medical or psychological impairment or condition.

A. Such indications may include, but are not limited to, the following:

1. An abrupt and negative change in the employee’s usual or normal behavior that may create a pattern of irrational conduct;
2. Personal expressions of instability;
3. Inappropriate use of alcohol or other substances, including prescribed medication;
4. A pattern of questionable judgment, impulsive behavior, or the inability to manage emotions; and
5. Any other factor or combination of factors causing a supervisor to believe the employee may be suffering from an impairment or condition requiring intervention.

B. Supervisors will maintain the confidentiality of any information consistent with this policy.

V. Reporting

A. A supervisor observing an employee, or receiving a report of an employee, who has just cause to believe the employee is unable to effectively perform their duties, will promptly document all objective information or observations in a memo through the chain of command to their Division Commander or higher member of the chain of command as needed. The memo will detail the observation(s) in IV.A. above and how they relate to the employee’s ability to do their job.

B. The supervisor should attempt to meet with the employee to inquire about the conduct or behavior giving rise to the concerns. This meeting should be documented in a memo that will be kept in the employee’s confidential medical file within their HR personnel file.

C. If a meeting does not resolve the supervisor’s concerns or does not take place, the supervisor will promptly document observations and actions in writing and inform the employee’s supervisor within that employee’s chain of command if they are not that supervisor. Should the supervisor’s concerns be resolved, no further action will be required.

VI. Determination to Initiate Duty Status Evaluation

A. The Division Commander within the employee’s chain of command should make a preliminary determination regarding the employee’s duty status. The HCSO Administrative Disciplinary Committee (ADC) may also initiate a DSE.

1. While Duty Status Evaluations (DSEs) can be a valuable tool for assessing an employee’s ability to perform their job duties effectively and safely, it is essential to recognize that a DSE is not a substitute for disciplinary actions.
2. A consultation with the Behavioral Health Division Director should be considered regarding the appropriateness of a referral.

B. If a determination is made that a duty status exam is not needed, the employee should be returned to duty. Arrangements should then be made for appropriate follow-up within 30 days, which may include referral for employee assistance or support under other HCSO policies.

C. If a preliminary determination is made that there is a basis the employee’s conduct or behavior represents an inability to effectively perform essential job functions, the Division Commander should immediately relieve the employee of duty pending further evaluation after consulting with the Bureau Commander.

D. An employee’s relief of duty will comply with all other applicable provisions of HCSO Policy and Civil Service rules.

E. The Bureau Commander over the employee, the HCSO’s Legal Director, the Commander of Human Resources, and the Director of the Behavioral Health Division will be promptly notified if an employee is relieved pending a duty status exam.

F. The Bureau Commander will make the decision to return the employee to duty or to sustain the process to request a DSE. The Bureau Commander will contact Human Resources for the DSE request. If Human Resources agrees with the request, the DSE process will begin per Human Resources standard operating procedures for either a physical or psychological concern.

VII. Duty Status Evaluation Considerations

A. A Duty Status Evaluation (DSE) may be ordered whenever circumstances reasonably indicate that an employee is unfit for duty. Referring an employee for a DSE is indicated whenever there is an objective and reasonable basis for believing the employee, as a result of a medical or psychological condition or impairment:

1. May be unable to perform one or more essential job functions or
2. Poses a direct threat to themselves or others.

B. An objective basis is not merely speculative but derives from direct observation or other reliable evidence.

C. When deciding whether to conduct a DSE, both the department and examiner may benefit from considering its potential usefulness and appropriateness given the specific circumstances, and the employer may consider whether other remedies (for example, education, training, discipline, physical FFDE) are appropriate.

D. Depending on the employee’s case, a note from a physician or healthcare professional may not be sufficient to establish the necessary facts to proceed with the case.

VIII. Process

A. The following procedure will apply to all employees of the Harris County Sheriff’s Office.

B. Human Resources, upon the request of a Division Commander, may order an employee to undergo a DSE consistent with section VI. above whenever a question arises regarding whether the employee is medically or psychologically fit to perform their duties.

C. Human Resources will normally provide written notice to the employee to comply with the evaluation order at least ten (10) business days before the deadline to submit to the evaluation, but will do so as soon as reasonably possible in the event of an urgent employee welfare need requiring evaluation sooner. Special circumstances will be documented on a case by case basis. The written notice will include the reasons for the evaluation. The examination will be conducted by the employee’s personal physician, psychiatrist, or psychologist at the employee’s expense.

D. To facilitate the evaluation of any employee, the agency will provide all appropriate documents and available information to the person or entity responsible for conducting the evaluation.

E. The examining practitioner will provide the Human Resources designee with a report indicating whether the employee is fit for duty. If the employee is unfit for duty, the practitioner will include the existing restrictions or conditions in the report, and the employee’s case will be processed until disposition per Human Resources.

F. A second examination may be ordered by the appropriate authority if the employee, the civil service commission, or the agency’s chief administrator for TCOLE questions the practitioner’s report. If the report of the appointed practitioner disagrees with the report of the initial practitioner, the final determination as to the employee’s fitness will be decided in accordance with procedure adopted by the Harris County Commissioners Court.

G. The case will proceed until a disposition is reached as per the provisions laid out in Sections E, F, and elsewhere in this policy.

H. All reports and evaluations submitted by the examining practitioner will be part of the employee’s confidential medical file.

1. Any subject employee ordered to undergo a DSE will comply with the terms of the order and cooperate fully with the examining practitioner and the approved Human Resources process until the completion of their case.

a. In the event the employee’s case concerns physical disability, failure to comply with such an order by not reporting or fully cooperating with the practitioner or with Human Resources representatives may be deemed insubordination and can subject the employee to discipline, up to and including termination, reassignment for the betterment of the department, or an administrative dismissal per department policy.

b. In the event the employee’s case concerns psychological disability, failure to comply with such an order by not reporting or fully cooperating with the practitioner or with Human Resources representatives will create a presumption that the employee does not wish to continue employment with the Harris County Sheriff’s Office. They will not be allowed to return to duty and they will be subject to an administrative dismissal per department policy.

I. The maintenance of a TCOLE license is a condition of employment for certain jobs including Texas County Jailer, Peace Officer, or Telecommunicator and the loss or revocation by TCOLE of a required license will be considered to disqualify an individual from further employment in that position.

IX. Reporting to TCOLE

A. Human Resources will notify TCOLE upon a final determination that a license holder is unable to perform essential job functions effectively, with or without accommodation. This notification will be in writing and submitted to TCOLE within 30 days of the final determination.

B. Human Resources will notify TCOLE if a license holder fails to submit to an evaluation within the deadline set by the agency. This notification will be in writing and submitted to TCOLE within 30 days after the deadline set by the agency has expired.

C. Human Resources will notify TCOLE as soon as possible if a license holder has completed the required evaluation or received notice that the license holder’s circumstances have been successfully resolved.

X. DSE Minimum Standards per TCOLE

A. When conducting the DSE, it may be necessary for the examiner to receive background and collateral information regarding the employee’s past and recent performance, conduct, and functioning. The information may include, but is not limited to:

1. Job class specifications or their job description,
2. Performance evaluations,
3. Previous remediation efforts,
4. Commendations,
5. Testimonials,
6. Internal affairs investigations,
7. Formal citizen or public complaints,
8. Use-of-force incidents,
9. Reports related to officer-involved shootings,
10. Civil claims,
11. Disciplinary actions,
12. Incident reports of any triggering events,
13. Health care records,
14. Prior psychological evaluations, and
15. Any other supporting or relevant documentation related to the employee’s psychological fitness for duty.

B. Collecting relevant information is indeed crucial during a Duty Status Evaluation (DSE) to ensure a comprehensive and accurate assessment of an examinee’s ability to perform their job duties safely and effectively. Typically, an examiner will ask the examinee to provide relevant medical or mental health treatment records and other data for the examiner to consider, for example.

1. It is essential that all collected information is related to job performance issues or the suspected job-impairing mental condition.
2. Gathering information from collateral sources, such as supervisors, coworkers, or family members, provides valuable insights into the examinee’s behavior and functioning.
3. All collected information should be handled with strict confidentiality, following applicable laws and organizational policies. Examiners should ensure that records are securely stored and transmitted, and access is limited to those who have a legitimate need to know.

XI. Appeals

Employees disputing the application or interpretation of this policy may submit a grievance as provided in HCSO Policy #232 and Sheriff’s Civil Service Regulations Rule 13.

References

2018 Psychological Fitness-for-Duty Evaluation Guidelines from the IACP

The APA Professional Practice Guidelines for Occupationally Mandated Psychological Evaluations

2017 American College of Occupational and Environmental Medicine Guidance for the Medical Evaluation of Law Enforcement Officers

HCSO Policy #220- Employee Assistance Program

HCSO Policy #227- Administrative Leave Following Critical Incident

HCSO Policy #232- Employee Grievance and Complaint Resolution

HCSO Policy #238- Separation from Employment

HCSO Policy #301- Corrective Actions and Disciplinary Procedures

HCSO Policy #418- Behavioral Health Program

Harris County Sheriff’s Civil Service Regulations Rules 12 and 13

Revision

This policy has been revised on the below listed dates:

September 10, 2024

June 10, 2025 (Technical Changes)

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I.             Purpose

In order for the Harris County Sheriff’s Office to conduct its business in an ethical and professional manner, it is important that employees reliably identify persons they interact with.

II.           Policy

Employees of the Harris County Sheriff’s Office will confirm the identities of persons they encounter in an official capacity to the necessary degree.

III.          ID Requirements for Filing Charges

The ID threshold for filing charges is determined by the District Attorney’s Office. The information in this section only provides general guidelines.

A.           Defendant is known to the Complainant/Witness and has a Texas or other issued state ID, SPN, or FBI number:

1.            If the defendant is known to the complainant (such as a parent, sibling, or spouse), the deputy will show the complainant or a witness a Texas or other issued state Driver’s License photo or a previous mugshot photo of defendant from JIMS.

NOTE: The defendant must be KNOWN to them (well known as in by name, sight, and date of birth such as a family member, NOT casually “known” as in “Bob” who lives down the street).

2.            If the complainant or witness confirms the defendant is known, the deputy will include the following in their probable cause statement:

“Based on the information provided by (Complainant/Witness) Affiant located (TXDL #____ / prior booking photo via SPN #____/ TX ID #______) and the _____ (complainant/ witness) confirmed the identity of known defendant ___(full name and DOB, IDENTIFIER).”

3.            Alternatively, if there is video from the offense or a photo of the defendant, the deputy can compare to a known photo (i.e., a Texas driver’s license or previous booking photo) of the defendant and state they are “one and the same person, namely (example) Defendant John Doe, DOB 01/01/1990 SPN 123211111”.

For example: “Affiant viewed video surveillance footage from the Target store on 01/01/2022 which shows a clear image of the person committing the theft and compared the footage with defendant’s Texas driver’s license #11154789 photo and found they are one and the same person, namely defendant, John Smith, DOB 01/22/1980.”

B.           Defendant is known to Complainant/Witness but has no Texas or other issued state ID, SPN, or FBI Number and no previous booking history in JIMS.

1.            If the defendant has no Texas driver’s license, Texas ID, or record in JIMS, then the complainant or witness can provide the deputy with any photo of the defendant (e.g., a personal photo, social media photo, or any other photo) and identify the photo as the defendant by name and date of birth.

2.            Alternatively, a complainant or witness can confirm a known defendant’s identity based on video or BWC footage.

3.            The deputy will send the facial image of the defendant in a PDF with their charge in an email to [email protected]. Next in the deputy’s PC/DIMS summary, the deputy will state the circumstances in which the photo was obtained and who confirmed the identity of the known defendant.  The deputy will make a statement such as the following:

“Complainant provided Affiant with a photo which she identified as defendant Jack Jones, DOB 05/05/1999. Said photograph is attached hereto and incorporated herein as Exhibit A for identification purposes.”

C.           The defendant is unknown (No ID and unknown to Complainant/Witness).

1.            If the defendant is unknown to the complainant or witness and there is no ID for the defendant, then a photo array will be assembled AND the deputy will detail specifically what photo was used in the array.

2.            Never use a single photo for ID purposes if the defendant is unknown to the complainant/witness.   

3.            In the probable cause statement, the deputy may state: “Affiant created a photo array, in accordance with department policy, which consisted of a photo of defendant John Smith, DOB 01/22/1980, via defendant’s TXDL 12345671, along with five other persons with similar characteristics. Affiant had Officer Brookes show the array to the Complainant, in accordance with department policy, who stated Complainant made a selection from the array. Affiant confirmed that the Complainant positively identified Defendant John Smith, DOB 01/22/1980 TXDL #98765432, as the person who robbed her on 01/01/2010 in Harris County, Texas.”

D.           If there are any doubts whether a suspect has been positively identified for the purpose of filing charges, then the deputy must consult with the DA’s office to confirm.

IV.          ID Requirements for General Administrative Transactions with the HCSO

A.           For general administrative transactions with the HCSO, there are three ways an individual can verify his/her identity:

1.            One item listed in the “Primary Identity Documents” category, or

2.            Two items listed in the “Secondary Identity Documents” category, or

3.            One item listed in the “Secondary Identity Documents” category and two documents listed in the “Supporting Identity Documents” category.

B.           The information on the documents, such as name and date of birth, must all match. If the name is different on each document, then the individual must provide documents that verify a legal name change.

C.           Documents must be original or certified copy. Certified documents should not be laminated. Photocopies are not acceptable.

D.           Employees should presume these forms of identification are valid unless circumstances bring their authenticity into question.

V.           Primary Identity Documents

A.           An individual can present one primary document. No other documents are required to verify identity if one primary document is provided.

B.           Primary identity documents include:

1.            Texas driver’s license or Texas identification card not expired by more than two (2) years.

2.            Valid (unexpired) out-of-state ID or driver’s license.

3.            Valid (unexpired) U.S. passport book or U.S. passport card.

4.            U.S. Certificate of Citizenship or Certificate of Naturalization with identifiable photograph (may be referred to as form N-550, N-560, N-561, N-570 or N-578).

5.            Unexpired Department of Homeland Security or U.S. Citizenship and Immigration Services document with verifiable data and identifiable photo, such as one of the following:

a.            U.S. Citizen Identification Card (I-179 or I-197).

b.            Permanent Resident Card (I-551).

c.            Machine Readable Immigrant Visa with temporary I-551 language and ADIT stamp.

d.            Employment Authorization Card (I-766).

e.            Unexpired U.S. Travel Document (I-327 or I-571).

f.            Advance Parole Document (I-512 or I-512L).

g.            I-94 stamped Sec. 208 Asylee with photo.

h.            I-94 stamped Sec. 207 Refugee with photo.

i.             Valid Refugee Travel Letter with photo, stamped by Customs and Border Protection.

j.             American Indian Card (I-872).

k.            Northern Mariana card (I-873).

6.            Valid (unexpired) foreign passport with attached visa (visa may be expired but passport must be valid) (the visa requirement may be waived in the case of parolees, the Republic of Palau, the Republic of the Marshall Islands, the Federated States of Micronesia, and certain Canadian non-immigrants) and valid Form I-94.

7.            Unexpired U.S. military ID card for active duty, reserve or retired personnel with identifiable photo.

8.            Any U.S. Department of State issued consular or diplomatic ID card.

VI.          Secondary Identity Documents

A.           Individuals who do not have a primary document can present two secondary documents. No other documents are required to verify identity if two secondary documents are provided.

B.           Secondary identity documents include:

1.            A photo ID card issued by a Harris County entity that can be verified (e.g., Enhanced Library Card or HCSO-issued ID card such as a former inmate ID card or Homeless Outreach Team issued ID card.).

2.            Original or certified copy of a birth certificate issued by a State Bureau of Vital Statistics or equivalent agency from a U.S. state, U.S. territory, the District of Columbia or a Canadian province.

NOTE: Since the laws of Puerto Rico provide that Puerto Rican birth certificates issued before July 1, 2010 are no longer valid, the HCSO cannot recognize these birth certificates as proof of identification.

3.            For U.S. citizens born abroad – Original or certified copy of Consular Report of Birth Abroad (CRBA – Form FS-240) or Certificate of Report of Birth (DS-1350 for FS-545) issued by the U.S. Department of State.

4.            Original or certified copy of a court order with name and date of birth indicating a name and/or gender change from a U.S. state, U.S. territory, the District of Columbia, or a Canadian province.

5.            Birth documents other than the secondary identity documents listed above may be accepted as a secondary identity document, provided it meets the following minimum requirements: 

a.            Issued by a local or state government

b.            Lists bearer’s full name, date of birth, gender, and place of birth

c.            Lists parent(s) full names

d.            Includes date filed with registrar’s office

e.            Includes registrar’s signature

f.            Includes embossed, impressed, or multicolored seal of registrar

VII.         Supporting Identity Documents

A.           Individuals who do not have a primary document or two secondary documents can provide one secondary document (from the list above) and two supporting documents. Supporting documents may not be photocopies.

B.           Supporting identity documents include:

1.            Social security card (actual card)

2.            Tax form W-2 or 1099

3.            Driver license or ID card issued by another U.S. state, U.S. territory, the District of Columbia, or Canadian province (unexpired or expired less than two (2) years)*

4.            Texas driver license or ID card that has been expired more than two years (actual card)

5.            Temporary Texas driver license or ID card (actual receipt)

6.            School records* (e.g., report cards, photo ID cards)

7.            Unexpired U.S. military dependent identification card

8.            Original or certified copy of marriage license or divorce decree (if the document is not in English, a certified translation must accompany it)

9.            Valid, unexpired Texas Voter registration card*

10.         Pilot license* (actual card)

11.         Concealed handgun license or License to Carry*

12.         Professional license issued by a Texas state agency

13.         ID card issued by a government agency*

14.         A valid consular document issued by a state or national government

15.         Texas Inmate ID card or similar form of ID issued by Texas Department of Criminal Justice

16.         Texas Department of Criminal Justice parole or mandatory release certificate

17.         Federal inmate identification card

18.         Federal parole or release certificate

19.         Medicare or Medicaid card (actual card)

20.         Selective Service card (actual card)

21.         Immunization records*

22.         Tribal membership card from federally-recognized tribe

23.         Certificate of Degree of Indian Blood

24.         Valid, unexpired foreign passport

25.         Insurance policy valid continuously for the past two years (e.g., auto, home or life insurance)

26.         Valid, unexpired Texas vehicle registration or title

27.         Valid, unexpired Texas boat registration or title

28.         Veteran’s ID card issued by the U.S. Department of Veteran Affairs

29.         Original or certified copy of an abstract (shortened) birth certificate issued by a State Bureau of Vital Statistics or equivalent agency from a U.S. state, U.S. territory, or the District of Columbia

30.         Hospital-issued birth record*

31.         Military records (e.g., Form DD-214, DD-215, NGB-22)

NOTE: *The document must be issued by an institution, entity or government from a U.S. state, a U.S. territory, the District of Columbia, or a Canadian province.

Revision

This policy has been revised on the below listed dates:

August 19, 2024

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I. Purpose

The Harris County Sheriff’s Office (HCSO) recognizes the value of constructive employee input. To more efficiently serve the needs of HCSO employees, the Employee Representative Council (ERC) will address employees’ concerns, provide open lines of communication between the Command Staff and all employees, and facilitate the resolution of issues.

This policy encompasses quality-of-life issues and never replaces, affects, or supersedes the current grievance procedures.

II. Definitions

Division Commander: Division Manager or Captain.

ERC Alternate: An employee elected to act as an alternate or backup to the elected ERC representative and assist them as needed.

ERC Coordinator: An employee who is a member of the Command Staff and appointed by the Sheriff to oversee the ERC process.

ERC Facilitator: An employee assigned to the ERC section by the ERC Coordinator and charged with administering the ERC process.

ERC Issue: A concern, issue, or question initiated by any employee affecting HCSO employees and the work environment. An ERC issue does not include any issue or question that would be appropriately resolved through the grievance process Civil Service Commission Regulations — Rule 13. An ERC issue is categorized as a division or department issue. A division issue is limited to affecting a division or section within a division. Department issues have the potential to affect personnel throughout the Sheriff’s Office.

ERC Representative: Any employee (professional staff or sworn) of HCSO below the rank of lieutenant and has been elected as the primary representative for a division, shift, unit, or section.

ERC Staff: Personnel assigned to the ERC Section are assigned to facilitate the ERC process.

Issue Acknowledgement Notification (IAN): A digital notification form used to acknowledge receipt of an ERC issue that is assigned an ERC tracking number.

Issue Resolution Record (IRR): A digital form documenting ERC issues presented to division managers/captains for resolution.

Open Forum: A designated time frame in the ERC General Membership Meeting during which ERC representatives can present ERC issues to the Sheriff and Command Staff. (Also see Section IX)

ERC Tracking Database: ERC staff members use it to track issues and resolutions. This database will acknowledge receipt of the problem & issue a tracking number.

General Membership Meeting: A quarterly meeting consisting of ERC Representatives, Bureau Commanders, Assistant Chief’s, Chief Deputy, and the Sheriff.

III. Policy

When an employee has an issue or a concern that cannot be resolved at the first level of authority, the following steps will be taken at the division level:

A. Submittal and Initial Response to an ERC Issue

1. The employee will discuss the concern with their shift ERC representative.
2. The employee will complete an Issue Resolution Record (IRR) digital form in the ERC Application Program stating their issue and the proposed resolution.
3. The employee will select an ERC representative in their respective work area in a drop-down menu. Once the employee completes the IRR digital form, they will submit it electronically.
4. The ERC Database will generate a tracking number for the IRR and forward the issue to the selected ERC representative.
5. The ERC Tracking Database will electronically notify the ERC representative selected from the IRR and receive an Issue Acknowledgement Notification (IAN) digital form via e-mail.
6. The ERC representative will review the ERC Issue through the ERC Application Program and determine if it is an ERC issue. Once the ERC issue is valid, they will forward the IRR to the Division Commander.

B. First Resolution

The Division Commander has five 5 working days from the date of receipt of the IRR to provide a reply to the ERC Representative for either the solution provided by the issuer of the IRR or provide a solution of their own to the ERC issue through the ERC Application Program.

The ERC Representative then has 3 working days to consult with the employee who issued the IRR if they agree with the solution. If this 8 day time frame is not met, the ERC Facilitator or designee will contact the representative or Division Commander regarding the delay through the ERC Application Program and via e-mail and document such in the notes section of the program.

The Division Commander will review the IRR and make reasonable efforts to resolve divisional issues within the scope or realm of their authority.

1. If the Division Commander is unable to resolve the issue, they will:

a. Provide a brief explanation in the notes section of the ERC Application Program, and if the issue needs to be addressed by their Bureau Commander, forward it to them.

b. The ERC Representative should be notified of the status of the issue being forwarded to the Bureau Commander and follow up for any developments on resolving the issue.

2. If the Division Commander renders a solution, they will document it to the ERC Application Program and the ERC Representative.
3. The ERC Representative will be notified in the ERC Application Program about the possible solution and then consult with the IRR issuer to determine if they agree with the Division Commander’s solution.
4. The ERC Representative will document in the ERC Application Program whether the IRR issuer agrees or disagrees with the resolution and suggest it to be closed or forwarded by ERC Staff.

C. Second Resolution Attempt

If the IRR issuer disagrees with the Division Commander’s solution, the ERC Representative will notate it on the ERC Application Program and forward it to the ERC Facilitator.

Issues not resolved at the division level will be reviewed by the ERC Staff and discussed with the ERC Coordinator. The ERC Coordinator will review all recommendations and will take one of the following steps:

1. Send the IRR back to the ERC Representative to have the IRR issuer provide additional information, clarification, or modification if needed.
2. Forward the ERC issue to the Bureau Commander for possible resolution.

a. The Bureau Commander can affirm the solution by the Division Commander or provide an alternative solution.

1. If the Bureau Commander cannot provide a solution, they can consult with a higher command or deem this issue unable to be resolved and give a reason.
2. Once a solution is determined, it is notated on the ERC Application Program and forwarded to the ERC Representative to consult the IRR issuer. If the IRR issuer agrees to the solution, the ERC Representative notates it on the ERC Application Program and suggests it for closure. ERC Staff will review and determine if the ERC issue is resolved.

D. Third Resolution Attempt and Final Disposition.

If the IRR issuer disagrees with the resolution of the second attempt, they will notify the ERC Representative, who will forward the response on the ERC Application Program to ERC Staff.

Request for appeals will be submitted within 30 calendar days of the previous resolution attempt. The IRR issuer must submit any additional information to support their issue. The ERC Coordinator and ERC Staff will review these requests to determine if they possess sufficient merit to warrant forwarding to the Sheriff or his designee. The previous resolution attempt will be final if an appeal is not granted.

Any decision made by the Sheriff or his designee is final.

IV. Filing with Name Withheld or Anonymous

Employees can choose to introduce an ERC issue with their name displayed as the issuer, have their name withheld, or remain anonymous on the ERC Application Program.

A. Name Withheld

The ERC procedure remains the same if the issuer’s name is withheld, except correspondence is provided through the ERC Representative only. The IRR will not display the employee’s personal information.

B. Anonymous

When an employee files an anonymous issue, the employee will submit the issue following the ERC procedure with the following exceptions:

1. The employee will not submit an employee number (EIN) on the ERC Application Program.
2. The ERC representative becomes the sole determining factor for presented resolutions being agreeable.
3. If a resolution is determined, the ERC Staff will post a copy of the IRR on the ERC bulletin board for 72 hours.
4. If an employee does not agree with the resolution, the employee will resubmit the issue with the original tracking number listed in the IRR.

V. ERC Representative Selection Process

Each division within the department will have a minimum of one ERC representative and one alternate from each shift.

A. The Division Commanders in their respective areas will have discretion regarding the total number (one or two representatives per shift) needed to represent their division.

B. All ERC representatives and alternates will be elected by employees from their respective divisions and shifts.

1. Interested employees will have 7 calendar days to submit their names to their Division Commanders before the election.
2. How the election is performed is up to each division and shift.
3. If a division has no employees who wish to be the ERC representative or alternate, the Division Commander will appoint an employee for each position.

C. Filling vacancies – addressing attrition and transfers:

1. The Division Commander will appoint a replacement or hold a special election to fill any open ERC representative position due to transfer or attrition.
2. The ERC Coordinator and ERC Staff will review the decision and may initiate an election, if necessary.

VI. Training and Length of Service for ERC Representatives

A. Training

Newly elected representatives will receive an ERC Handbook. Re-elected representatives will receive an updated ERC Handbook. ERC staff will issue a notice if significant changes in the ERC process are made.

B. Length of Service

All ERC representatives and alternates will serve for at least 1 year or until the ERC coordinator initiates an ERC representative election. However, any individual may serve continuous terms as an ERC representative or alternate if elected annually. ERC representatives’ service will expire upon transfer to another division.

VII. ERC Representative Removal

A. While serving their terms, ERC representatives can only be removed by a vote of the employees they represent or by the authority of the ERC Staff.

B. Before the ERC representative is removed, the ERC Staff and Division Commander/Manager will discuss the issue before rendering a final decision.

C. ERC representatives removed from their position by the ERC Coordinator may appeal to the Sheriff in writing via the chain of command.

VIII. Supervisor Interference

All supervisors are required to facilitate the ERC representative’s access to the Division Commander regarding any ERC issue the representative may have. Any supervisor who interferes with the ERC process by intimidation or retaliation will be subject to disciplinary action.

IX. ERC Meetings

A. Division Commander ERC Meeting.

Each Division Commander will establish a designated time and place for a monthly division ERC meeting. The commander may determine the structure of these meetings and how each ERC Representative can present issues for discussion.

B. General Membership Meetings

The Sheriff will establish a designated time and place for an ERC General Membership Meeting each quarter; Bureau Commanders will attend and ensure a minimum of one ERC Representative within their division attends the General Membership Meeting.

Each General Membership Meeting will have an open forum segment offering ERC Representatives an opportunity to address the Sheriff and command staff provided the issue has first been presented to the representative’s Division Commander and ERC Staff. ERC Representatives will submit the issues before the scheduled general membership meeting. ERC Staff will review and approve or disapprove the issue to be presented during the open forum segment. ERC Staff will ensure the open forum segment is documented and tracked accordingly. Any decision rendered by the Sheriff or Command Staff member regarding an open forum issue is final and cannot be appealed.

Revision

This policy has been revised on the below listed dates:

June 1, 2024
March 05, 2025

May 9, 2025 (Technical Changes)

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I.             Purpose

The purpose of this policy is to provide the Harris County Sheriff’s Office with an internal set of guidelines for the dispatch of Holistic Assistance Response Teams (HART). This policy is not intended to provide the standard of care for any civil or other external proceeding and the determination of compliance with this policy is expressly reserved to internal proceedings within the Harris County Sheriff’s Office.

II.           Definitions

Call Triaging – A process used by the Emergency Dispatch Center when handling emergency and non-emergency calls. This process involves analyzing, coding, organizing, sorting, and allocating calls to the appropriate first responders. Its intent is to prioritize calls based on the level of urgency of the situation and to determine the most appropriate response.

Computer Aided Dispatch (CAD) – A system used by dispatchers and call takers to prioritize and record incidents to effectively dispatch first responders.

Holistic Assistance Response Teams (HART) – A program of Harris County Public Health (HCPH),which consists of teams of social welfare, behavioral health, and emergency medical personnel who respond to  calls for service requiring face-to-face behavioral health and social welfare interventions. The common elements of all HART eligible calls are:

A.           No credible threat of violence

B.           No evident display of violent or aggressive behavior

C.           No visible or known weapons present

HART Project Manager – The Project Manager position is responsible for working in partnership with Harris County Public Health (HCPH) to implement the Holistic Assistance Response Team (HART). The Project Manager will be an employee of the Harris County Sheriff’s Office (HCSO) and will work within the agency to develop dispatch policy, procedure, and safety training, collect and disseminate outcomes data, and support HCPH with coordination across local law enforcement and medical emergency services.

HART Call Screening Process – A process that enhances standard call triage protocols by asking additional and specific questions in order to further validate scene safety and determine eligibility / appropriateness for HART response.

HART TIME STAMP – Two unique time stamps within CAD which are added to the notes section of a call slip event by an HCSO Communications Officer indicating the call has been screened using the HART call screening process, and is:

A.           (HART) HOLISTIC ASST RESP TEAM – eligible for HART response.

B.           (NOHT) NO HOLIST ASST RESP TEAM – ineligible for HART response

Mobile Data Terminal (MDT) – Includes all computers that have access via wireless or hard-wired network to TLETS, TCIC, NCIC, or any law enforcement database. 

III.          Policy

HART is a program of Harris County Public Health (HCPH). The goal of the           program is: 

A.           To quickly provide the appropriate response to callers experiencing homelessness, behavioral health issues, or non-emergency health or social welfare concerns, and

B.           To reduce unnecessary law enforcement or hospital-based interventions for non-emergency calls.

As the primary Public Safety Answering Point (PSAP) for unincorporated Harris County, the Harris County Sheriff’s Office is an important partner in the HART program. To ensure a safe and effective eligible call identification, triage, and dispatch process to HART, the following procedures have been established.

IV.          Procedure

A.           Assigning Calls for Service to HART:

Calls for service to be referred to HART units will be dispatched and otherwise managed by EDC per the HART Call Screening Process, which is described in Emergency Dispatch Center SOP 409. HART will not respond to calls which fail the screening process.

B.           MDTs and Radio

All HART vehicles are equipped with MDT(s). HART units are two-person units consisting of an Emergency Medical Technician (EMT) and a social worker who are equipped with HCSO handheld radios with assigned numbers that are provided to Watch Command daily.  There is no base radio in their vehicles. 

C.           On-Scene Safety and Documentation

If the HART unit determines the scene to be potentially unsafe, they will request backup from an HCSO unit. The communications officer will confirm the HART unit is under control and broadcast the request on the district radio channel. If the situation on scene changes and is no longer safe for the HART unit to remain on scene, the HART unit will fall back and stage and advise EDC of the new conditions.  A district patrol supervisor will be notified by EDC of the new conditions on the call.  A patrol supervisor or the responding unit will increase the response priority if appropriate per patrol policy.

If a HART Unit requests HCSO assistance, Deputies will document the HART Unit Number, Dispatched Time, and On-Scene Time for the HART Unit.

D.           Vehicles

As HART vehicles are privately owned, HCSO Policy #804 – Fleet Vehicle Crash does not apply to these vehicles. HART vehicles involved in a crash should be handled in accordance with Patrol Bureau SOP #402 – Traffic Crash Investigation.

Revision

This policy has been revised on the below listed dates:

June 1, 2024

May 7, 2025 (Technical Changes)

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I.             Purpose

The purpose of this policy is to provide guidelines regarding Active Bystandership and Peer Intervention as per this Harris County Sheriff’s Office Policy and Texas Code of Criminal Procedure, Art. 2.1387. “Intervention Required for Excessive Force; Report Required”, as well as Policy 501 – De-escalation and Response to Resistance.

II.           Policy

HCSO is committed to providing a workplace where employees are empowered to intervene to prevent harm and to create a law enforcement culture that supports peer intervention.

III.          Definitions

ABLE –Georgetown Law’s initiative – Active Bystandership for Law Enforcement (ABLE) Project is a program designed to prepare officers to successfully intervene to prevent harm and to create a law enforcement culture that supports peer intervention.

ABLE Deputy Coordinator – Deputy who is responsible for leading the implementation of ABLE.  This Deputy is also the lead instructor.

Team Member / Bystander – Any individual who is employed by HCSO.

Intervention – The act of interfering with the outcome or course, especially of a condition or process.

Georgetown Law ABLE Standards – HCSO has committed to follow the 10 ABLE standards from Georgetown Law which are Community Support, Meaningful Training, Dedicated Coordination, Program Awareness, Accountability, Officer Wellness, Reporting, Measuring Officer Perceptions, Follow-Through and “Paying it Forward”.

IV.          Duty to Intervene

HCSO employees have a moral, ethical, and legal duty to intervene to prevent another employee from conduct that would unnecessarily harm others, violate the law, or violate HCSO policy. This duty applies to all employees regardless of job classification, title, or rank. Intervention is required where the bystander employee is a witness to an applicable situation and has a reasonable opportunity to prevent or mitigate harm caused by a fellow employee. Employees are also encouraged to intervene to assist colleagues in addressing health and wellness concerns, even where those concerns are not currently resulting in policy or legal violations. Employees should intervene in a manner to protect the safety of the community, their colleagues, and themselves to the greatest extent possible.

A. An HCSO Team Member has a duty to intervene to stop or prevent another team member from using force against a person suspected of committing an offense if:

1. The amount of force exceeds that which is reasonable under the circumstances; and

2.  The employee knows or should know that the other employee’s use of force:

a.            Violates state or federal law;

b.            Puts a person at risk of bodily injury, as that term is defined by Section 1.07, Texas Penal Code, and is not immediately necessary to avoid imminent bodily injury to a peace officer or other person; and

c.            Is not required to apprehend the person suspected of committing an offense.

B. An HCSO Team Member who witnesses the use of excessive force by any employee will promptly make a detailed report of the incident and deliver the report to the supervisor of the employee making the report.

Reference: Texas S.B. No. 69, Art. 2.1387. Intervention Required for Excessive Force; Report Required.

IV.          Training

The HCSO’s Behavior Health Training Unit offers practical strategies and tactics to maximize the effectiveness of interventions when they are necessary, and to ensure, where possible, interventions are handled safely, professionally, and respectfully. All employees will receive at least 8 hours of initial dedicated ABLE training and at least 2 hours of annual ABLE refresher training. Training will be conducted with complete fidelity to the Georgetown Law ABLE curriculum, and in a manner consistent with all ABLE program guidelines. ABLE training will be taught to classes of 25 or fewer employees (15 – 20 preferred) by two ABLE-certified instructors when applicable. The principles of active bystandership also will be incorporated into relevant academy courses, including but not limited to:  Use of Force, Arrest, Search and Seizure, Report Writing, Traffic Stops, Ethics, Vehicle Pursuits, and Field Training Officer training. Per the ABLE Program Standards, ABLE-certified instructors may be called upon to provide training to surrounding ABLE-certified law enforcement agencies.

V.           Training for ABLE Instructors

All future instructors for the ABLE program will be registered to attend the Train the Trainer course through the HCSO ABLE Deputy Coordinator. The ABLE Deputy Coordinator will review supplemental teaching materials, participate in supplemental training programs, and attend annual refresher training provided by the ABLE Project.  Instructors who are certified to instruct ABLE will coordinate with the ABLE Deputy Coordinator to teach across HCSO.  Georgetown Law is the only entity that certifies ABLE Instructors.

VI.          Deputy Program Leadership

The HCSO ABLE Program Deputy Coordinator is assigned to the Neighborhood Policing Division, Behavior Health Training Unit.  The ABLE Deputy Coordinator is responsible for leading the implementation of ABLE, including the roll out, promotion, and reinforcement of the program, and for playing an active role in embedding ABLE in the Agency’s organizational culture.  The Program Deputy Coordinator will provide guidance and assistance to employees as necessary.  The Program Deputy Coordinator also will work with Agency leadership to ensure the Agency is meeting the ABLE Program Standards.  The Program Deputy Coordinator will report program status (e.g., number of Deputies trained) to the ABLE Project, as requested.

VII.         Investigations

The Internal Affairs Division will review use of force incidents for potential missed opportunities to intervene during the use of force review process. The ABLE Deputy Coordinator should be notified when these instances are identified.

VIII.        Retaliation         

The Harris County Sheriff’s Office promotes and supports intervention to protect fellow employees and the community we serve. The department will not tolerate retaliation against any employee for exercising their duty to intervene.  A good faith intervention is considered a protected activity. This is part of the Harris County Sheriff’s Office commitment to providing a culture in which employees are free from harassment and retaliation of any kind. Acts of harassment and retaliation are forms of serious misconduct and will result in appropriate disciplinary action after thorough investigation.

IX.          Reporting           

ABLE is not meant to be a reporting program. The Harris County Sheriff’s Office adopts ABLE principles as the foundation of our organizational to help teach employees practical strategies and skills to effectively intervene in another employee’s conduct, regardless of rank, when necessary to prevent misconduct, reduce mistakes, and promote employee health and wellness. ABLE does not alter HCSO reporting policies. If an action was reportable pursuant to HCSO’s policy before the adoption of ABLE, it continues to be reportable following the adoption of ABLE. If an action was not reportable before ABLE, it did not become so after ABLE.

Revision

This policy has been revised on the below listed dates:

January 25, 2024

May 7, 2025 (Technical Changes)

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I. Purpose

To establish an employee-focused suicide prevention program in accordance with national guidelines and best practices, and in support of the safety, health, and longevity of the Harris County Sheriff’s Office (HCSO) employees. 

II. Policy 

It is Harris County Sheriff’s Office Policy that our organization:  

A. Makes substantial efforts to reduce employee suicides and suicide risk. 

B. Fosters a climate that: 

1. Encourages personnel to seek help and build resilience. 

2. Increases awareness about behavioral healthcare and reduces the stigma for employees who seek behavioral healthcare.    

3. Protects the privacy of employees seeking or receiving treatment relating to suicidal behavior. 

C. Provides employees continuous access to quality behavioral healthcare and other supportive services, including peer support, spiritual support, and other crisis services; and foster collaboration of HCSO suicide prevention efforts and services to strengthen readiness and resilience of HCSO employees and their families.

D. Provides HCSO employees with a training framework on suicide prevention.

E. Employs methods for suicide prevention, intervention, and post-vention that reflect a holistic approach.

F. Fosters collaboration, cooperation, and coordination among stakeholders, including intra-agency and with other law enforcement agencies, appropriate public and private entities, and appropriate institutions of higher education to support suicide prevention policies and programs.

III. Procedure 

A. Leadership Involvement – HCSO works to build an environment that promotes healthy and adaptive behaviors, foster awareness of early warning signs, and encourage responsible and early help-seeking. The administration ensures adequate resourcing, effective policy and program implementation, and frequent communication and messaging to encourage leadership engagement at all levels.  

1. The Sheriff or designee in coordination with HCSO Behavioral Health Division (BHD) and HCSO Media Relations, disseminates formal messaging and or policy memoranda regarding suicide awareness and the destigmatizing of help-seeking, at least annually. 

2. HCSO BHD and HCSO Media Relations coordinates public messaging concerning awareness, prevention, destigmatizing, support services available, and education regarding suicide and related psychosocial topics, at least quarterly.

3. Members of Command Staff, including the Sheriff, Chief Deputy, Command Chiefs, and Bureau Majors, consult regularly with the BHD Director in order to best foster communication, understand the specific needs of that leader’s department, implement policy, coordinate messaging, and ensure effective utilization of resources. Communication between members of Command Staff and the BHD Director is frequent and flexible, but occurs formally at least semiannually.    

B. Training and Development – HCSO employees practice healthy behaviors, make responsible choices, and encourage others to do the same. Employees and supervisors foster a culture of early help-seeking, recognize the signs and symptoms of distress in themselves and others, and take protective action. While every individual plays a part in this culture, our agency  works to encourage this via:

1. Foundational Training: All entry courses, basic (e.g., BCCC, BPOC, Professional Staff Orientation) and transitional (e.g., Lateral Deputy Course, New Supervisor Training), include suicide prevention training, focused on the specific competencies required of trainees.

2. For example, while all employees are taught skills to detect at-risk peers and intervene early with coworkers under stress, deputies  are also trained in critical incident stress and its consequences, and  supervisors are further trained in appropriate ways to aid personnel in securing mental health services if needed, such as voluntary, confidential self-referral or post-critical incident services available through the HCSO Behavioral Health Division, or employer-referred counseling through the HCSO Human Resources Division  (H.R.).

3. Advanced Training: HCSO is a leading agency in Behavioral Health training and is considered a Department of Justice Learning Site through the Council of State Governments. Our Behavioral Health Training unit, in coordination with HCSO Academy Staff, BHD clinical Staff, and other external and internal partners, provides: 

a. CIT: All sworn/certified employees receive Crisis Intervention Training, a 40 hour training covering mental health topics, including recognizing signs and symptoms of mental health disorders, post-traumatic stress, and suicide prevention. 

b.  All HCSO employees receive 8 hour Active Bystandership for Law Enforcement (A.B.L.E.) training, of which Health and Wellness is a primary pillar. Significant topics to suicide prevention include recognizing potential warning signs, self- and peer-aid, and how to access professional helping resources such as BHD, Chaplains, EAP, or other resources.

4. Refresher Training: In coordination with required refresher training for CIT, all sworn/certified employees receive 3 hour annual refresher training, taught by BHD clinical staff, focused on wellness and resiliency, including a suicide prevention component.  

5. Semi-annual IAD Investigator Training: Employees facing criminal or administrative action may be at increased risk for suicide. Internal Affairs Division (IAD) Investigators receive specialized training in recognizing risk factors and warning signs in interview subjects, and in ensuring that subjects receive appropriate referral for supportive resources. 

6. Quarterly Peer Support Team Training: HCSO BHD Staff provides or supervises quarterly training requirements for Peer Supporters to ensure they are current on the latest suicide prevention and other relevant training. 

C. Peer Support and Unit-based preventive services: Suicide prevention requires personal connections. Fostering a climate of help-seeking and mutual support involves ongoing efforts to destigmatize, increase awareness, decrease barriers to support, and instill positive, proactive coping throughout the culture of our agency. Many HCSO initiatives contribute to these efforts.   

1. Peer Support: HCSO’s Peer Support Program involves both proactive, positive networking efforts as well as crisis response.  Peer Supporters are selected, screened, and trained to be vital assets to the goal of promoting a healthy culture, and though they are most often associated with response and support to critical incidents, their training is broad, holistic, and though they are not licensed behavioral health providers, their quarterly training requirements ensure they are current on the latest suicide prevention training, and often serve as the “boots on the ground” or “first adopters” with regards to promoting healthy behaviors. Peer Supporters work closely and train with our Department and volunteer Chaplains. HCSO BHD Staff supports, trains, and consults for HCSO’s Peer Support Team. The BHD Director also serves as Mental Health Director for HCSO’s Peer Support Team.

2. Commanders (or civilian equivalents) partner and regularly consult with HCSO BHD staff regarding unit-specific needs, how to best aid unit members and optimize duty performance, and regarding the provision of regular outreach and preventative messaging. The frequency and method of this consultation, and the unit-based services provided, differs based on unit type and mission, and is typically coordinated initially at the Command Staff level (e.g., via A.3., above), or in coordination with other HCSO Wellness initiatives.

D. Handoff policies: Relationship problems, substance misuse, and acute psychiatric distress are among the most common correlates among those who have attempted or completed suicide. HCSO leaders are provided specialized training in ensuring personnel receive appropriate support and referral for helping resources.    

1. Employees facing criminal or administrative action may be at increased risk for suicide. IAD investigators are trained in attending to signs of distress in subjects. If an IAD investigator detects warning signs of suicide or harm to self or others, the investigator shall notify the employee chain of command. In the event of immediate crisis, IAD shall contact a CIRT unit to respond. If warning signs are observed but there is no immediate crisis, the investigator will notify the Internal Affairs Division Commander who will advise the employees Division Commander.  The employees Division Commander will engage with the employee to ascertain their emotional state, and consult with Behavioral Health Division Staff to discuss referral options if risk of suicidality is suspected. The Division Commander will advise the employee facing criminal or administrative action of available resources (e.g., Chaplain, Behavioral Health Division, EAP, etc.) that can provide stress management, crisis intervention, and other appropriate services

E. Access to Services: HCSO employees are provided access to confidential supportive services, including peer support, spiritual support, and high quality behavioral health care, from a variety of sources. 

1. In addition to medical/behavioral health services and Employee Assistance  programming made available through County provided insurance, HCSO employees have unlimited access to free, confidential behavioral health clinical care through HCSO Behavioral Health Division  (BHD) mental health providers, who specialize in providing care for First Responders and other Law Enforcement personnel. Employees are educated on these services, and encouraged to utilize them proactively, well in advance of crisis situations.

2. Employees assigned to specific high-exposure positions, prior to their transfer, and every two years thereafter, are required to attend a wellness check with a BHD mental health provider.  The purpose of which is to reduce stigma, provide education, and “normalize” a focus on mental health.

3. In the event of an acute crisis, HCSO provides crisis intervention services via the Crisis Intervention Response Team (CIRT) in coordination with BHD and other external partners and resources. See  HCSO Policy 418 for further detail.

F. Post-Suicide Response: Suicide impacts units, coworkers, families, and friends, and offering support is critical to individual and unit resilience. Unit leaders manage post-suicide responses by implementing the HCSO Leader’s Post-Suicide and Suicide Attempt Checklist. This includes supporting affected personnel through the grieving process by consulting with Chaplains, Behavioral Health providers, and other resources as needed. In support of national efforts to promote the understanding and prevention of suicide in law enforcement, HCSO participates in the FBI’s Law Enforcement Suicide Data Collection Program.  

G. Intra- and Inter-agency Coordination- HCSO BHD Director complies with: 

1.  HCSO’s Employee Wellness Committee (EWC) and Wellness Working Group (WWG) initiatives to help integrate, coordinate, and track the suicide prevention program activities outlined above (whether as standalone or as part of integrated wellness initiatives), to ensure initiatives are targeted, effective, and efficient.  

2.  National initiatives aimed at better understanding and preventing suicide among current and former LE employees, such as the Federal Bureau of Investigation’s Law Enforcement Suicide Data Collection (LESDC). 

     NOTE: see attachments

b. Emphasize the unnecessary nature of suicide and alternatives as readily available;

c. Express disappointment that the employee did not recognize that help was available;

d. Ensure the audience knows you and the HCSO want personnel to seek assistance when    distressed, including those who are presently affected;

e. Encourage employees to be attuned to those who may be grieving or having a difficult       time following the suicide, especially those close to the deceased; and

f. Provide a brief reminder of warning signs for suicide.

11. After the death announcement is made to coworkers, follow up your comments in an e-mail provided to the group or community affected. Restate the themes noted above.

12. Unless you discern there is a risk of being perceived as disingenuous, consider increasing senior leadership presence in the work area immediately following the announcement of death. Engage informally with personnel and communicate a message of support and information. Presence initially should be fairly intensive and then decrease over the next 30 days to a tempo you find appropriate.

13. Consult with Chaplain/Family Assistance regarding Unit-Sponsored Memorial Services. Memorial services are important opportunities to foster resilience by helping survivors understand, heal, and move forward in as healthy a manner as possible. However, any public communication after a suicide, including a memorial service, can either increase or decrease the suicide risk of those receiving the communication. It is important to have an appropriate balance between recognizing the employee’s service and expressing disappointment about the manner of death. If not conducted properly, a memorial service may lead to the admiration of the suicide event and thus potentially trigger “copycat” events. Therefore, memorial services should avoid idealizing the deceased or the current state of peace found through death. Avoid normalizing suicide by inferring it is an acceptable reaction/response to distressful situations. Make clear distinctions between positive accomplishments/qualities and the act of suicide. Focus on personal feelings and feelings of survivors. Express disappointment in the deceased’s decision and concern for survivors. Promote help-seeking and peer support. The goals are to:

a. Comfort the grieving;

b. Help survivors deal with guilt;

c. Help survivors with anger;

d. Encourage employees/family members to seek help;

e. Prevent “imitation” suicides.

14. Public memorials such as plaques, trees, or flags at half-mast may, in rare situations, encourage other at-risk people to attempt suicide in a desperate bid to obtain respect or admiration for themselves. Therefore, these types of memorials are not recommended.

15. Utilize or refer grieving coworkers or family members to Chaplains, BHD, EAP, community-based resources and Concerns of Police Survivors (COPS) for family members. If non-beneficiaries (i.e., extended family members) are struggling and asking for help, refer them to community-based services and/or discuss options with a BHD mental health provider.

16. Behavioral Health Division staff will accomplish the Law Enforcement Suicide Data Report required for all completed suicides. Ensure participation with reporting procedures, as requested.

17. Anniversaries of suicide (1 month, 6 months, 1 year, etc.) are periods of increased risk. Promote healthy behaviors and Peer Support during these periods.

Harris County Sheriff’s Office Leader’s Suicide Attempt Checklist

PURPOSE

This checklist is designed to assist HCSO leaders to address suicide attempts by those under their supervision. An appropriate, supportive response to a suicide attempt can diminish the risk factors for another attempt.

A person who makes a suicide attempt may have either (1) been prevented from taking an action they intended to result in death; (2) not intended to die, but felt the need to demonstrate an attempt for others to know they are in pain; (3) been under the influence of drugs (including alcohol) which caused an impaired decision (often referred to as “impulsive”); and/or (4) been suffering from mental illness and highly impaired but did not die as a consequence of the suicide plan.

1. A suicide attempt requires formal Mental Health assessment and often results in hospitalization to stabilize the individual and ensure safety. Contact HCSO Behavioral Health Division (BHD) staff via the EDC to consult on safety planning and appropriate response and follow-up. Generally speaking:

a. If the crisis is current or ongoing, immediate recommendations will include response by Crisis Intervention Response Team (CIRT) for potential hospitalization, if this has not already occurred.

b. If the crisis has passed (for example, if an employee reveals a recent suicide attempt), recommendations will include appropriate methods for referral to supportive services which, depending upon situational factors, could include voluntary or mandatory referral routes.

2. Contact Command Staff and notify appropriate Chain of Command. Ensure notifications are kept to a shortlist of “need to know” and contain a minimum amount of information to convey the nature of the situation. Being appropriate with “need to know” helps avoid stigmatizing the employee’s return to a work center where many people know what happened.

3. In addition to BHD, consider consultation from Chaplains, Peer Support Coordinators, or other supportive resources. Staff can contact these resources after hours through the EDC.

4. If the employee is currently hospitalized, consider visiting them while they are in the hospital to communicate support.  You should consult with BHD and your Chain of Command to consult on post-hospitalization safety planning, guidance on treatment options, and discuss advising the employee of such while they are still in the hospital.

5. Behavioral Health Division staff will accomplish the Law Enforcement Suicide Data Report required for all suicide attempts resulting in medical care, including mental health care.

A person who has experienced a crisis may find returning to work comforting (a sense of normalcy) or they may find it distressing. Work may need to be tailored to accommodate for medical/Mental Health follow-up appointments and assessing the capabilities of the person upon their return. The goal is to gradually return to full duties as appropriate.

1. Consult with BHD to ensure appropriate evaluative, treatment, and supportive approaches are in place, and to develop a plan to re-integrate the employee into the workplace.

2. A returning employee should not be treated as fragile or damaged. If they sense they are being “singled out” or treated differently in the presence of peers, it can damage the recovery process. Freely speak with the employee about being receptive to their thoughts on returning to work and how to avoid either their or your perception of “walking on eggshells.”

3. Ensure all members of the unit are aware that seeking Mental Health is a sign of strength and helps protect mission and family by improving personal functioning instead of having personal suffering

4. Never underestimate the power of the simple statement: “What can I do to be helpful to your recovery process?”

5. Engage family and support networks to increase support and surveillance of the employee. Encourage family and friends to reach out to the unit if they become concerned about the employee’s emotional state.

EDC maintains callout rosters for CIRT, as well as for the resources above.

Revisions

April 26, 2022

January 12, 2023

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I.             Purpose

The purpose of this policy is to promote a family-friendly workplace at the Harris County Sheriff’s Office (HCSO) by providing paid leave to eligible employees to bond and care for a child after the birth, adoption, or foster-to-adopt placement.

II.           Definitions

Placement for Adoption: foster-to-adopt placement or other placement of a child pending adoption as evidenced by a placement agreement or court action.

Rolling 12 – Month Period: a period of 12 consecutive months on a rolling basis, with a new 12-month period starting after the exhaustion of the employee’s previous approved Paid Parental Leave or the last day the employee used Paid Parental Leave.

III.          Policy

The HCSO will provide eligible employees with paid leave to bond and care for a child after the birth, adoption, or foster-to-adopt placement in a manner consistent with the Harris County Paid Parental Leave Policy.

IV.          Procedure

A. To be eligible for Paid Parental Leave and Infant Sick Leave, employees must meet the following criteria.

1. Continuous employment with Harris County as a full time, regular employee for at least 180 consecutive calendar days immediately preceding the birth, adoption, or placement for adoption.
2. Employees who have reached 45 consecutive calendar days of employment but have not reached 180 consecutive calendar days of continuous employment immediately preceding the birth, adoption, or placement of a child for adoption may receive Paid Parental Leave as outlined in the following table.

B. In addition, employees must meet one of the following listed criteria.

1. Be a new parent by the birth of a child;
2. Be the new adoptive parent of a child who is 17 years or younger; or
3. Be the foster parent to a new foster-to-adopt child who is 17 years or younger and placed with the foster parent; or
4. Be the prospective parent to a child who is 17 years or younger and who is placed with the prospective parent pending private adoption.

C. This policy applies to a child who is newly added to the household through birth, adoption, or placement for adoption and not a child who has been a member of the household for over a year. This policy does not apply to the adoption of a stepchild by a stepparent.

D. If both parents work for the HCSO, then each parent is entitled to their own paid leave.

V.           How Paid Parental Leave Works

A. Multiple births, adoptions, or placements does not increase the length of Paid Parental Leave. An employee will not receive more than the maximum allotted amount of Paid Parental Leave in a rolling 12-month period, regardless of whether more than one birth, adoption, or placement event occurs within that 12-month time frame.

B. For child bonding purposes, Paid Parental Leave must be used entirely before other forms of paid or unpaid leave are used after the birth, adoption, or placement of a child.

C. Approved Paid Parental Leave may be taken at any time during the 12-month period immediately following the birth, adoption or placement of a child with the employee. Paid Parental Leave may not be used or extended beyond this 12-month time frame.

D. Employees must take Paid Parental Leave in one continuous period of leave, unless the following occur.

1. A schedule of how intermittent leave will be used is provided at the time of the request, and
2. Their immediate supervisor and the bureau commander (Major or Director) approve the use of intermittent leave.
3. Intermittent leave may or may not be approved based on department needs.

E. Paid Parental Leave is compensated at the employee’s regular rate of pay. Any unused Paid Parental Leave is not compensable and will be forfeited at the end of the 12-month time frame or when an employee separates from employment with Harris County or moves to an ineligible position, whichever occurs first.

VI.          Requesting Paid Parental Leave

A. Employees should notify their supervisor or Department Head of their intention to request Paid Parental Leave as soon as practicable and provide them with the anticipated start date and duration of the leave.

B. To receive Paid Parental Leave, eligible employees must complete a Request for Paid Parental Leave Form and submit it to Human Resources within 30 days of the birth, adoption, or placement.

NOTE: The form is available on the Harris County website or at the below link.

https://hrrm.harriscountytx.gov/Portals/hrrm/documents/HarrisCountyPaidParentalLeaveRequestForm.pdf

C. The request must include appropriate documentation that shows the employee’s use of Paid Parental Leave is directly connected to a birth, adoption, or foster-to-adopt placement of a child. If the employee is eligible for FMLA leave, the FMLA leave requirements will govern, and the FMLA documentation provided will be used to verify eligibility.

D. If the employee is not eligible for FMLA leave, proof of the birth or placement of the child must be provided.

E. The employee’s name must be included as a legal parent on the birth certificate or legal document establishing paternity, adoption, or placement.

F. Documentation of the birth, adoption, or placement of a child should be submitted as soon as it becomes available and no later than 30 days after the birth, adoption, or placement.

G. If the employee fails to provide the HCSO with the required documentation or certification within the specified time period, their supervisor may determine that the employee is not entitled to Paid Parental Leave and may require that the absence be changed to leave without pay or other forms of paid time off.

H. To validate an absence, appropriate documentation may be required at any time if requested by the HCSO, Harris County Human Resources, or Payroll.

I. Employees begin their Paid Parental Leave on the date specified in their request unless their child is born or adopted earlier or later. In these cases, employees need to notify their supervisor as soon as possible to be able to begin leave.

VII.         Limitations of Paid Parental Leave

A. An employee may not use Paid Parental Leave in excess of the employee’s normally scheduled workweek.

B. Eligible employees are strongly encouraged to plan in advance for when they expect to use Paid Parental Leave and communicate their plans to their immediate supervisor, in order to plan for their division’s operational needs.

C. Paid Parental Leave must be used only for caring for or bonding with the child. Employees are not allowed to engage in any employment, including any law enforcement or non-law enforcement related extra employment, during the time the employee is taking Paid Parental Leave. Employees may still work extra employment during their normal off-duty hours (e.g., if the employee normally works from 7:00 a.m. to 3:00 p.m. and is receiving paid parental leave during that time, they may work extra employment outside of those hours).

D. Recipients of Paid Parental Leave must maintain full-time employment with Harris County for at least 180 consecutive calendar days of continuous service immediately after the expiration of approved leave or reimburse Harris County for the Paid Parental Leave funds received. Under limited circumstances Harris County may elect to waive reimbursement, including when the recipient of paid parental leave involuntarily loses full time employment, such as in a reduction in force.

E. Harris County will be entitled to recover from the employee any Paid Parental Leave funds received if such employee does not return to work as a full-time, Regular Position Employee for at least 180 days of continuous service after receiving Paid Parental Leave.

F. Employees out on Workers’ Compensation or Leave of Absence (LOA) are not eligible for Paid Parental Leave.

G. Supervisors may take corrective action or disciplinary action against an employee who uses Paid Parental Leave for purposes other than those described in this policy.

VIII.        Coordination With Other Leave

A. Paid Parental Leave is a supplement to the employee’s existing sick and other leave at the time of the qualifying event (birth, adoption, or placement for adoption).

B. Paid Parental Leave is designed to run concurrently with FMLA and is not intended to extend the 12-week FMLA period. An employee on Paid Parental Leave who meets the FMLA eligibility requirements will be placed on FMLA leave at the start of the Paid Parental Leave. If the employee meets FMLA eligibility during the Paid Parental Leave period, the employee will be placed on FMLA at that time. All other requirements and provisions under the FMLA will apply.

C. The County will maintain all benefits for employees during the Paid Parental Leave period just as if they were taking any other County paid leave.

IX.          Infant Sick Leave

A. In recognition of the additional medical care needs of infants after birth, HCSO will provide eligible employees up to 40 hours of Infant Sick Leave to seek medical care for their infants during the infant’s first year.

B. An employee will not receive more than the maximum allotted amount of Infant Sick Leave in a rolling 12-month period, regardless of whether more than one birth, adoption, or placement event occurs within that 12-month time frame. Infant Sick Leave expires after the first 12 months of the child’s life. Eligible employees must provide medical documentation to support the need to use Infant Sick Leave.

Revision

This policy has been revised on the below listed dates:

July 12, 2022

December 11, 2024

May 19, 2025 (Technical Changes)

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I.             Policy

The Harris County Sheriff’s Office (HCSO) Community Engagement Division is committed to the development and perpetuation of community crime prevention programs. All Community Engagement personnel have the responsibility to assist citizens in the reduction of crime through proactive crime prevention measures, victimization and avoidance.  A safe, secure, and knowledgeable citizenry is critical to achieving this mission.

II.           Definitions

Community Engagement Deputies must have the ability to work with a wide variety of people and possess strong organizational and communication skills. They must be willing to have significant interaction with the general public, local businesses, schools, religious organizations, and other law enforcement agencies. The deputies will conduct crime prevention training and educational programs for the general public. Serve on community boards and work closely with groups to provide.

Crime Prevention / Community Liaison Deputies shall be responsible for a predetermined patrol district. Their duties shall include, but are not limited to: reaching out to local businesses, homeowners associations, churches, chambers of commerce, and attending community meetings. The primary goal is to find out and address concerns the community is facing.

Harris County Youth Programs:  The following youth programs are HCSO Junior Mounted Posse, HCSO Police Athletic and Activities League (PAL) and HCSO Law Enforcement Explorer.

Crime Prevention Through Environmental Design (CPTED) is a multidisciplinary approach to deterring criminal behavior through environmental design. CPTED strategies rely upon the ability to influence offender decisions that precede criminal acts. Generally speaking, most implementations of CPTED occur solely within the urbanized, built environment. Specifically altering the physical design of the communities in which humans reside and congregate in order to deter criminal activity is the main goal of CPTED. CPTED principles of design affect elements of the built environment ranging from the small-scale (such as the strategic use of shrubbery and other vegetation) to the overarching, including building form of an entire urban neighborhood and the amount of opportunity for “eyes on the street”.

III.          Procedure

A.           The Community Engagement Division shall be committed to providing Harris County citizens with information that will increase their knowledge and practices of crime prevention awareness.

B.           The Community Engagement Director shall have the responsibility of managing and planning the bureau’s crime prevention activities and forwarding the information up the chain of command for review.

C.           The Community Engagement supervisors shall prepare and submit unit reports at least quarterly or at the request of the Community Engagement Director. The reports may include, but are not limited to, the following:

1.            A description of current concerns voiced by the community,

2.            A description of potential problems that have a bearing on law enforcement activities within the community,

3.            A statement of recommended actions that address previously identified concerns and problems,

4.            A statement of progress made toward addressing such concerns and problems, and

5.            Status reports as required.

D.           Community Engagement shall, when available, have deputy personnel conduct residential and business security inspections or surveys. A survey will include, but is not limited to, a basic review of a structure in order to make safety recommendations to the owner.

E.            The crime prevention educational programs and events provided by Community Engagement shall be designed to provide information to as many persons within Harris County as possible.

1.            Crime prevention programs and events shall be designed to target crimes by type and geographic area. Analysis of local crime data shall identify those areas or types of crimes to be targeted.

2.            Crime prevention programs shall be designed to address community perceptions or misconceptions of crime activity.

3.            Crime prevention educational programs and events shall be evaluated by the Community Engagement Supervisors annually to determine efficiency and effectiveness.

4.            Such evaluation shall be forwarded with recommendations to be considered to the Director for review.

F.            Community Engagement Division shall make a wide array of crime prevention programs available to all residents and businesses within Harris County. The programs will be organized for residents where there has been a request for such or the need is identified by crime data analysis. These programs may encompass, but are not limited to the following:

1.            Robbery and theft prevention presentations offer awareness to businesses to improve physical and procedural security and also offer suggestions for employee training. These types of programs also address losses due to employee theft and pilferage.

2.            The “Rape Aggression Defense” (RAD) program is primarily a basic education of confrontation principles and personal defense for women. It provides training and education in self-realization of one’s own physical power, awareness, prevention, and risk reduction and risk avoidance.

3.            School education programs offer opportunities for deputies to promote awareness for children and increase public relations in elementary and secondary schools within Harris County.

4.            Neighborhood Watch programs are implemented and organized through the Community Engagement Division, and are designed to promote security awareness in block” areas within Harris County.

G.           General crime prevention presentations are designed to promote awareness in areas other than those listed above and include, but are not limited to:

1.            Scams and fraud,

2.            Pedestrian and bike safety,

3.            Home and business security,

4.            Travel safety, and

5.            Safety programs for senior citizens who are more vulnerable to crime due to slow or hindered mobility.

H.           Community Involvement

1.            The Community Engagement Director or designee shall be the liaison for the HCSO with community groups and organizations, and shall allow community groups and organizations to transmit and convey information to the HCSO to assist in the implementation and / or improvement of police community interactions.

2.            All personnel assigned to the Community Engagement shall be responsible for achieving the community involvement objectives of the HCSO.

3.            Community Engagement shall develop community involvement programs and publicize the objectives, problems, and successes.

4.            Community Engagement shall identify and develop training needs and shall assist in the establishment of community groups where they are needed and / or requested through interviews with citizen representatives and conferences with supervisors.

5.            Community Engagement will conduct a community survey every two years.

I.             The HCSO Law Enforcement Explorer program, Junior Mounted Posse and Police Athletic and Activities League (PAL) is supported through the use of HCSO personnel and facilities. Refer to HCSO Department Policy #705, “Youth Programs,” for specific details.

J.            Citizen’s Police Academy (CPA):   The HCSO Citizen’s Police Academy (CPA) program utilizing curriculum designed to educate participants in current laws and procedures as well as introduce he/she to the various divisional units within the Harris County Sheriff’s Office. The classes may be modified as deemed necessary to address issues in the community.

Classes may include but are not limited to:

1.            Penal Code/Case Law

2.            Detention Operations

3.            K-9 Unit

4.            Homicide

5.            Gang Awareness

6.            Bomb Squad

7.            Cold Cases

8.            Scene scenarios

9.            Human Trafficking

10.         Internal Affairs

11.         Traffic Enforcement

12.         Patrol Procedures

13.         Marine Division

14.         Livestock Division

15.         Community Engagement

16.         SWAT

a)            Authorized Participants:  Citizens participating in the Citizen’s Police Academy must be at least twenty-one (21) years of age, complete a Citizen’s Police Academy application and meet the following standards:

1.            Be a citizen of Harris County.

2.            Is not on bond for a criminal offense.

3.            Is not on probation for a criminal offense.

4.            Is not on parole for a criminal offense.

5.            Is not on deferred adjudication of a criminal offense.

6.            Is not a convicted felon

7.            Has not been convicted of a Class A misdemeanor or higher offense within the past eight (8) years.

8.            Has not been convicted of a crime of moral turpitude.

b)            Prior graduates of the Harris County Sheriff’s Office Citizen’s Police Academy may apply for and attend future classes.  Applicants must meet the standards listed under Authorized participants or receive approval from the Community Engagement Director.

c)            Graduates of the Citizen’s Police Academy may apply to become a member of the Harris County Sheriff’s Office Citizen’s Police Academy Alumni Association (CPAA). The CPAAA is a 501 (c) 3 organization with the purpose to bring together graduates of the Harris County Citizens Police Academy.

1.            Authorized participants:

A.           Graduate of the Harris County Sheriff’s Office Citizen’s Police Academy class. 

B.           Paid member and good standing with the Harris County Sheriff’s Office Citizen’s Police Academy Alumni Association (CPAAA)

C.           Sign appropriate waivers of liability with the Alumni Association.  Waivers will be maintained by Community Engagement. 

2.            Harris County Sheriff’s Office Citizen’s Police Alumni Association (CPAAA) volunteers shall adhere to the following dress code:

A.           Be clean and present a professional image at all times.

B.           Authorized attire:

1)            Authorized CPAA Alumni uniform shirt.

2)            Black or blue dress pants.

3)            Closed toe shoes or boots.

4)            Any attire deemed acceptable by the supervisor in charge of the activity.

C.           Unauthorized attire:

a)            Unclean, soiled, or dirty attire.

b)            Obscene, vulgar, or insulting clothing accessories (i.e. hat pins, shirt buttons, etc.)

c)            Sandals, flip flops, steel toed boots.

d)            Any attire deemed acceptable by the supervisor in charge of the activity.  

e)            Volunteers shall not carry a weapon while volunteering with any HCSO activities unless he or she is an active/certified Texas peace officer.  The Community Engagement Director, Bureau Commander, and/or Watch Supervisor must be notified if the officer is armed while participating in a HCSO activity.

K.            Volunteer Personnel:  Volunteers are utilized to provide additional resources for the Harris County Sheriff’s Office as needed.

1.            Authorized Participants:

a)            Graduates from the Harris County Sheriff’s Office Citizen’s Policy Academy.

b)            Student Interns

c)            Graduates from the Community Emergency Response Team (CERT)

d)            Volunteers from other HCSO divisions

e)            Members of the Harris County Sheriff’s Office Citizen’s Police Academy   

     Alumni Association (CPAAA)

2.            Volunteers may wear attire deemed acceptable by the Community Engagement Director, Bureau Commander, District/Division/Section Commander, Watch Commander and or watch Supervisor.”

Unauthorized attire:

a.            Unclean, soiled, or dirty attire.

b.            Obscene, vulgar, or insulting clothing accessories (i.e. hat pins, shirt buttons, etc.)

c.            Sandals, flip flops, steel toed boots.

d.            Any attire deemed unacceptable by the Community Engagement Director. Bureau Commander, District/Division/Section Commander, Watch Commander, and/or Watch Supervisor.

3.            Restrictions:  The following restrictions will be enforced by HCSO staff: 

a.            Volunteers who are acting as representatives of the Harris County Sheriff’s Office and their behavior shall be businesslike and professional.  Participants shall be guided by the following responsibilities:

Acceptable Responsibilities:

1)            Answer Phones.

2)            Greet walk-in visitors.

3)            Provide answers to public information questions.

4)            Assist with child restraint inspections.

5)            Act as a directory for other county services.

6)            Aid in language translations.

7)            Perform general office duties.

8)            Educate the public on available Crime Prevention programs.

9)            Assist with scheduling Crime Prevention programs.

10)         Any duties deemed acceptable by the Community Engagement Director, Bureau Commander, District/Division/Section Commander, Watch Commander, and/or Watch Supervisor.

Unacceptable Responsibilities:

1)            Interfere with law enforcement activities or investigations.

2)            Utilize Sheriff’s Office computers.

3)            Access Classified Information, such as criminal histories, driver’s license information, or other personal information.

4)            Disseminate reports or information in reports.

5)            Provide legal advice.

6)            Use abusive, vulgar, or insulting language.

7)            Recommend any law firm, attorney, legal counsel, or bail bondsman.

8)            Any activity deemed inappropriate by Sheriff’s Office personnel.

4.            Procedures: In order for an individual to participate in the job functions as a volunteer, the following procedures must be followed and the individual must: 

a.            Complete a background check based on job responsibility.

Volunteers representing HCSO must not:

1)            Currently be on bond for a criminal offense.

2)            Currently be on or have ever been on probation for any criminal offense.

3)            Currently be on or have ever been on parole for any criminal offense.

4)            Currently be on or have ever been on deferred adjudication for any criminal offense.

5)            Be a convicted felon.

6)            Have been convicted of a Class A misdemeanor or higher offense within the past eight (8) years. 

7)            Have been convicted of a crime of moral turpitude.

b.            Possess a valid State identification card or driver’s license.

c.            Sign appropriate waivers based on job responsibility.

d.            Possess and present, if requested by Sheriff’s Office personnel, a valid volunteer identification badge.

e.            Follow the procedures and restrictions as set forth in the Patrol Bureau Standard Operating Procedures Manual, i.e. Civilian Observers Policy #114, if the participant intends to complete a “Ride-Along”.

f.            Volunteers shall not carry a weapon while volunteering during any HCSO activities unless he or she is an active/certified Texas peace officer.  The supervisor must be notified if the officers is armed while participating in a HCSO activity. 

g.            The Community Engagement Director, Bureau Commander, and/or Watch Supervisor have the authority to revoke an individual’s privilege to participate as a volunteer in any Sheriff’s Office activities. 

Revision

This policy has been revised on the below listed dates:

January 26, 2022

February 28, 2022

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I. Purpose

The Harris County Sheriff’s Office (HCSO) has established guidelines for employees to take Administrative Leave who have experienced Critical Incidents (as defined below) in the course of their duty.

II. Definitions

Administrative Leave: Administrative Leave is a temporary leave from a job assignment, with pay and benefits intact.

Critical Incidents: An event that is potentially significantly impactful to an individual, either because it deviates from their typical experiences or because it is sudden, overwhelming, threatening, or prolonged.

Post-Critical Incident Debriefing: A mental health appointment to address immediate reaction(s) to a critical incident, to determine whether a trauma response has occurred, to provide education, and to determine whether there is evidence of impairment which requires further intervention.

III. Policy

It is the policy of HCSO to promote the psychological wellbeing of our employees who have experienced critical incidents. As stated in our fifth core value, “Develop, encourage, and care for our Sheriff’s Office family,” it is important to recognize that stress related to critical incidents can affect everyone differently. HCSO will provide Administrative Leave to help with the coping aspect of those experiences.

IV. Procedure

There are three general circumstances under which an employee is assigned Administrative Leave:

A. Per Policy 501 — De-Escalation & Response to Resistance, section VII.H.1, following a use of force resulting in death or serious bodily injury, the employee will be assigned to Administrative Leave for a minimum of three days. Prior to returning to duty, the employee is required to attend a post-critical incident debriefing with a Behavior Health Division (BHD) Mental Health Provider, who may at that time extend the Administrative Leave for a set time. See Policy 418 — Behavioral Health Division, sections II.B and III.B

B. Following an incident not covered in Department Policy 501, if a supervisor, in communication with an employee and in consultation with BHD staff, determines that a Critical Incident has occurred, they may assign the employee to administrative status pending a required post-critical incident debriefing with a BHD Mental Health Provider, who may at that time extend the administrative status for a set time.

C. When the employee self-refers to BHD following a Critical Incident and a BHD Mental Health Provider (with the employee’s consent) recommends administrative status for a set time to the employee’s supervisor. If consent to notify their immediate supervisor is not provided, the employee will not be given Administrative Leave.

V. Pay and benefits

An employee on Administrative Leave is considered “present for duty,” and is counted as such during their normal work schedule, with no deduction in salary, sick, vacation, or compensatory time. However, if circumstances would also qualify an employee for leave under Policy 259 — Mental Health Leave, then Mental Health Leave will be used before placing an employee on Administrative Leave.

VI. Administrative Leave Period

Three days of Administrative Leave are mandated per Department Policy 501. In all other situations, the days of Administrative Leave will be determined during the consultation with the BHD Mental Health Provider. The provider might advise that the employee take Administrative Leave for a maximum of five days of work before reassessing the situation and determining whether additional leave is necessary. This approach would allow for a flexible and responsive process that considers the unique circumstances of each case while ensuring that the individual’s well-being and work-related responsibilities are appropriately balanced.

Additional Administrative Leave may be recommended by the BHD Mental Health Provider after a follow-up session on the last day of the initial Administrative Leave period.

VII. Anonymity

Details regarding any private interactions between an employee and BHD Staff are confidential and protected under HIPAA (Health Insurance Portability and Accountability Act), except for the specific communication to supervisors and HR Leave Administration personnel regarding the Administrative Leave recommendations outlined above, which require employee consent.

Revisions

This policy was revised on the following dates:

December 11, 2024
April 2, 2025

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I.            Purpose

This policy establishes directives for Armed Detention Officers.

II.           Definitions

Armed Detention Officer (ADO) – a licensed county jailer who, after meeting the requirements of this policy, is permitted to carry a firearm and less-lethal weapon(s) under the following circumstances: when transporting Harris County Jail prisoners outside the jail, while guarding Harris County Jail prisoners in area hospitals, other outside health care facilities, to/from/during court proceedings, and while traveling to and from his or her place of assignment.

Unnecessary Stops – any stop by the ADO in public that is not immediately necessary for their personal well-being or based on urgent need. (See Section VIII. in this policy).

III.          Policy

It is the policy of the Harris County Sheriff’s Office to permit certified Armed Detention Officers to carry a firearm and less-lethal weapon(s) while performing certain duties within the course and scope of their job responsibilities. 

Armed Detention Officers will be tasked with transporting Harris County Jail prisoners outside the jail, transporting Harris County Jail prisoners to/from courts, assisting bailiffs in a court room, and with guarding Harris County Jail prisoners in area hospitals or other outside health care facilities.

IV.          Qualifications to Become an Armed Detention Officer

Any Harris County Sheriff’s Office (HCSO) detention officer who meets the requirements listed in this policy may apply for an ADO assignment.  To serve in an armed assignment, a detention officer must meet and maintain the following requirements:

A.           Be twenty-one (21) years of age,

B.           Be a TCOLE certified jailer with an active jailer license,

C.          Possess a valid Texas Driver License, 

D.          Be in good standing with HCSO,

E.           Be licensed to carry a firearm [see e.g., Tex. Gov’t Code § 411.1993],  

F.            Successfully complete the HCSO ADO Training Program, 

G.          Successfully complete Integrating Communications, Assessment, and Tactics (ICAT) training through the HCSO Academy, 

H.          Successfully complete a Jail Firearms Course (TCOLE #3599) through the HCSO Academy  [see Tex. Occ. Code § 1701.2561(c) & 1701.355], 

I.            Pass annual firearm qualifications through the HCSO Academy in accordance with Policy #702 – Firearms Control, Qualifications, and Training  [see Tex. Occ. Code § 1701.355(a-1); 37 Tex. Admin. Code § 218.9],

J.            Be the recipient of a Jailer Firearm Certificate by TCOLE and file the certificate with the HCSO Academy [see Tex. Occ. Code § 1701.2561; 37 Tex. Admin. Code § 221.45], and

K.           Successfully complete any additional training required by HCSO, including the Court Security Course.

V.           Carrying and Storing of Firearms and Ammunition

A.           Armed Detention Officers are only authorized to qualify and carry semi-automatic firearms, along with a Taser if they are Taser certified.  For a list of authorized firearms, refer to Policy #702 – Firearms Control, Qualifications, and Training, Section II. B.

B.           Firearms and ammunition are prohibited within the secure perimeter of HCSO detention facilities.

C.          Firearms and ammunition carried by Armed Detention Officers must be securely stored in an employee locker in the gym area on the first floor of each jail facility prior to entering any secured area.

D.          Armed Detention Officers are admonished to use the utmost caution when carrying, using, or storing weapons, both on and off duty, to ensure no person is injured.

NOTE: Use of the gun lockers in the front lobby is prohibited. The gun lockers in the lobby are reserved for visiting law enforcement officers and deputies (as they may need to respond to incidents in the interior perimeter of the facility).

VI.         Field Training

A.           Probationary Armed Detention Officers will be trained by the HCSO ADO Training Program and by Field Training Officers for field training.  Probationary Armed Detention Officers must successfully complete field training before they escort and guard inmates on their own in an armed capacity.

B.           Probationary Armed Detention Officers should receive a tour of the following hospitals, including the emergency rooms and patient areas, with their field training officer prior to escorting or guarding an inmate.

1.           St. Joseph Medical Center; 1401 St. Joseph Parkway, Houston, TX 77002.

2.           Ben Taub Hospital; 1504 Taub Loop, Houston, TX 77030.

3.           Lyndon B. Johnson Hospital; 5656 Kelly Street, Houston, TX 77026.

4.           Memorial Hermann Medical Center; 6411 Fannin Street, Houston, TX 77030.

5.  Other authorized outside health care facilities.

VII.        Required Equipment

A.           Full uniform in accordance with Policy #240 – Dress Code.

B.           Duty belts that must be equipped with an approved holster and magazine pouch, along with at least one handcuff case.

VIII.       Stops While in Uniform

Armed Detention Officers will not make unnecessary stops while wearing their uniform and firearm when traveling to and from work, unless exigent circumstances arise.

A.           Examples of activities that may constitute exigent circumstances include:

1.  To visit a restroom.

2.  To obtain medical care or medicine for an illness or emergency.

3.  Involvement in a traffic accident or other emergency requiring the employee to render aid, summon law enforcement, or summon emergency services.

B.  Examples of activities that would not fall under exigent circumstances and are not permitted include:

1.  Shopping or personal errands.

2.  Dining inside of a restaurant.

3.  Any other activity that would have the employee armed in the public eye for extended periods of time when not engaged in the performance of their ADO duties.

C. The provisions in A and B above are an effort to prevent Armed Detention Officers from being involved in a law enforcement action or incident by a member of the public mistakenly believing the ADO to be a Texas peace officer. Generally, any unnecessary stop made by an ADO may subject both the employee and HCSO to liability; thus, employees are cautioned to not put themselves or HCSO at risk.

IX.          Call Out Procedure

A.           An operations sergeant will contact an ADO when needed (e.g., for transport of an inmate to a hospital or to guard the inmate at a hospital) and will provide the officer with the details of the assignment.

B.           The ADO will obtain a Taser from the operations sergeant prior to leaving the jail facility.

C.          If an inmate is being transported between a hospital and a jail, the Armed Detention Officer will ride in the back of the ambulance with the inmate, unless riding in an HCSO vehicle.

D.          If an inmate is already at a hospital and the ADO is needed for relief, the ADO may travel to the hospital in his or her privately owned vehicle if a supervisor, deputy, or detention officer with a county vehicle is not available to transport the detention officer.

E.           The classification status of the inmate (e.g., escape risk or high profile) will determine the number of armed personnel assigned to transport and guard the inmate while at the hospital.

F.            When an ADO is relieved from his or her assignment, he/she must return his/her Taser to the operations section unless otherwise directed by a supervisor.

X.           Incidents Involving Use of Force / Discharge of a Weapon / Injury to an Inmate or Any Other Person

A.           Armed Detention Officers must secure the scene whenever a use of force or weapon discharge occurs in the performance of their duties.

B.           Any use of a weapon by an ADO requires immediate notification by the officer to HCSO EDC (Emergency Dispatch Center) and their immediate supervisor as soon as it is safe and practical to do so.

C.          Armed Detention Officers must follow Policy #501 – De-escalation & Response to Resistance whenever they are involved in a weapon discharge, use of force, or any situation causing injury to an inmate or any other person.

XI.          Reports

A.           The ADO must document any incident requiring a report in the Offender Management System (OMS).

B.           A deputy from Detention Command or Law Enforcement Command will complete a report relating to any incident requiring a law enforcement report. 

XII.        Supervisor Responsibilities

A.           The operations sergeant is responsible for contacting an ADO when needed for an assignment.

B.           An updated list of Armed Detention Officers will be maintained in Operations.  This list will also include the Armed Detention Officers’ qualification dates.

C.          The operations sergeant will maintain a log of Tasers issued to Armed Detention Officers.

D.          The on-duty operations sergeant will be responsible for completing Blue Team entries for any incident requiring such entry.

E.           The ADO Program Training Coordinator will be responsible for documenting the Armed Detention Officer’s successful completion of the required field-training program.

Revision

This policy has been revised on the below listed dates:

September 21, 2021

March 1, 2025

March 6, 2025 (Technical Changes)

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I.             Purpose

The Harris County Sheriff’s Office (HCSO) has initiated a Small Unmanned Aircraft System (sUAS) program to assist in law enforcement and emergency operations by providing increased situational awareness, enhanced safety, and improved operational efficiency. The sUAS program will operate the aircraft in coordination with patrol, investigative, and emergency response operations as guided by the Certificate of Authorization (COA) issued by the Federal Aviation Administration (FAA), and the regulations set forth in Title 14, Part 107, of the Code of Federal Regulations (see e.g., 14 C.F.R §§ 107.1-107.205). This policy is designed to minimize risk to people, property, and aircraft during the operation of the sUAS while continuing to safeguard the right to privacy of all persons.

II.           Definitions

AGL – Above Ground Level

Airworthiness Certificate – An FAA document which grants authorization to operate an aircraft in flight.  Airworthiness of the sUAS will be certified by the Air Operations Section’s Chief Pilot.

Air Boss Operations – Air Boss Operations will be deployed when planning to deploy multiple flight teams, and multiple aircraft operating in the same airspace. The Air Boss coordinates the notification of the governing air traffic control, communications with and monitoring manned aircraft traffic, and communication between the sUAS flight operations teams and incident command/mission stakeholders. Air Boss Operations should have direct communications and visibility to any technology where drone mitigation and drone counter measures are being deployed in the identified sUAS operations area. The Air Boss will be the point of contact for any TFRs being requested by HCSO.

                ATC – Air Traffic Control

                AOR – Area of Responsibility

Beyond Visual Line-of-Sight, (BVLOS) – Operation of the sUAS when the Remote Pilot-in-Command (RPIC) or Visual Observer(s) (VOs) responsible for controlling the trajectory of the sUAS cannot maintain direct visual contact with the sUAS unaided other than by corrective lenses (spectacles or contact lenses), sunglasses or both.  Flights outside the sight of the PIC, PAC, and/or VOs are not allowed (Part 107 Section 107.31); unless granted a waiver by the FAA for

BVLOS flights. This excludes flights conducted indoors since this is not part of the controlled national airspace.

Camera and Remote Sensing Operator – During sUAS missions where two controllers are used for one sUAS, the Camera and Remote Sensing Operator will be responsible for operating the camera and remote sensing functions attached to the sUAS.  The Operator will concentrate on recording video and still images or delivery of a payload attached to the sUAS, thus allowing the Pilot-in-Charge to concentrate on flying the sUAS.

Certificate of Authority (COA) – A document issued by the FAA that allows a “Public Entity” to conduct Flight Operations of a sUAS within a specific area and altitude clearance.  The Pilot-in-Command (PIC) must have the COA with them when they fly.

Chief Pilot – Denotes the highest-ranking pilot assigned to the Air Operations Section.  The Chief Pilot is the ultimate authority over all HCSO flight operations, including sUAS flights.

Control Station – An interface used by the remote pilot or RPIC to control the flight path of the sUAS.

Compliance Documents (CD) – FAA Part 107 documents that are required to have available for inspection upon request during sUAS operations. 1. Remote Pilot License/COA/Exemption 333 2. Part 107 approved waivers 3. sUAS Operations Manuals 4. sUAS maintenance documentation and log books.

Counter Drone Measures – Counter measures to interrupt the flight of a sUAS, which poses a direct threat to human life, property and/or other aircraft.

Defined Incident Perimeter – An area or location identified by the incident command.  The location has a defined perimeter to be determined based on the scope of the operation and a defined operational ceiling at or below 400 feet Above Ground Level (AGL).

Drone – a common term for UAV and sUAS (see UAV).

Drone Mitigation – The deployment of unauthorized drone operations (UDO) detection technology to monitor civilian unmanned systems operating in restricted airspace or in heavy populated area. 

Exigent Circumstance Flights – sUAS flights that are performed in emergency circumstances where the loss of life and property is imminent or has already occurred. The use of the sUAS can be requested by any governmental or statutory agency that is designated to deal with emergencies (Search/Rescue, Tornado, Flooding, SWAT Stand-off, etc.)

Flight Operations Team (FOT) – Consists of the Pilot-in-Command (PIC), Pilot-at-Controls (PAC), Visual Observers (VO’s), Liaison and the Team Leader.  The FOT is authorized to start/suspend/terminate sUAS flight operations at any time, based on current FAA rules and regulations, safety of personnel, weather conditions or civilian overflights in the area of operation.  The FOT is responsible for supplemental reports related to the mission and for logging the flight into the HCSO sUAS Flight Log. Depending on the operation, team members may be tasked with fulfilling multiple roles.

sUAS Flight Log – A system or database used to log information concerning all sUAS missions, including training flights.

Liaison – An individual who interacts with incident personnel to avoid distracting the Pilot in Command (PIC) and Visual Observer (VO) from their duties.

Markings – The sUAS will be marked with the FAA Registration Number as required by federal and local law and further may, depending on the size of the sUAS, be identified as belonging to the Harris County Sheriff’s Office by prominently displaying “Sheriff” or “HCSO” on the sUAS. The Sheriff’s Office sUAS may also be marked with red and blue LED lights to further identify the sUAS as a law enforcement sUAS.

National Airspace System (NAS) – The air space owned and regulated by the Federal Government specifically the FAA. From the ground upward (No defined height limit) is within the jurisdiction of the FAA. 

Operations Coordinator (OC) – A HCSO Supervisor(s) assigned to a Bureau which has a sUAS program within the Supervisor’s Bureau.  The OC is designated by the Air Operations Section Chief Pilot to review and approve the use of a sUAS in a public safety or law enforcement mission under his/her purview.  The sUAS Operations Coordinator has complete oversight responsibility of all logistical and administrative elements of sUAS operations within their specified area of command.

Payload Operator (PO) – During sUAS/robotics mission where two controllers are used for one robotics platform, the PO will be responsible for operating the camera and remote sensing functions attached to the platform.  The PO will concentrate on recording video and still images or delivery of the data collected by the payload attached to the robotics platform, thus allowing the Pilot At Controls (PAC) to concentrate on flying the sUAS.

Pilot-in-Command (PIC) – The person in charge of all flight operations, and responsible for the safe and lawful operation of the sUAS.                                                                                          

Pilot at Controls (PAC) – The person directly manipulating the controls and operations of the sUAS platform.

Primary Visual Observer (PVO) – means a person who is designated by the Pilot-in-Command (PIC) to assist the PIC and the person manipulating the flight controls of the small sUAS to, “see and avoid” other air traffic or objects aloft or on the ground. The PVO will also maintain communications with all VO’s assigned to the operation. The PVO will be a licensed pilot to act as a backup to the PIC, except in exigent circumstances when a PVO is not available, the PIC may designate a person to act as PVO in order to complete the mission.

Registration – Is considered to be the sUAS registration marking with FAA Registration Number in accordance with 14 CFR Part 45.

Remote Pilot-in-Command (RPIC) – Denotes the “Pilot-in-Command” assigned for any mission. Regardless of rank, the RPIC is responsible for, and is the final authority regarding operation of the assigned sUAS.  The RPIC is responsible for following state and federal regulations in the operation of the sUAS in a safe and legal manner.  The RPIC will provide a safety briefing prior to all sUAS missions and will be responsible for assignments to VO and other personnel assisting in the operation.  

Remotely Operated Vehicle (ROV) – Remotely Operated Vehicle can refer to ground unmanned platforms and maritime surface and sub-surface unmanned platforms. 

Remote Pilot Certificate – A required certification under FAA Part 107.  The Remote Pilot Certificate demonstrates that HCSO sUAS pilots understand the regulations, operating requirements, and procedures for safely flying drones.  The Remote Pilot Certificate must be available whenever an HCSO pilot operates a sUAS (digital copy is acceptable).

Small Unmanned Aerial System (sUAS) – a system consisting of an unmanned aircraft or unmanned aerial vehicle (UAV) weighing less than 55 lb., and equipment necessary for the safe and efficient operation of that aircraft.

Team Leader – A Deputy or Supervisor designated by the Operations Coordinator to assist with the administrative functions related to the sUAS program within a Bureau.  The Team Leader will maintain an inventory of equipment which could be added to the sUAS during a specific operation.  The Team Leader is also responsible for the maintenance and operating condition of the sUAS.

Safety Officer – The person responsible for operational review and ensuring that personnel and public safety is adhered to in all operations during Air Boss Operations.

TFR – The FAA defines a Temporary Flight Restriction (TFR) as “a regulatory action issued via the U.S. Notice to Airmen (NOTAM) system to restrict certain aircraft from operating within a defined area, on a temporary basis, to protect persons or property in the air or on the ground.” There are different types of TFRs, and they are listed out in the Federal Aviation Regulations (FARs). The regulations for TFRs are located in Part 91 and Part 99 which govern manned aircraft operations. For remote pilots, Part 107.47 requires them to comply with all the TFRs located in Part 91 and 99 as well. TFR violation: (1) criminally punished up to a maximum of 1 year in federal prison and a $100,000 fine, (2) FAA issued pilot license suspended or revoked, and/or (3) civil penalty and/or $100,000 fine.

UA – means an Unmanned Aircraft weighing less than 55 pounds on takeoff, including everything that is on board or otherwise attached to the aircraft.

Unmanned Aerial Systems (UAS) – The entire package of components, to include the aerial vehicle, the (FOT) Flight Operations Team, operating systems, and equipment components required for flight operations. 

Unmanned Aerial Vehicle (UAV) – An aircraft piloted remotely, with no human control from in or on the aircraft.

Unauthorized Drone Operations (UDO) – UDO’s are civilian unmanned aerial flights in restricted air space identified under FAA TFR or over restricted facilities identified under Chapter 423. Use of Unmanned Aircraft.

Visual Line Of Sight (VLOS) – The ability to see the sUAS with the unenhanced sight (naked eye) of the PIC or Visual Observer. The use of corrective lenses is acceptable and is not considered an enhancement.

Visual Observer (VO) –The VO is a critical component to the success of each flight event. The VO’s primary duty is to scan the airspace for airborne and ground hazards. These hazards include manned platforms (e.g., fixed-wing aircraft, rotary aircraft, ultralights, paragliders, balloons, gliders, and airships) and other aerial environment phenomena (e.g., birds, weather, animals, and bystanders). The VO immediately notifies the Flight Team of the airborne hazard, and the Flight Team will conduct the appropriate action to avoid the airborne hazard safely. The VO is defined within the two subsets listed below: A person assigned to assist the PVO by positioning themselves in an area not in direct sight of the PVO to maintain visual sight of the sUAS and provide information to the PVO regarding hazards to the sUAS.

III.          Policy

A.           sUAS Missions / Operational Planning

1.           The sUAS may be used to assist in the development and planning of an investigative and/or enforcement operation, to include the use of 360° panoramic images.

2.           The sUAS may be used to assist in pre-planning a large event where public safety and officer safety may be a concern.

3.           The sUAS may be requested by Command Staff or their designee to prepare for an event or operation not listed above.

B.           sUAS Missions / Operations

1.  Hazardous Materials Incidents – The sUAS may be used for imagery, to include the use of thermography, to determine the incident type (i.e. spill/leak/vapor release), product/agent being released, assist with determining    operational zones such as “Hot/Warm/Cold” zones, assist with assessment of spread area including into waterways, as well as determine areas of   evacuation/shelter in place.

2.           Rescue Operations – The sUAS may be used for delivery of equipment and supplies including, but not limited to, rope rescue lines, Personal Flotation Devices (PFD), communications equipment, medical supplies, must be within the guidelines of the payload capacity for the sUAS.

3.           Special Events / Public Safety Concerns – The sUAS may be used for imagery during special events or incidents potentially impacting public safety to assess areas of concern. The sUAS may also be used to guide law enforcement and emergency personnel to requests for assistance.

4.            Storm Damage Assessment – The sUAS may be used for imagery after a severe weather event to determine affected areas as well as to assess the severity of damage in order to define and prioritize operational areas and needs.  The imagery may also be used to locate available access routes into damaged areas.

5.            Suspect / Lost Victim Search – The sUAS may be used for imagery, to include the use of thermography, to assist in the search for suspects or lost victims utilizing live imagery as well as recorded imagery that can be reviewed during search operations.

6.           SWAT / Tactical Operations – The sUAS may be used for imagery, to include the use of thermography, and intelligence gathering during planning and execution of high-risk events, i.e. barricaded suspects, hostage negotiations / rescue, etc.  

7.           Wildland Fires – The sUAS may be used for imagery, to include the use of thermography, to determine the location of the fire “head”, fuel types and amounts, direction of travel, rate of spread, exposure hazards, personnel safe zones and escape routes, operations as a “safety spotter” as well as assistance with division assignments, personnel accountability and safety, etc.

8.           The sUAS may be used during any event or operation in which the safety of law enforcement personnel and citizens is a concern.

C.           sUAS Missions / Post-Incident           

1.           Accident Investigations – The sUAS may be used for imagery, to include a 360° panoramic view, to assist with origin/cause, determination of fault and evidence documentation.

2.           Criminal and Crime Scene Investigations – The sUAS may be used for imagery, to include a 360° panoramic view, to assist Criminal Investigators and Crime Scene Investigators in the documentation of crime scenes and evidence.

3.           Post-Incident Reviews / Reconstruction – The sUAS may be used for imagery to assist with post-incident reviews and/or reconstruction.

4.           Training

The sUAS may be used for imagery during operational critiques of events in order to gain knowledge concerning deployment of the sUAS and personnel.   The sUAS may also be used during training to critique tactical deployment of the sUAS and personnel to develop enhanced strategies during missions.

5.           Transparency (Refer to Harris County Departmental Policy #405 Confidentiality and Dissemination of Information).

The Harris County Sheriff’s Office (HCSO) is subject to the Texas Government Code Annotated, Chapter 552, “Public Information,” commonly known as the Public Information Act (referred to as the “Act” in this policy), and as stipulated by this Act, the Sheriff is deemed to be the custodian of all HCSO records.

HCSO employees are in a unique position to acquire and to have access to information which, by law or regulation, is deemed confidential or privileged.  Additionally, certain national security operations involving HCSO personnel may involve access to classified information. Such information should not be released pursuant to an open records request.

The Public Information Act gives the public the right of access to many government records. While all government information is presumed to be available to the public, certain exceptions may apply to the disclosure of some information, keeping it confidential. This policy is issued to allow access to public information created, maintained, or compiled by the HCSO while safeguarding confidential information by timely requesting Texas Attorney General Guidance on specific requests and exclusions. The Harris County sheriff’s Office will provide a notice to the public regarding where the agency’s sUAS’s are authorized to operate on the Sheriff’s website.

The Sheriff’s Office will post a copy of this policy in order to keep the public informed about the Sheriff’s Office sUAS program as well as changes that would significantly affect privacy, civil rights, or civil liberties.

Harris County will provide annual reporting as required by The Presidential Memorandum February 15, 2015: Promoting Economic Competitiveness While Safeguarding Privacy, Civil Rights, and Civil Liberties in Domestic Use of Unmanned Aircraft Systems as well as the biennial reports, which are required by the state.

6. Complaints (Refer to Harris County Policy #231 Internal Investigations) for general rules of conduct that are identified throughout the department policies. The HCSO will investigate any report of improper or unprofessional conduct received against an employee in order to ensure:

a.           The citizens of Harris County are served by public servants who are professional and responsible in their actions,

b.            HCSO employees are protected against false allegations and groundless complaints,

c.            The good name of the HCSO is protected by the enforcement of internal policies and administration of internal discipline, and an effective procedure exists to provide feedback and accountability in HCSO operations for Harris County citizens.

7.           Policy Review – The Sheriff’s Office will review this sUAS policy every two years to make necessary updates.

a.           In order to ensure compliance with Harris County’s existing policies and procedures, and to ensure oversight, the Bureau Major will audit and or assess the agencies sUAS policy every two years.  

D.           sUAS will not be utilized under any of the following conditions:

1.           Missions that would violate FAA regulations, including operations within restricted airspace without authorization, such as areas of Temporary Flight Restrictions (TFR); or within restricted airspaces near airports, until communications have been established with the airport manager, Air Traffic Control (ATC) tower, or general air traffic via radio. sUAS may not interfere with operations or traffic patterns at any airport, heliport, or seaplane base.

2.            Manned aircraft operations within the same local airspace as a sUAS mission.  For the safety of the aircrew and national air space in general, all sUAS will yield the right of way to manned aircraft.  The exception to this rule is if a TFR has been established and the manager of the TFR airspace has established altitudes and rules in which sUAS and manned aircraft can operate within the same airspace.  Even with a managed TFR, the sUAS will yield to the manned aircraft to avoid collision.  This includes the destruction of the sUAS if necessary.

3.            Weather conditions that would likely cause the loss of pilot control of the sUAS.  These thresholds will depend upon the physical capabilities and design of the sUAS.

4.           Those times when the sUAS has been tagged for maintenance, repairs, or otherwise grounded.                

5.            The sUAS will not be operated above an altitude of 400 feet Above Ground Level (AGL), except in those situations allowed by FAA regulations.

6.           The sUAS will not be operated where the RPIC, or the VOs cannot                          visually observe the sUAS or its operations, except in exigent circumstances; or with a waiver as required by FAA Regulations. This excludes indoor operations, outside of the national airspace.

7.           sUAS will not be operated if the RPIC/PIC determines conditions to be unsafe.  The sUAS RPIC/PIC has the final decision as to whether the aircraft will be flown. 

8.           The sUAS will not be operated in any situation that would violate Sheriff’s Office Departmental Policies governing general rules of conduct     including violation of local/state/federal laws, activities considered harassment, use of alcohol or illegal drugs and actions deemed to be unsafe.

9.           sUAS being operated by HCSO personnel will not be used as an instrument of force unless the action is used to protect human life against serious bodily injury or death.

10.        Pursuant to Section 363 of the FAA Reauthorization Act of 2018, a dangerous weapon will not be attached to a sUAS being operated by HCSO personnel unless prior authorization has been received by the FAA Administrator.

E.           Pilot Requirements and Qualifications

1.           All pilots who will be flying sUAS missions will be properly trained by either representatives of the sUAS manufacturer or instructors as designated by the Special Enforcement Bureau (SEB) or High Tech Crimes Unit. The sUAS pilots will meet all conditions of the (COA) issued by the FAA. The pilots will hold a FAA part 107 sUAS license. The pilots will have a current working knowledge of the air space intended for operations, ATC communication requirements, specific sUAS aerodynamic factors, and the ability to obtain and interpret weather. All pilots must meet the following flight experience requirements and be current with their sUAS flight log entries.

a.           Basic Flight Operations Training – All pilots must successfully complete and pass the Basic Flight Operations Training/Curriculum for sUAS as approved by the department or the manufacturer.

b.            Mission Training – All pilots must undergo Mission Training to increase specific core competencies in all sUAS operations, systems and roles with conducting a mission in accordance with an approved Mission Training Curriculum. This training is in addition to Basic Flight Operations Training.

c.            In order to accomplish required currency training, pilots will participate in 8 hours of monthly training, at a minimum.  Recurrent training is not limited to actual pilot/observer skills, but includes knowledge of all pertinent sUAS and aviation matters.  To maintain the FAA License, all HCSO sUAS pilots will take the required FAA Knowledge Test every two (2) years.

d.           All HCSO personnel authorized as sUAS pilots will read the current COA and maintain proficiency in their operator/observer abilities. Members who do not have documented training or flight time for the preceding 90 days will demonstrate proficiency before performing pilot/observer duties during a mission.

e.            Failure to maintain/prove proficiency can result in removal from sUAS operations.

F.            sUAS Media

1.           Privacy

a.           sUAS recorded data will not be collected, disseminated or retained     solely for the purpose of monitoring activities protected by the U.S. Constitution, such as the First Amendment’s protection of religion, speech, press, assembly, and redress of grievances (e.g., protests, demonstrations).

b.            Collection, use, dissemination, or retention of sUAS-recorded data should not be based solely on individual characteristics (e.g., race, ethnicity, national origin, sexual orientation, gender identity, religion, age, or gender), which is a violation of the law.

c.            The HCSO will only collect information using sUAS Audio Visual Equipment (sUAS/AV) to the extent that such collection or use is consistent with and relevant to an authorized purpose of the Sheriff’s Office and is compliant with the Texas Privacy Act.

d.           Information collected using sUAS/AV that may contain personally identifiable Information will not be retained for more than 90 days from recording unless retention of the information is determined to be essential to an authorized mission of the Harris County Sheriff’s Office, is maintained in a system of records covered by the Privacy Act, or is required to be retained for a longer period by any other applicable law or regulation.

e.            Retention periods for all videos will fall into one of the following categories described in the Harris County Records Control Schedule approved by Commissioner’s Court on December 10th, 2019. The primary retention categories are:

i.             Routine Law Enforcement Communications and Recordings

     Video, audio, or other recordings or communications made of traffic stops (with no criminal offense greater than a minor traffic citation), routine civil process, and other routine law enforcement activities will be retained for a minimum of 90 days and then destroyed.

ii.            Criminal Offense Investigations – Misdemeanors

     Video, audio, or other recordings of investigations of Class A, B, and C misdemeanors (excluding DWI), including unclassified violations of state law or local ordinance punishable by fine, will be retained for a minimum of 2 years and then destroyed.

iii.          Criminal Offense Investigations – Second- and Third-Degree Felonies and Driving While Intoxicated

     Video, audio, or other recordings of investigations of Second- and Third-Degree felony charges and Driving While Intoxicated (DWI) offenses will be retained for a minimum of 10 years and then destroyed.

iv.           Criminal Offense Investigations – First Degree and Capital Felonies

     Video, audio, or other recordings of investigations of First Degree and capital felony charges will be retained permanently and transferred to archives upon the final adjudication of all legal proceedings.

2.           Dissemination

a. sUAS/AV collected information that is not maintained in a system of records covered by the Privacy Act will not be disseminated outside of the Harris County Sheriff’s Office unless dissemination is required by law, or fulfills an authorized purpose and complies with HCSO requirements.  Any request for information will be forwarded to HCSO Legal to determine release of information or video.  Authorized release of information or video to local news outlets will be coordinated with HCSO Public Affairs.

G.           sUAS Deployment

1.           The sUAS Operations Coordinator within each Bureau will assign a Team Leader who will maintain a list of PICs and VOs within their respective Bureau. The Operations Coordinator and the Team Leader may also serve as a PIC and/or a VO within their assigned Bureau. 

2.           The Operations Coordinator from their Respective Bureau will provide HCSO Emergency Dispatch Center (EDC) a list of sUAS pilots and VOs and a callout list of sUAS pilots for after-hour missions. The High Tech Crimes Unit will handle county-wide call-outs and the HSB will only be available for call-out missions on approved HSB scenes.

3.           Shift Supervisors requesting sUAS assistance on an emergency basis will contact HCSO EDC to be patched to the proper Bureau Operations Coordinator or On-Call Pilot.  The Shift Supervisor will provide the following information:

a.           Purpose of sUAS mission.

b.            Location of mission and defined incident perimeter of proposed flight.

c.            A list of proposed expectations to be obtained from the sUAS operation.

If the requested operation is not an emergency, the Shift Supervisor or requesting investigator will complete the High Tech Crime Unit request ticket found on the HCSO Intranet.

4.           Mutual Aid – It is the intention of the Harris County Sheriff’s Office, when requested, to authorize mutual aid and support of sUAS operations to assist with Federal, State, local, tribal, or territorial government operations when operational assets and personnel are available.

5.           Designated PIC and primary VO FOT will assess the mission by utilizing the HCSO Risk Assessment Form (Attachment A) and determine whether or not the mission will continue.  Once the mission is accepted the following may be needed by the PIC:

a.           Additional VOs may be selected based on the size and scope of the defined incident perimeter.  There must be adequate VOs available to maintain visual sight of the sUAS.

b.            Should the sUAS be equipped with dual control stations, an additional pilot or trained VO will be selected to assume the role of Camera and Remote Sensing Operator, and will undertake the responsibility of recording video or still images, or controlling the delivery of any payload, thus allowing the PIC to concentrate on flying the sUAS.

c.            The PIC may appoint an on-scene liaison to filter information/intelligence between support personnel on the team and the FOT.

d.           Prior to initiating the mission the PIC will complete a HCSO sUAS Checklist (Attachment B) to ensure the sUAS is functioning properly, and conduct a pre-flight safety briefing to all personnel involved in the mission’s flight operations.

e.            Once the mission is complete, the FOT will enter the flight information into the HCSO sUAS Flight Log database and complete any appropriate supplemental reports required.  The FOT will also draft a brief after-action report and forward the report via email to the Air Operations Section Chief Pilot.

H.           Reporting

1.           A flight log will be completed following every sUAS flight including maintenance checks and training flights. If the situation of the mission does not allow for immediate entry of the flight data, then the information can be recorded the following work day. The flight log is typically completed automatically by the DroneSense software used to pilot the drones, however, if the flight log is not automatically completed then it must be manually entered into the software.

2.           Legislative reporting will be in accordance with the Texas Government Code, Title 4; Subtitle B; Chapter 423; Section 423.008. Reporting will be no earlier than January 1 and not later than January 15 of each odd-numbered year and will be for the preceding 24 months. The report will be retained for public viewing and posted to the HCSO website. The report must include:

a.           The number of times a sUAS was used, organized by date, time, location and types of incidents and types of justification for use.

b.            The number of criminal investigations aided by the use of a sUAS and a description of how the sUAS aided each investigation.

c.            The number of times a sUAS was used for law enforcement operations other than a criminal investigation, the dates and locations of those operations, and a description of how the sUAS aided each operation.

d.           The type of information collected on an individual, residence, property, or area that was not the subject of a law enforcement operation and the frequency of the collection of this information.

e.            The total cost of acquiring, maintaining, repairing, and operating or otherwise using each sUAS for the preceding 24 months.

3.           Accident Notification and Investigation

a.           The PIC must report to the FAA within 10 days of any operation that results in serious injury, loss of consciousness, or property damage of at least $500 (not including the sUAS). All in flight accidents and incidents involving fatalities, injuries, property damage, and lost link will be reported to the Chief Pilot immediately for appropriate assistance with guidance. If the FAA regulations require the FAA to be notified within 24 hours the same notification and reporting protocols will be followed as the 10 day notification process.

I.             Required Equipment

1.           The PIC will ensure that the Department’s Certificate of Authorization and any FAA operational waivers are present during all flight operations as part of the compliance documents CDs.

2.           All required equipment will be determined for each mission by the PIC and the sUAS Tactical Unit supervisor.

3.           Nighttime operations require additional equipment and FAA/ATC permissions prior to flight. These standards will be followed in accordance with FAA rules and regulations.

J.             Equipment Inspection and Maintenance

1.           The sUAS unit supervisor will maintain an inventory control log of all equipment assigned to the unit.

2.           The sUAS unit supervisor will ensure that all equipment is periodically maintained based on the manufacturer specifications.

3.           Equipment maintenance will be performed by manufacturer-authorized personnel.

4.           Heat sensitive equipment will not be stored in vehicles that will be left unattended. Heat sensitive equipment and parts must be stored in climate-controlled storage facilities.

5.           All sUAS equipment will be maintained in accordance with the Harris County Sheriff’s Office sUAS Standard Operating Procedures guidelines standard maintenance protocols and procedures.

6.           At least once per quarter, and at the discretion of the Chief Pilot, each Small Unmanned Aircraft System (sUAS) will be inspected to ensure it is safe for deployment. The Chief Pilot will also conduct a periodic review of each pilot, assessing the pilots flying capabilities and ensuring all mandated training has been met.

K.           Environmental Protection Measures

1.           General

a.           All operation(s) contained in this SOP will conform to the environmental protection compliance requirements of EPA 40 CFR.

b.            Operational procedure(s) contained in this document have been evaluated in accordance with EPA 40 CFR and determined that procedures and work tasks do not individually or cumulatively have a significant (negative) effect or impact on the environment.

c.            The primary hazardous material that a sUAS Flight Operations Team (FOT) will encounter are the rechargeable lithium-ion batteries used by the aircraft and remote controllers. Lithium-ion cells and batteries offer many advantages compared to other power sources. However, they are high-energy devices and will be considered hazardous at all times.

d.           All personnel working with hazardous materials (HM) and hazardous waste (HW) will be trained to standard in accordance with the Code of Federal Regulations (CFR) 29 Part 1910.1200 and 40 CFR Parts 262.34(a)(4) and 265.16(a)-(c).

2.            Disturbance of Wildlife

a.           PICs will not conduct unnecessary over-flight of sensitive environmental habitat areas, to include, but not limited to, critical habitat designated under the endangered species act, migratory bird sanctuaries, marine mammal haul-outs and rookeries, and sea turtle nesting beaches. PICs will be made aware of the location, dimensions and valid time periods of environmentally sensitive areas within the unit area of responsibility (AOR).

b.            The PIC and VO(s) will remain cognizant of wildlife activity within the area of operation, and will avoid the disturbance of such to the maximum extent practicable.

c.            If flying over environmentally sensitive areas, maintain a maximum practicable altitude except during urgent mission operations. Additionally, Commanding Officers may authorize specific training events within environmentally sensitive areas when no reasonable alternatives exist. Limit the amount of time spent at low altitudes to what is necessary to accomplish the particular response or authorized training operation.     

3.           Usage of Lithium-Ion Cells and Batteries

a.           Lithium-ion cells and batteries will be used only in approved sUAS equipment. At no time will the cells or batteries be:

i.             pierced

ii.            cannibalized

iii.          mutilated

iv.           punctured

v.            crushed

vi.           dropped

vii.         dismantled

viii.        short circuited

ix.           exposed to high temperatures

x.            incinerated

xi.           modified *unless approved and at the direction of the manufacturer.

b.            Primary (non-rechargeable) types of lithium cells and batteries will not be charged or recharged. Lithium-ion battery applications will comply with the instructions contained herein regarding design, use, packaging, storage, transportation, and disposal.

c.            The battery should be used in temperatures from 14° F (-10°C) to 104° F (40°C). Use of the battery in environments above 122° F (50°C) can lead to a fire or explosion. Use of the battery in an environment below 14°F (-10°C) can lead to permanent damage.

d.           Do not use the battery if it was involved in a crash or heavy impact.  If the battery falls into water with the aircraft during flight, take it out immediately and put it in a safe open area. Maintain a safe distance from the battery until it is completely dry. NEVER use the battery again and dispose of the battery properly as described in Section 4.0.

4.           Storage and Disposal of Lithium-Ion Cells and Batteries Compliance

a.           All lithium-ion batteries and lithium-ion battery-powered equipment will be stored in compliance with the specific requirements stipulated in appropriate equipment documents. When such documentation is not available, the general storage requirements listed below will be followed.

i.             Ventilated Shelter: Store batteries in a dry, cool (below 130°F (54°C)) ventilated shelter out of direct sunlight.

ii.            Shelter Stowage: Use shelter only for the stowage of lithium-ion batteries and equipment containing lithium-ion batteries.

iii.          Field Storage: In the field, avoid covering containers of batteries with a black or dark-colored tarp.

5.           General Guidance storing Lithium-Ion Batteries and equipment

a.           Store new batteries in original packaging. This helps to identify damage such as swelling or leakage of batteries. Swelling of the bag indicates a battery that has vented.

b.            Do not allow the batteries to come into contact with any kind of liquid. Do not leave batteries in the rain or near a source of moisture. Do not drop the battery into water.  If the inside of the battery comes into contact with water, chemical decomposition may occur, potentially resulting in the battery catching on fire and may even lead to an explosion.

c.            Do not mix new and used batteries since it is difficult to distinguish between them.  Do not accumulate used batteries; dispose of used batteries on a regular basis.

d.           Segregate storage from other hazardous materials and other battery chemistries. It is critical that lead acid batteries be kept away from nickel cadmium or nickel metal hydride batteries.

e.            Protect from crushing, punctures, and shorting.

f.             Keep in a cool, dry, well-ventilated area, below 130°F (54°C)

g.            Protect bulk storage of batteries with sprinklers.

h.           Do not allow smoking in the vicinity of battery storage.

i.             Ensure fire extinguishers are available in the vicinity of the storage area. Use a type “AB” (H2O) extinguisher to fight fires involving small quantities of batteries. A type “D” extinguisher would be used to fight a lithium fire by professional fire fighters.

6.           Partially Used Batteries

For partially used batteries intended for reuse, protect battery connectors or terminals from inadvertent short circuits. Examples of protection methods include use of non-conductive tape (i.e. masking, electrical, or duct tape), terminal plugs, or individual plastic bags.

7.            Disposal of Lithium-Ion Cells and Batteries

Harris County provides a vendor to dispose of lithium-ion batteries which no longer hold a charge. There is also a separate vendor who accepts batteries which have been damaged, are expanded, or are leaking.  The Team Leader for Bureaus using sUAS systems will maintain a listing of approved vendors; and will maintain supplies used for disposal.  Discarding of lithium-ion batteries will be conducted in the following manner

a.           Do not place unusable or damaged batteries in regular trash containers.

b.            The battery will be completely discharged prior to packaging.

c.            Cover the battery terminals with non-conductive tape such as masking, electrical, or duct tape.  Do not use Scotch® tape.

d.           Place the battery in a clear plastic bag, i.e. Ziploc® bag. Bag each battery separately.

e.            Once properly packaged, unusable or damaged batteries will be transported to the proper Harris County vendor for disposal.

6.           Travel Notice

Before carrying the lithium-ion Intelligent Flight Battery on an airline flight, it must first be fully discharged. This can be done by using your aircraft until the battery is depleted. Only discharge the battery in a fireproof location. Cover the battery terminals with non-conductive tape and place the battery in a clear plastic bag as described in 4.5 c-d above.  Note: All lithium-ion batteries must be hand carried on a plane. NOTE: No lithium-ion batteries are authorized to be included in checked luggage.

Reference

FAA Regulation 14 CFR part 107

Texas Government Code Title 4. Subtitle B. Chapter 423.

Department Policy 231

Revisions

This policy has been revised on the below listed dates:

August 27, 2021

June 1, 2024

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I. Purpose

To provide quality behavioral health services to classified and Professional Staff members of the Harris County Sheriff’s Office (HCSO) as they seek to carry out their duties effectively and safely. Services are delivered in four (4) primary areas: Confidential Mental Health Care, Critical Incident Services, Outreach/Prevention/Training, and Consultation, to current employees and/or their eligible dependents.

II. Policy

The Behavioral Health Division (BHD) provides services in the following areas: 

A. Confidential Mental Health Care includes evaluation, consultation, treatment, and/or referral services, and is offered to facilitate improved personal, interpersonal, and occupational functioning of employees and their eligible family members.

1. Services are voluntary in nature and confidential as required by Sections 611.001-611.008 of the Texas Health & Safety Code, with exceptions as provided by law (e.g., the abuse of children, the handicapped, or the elderly, which would require mandatory reporting) and by policy (i.e., danger to self or others, which allows action to protect the individual or others).

2. No information regarding any service, including the fact that a service was provided, may be released to any HCSO employee or family member without written authorization from the employee.

B. Critical Incident Services are provided: (1) to address immediate reaction(s) to a critical incident or to chronic operational stress; (2) to determine whether a crisis response has occurred; (3) to provide education, and (4) to determine whether there is evidence of impairment which requires further assessment or intervention. These visits are often referred to as psychological debriefing. Although Command Staff may require an employee’s participation in some instances, these services are distinct from administrative referral avenues available to supervisors (through the Human Resources Division (HR)) such as mandated Counseling (typically through the County insurance provided Employee Assistance Program (EAP)) or Fitness-for Duty Evaluations (FFDE). Rather, these services are nonevaluative in nature and meant to facilitate employee access to resources and education in order to prevent negative personal or occupational outcomes.

1. Employees MAY be referred for fatality accidents; the death of a deputy; deputies involved in family disturbance/violence incidents; death, injury or illness to a deputy’s immediate family member, or other exposure to potentially traumatic experiences.

2. Referral is currently MANDATORY for classified personnel who have been involved directly in a use of force resulting in death or serious bodily injury, and once every two years for personnel assigned to select, high-exposure assignments.

Employees’ assigned to specific units or divisions, prior to their transfer, are mandated to attend a wellness check. Assignment to CAC, Homicide, and VCU are the primary units of interest due to the involvement in harsh and traumatic events encountered. Other units may be required at the discretion of the Sheriff or his designee. This wellness check will be mandatory every two years thereafter.   

3. The content of these sessions is confidential, although if referred by their leadership, employees may consent to allow the BHD to confirm their attendance. If an employee’s supervisor mandated the session, it will be the employee’s responsibility to confirm the employee’s attendance only with his or her supervisor.

C. Outreach/Prevention/Training includes routine, regular efforts – via public information campaigns, email, newsletters, and other media, as well as regular, in-person engagement with units/personnel, via roll-calls, ride-alongs, and other scheduled and unscheduled events –  to destigmatize, demystify, and improve awareness and utilization of mental health resources, as well as:

1. Academy & In-service Training.  Behavioral Health staff routinely lecture and assist in the development of mandatory or elective academy and in-service classes on mental health issues, e.g. dealing with disturbed offenders, identifying and intervening with mentally ill persons, de-escalation techniques, stress/anger management, wellness, substance abuse, etc. 

2. Wellness Initiatives.  Behavioral Health staff lead focused outreach, prevention, and training efforts such as Suicide Prevention, Operational Stress Management, Family Readiness, and Substance Abuse Prevention.

3. Community Provider Engagement. The BHD recognizes and encourages HCSO employees to seek mental health care from a variety of community resources, such as nonprofit/pro-bono organizations, insurance and EAP providers, and other healthcare resources.  In addition, some elements of care (e.g., psychiatry or residential/inpatient treatment) are not available directly through the BHD. To this end, BHD staff regularly engage and involve our community partners in awareness and training initiatives aimed at increased cultural competency for caregivers seeking to serve the law enforcement population. 

4. Peer Support Team.  A BHD staff member serves as Mental Health Director for HCSO’s Peer Support Team.  In addition to providing consultation, he or she provides or coordinates regular quarterly training for the Peer Support Team.

D. Consultation is available face-to-face or via phone when requested by Peer Support Team Members, CIRT (if intervening with an HCSO employee), Supervisors, Managers, Command Staff, or the Sheriff to assist in crisis and non-crisis incidents including, but not limited to:

1. Operational activities such as All Hazards/Crisis Response, Hostage Negotiations, Investigations.

2. Developmental or occupation-relevant situations such as training or workplace issues, line of duty deaths, employee suicide, internal affairs investigations.

3. Interventional domains such as Peer-led Critical Incident Stress Management, general employee referral or employee fitness questions. The Behavioral Health Division does NOT conduct Fitness-for-Duty Evaluations (FFDE), but does provide expert consultation to supervisors attempting to determine the need for such.

III. Procedure

A. Confidential Mental Health Care.

Employees or their dependents seeking voluntary, confidential mental health services may call the Behavioral Health Clinic at 346-286-3150 to schedule an appointment. The hours of operation are Monday – Friday from 0800-1600. Appointments are scheduled on a first come, first serve basis, or as determined by the BHD Director. 

1. Administrative Referrals. The HCSO Human Resources Division (HR) office provides supervisors with avenues to administratively refer employees for Fitness-for-Duty Evaluation (FFDE) or for mandated counseling, typically through insurance-provided Employee Assistance Program (EAP). Participation in appropriately referred services becomes a condition of continued employment. In some cases, employees may be able to elect to complete requirements (e.g., recommendations for follow-up counseling following a FFDE) through the BHD. With employee consent, the BHD can consult closely with HR, EAP, and HCSO-approved FFDE specialists. Please call 346-286-3150 with questions.

B. Critical Incident Services

1. Related to, or following, a critical incident as described in II.B. above, the Bureau/Division Commander may refer an employee or the employee may proactively request this assistance. If referring the employee, the Bureau/Division Commander (or duly designated representative) must first consult with authorized BHD staff to determine the appropriateness of referral.  This consultation is often accomplished at the scene of an incident (in-person if BHD staff are present, or by phone via the Emergency Dispatch Center (EDC), or during duty hours by calling 346-286-3150. Though encouraged, prior consultation is NOT required in the cases in which the appointment is mandated per HCSO policy, such as following a use of force resulting in death or serious bodily injury, or for those in select, high-exposure assignments.

2. The Bureau/Division commander must ensure the “Referral for Post-Critical Incident Notice” or “Administrative Leave/Duty Status/Referral for Post-Critical Incident Notice” (in cases in which the employee is placed on Administrative Leave or Duty Status pending the appointment) email is sent and signed as received by the employee, the Bureau/Division commander, the BHD Org Box, and the HCSO Risk Analyst. They can be found on the ‘Common Forms’ page of the HCSO Intranet. The form is NOT required for employees in select high exposure assignments, who are scheduled to complete these visits every two (2) years. 

3. The form above is to be emailed to the employee, and signed off by the Bureau/Division commander or his/her duly authorized representative, as soon as is feasible after the employee has been advised of this requirement. Those advising the employee of this requirement verbally should encourage the employee to make the appointment with BHD even prior to receipt of this letter, if appropriate, e.g., if they are at the scene or otherwise away from the office. In other words, although this documentation is required, the employee need not have it in hand to schedule an appointment and thus best facilitate an expeditious process.     

4. The BHD shall respond to these requests within twenty-four (24) hours—unless it is a weekend or holiday.

5. The appropriate Bureau/Division Commander will receive a notice of the completed counseling session, with written authorization from the employee.

C. Outreach/Prevention/Training.

The BHD Director coordinates outreach efforts with units and personnel, and via media such as email and social networking platforms, and the HCSO Public Affairs Division.

1. Academy and In-Service Training. BHD personnel coordinates with HCSO Academy Staff to teach elective and mandatory courses or portions of a course to classified peace officers, cadets, jailers, and/or professional staff in a variety of subject areas. BHD Staff are proactive with scheduling and curriculum development. Command Staff and Academy Staff are encouraged to reach out to the BHD at 346-286-3150 with requests for training on specific topics or subject matter.

2. Wellness Initiatives, Community Provider Engagement, and Peer Support Training. The BHD Director either coordinates or appoints a Behavioral Health Staff member (e.g, Suicide Prevention Program Manager, Peer Support Mental Health Director) to coordinate the outreach, training, and interventional elements of the above.

D. Crisis & Non-Crisis Consultations

1. Upon approval by the Bureau Commander, supervisors may send a request to the BHD to provide assistance and make recommendations in a crisis or non-crisis situation. During duty hours (0800-1600), staff can be reached at 346-286-3150.  BHD responds on call-out status 24/7, via the EDC.  Updates to the “On-Call” roster of BHD staff is provided to the EDC.

2. The BHD shall respond to non-crisis consultation requests within two (2) working days.

3. The appropriate Bureau or Division Commander will receive written or verbal feedback. 

IV. Records/Confidentiality

BHD records are patient records and are subject to federal and state requirements providing protection against the disclosure of confidential mental health records. Legal Services will receive all subpoenas for review and disposition.

Legal Services will receive all subpoenas for review and disposition.

Revision

This policy has been revised on the below listed dates:

August 27, 2021

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I. Purpose

This policy provides directives on transporting persons taken into custody prior to their booking or admission into a detention or medical facility. These directives provide for the safety and security of the detainee, the transporting personnel, and the public.

II. Policy

Public safety is the top priority of the Harris County Sheriff’s Office (HCSO).

With that in mind, employees are responsible for the care, custody, and control of persons they have detained. Employees must ensure any detainees being transported arrive safely at their destination.

III. Transport Procedures

A. Search

1. Before placing a detainee in a vehicle, an employee must:

a. Conduct a pat down search of the detainee, at the location of detainment, for weapons or contraband prior to placing the detainee in a vehicle; and

b. Search the vehicle prior to placing the detainee in the vehicle.

2. A pat down search for weapons or contraband must be done each time a different employee takes control of the detainee. Never assume someone else has searched a detainee.

3. Employees must search the vehicle again after transport to check if any items were left behind by the detainee.

4. A search should be conducted by an employee of the same sex if possible.

5. Every search must be performed in accordance with Policy #507 – Search Procedures.

6. Strip searches and body-cavity searches may not be performed except in accordance with Policy #507 – Search Procedures.

B. Transport Vehicles

Employees transporting a detainee must use a patrol vehicle or other vehicle authorized for transport use by the bureau or assignment.

1. Detainees must be sitting upright and seat-belted.

2. Detainees must be handcuffed behind their backs, with handcuffs double locked to prevent injury and escape, unless there is a justifiable reason to handcuff the detainee in front.

NOTE: For example, it may be justifiable to handcuff a detainee in front if the detainee is injured and placement of the detainee’s hands behind his or her back appears to cause an undue physical burden on the detainee.

3. Detainees should be placed in the backseat of the vehicle, unless otherwise authorized by a bureau’s standard operating procedures (SOP).

4. If there are multiple employees and the vehicle does not have a security divider between the front and rear seats, one employee may sit in the backseat beside the detainee with his or her weapon facing away from the detainee.

5. The sliding window to the security divider should remain closed.

C. Injured or Disabled Detainees

1. An employee may transport a detainee without a restraining device if:

a. The detainee is handicapped in a manner which makes the use of restraining devices impractical or unsafe, and

b. The detainee is not exhibiting a potential for violence or escape.

NOTE: A seatbelt must still be worn. If the detainee cannot be seat-belted due to an injury, the detainee should be transported by EMS or employees should consider taking another disposition, such as filing a to-be warrant.

2. Emergency medical services (EMS) must be notified if a detainee requires medical attention.

3. An employee must accompany and remain with a detainee who is taken to the hospital by EMS until:

a. The employee is relieved by another employee, or

b. Some other disposition is taken, such as a to-be warrant will be filed.

c. Detainees transported to a medical facility for an emergency detention order may be left at the facility once the facility advises that the detainee has been admitted into the facility.

4. If possible, an employee should not arrest an injured subject. In this case, an employee should gather the necessary information and file a to-be warrant.

IV. Restraining Devices

Employees may use additional restraining devices if a detainee becomes violent or poses an escape risk that cannot reasonably be contained with handcuffs alone.

A. Additional restraining devices may include:

1. Leg irons,

2. Waist chains,

3. Flex-cuffs, or

4. Hobble restraints.

NOTE: A hobble restraint may only be used to prevent a detainee from kicking.

B. Connecting hand and leg restraints of a restrained subject (i.e., hog-tying) is prohibited. See Policy #501 – Response to Resistance.

V. Supervision of Detainees

A. Employees must not allow a detainee to remain unattended or out of view.

B. Body-Worn Cameras (BWCs) and in-car video must be recording whenever a detainee is being transported, see Policy #618 – Body-Worn Cameras.

VI. Dispatch Notifications

A. When transporting a detainee, an employee must notify dispatch of:

1. The number of detainees,

2. The sex of the detainee,

3. Where the detainee is being transported,

4. Starting mileage of the transport vehicle, and

5. Ending mileage upon completion of the transport.

B. If an arrested detainee is being violent, advise dispatch to notify the Joint Processing Center (JPC).

VII. Primary Responsibility

A. When an employee is transporting a detainee, this becomes the employee’s primary responsibility.

B. An employee transporting a detainee will not respond to a call for service or initiate any other law enforcement activity until the transport is complete, unless:

1. The employee has supervisor approval, and

2. The employee observes a person in danger of imminent serious bodily injury or death, and immediate action is reasonably believed necessary, or

3. An “Assist the Officer” call for service is broadcast and the employee is within a reasonable proximity.

VIII. Transporting Groups

If three or more detainees need to be transported, advise a supervisor. The supervisor may contact the Transportation Division.

The Transportation Division will respond in accordance with their SOP.

IX. Arrival at JPC

Certain items may not be brought into JPC by anyone, including employees.

A. Firearms are prohibited inside of JPC.

1. Firearms should be secured in a vehicle or one of the available lockers before entering the intake door of JPC.

2. This must be completed prior to removing a detainee from the vehicle.

B. BWCs must stop recording at the door of JPC.

NOTE: BWCs are prohibited from recording inside of JPC except under special circumstances. See Body-Worn Cameras. JPC has its own camera system.

C. Inside of the intake area of JPC, restraints may be removed from a detainee.

D. Escort the detainee to the search wall to be searched.

E. Complete any necessary paperwork for the booking process.

F. Complete the Automated Fingerprint Identification System (AFIS) process.

NOTE: JPC staff will complete the AFIS process for inmates booked by HCSO deputies. However, deputies may also complete this process themselves.

G. Complete the District Attorney Intake Management System (D.I.M.S.) form.

H. Provide the required booking forms to the employee at the intake desk.

I. Advise the intake employee of any special concerns with the detainee, such as medical or mental health issues, or security risks presented by the detainee. This information is used solely for classification purposes and to provide any necessary treatment.

NOTE: Medical history is considered confidential information. Employees are reminded that the mishandling of confidential information is prohibited. See Policy #303 – Conduct Prohibited and Criminal Justice Command SOP #213 – Inmate Health Records / Confidentiality.

J. Once the intake employee accepts custody of the detainee, the employee has transferred custody of the detainee to JPC.

NOTE: Any transfer of custody of a detainee must be documented in a report.

X. Outlying Jails

The HCSO operates outlying jails which are used for the temporary detention of arrested detainees prior to transport to JPC.

A. Firearms must not be brought into any secured area of an outlying jail, e.g., holding cells.

B. Detainees must remain restrained until they are placed in a holding cell, however, restraints may be removed if it is required to complete the intake process, such as for AFIS.

C. Detainees must be searched upon arrival at the outlying jail and prior to being placed into a holding cell.

D. The employee assigned to conduct intake at the outlying jail is responsible for verifying any detainees brought to the outlying jail are eligible for booking.

E. The intake employee may deny booking of a detainee if a detainee is determined not eligible for booking into an outlying jail facility according to this policy and the Department Manual.

1. Arrested detainees who are injured, disabled, appear to have medical or mental health issues, or are under the care of a physician may not be transported to an outlying jail and must be taken directly to JPC in order to be examined by the medical staff on-duty.

NOTE: Medical history is considered confidential information. Employees are reminded that the mishandling of confidential information is prohibited. See Policy #303 – Conduct Prohibited and Criminal Justice Command SOP #213 – Inmate Health Records / Confidentiality.

2. Arrested detainees who are actively violent and attempting to escape must be taken directly to JPC.

3. If an arrested detainee cannot be booked into an outlying jail for any other reason, they must be taken to JPC.

F. If a detainee is accepted for booking into an outlying jail, an employee must complete the same forms as required for intake at JPC.

G. Outlying jails must operate consistent with the same standards as JPC.

1. Male, female, and juvenile detainees must be kept separate.

2. In case of a fire, emergency evacuation procedures will be conducted according to the HCSO’s fire suppression and escape plan.

XI. Escaped Detainee

An employee must immediately notify dispatch and an on-duty supervisor if a detainee escapes.

A. Provide dispatch with as much identifying information as possible, such as:

1. Height and weight,

2. Sex, age, race, and hair color,

3. Name and clothing description,

4. Direction of travel,

5. Possible weapons the detainee may have in their possession,

6. The offense for which the detainee is wanted, and

7. Any special considerations such as medical or mental health concerns.

B. A supervisor must:

1. Respond to the scene of the escape,

2. Coordinate search efforts for the escapee, and

3. Notify Watch Command and the Criminal Warrants Division.

C. An incident report must be completed and should explain how the escape occurred, as well as any other pertinent information.

XII. Revision

This policy has been revised on the below listed dates:

July 22, 2021

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Purpose

It is the purpose of this policy notify all employees of the rules and regulations related to the towing and storage of vehicles.

Policy

The Harris County Sheriff’s Office (HCSO) requires deputies to tow vehicles, ensuring the safe flow of traffic, preservation of evidence, and safe keeping following an arrest. Additionally, deputies may tow vehicles that are abandoned, have been ordered impounded or forfeited by a court, are stolen, or have had the serial number altered, obliterated, removed, or are considered contraband.

Legal References

Texas Transportation Code § 501.158 – Seizure of stolen vehicle or vehicle with altered serial number.

Texas Transportation Code § 545.305 – Removal of unlawfully stopped vehicle.

Texas Transportation Code § 548.603 – Fictitious or counterfeit inspection certificate or insurance document.

Texas Transportation Code § 601.261 – Impoundment of a motor vehicle.

Texas Transportation Code, Chapter 683 – Abandoned Motor Vehicles.

Code of Criminal Procedure, Article 18.16 – Preventing the consequences of theft.

Code of Criminal Procedure, Article 47.01 – Subject to order of court.

Code of Criminal Procedure, Article 59 – Forfeiture of Contraband

Recovery of Vehicles

Traffic Hazard

If a vehicle is determined to be a traffic hazard, it shall be removed as expeditiously as possible from the roadway. If no other means are available to remove the vehicle (i.e. push bars), the vehicle will be towed and impounded.

If the owner of the traffic hazard is present, he or she may contract with a tow truck of his or her choosing to remove the motor vehicle, provided this can be done more expeditiously than having a County permitted tow truck remove it.

Abandoned Motor Vehicle

A motor vehicle, suspected of being abandoned on a public highway or street, shall have an Abandoned Motor Vehicle Notice placed on it in a conspicuous location, not to impede the owner’s view. If the motor vehicle is not moved in a time proscribed by Chapter 683 of the Texas Transportation Code, the vehicle shall be towed and impounded.

Stolen Motor Vehicle

If a motor vehicle that is reported stolen is recovered, the deputy shall impound the motor vehicle and have it towed to an approved storage facility; or release it to the owner, as shown on the certificate of title, if said owner is present on the scene.

If a deputy locates a motor vehicle that has yet to be reported stolen, and has reasonable grounds to suspect the motor vehicle (i.e., motor running and ignition punched) to be stolen, he or she shall process the motor vehicle as a stolen motor vehicle as outlined above.

Vehicle Identification Number (VIN) altered, obliterated, or removed

If a VIN of a motor vehicle has been altered, obliterated, or removed, the motor vehicle shall be towed and impounded.

The deputy shall contact the Auto Theft Division and provide the case number and the location where the motor vehicle is stored so an investigator may inspect the motor vehicle and determine the VIN and ownership of the vehicle.

Custody Arrest

When a deputy makes a custody arrest of the operator of a motor vehicle, he or she shall do one of the following:

1. Release the motor vehicle to the owner; if
   • The owner is on the scene and not in custody; and
   • He or she has a valid certificate of title; or
   • A registration check shows that person to be the owner; and
   • The owner is not impaired, has a valid driver’s license in his or her possession, and can provide proof of financial responsibility for the motor vehicle in question; and
   • The vehicle is not an integral part of a criminal episode, or
2. Release the motor vehicle to a responsible adult at the request of the arrested person if:
   • The arrested person is the registered owner of the motor vehicle or has a valid certificate of title in his or her possession; and
   • He or she can provide proof of financial responsibility for the motor vehicle; and
   • The arrested person is not suspected of being impaired by alcohol or drugs; and
   • The person the motor vehicle is released to has a valid driver’s license.     

Evidentiary Impound

When a vehicle and/or property is towed and impounded for evidentiary purposes, the deputy shall:

Contact the appropriate investigator and advise he or she of the impound; and

Advise him or her of the location and phone number where the vehicle and/or property is stored at: (Fisher Road or Lockwood), and

Place a hold on the vehicle / property if so requested by investigator(s).

If a hold is placed, the name of the person authorizing the hold shall be noted on the wrecker slip; and

Documented in an appropriate report.

If the impound is pursuant to an investigation, and processing is required by the Crime Scene Unit, the deputy shall:

1. Place a hold on the vehicle/property, noting this  information on both the wrecker slip and in an appropriate report; and
2. Contact the Crime Scene Unit and advise he or she of:
   • The location and phone number where the vehicle/property is stored at; and
   • What processing needs are required.

Follow the towed vehicle from the point of removal (scene) to the place of storage for chain of custody purposes.

If the impound is pursuant to a hit and run crash investigation, a hold shall be placed on the vehicle for the Vehicular Crimes Division (V.C.D.), Hit & Run Unit.

Only the following personnel may release a Hit & Run hold:

1. Hit & Run Investigator;
2. Vehicular Crimes Division (V.C.D.) Supervisor;
3. The original reporting deputy, or his or her supervisor, if said deputy elected to conduct the follow-up investigation.

If a vehicle is towed by the HCSO and a “hold” is placed on that vehicle, the hold shall automatically expire after five (5) days, excluding weekends and holidays.  For the hold to be released prior to the five (5) days or extended beyond the five (5) days, the storage facility must receive a signed letter on letterhead in person or by fax and the letter must contain the following:

1. Identity of the person releasing or extending the hold.
2. The division and telephone number of that person.
3. Length of the extension of the hold.

Each additional hold shall expire within the stated time unless another extension is received in the same manner containing the same information.

If an outside law enforcement agency requests a vehicle to be towed and held as evidence, the deputy shall place a hold on the vehicle for the agency requesting the hold.  The deputy shall then contact the Message Center to ensure that a teletype is sent to the law enforcement agency, advising that the vehicle has been recovered and the location where the vehicle is stored.

If the evidence is perishable, the deputy shall ensure that the vehicle/property is towed by a company with dry, covered storage.

A Hold Release form shall be received by the storage lot before a hold can be released.

Holds may only be released in writing.

The form may be delivered by hand, facsimile transmission, or other electronic means of document transfer.

When releasing any hold, the deputy shall document this in a supplement report.

No Valid Operator’s License/No Proof of Financial Responsibility

In the event a deputy issues citations for no Operator’s License AND no proof of financial responsibility as outlined in Patrol S.O.P. Policy #404 Traffic Citations, he or she may tow the violator’s vehicle. If a deputy elects to tow the violator’s vehicle, he or she must comply with the following:

The deputy shall provide transportation for the driver and all occupants to a place of safety, i.e. residence, substation, open restaurant or similar open public business.

The deputy may not leave the violator or any occupant(s) on the side of the roadway or utilize a wrecker service for transportation unless specifically requested by the violator and/or occupant(s).

The disposition of the violator and any occupants shall be documented in the deputy’s MFR  report.

Special Circumstances

In the event a suspect’s vehicle was towed, and he or she is later released with no criminal charges being filed, the deputy shall arrange for the return of the vehicle at no cost to the individual. This section DOES NOT apply to suspects arrested and later released under Department Policy #512 – First Chance Intervention Program or similar Intervention programs.

If a tow company requires payment for the tow, the deputy shall submit a copy of the tow bill along with a letter of explanation to his or her immediate supervisor.

The deputy’s immediate supervisor shall forward a request for payment through his chain of command along with the tow bill and letter of explanation.

If the vehicle was released to a third party at the scene of the arrest, the deputy shall provide transportation to:

1. The individual’s residence; or
2. Where the individual’s vehicle is currently located; or
3. To a reasonable location at the request of the individual.

Deputies may request a wrecker for other special purposes if the need arises. Example of a special purpose would be a lockout or where a winch is required.

Court Order

If a motor vehicle is ordered impounded under Texas Transportation Code § 601.261, the deputy shall not tow the motor vehicle until determining that he or she has in his or her possession either the original copy, or a certified copy, of the court order instructing the Sheriff to impound the motor vehicle.

A junked vehicle, as defined by Texas Transportation Code §683.071, shall only be removed by court order. If a court orders a junked vehicle removed, the deputy shall not tow the junked vehicle until determining that he or she has in his or her possession either the original copy, or a certified copy, of the court order showing that the junked vehicle is to be removed.

If a motor vehicle is ordered forfeited under Texas Transportation Code Chapter 704 and/or pursuant to Article 59 of the Texas Code of Criminal Procedure, the deputy shall not tow the motor vehicle until determining that he or she has in his or her possession either the original copy, or a certified copy, of the court order showing the motor vehicle is forfeited to Harris County, Texas.

Whenever a vehicle is towed pursuant to a court order, the deputy towing the vehicle shall forward the court order and a copy of the wrecker slip to the Vehicular Crimes Division (V.C.D.), Towing and Storage Unit, within three (3) days.

Contraband

When any motor vehicle is seized as contraband, pursuant to Article 59 of the Texas Code of Criminal Procedure, it shall be towed and impounded. A hold shall then be placed on the motor vehicle for the Asset Forfeiture Unit. The deputy towing the motor vehicle is responsible for contacting the Asset Forfeiture Unit [email protected]  within 24 hours in order to file a seizure for the property. [Dept. Policy 613 – Asset Seizure, Forfeiture, and Disposition of Contraband Property]

Private Property

The HCSO does not authorize private property tows. Towing from private property is at the discretion of the vehicle owner/operator, the property owner or his or her representative.

Examples:

A crash occurs in a parking lot and a vehicle is left non-operational, if the owner/operator of the vehicle does not request it be towed then it is to remain on the property. The deputy should note in the report (if a report is made) and/or on the “call slip”, the name of the owner and location the vehicle was left.

A crash occurs on the public roadway and is moved to private property by the owner/operator. The deputy should take the same action as above.

A deputy responds to a call of a suspicious and/or abandoned vehicle on private property, unless computer checks of the subject vehicle identify it as a stolen or the subject of another criminal incident, it will be left on the property.

The above scenarios do not apply to vehicles which need to be towed for evidentiary and/or investigative purposes.

Heavy Duty Tow Trucks

When a deputy arrives on a scene where a heavy-duty tow truck is required, he or she shall contact the operator of the vehicle, if practical, and inquire if:

The operator has a heavy-duty tow truck enroute; and

The estimated time of arrival of the heavy-duty tow truck.

If the estimated time of arrival exceeds forty-five (45) minutes, then the deputy shall instruct the operator to disregard his or her tow truck. The deputy shall then contact Dispatch and request that a County permitted heavy-duty tow truck be dispatched to the scene.

Once a heavy-duty tow truck has been contacted by Dispatch, and Dispatch advises that the heavy-duty tow truck is enroute, no other heavy-duty tow truck will be allowed to tow the vehicle.

If circumstances dictate that a County dispatched heavy-duty tow truck is no longer needed, the deputy shall immediately notify Dispatch to contact the towing company and disregard the heavy-duty tow truck.

If a County dispatched heavy-duty tow truck has not arrived within 45 minutes of the time Dispatch advises it is enroute, the deputy shall contact the Vehicular Crimes Division (V.C.D.), Towing and Storage Unit, at the earliest opportunity to report a violation of the County Ordinance.

Documentation and Notifications

Required forms

When a vehicle is towed for any reason, the deputy shall complete a wrecker slip.

The deputy shall generate appropriate reports relating to towing a vehicle.

Notification

When a motor vehicle is towed as a traffic hazard, an abandoned motor vehicle, a recovered or suspected stolen motor vehicle, involving crash scenes, or for evidentiary purposes, the deputy shall contact the Message Center at (346) 286-2151 within 1-hour of towing any vehicle and report the following information to the clerk/or Communications Officer on duty:

1. Name of the deputy who impounded the motor vehicle;
2. Description of the motor vehicle;
3. Location the motor vehicle was towed from;
4. Location and phone number where the motor vehicle is stored at;
5. Condition of the motor vehicle;
6. Chip number of the tow truck that towed the vehicle; and
7. If there is a hold on the vehicle.

Wrecker Slip Storage

The deputy shall turn in all completed wrecker slips prior to the end of their shift unless otherwise authorized by a supervisor. All completed wrecker slips shall be maintained at the District Substations or designated Patrol Facility (office) and forwarded weekly to the Harris County Communications Division and maintained there until the end of the calendar year.

After being maintained at the Message Center, all wrecker slips shall be sent to record archives in accordance with HCSO procedures.

Revision:

This policy has been revised on the below listed dates:

September 2010                  July 17, 2018

November 5, 2013               October 26, 2018

September 23, 2014            June 28, 2021

September 17, 2015

October 23, 2015

March 10, 2016

March 10, 2017

August 14, 2017

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I. Purpose

This policy provides directives for employees of the Harris County Sheriff’s Office (HCSO) in the event they are under investigation for a criminal offense, arrested, charged, or convicted thereof.

II. Policy

In order to merit and maintain the public’s trust, it is the policy of HCSO to demonstrate integrity. It is against the policy of HCSO to be arrested, charged, indicted, convicted, or found to have willfully violated any federal statute, state law, or local ordinance, except minor traffic offenses that are resolved in accordance with the manner prescribed by the overseeing court.

III. Procedures

A. Whenever an employee is detained by a law enforcement agency, they must identify themselves as an employee of HCSO.

B. An employee must then immediately:

1. Notify a supervisor if they are arrested or charged with any criminal offense, excluding minor traffic citations,

2. Notify a supervisor if they receive an indictment, and

3. Notify a supervisor of the disposition of the case once it has concluded.

C. Failure to notify a supervisor will result in termination.

D. Employees arrested or indicted will be relieved of duty at the point of arrest or indictment.

E. If the arrest is for DWI, the employee will immediately be relieved of duty. If the employee’s blood alcohol content is found to be over the legal limit, they will be terminated.

F. Employees convicted of anything greater than a Class C Misdemeanor will be terminated.

IV. Supervisory Responsibilities

A. The supervisor must notify the Sheriff, or his or her designee, in writing through the chain of command within 24 hours upon learning that:

1. An employee has been named as a defendant in a criminal action,

2. An employee is the subject of a criminal investigation being conducted by a law enforcement agency other than HCSO, or

3. An employee has received any criminal citation, including, but not limited to, a citation or warrant issued for any misdemeanor offense.

Revision

This policy has been revised on the below listed dates:

June 15, 2021

March 31, 2025 (Technical Changes)

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I. Purpose

This policy establishes directives for recognizing, reporting, and handling sexual misconduct incidents involving employees.

II. Definitions

Sexual Harassment: Sexual harassment is prohibited. Sexual harassment refers to unwelcomed sexual advances, requests for sexual favors, or other verbal or physical conduct of a sexual nature, submission to which is made a term or condition of a person’s exercise or enjoyment of any right, privilege, power, or immunity, either explicitly or implicitly. Tex. Pen. Code § 39.03(c)

1. Making an employment decision as a result of a person submitting to, or rejecting, sexual harassment is prohibited.
2. Unwelcome conduct which unreasonably interferes with a person’s work performance, or creates an intimidating, hostile, or abusive work environment is prohibited.
3. Romantic relationships between supervisors and those under their supervision are presumed to be coercive and may be deemed sexual harassment. Employees must comply with Policy #248 – Supervisor-Subordinate Relational Disclosure to avoid this outcome.

Other Sexual Misconduct: Any welcome or unwelcome sexual advance, request, or activity, verbal or physical, is prohibited while on-duty. These actions are also prohibited while off-duty if they adversely affect the HCSO or are in violation of law.

III. Policy

The Harris County Sheriff’s Office (HCSO) is committed to providing a workplace free from sexual misconduct. Sexual misconduct committed by members of the HCSO may constitute a violation of state and federal law. Every allegation of sexual misconduct will be thoroughly investigated, and those allegations found to be credible will result in prompt and appropriate disciplinary action.

IV. Procedure

A. The following non-exhaustive list provides examples of potential sexual misconduct prohibited by this policy:

1. Sexual pranks, or repeated sexual teasing, jokes, or innuendo, in person or via any other form of communication;
2. Verbal abuse of a sexual nature;
3. Touching or grabbing of a sexual nature;
4. Repeatedly standing too close to or brushing up against a person with the intent to receive sexual gratification;
5. Repeatedly asking a person to socialize during off-duty hours when the person has refused or indicated they are not interested (supervisors in particular should be careful not to pressure their employees to socialize);
6. Giving gifts or leaving objects that are sexually suggestive;
7. Repeatedly making sexually suggestive gestures;
8. Making or posting sexually demeaning or offensive pictures, cartoons or other materials in the workplace; and
9. Off-duty, unwelcome conduct of a sexual nature that affects the work environment.

NOTE: A victim of sexual harassment can be any gender. The victim can also be of the same sex as the harasser. The harasser can be a supervisor, co-worker, or non-employee who has a business relationship with the HCSO.

V. Reporting Requirements

A. Any employee made aware of a violation of this policy must immediately report the violation to their supervisor.
B. If the violation involves a supervisor, the employee may notify any other supervisor and is not required to follow the chain of command.
C. The notified supervisor will immediately contact the Internal Affairs Division (IAD) who will initiate an investigation in accordance with the Department Manual.
D. The supervisor of the accused employee will not attempt to resolve a complaint of this nature with the victim, and is required to make immediate contact with the IAD on how to proceed.
E. Having knowledge of an incident in violation of this policy, and failing to report it in accordance with this policy, will constitute a violation of this policy.
F. The HCSO is committed to take action if it learns of possible sexual harassment or misconduct, even if the victim does not wish to file a formal complaint.

VI. Disciplinary Action

Any violation of this policy will result in disciplinary action up to and including termination, as well as referral for possible prosecution.

VII. Training

Employees will receive annual training on this policy and demonstrate their knowledge and understanding thereof.
A. A copy of this policy will be issued to each employee during the training.

B. Training will be documented, and records maintained by the HCSO Academy.

Revision

This policy has been revised on the below listed dates:

April 21, 2009
November 30, 2017
June 15, 2021
February 03, 2025 (Technical changes)
March 04, 2025 (Technical changes)

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I. Purpose

The purpose of this policy is to ensure that Department personnel understand the needs and rights of persons experiencing homelessness and to establish procedures to guide deputies during contacts with these individuals, whether consensual or for law enforcement purposes.

II. Definitions

Cite and Release – A program that allows deputies to ticket low-level offenders instead of arresting them.

Community Outreach – The proactive engagement and interaction with persons experiencing homelessness, with the goal of connecting them with our community partners.

Community Partners – An organized group or organization designed to provide housing, nutrition, medical care, psychological care or vocational training to persons experiencing homelessness.

Homeless Population – For purposes of this policy, the terms “homelessness,” “homeless,” “homeless individual,” and “homeless person” shall refer to the following:

A. An individual or family who lacks a fixed, regular, and adequate nighttime residence;

B. An individual or family with a primary nighttime residence that is a public or private place not designed for, or ordinarily used as, a regular sleeping accommodation for human beings (including a car, park, abandoned building, bus or train station, airport, or camping ground);

C. An individual or family living in a supervised publicly or privately operated shelter designated to provide temporary living arrangements (including hotels and motels paid for by federal, state, or local government programs for low-income individuals or by charitable organizations, congregate shelters, and transitional housing).

III. Policy

The Harris County Sheriff’s Office is committed to responding to incidents involving persons experiencing homelessness with the foremost regard for the preservation of human life and the safety of all persons involved. It is the Department’s policy to develop, implement, and incorporate policies, procedures, and strategies to enable Department members to safely resolve incidents involving persons experiencing homelessness without the use of force or arrest, whenever possible, and to refer homeless persons to community homeless service providers or other resources as appropriate. As always, the HCSO will not violate an individual’s constitutional rights.

An individual’s housing status is not a sufficient basis to justify a lawful detention or arrest.  All detentions and arrests must be based on applicable local, state, and federal laws.

A. Facilities and Resources

1. Homeless Outreach Team (HOT)

The Harris County Sheriff’s Office has full-time teams that proactively seek contact with persons experiencing homelessness. This effort is not designed to take enforcement action against these individuals but rather to inform them of the available social services and to encourage them in such services.

Each patrol district has a team assigned to that geographical area. Patrol deputies may contact the team assigned to their patrol district through Dispatch or by email at [email protected].

2. Houston Recovery Center

If intoxicated on any substance

Houston Recovery Center

150 North Chenevert Street

Suite 100

Houston, TX 77002

3. Judge Ed Emmett Mental Health Diversion Center

If diverting from jail for low-level offenses such as trespassing, minor theft of food because they are hungry, etc.

Judge Ed Emmett Mental Health Diversion Center

 6160 S Loop E Freeway

 Houston, TX 77087

4. Star of Hope Mission- Women and Family Emergency Shelter

Star of Hope-Women and Family Emergency Shelter

419 Dowling St.

Houston, TX 77002

713-222-2220

5. Star of Hope Mission- Doris and Carlos Morris Men’s Development Center

Star of Hope Mission- Doris and Carlos Morris Men’s Development Center

1811 Ruiz St.

Houston, TX 77002

713-227-8900

6. Star of Hope Mission for Women

Star of Hope Mission

2575 Reed Rd.

Houston, TX 77051

713-222-2220

7. Salvation Army- Men

Salvation Army- Men

1717 Congress

Houston, TX 77002

713-223-8889

8. Salvation Army- Women

Salvation Army- Women

1603 McGowen

Houston, TX 77002

713-650-6530

B. Procedures: Responding to Persons Experiencing Homelessness

Deputies are encouraged to contact persons experiencing homelessness for purposes of rendering aid, support, and for community-oriented policing purposes. Nothing in this policy is meant to dissuade a deputy from taking reasonable enforcement action when facts support a reasonable suspicion of criminal activity. However, when encountering a person experiencing homelessness who has committed a nonviolent misdemeanor, and continued freedom is not likely to result in a continuation of the offense or a breach of the peace, deputies are encouraged to consider long-term solutions to problems that may relate to these individuals, such as the Ed Emmett Mental Health Diversion Center, NeuroPsychiatric Center, Cite and Release program, Houston Recovery Center, shelter referrals, and counseling in lieu of physical arrest.

Deputies should provide persons experiencing homelessness with resource and assistance information listed in the Facilities and Resources section above whenever it is reasonably apparent such services may be appropriate.

Deputies may transport persons experiencing homelessness to a shelter when the person accepts such a referral.  The individual will be searched for weapons and/or contraband before being transported.  Safety belts will be fastened and used as designed by the vehicle manufacturer before the vehicle is set in motion.

1. Requests for Identification

Requests for identification made to a person experiencing homelessness shall be subject to the same legitimate law enforcement requirements as are applicable to such requests when made to any other person, but with sensitivity to the special needs and circumstances of the individual situation.

Requests or demands for identification shall be made only with good cause.  Requests for identification shall not be made pursuant to casual contact with persons experiencing homelessness.

When a person who appears to be experiencing homelessness is unable to produce a valid form of identification, the deputies shall not penalize the person for failing to produce the requested identification.

All persons’ subject to arrest or citation must be positively identified by deputies, whether or not a person can produce a valid identification.

Deputies may assist persons experiencing homelessness with obtaining an identification card by contacting the Homeless Outreach Team assigned to their patrol district through Dispatch or by email at the following address: [email protected]

2. Personal Property

The personal property of persons experiencing homelessness must not be treated differently than the property of other members of the public. Deputies should use reasonable care when handling, collecting, and retaining the personal property of persons experiencing homelessness and should not destroy or discard the personal property. When a person experiencing homelessness is arrested or otherwise removed from a public place, deputies should make reasonable accommodations to permit the person to lawfully secure his/her personal property. Otherwise, the arrestee’s personal property should be collected for safekeeping.

Items which may be considered personal property include radio, small audio and video equipment, cell phones, medication, personal papers, photographs, books or other reading materials, luggage, backpacks, clothing, shoes, toiletries and cosmetics, clocks and watches, eye glasses, bed rolls and pillows (if not soiled with urine or fecal matter). 

Refuse or items which represent a health and safety hazard may be disposed of immediately.  Soiled items (food, urine, or fecal matter) and perishables will not be retained. Such items include, but are not limited to, paper refuse, food remains, empty glasses, bottles, or cans.  Towels, clothing, blankets and pillows soiled with urine, food or fecal matter will not be retained.  Deputies are not responsible for taking custody of mattresses.

Any property belonging to persons experiencing homelessness, that is removed for safekeeping purposes, discarded for health and safety reasons, and/or left at the scene due to size (mattresses, furniture, etc.) will be documented in an offense report.

3.  Animals

Persons experiencing homelessness often become very attached to their animals. If it is necessary to take an animal from a person experiencing homelessness, explain the reason for having to remove the animal and provide the person with information on how to retrieve his/her animal. Deputies removing any animal from a person experiencing homelessness will document this in an offense report.

Harris County Animal Control shall be contacted for situations involving the animals of persons experiencing homelessness through dispatch or directly at:

Harris County Public Health & Environmental Services (Animal Control)

612 Canino Rd.

Houston, TX 77076

4. Cleanup

All homeless encampment cleanup operations will be coordinated through the Homeless Outreach Team. Deputies who encounter unattended encampments, bedding, or other personal property in public areas that reasonably appear to belong to a person experiencing homelessness, should not remove or destroy such property and should inform the Homeless Outreach Team if such property appears to involve a trespass, is a blight to the community, or is the subject of a complaint.

5. Ecological Issues

Sometimes homeless encampments can affect the ecology and natural resources of the community and may involve criminal offenses beyond mere littering. Deputies are encouraged to notify other appropriate agencies or departments when a significant impact to the environment has or is likely to occur. Significant impacts to the environment may warrant a crime report, investigation, supporting photographs and supervisor notification.

6. Statistical Reporting

Homelessness is one of the most important criminal justice issues of our day. Two mandatory check boxes were added to the Superion RMS program for clearing all calls on the MDT (Superion release July 2020). These check boxes ask if the call involved anyone with a mental health issue and/or anyone who is experiencing homelessness.

Deputies not able to clear a call via the MDT (no access, equipment failure, etc.) may request dispatch to clear the call by disposition. In these situations, it is the deputy’s responsibility to provide information essential to closing out the call. This includes the answers to these two check boxes.

References

Department Policy

#513 – Mental Health Diversion Center

#511 – Responding to Individuals in Behavioral Crisis

#515 – Cite and Release

Patrol SOP

#209 – Crisis Intervention/Mentally Disturbed Persons

#221 – Public Intoxication – Houston Center for Sobriety

#227 – Clinician & Officer Remote Evaluation (CORE) Telehealth Program

Revision

This policy has been revised on the below listed dates:

March 25, 2021

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I.             Purpose

The purpose of this policy is to provide Department employees with the guidance necessary to perform department operations decisively, consistently, and legally when responding to individuals in behavioral crisis.

II.           Definitions

Apprehension by Peace Officer Without Warrant – If a person is having a mental health crisis and police are called to the scene, a peace officer may take the person into custody if the person’s behavior indicates severe emotional distress or deterioration of a mental condition and the peace officer believes the person presents a substantial risk of serious harm to himself or others. The officer will transport the individual to a mental health facility or to the nearest hospital emergency room for a mental health evaluation. This is referred to as an emergency detention. [Texas Health & Safety Code, Section 573.001]

Behavioral Crisis – A situation where an individual’s safety and health are threatened by behavioral health challenges, to include mental illness, substance abuse, medical conditions, situational stress, and developmental disabilities. A crisis can involve an individual’s perception or experience of an event or situation as an intolerable difficulty that exceeds the individual’s current resources and coping mechanisms and may include unusual stress in their life that renders them unable to function as they normally would, which may make them a danger to self or others.

Behavioral Health – The term “behavioral health” in this context means the promotion of mental health, resilience and wellbeing; the treatment of mental and substance use disorders; and the support of those who experience and/or are in recovery from these conditions, along with their families and communities.

Clinician and Officer Remote Evaluation (CORE) Program – An innovative, award winning program connecting a patrol deputy in the field with a clinician from The Harris Center for Mental Health and Intellectual and Developmental Disabilities (IDD) via a computer tablet.

Consumer – A person with mental illness.

Crisis Intervention Response Team (CIRT) – Detentions – A sub-unit of the Detentions Mental Health Unit (MHU) comprised of those personnel assigned the duty of responding to a MHU call-out of an inmate in behavioral crisis. CIRT assists department detention personnel with contacts involving individuals in behavioral crisis; provides intervention, referral, or placement for a person in behavioral crisis; and assists the Special Operations Response Team with cell extractions. CIRT is the jail’s highest-level response to individuals in behavioral crisis.

Crisis Intervention Response Team (CIRT) – Patrol – A co-responder unit pairing a CIT trained deputy with a masters-level clinician from our local mental health authority, The Harris Center for Mental Health and IDD. These teams respond to situations involving persons who may be experiencing a behavioral health crisis.

Crisis Intervention Training (CIT) – National best practice scenario-based training developed by the Memphis (TN) Police Department for law enforcement first responders. The course contains information on the major mental illnesses and communication/de-escalation techniques that are proven to help first responders safely resolve situations involving individuals in crisis due to mental illness, substance use, and other psychosocial issues.

Crisis Intervention Trained (CIT) Member – A deputy or detention officer who has successfully completed a TCOLE 40-hour Mental Health Peace Officer/CIT course.

De-escalation Tactics and Technique –  Actions used, when safe and feasible without compromising law enforcement priorities, that seek to minimize the likelihood of the need to use force during an incident and increase the likelihood of voluntary compliance.

Department – Harris County Sheriff’s Office.

Detentions Mental Health Unit – A unit in detentions housing inmates with serious mental illness. The unit is staffed by department personnel and staff from The Harris Center for Mental Health and IDD.

Developmental Disability – Having a physical or mental impairment (such as autism, cerebral palsy, or spina bifida) that becomes apparent shortly after birth or during childhood and delays, limits, or prevents the progression of normal development (as in language, learning, or mobility).

Elope – To abscond, depart, leave, or walk away.

Emergency Medical Treatment and Labor Act (EMTALA) – A federal statute that governs when and how a patient may be refused treatment or transferred from one hospital to another when he/she is in an unstable condition.

Impact Device – Less-lethal force device which functions by means of physical contact and may include batons and special munitions.

Judge Ed Emmett Mental Health Diversion Center – A pre-arrest, pre-charge alternative to incarceration for individuals with a mental illness, developmental disability or neurocognitive disorder who have committed non-violent, low level offenses.

Less-Lethal Munitions – Designed to cause blunt trauma at extended distances. By design and application, less-lethal munitions are used to control subjects with less potential for causing serious bodily injury or death than standard firearm projectiles.

Mental Health Resource Sheet – A list of mental health resources provided to consumers, family members, and other members of the public. The Mental Health Resource Sheet can be found on the Department’s intranet under the Common Forms tab.

Mental Illness – An impairment of an individual’s normal cognitive, emotional, or behavioral functioning, caused by physiological or psychosocial factors. A person may be affected by mental illness if he or she displays an inability to think rationally (e.g., delusions or hallucinations); exercise adequate control over behavior or impulses (e.g., aggressive, suicidal, homicidal, sexual); and/or take reasonable care of his or her welfare with regard to basic provisions for clothing, food, shelter, or safety.

NeuroPsychiatric Center (NPC) – A psychiatric emergency center operated by The Harris Center for Mental Health and IDD. The NPC is not a hospital and does not accept mental health consumers with serious medical conditions.

Notification of Emergency Detention – The state-approved form used by Texas peace officers to bring a person in a mental health crisis to a facility to be evaluated. [Texas Health & Safety Code, Section 573.001]

Offender – A person with mental health issues who is also being charged with a crime.

Premise History – Information connected to a specific address that may be of interest to responding deputies.

Psychosocial Issue – The psychological and social factors that influence mental health. Social influences such as peer pressure, parental support, cultural and religious background, socioeconomic status, and interpersonal relationships all help to shape personality and influence psychological makeup.

Receipt and Notice of Rights for Seized Firearms – A form that is provided to the person whose firearm is seized when that person is taken into custody for an emergency detention. This form can be found on the Harris County Sheriff’s Office Intranet under the Common Forms tab.

Tactical Disengagement – The decision to leave, delay contact, delay custody, or plan to make contact at a different time and under different circumstances. This tactic should be considered when continued contact may result in an undue safety risk to the person, the public, and/or agency members.

The Harris Center for Mental Health and IDD – The state designated local mental health authority for Harris County which provides assistance to persons who may suffer from mental illness or developmental disabilities.

Triage/Diversion Desk – Located in the Joint Processing Center (JPC), the Triage/Diversion desk works to divert persons with mental impairments from the criminal justice system into treatment services.

Unlawful Elopement – To elope in violation of a civil or criminal legal/commitment status.

Victim – A person with mental health issues who is not being charged with a crime, e.g., a person in custody for emergency detention, a person being brought voluntarily to a mental health facility.

III.          Policy

The Harris County Sheriff’s Office is committed to responding to incidents involving individuals in behavioral crisis with the foremost regard for the preservation of human life and the safety of all persons involved. It is the Department’s policy to develop, implement, and incorporate mental health training and strategies to enable employees to safely resolve incidents involving people in behavioral crisis without the use of force, whenever possible, and to refer persons in crisis to community mental health service providers or other resources as appropriate.

A.           Facilities

Ben Taub Hospital

Ben Taub Hospital

1504 Taub Loop

Houston, TX 77030

Individuals exhibiting mental health crisis AND who have a medical condition may be brought to Ben Taub Hospital.

Judge Ed Emmett Mental Health Diversion Center

Judge Ed Emmett Mental Health Diversion Center

6160 S Loop E Freeway

Houston, TX 77087

Harris County’s pre-charge jail diversion facility. For offenders committing low-level, non-violent offenses when it is believed mental illness and/or psychosocial issues were a factor in the commission of the crime.

Michael E. DeBakey VA Medical Center

Michael E. DeBakey (VA) Medical Center

2002 Holcombe Boulevard

Houston, TX 77030

Prior to transporting any person for a mental health evaluation, deputies should inquire if the person is a military veteran. Veterans in crisis are accepted at the VA Medical Center for either voluntary or involuntary treatment.

NeuroPsychiatric Center (NPC)

NeuroPsychiatric Center (NPC)

1504 Taub Loop

Houston, TX 77030

The NPC is an emergency mental health crisis center, not a medical facility. Persons requiring medical attention shall not be taken to this facility.

B.           Procedures for Responding to Individuals in Behavioral Crisis: Emergency Communication Division

Emergency Communications call takers ask all callers if they, the caller, believes the call involves a person in behavioral crisis. If the answer is yes, dispatchers make every attempt to dispatch the call to a CIT trained deputy, CORE deputy, or patrol CIRT unit.

It is essential that calls involving persons in behavioral crisis are properly categorized and dispatched and that sufficient information is provided to responding patrol deputies. This includes information such as diagnosis, medication(s), threatening behavior, and/or weapons (if available).

If available, CIRT-Patrol teams should be dispatched to special threat situations, hostage/crisis negotiations, barricaded individuals, persons with suicidal/homicidal ideation, and other calls with a behavioral health component.

A premise history shall not be placed on a location solely because a person has a mental illness. If, however, there is reason to believe the person poses a safety risk to responding deputies or others due to his/her mental illness or behavioral crisis, then a premise history shall be completed.

Requests for premise histories are emailed to UnitNumbers (HCSO) Monday through Friday 8 am to 4 pm at: [email protected] and to EDC Watch Command, (HCSO) EDC Watch Supervisors after 4 pm and on weekends at: [email protected]. Personnel emailing a request for a premise history must include their supervisor in the email communication.

C.           Recognizing Abnormal Behavior

Only trained mental health professionals can diagnose mental illness, and even they may sometimes find it difficult to make a diagnosis. Department employees are not expected to diagnose mental or emotional conditions, but are expected to recognize behaviors that are indicative of persons affected by mental illness or in behavioral crisis, with a special emphasis on those that suggest potential violence and/or danger.

D.           Procedures for Responding to Individuals in Behavioral Crisis: Assessing Risk

Department employees will assess risk to themselves, the involved person, and others in determining a course of action. Many persons affected by mental illness or in crisis are not dangerous and some may only present dangerous behavior under certain circumstances or conditions. Employees may use several indicators to assess whether a person in crisis represents potential danger to themselves, the employee, or others. These include the following:

1.            The availability of weapons.

2.            Threats of harm to self or others or statements by the person that suggest they are prepared to commit a violent or dangerous act.

3.            Personal history that reflects prior violence under similar or related circumstances.

4.            The amount of self-control the person exhibits, particularly the amount of physical control over emotions such as rage, anger, fright, or agitation.

5.            Indications of substance use, as these may alter the individual’s self-control and negatively influence an employee’s capacity to effectively de-escalate.

6.            Aggressive behaviors such as advancing on or toward an employee, refusal to follow directions or commands combined with physical posturing and verbal or non-verbal threats.

7.            A person in crisis may rapidly change his/her presentation from calm and command-responsive to physically active.

E.            Procedures for Responding to Individuals in Behavioral Crisis: Employee Response

When responding to persons exhibiting symptoms of mental illness or behavioral crisis, Department employees shall consider the following actions to manage the situation for the safety of all at the scene:

1.            Attempt to arrive at the scene with a coordinated approach based upon initial information and any pre-existing knowledge of the individuals involved.

2.            Dispatchers shall make every attempt to dispatch a deputy or supervisor equipped with a 40 MM Less-Lethal Launcher to all calls involving a person with a weapon, other than a firearm.  Dispatchers should attempt to identify the closest 40 MM Less-Lethal Launcher equipped unit; however, a unit from any district may be dispatched to the scene if necessary.  If the call taker was not provided with this information, the on-scene deputy or supervisor shall notify dispatch of the situation and request a unit equipped with a 40 MM Less Lethal Launcher be dispatched to the scene.

3.            Take time if immediate action is not required. Time gives Department employees the opportunity to communicate with the individual, refine plans, and call for additional resources, if necessary.

4.            Take steps to calm the situation. Where possible, eliminate emergency lights and sirens, disperse crowds, and assume a quiet and non-threatening manner when approaching or conversing with the person.

5.            Move slowly. Do not excite the disturbed person. Provide assurance you are there to help and that the person will be provided with appropriate care.

6.            The dynamic nature of most incidents will require plans to be flexible, and responders will need to adapt their plan(s) as additional information or factors become known.

7.            Evaluate the nature of the situation and the necessity for intervention or other referral. Continually assess the situation as circumstances change and new information is received.

8.            Communicate with the person in an attempt to determine what is bothering him/her. Relate concern for his or her feelings and allow the person to express his/her feelings. Where possible, gather information on the person from acquaintances or family member and/or request professional assistance, if available and appropriate, to assist in communicating with and calming the person.

9.            Do not threaten the person with arrest or in any other manner, as this will create additional fright, stress, and potential aggression.

10.         Avoid topics that may agitate the person and guide the conversation toward subjects that help bring the person back to reality.

11.         Always attempt to be truthful. If the person becomes aware of deception, he or she may withdraw from the contact in distrust and may retaliate in anger.

12.         If the individual is failing to comply with orders, attempt to determine whether the individual’s lack of compliance is a deliberate attempt to resist or an inability to comprehend the situation due to environmental, physical, cognitive, or other conditions.

13.         Evaluate the need for assistance from individuals with specialized training in dealing with mental illness or crisis situations (e.g., Crisis Intervention Response Team – Patrol, Crisis Intervention Response Team – Detentions, CORE deputy, supervisor, behavioral health professional, medical personnel, etc.).

14.         Once a patrol scene is stabilized, the on-scene deputy may request the Crisis Intervention Response Team (CIRT) – Patrol. If available, CIRT – Patrol will be dispatched and will provide assistance, direction, and guidance. Scenes CIRT – Patrol responds to the following: special threat situations, hostage/crisis negotiations, barricaded persons, calls involving individuals with suicidal/homicidal ideation, and other calls with a behavioral health component.

15.         If intervention is necessary, evaluate the need to utilize additional cover officers and the ability to notify and/or utilize a supervisor.

16.         If custody is necessary, develop and communicate a tactical plan taking advantage of the most effective options that may safely resolve the incident.

17.         If custody is not necessary, and the person could benefit from behavioral health services, the deputy should provide the Mental Health Resource Sheet to consumers, family members, and other members of the public. The Mental Health Resource Sheet can be found on the Department’s intranet under the Common Forms tab.

F.            Procedures for Responding to Individuals in Behavioral Crisis: Tactical Disengagement

Law enforcement agencies across the nation are using “disengagement” strategies that allow them to leave calls without confronting someone in crisis. These tactics are used most often when the person is alone and does not present a threat to anyone else, and no crime is being committed. This is a tactical decision to leave, delay contact, delay custody, or plan to make contact at a different time and under different circumstances.

The following are two examples of tactical disengagement:

Example #1: San Francisco (CA) Police Department

The San Francisco (CA) Police Department responded to a suicide call from an elderly father who said his adult son, who suffers from mental illness, was threatening to cut his wrists. Arriving officers saw through a window that the son was holding a knife and heard him arguing with his father not to let police enter. The officers got the father out. During an hours-long standoff, the son barricaded himself in his room. Officers entered the house but did not force their way into the bedroom. Instead, they looked for blood, a possible sign the son was hurt. Finding none, and in consultation with a mental health clinician on the scene, the officers decided it was best to walk away. They advised the father not to return to the house and left.

The son did not kill himself, and the next day, though the man was still barricaded in his room, officers were able to make contact and persuade him to accept help. The son told the officers that if they had gone into his room the previous day he was ready to die. He was ready to charge the officers so they would shoot him.

Source: Chabria, Anita. “Police fear ‘suicide by cop’ cases. So they’ve stopped responding to some calls.” Los Angeles Times. Aug. 10, 2019. https://www.latimes.com/california/story/2019-08-09/suicide-calls-california-cops-stopped-responding. December 2, 2020.

Example #2: Fargo (ND) Police Department

After a four-hour effort to get in contact with an armed suicidal man at a south Fargo apartment, Fargo police officers decided the best way to deescalate the situation was to leave the scene. Deputy Chief Todd Osmundson said the tactic is something Fargo Police has done quite a few times. Chief Osmundson added that the best chance they had for the person not hurting himself was to leave instead of knocking on the door with their weapons drawn. Officers consulted with the man’s family before making the decision to leave.

Chief Osmundson said there were several Crisis Intervention Trained (CIT) officers on the scene to help to better communicate and understand the mental health situation. However, the chief added that the presence of law enforcement can sometimes make a situation more stressful for a person in a mental health crisis.

Although they tactically disengaged from the scene, Fargo officers conducted a follow-up with the man and his family the next day.

Source: Hurley, Bailey. “Fargo Police say leaving suicidal situations is sometimes best option.” Valley News Live. Apr. 19, 2019. https://www.valleynewslive.com/content/news/Fargo-Police-say-leaving-suicidal-situations-is-sometimes-best-option-508813711.html. December 2, 2020.

If employees determine that tactical disengagement may be appropriate, they shall contact the on-duty patrol supervisor for the incident. The patrol supervisor for the incident must report to the scene. If, after attempting contact and de-escalation techniques, the patrol supervisor determines that the person is not a known or reasonable threat to others and that interaction or further interaction with the individual may result in an increased risk to the person, the public, or deputies, the on-scene supervisor should develop a plan for tactical disengagement.

1.            Procedures:

If a subject is not responding or cooperative, does not present a known or reasonably believed threat to deputies or others, does not present an undue safety risk, and the on-scene supervisor determines that an immediate arrest is not required, the supervisor should proceed as follows:

a.            Verbally brief the watch commander or appropriate district commander for the incident.

b.            Attempt to use all appropriate and available department resources to safely resolve the situation. The watch commander or dispatch should ensure a patrol CIRT unit is dispatched to the scene if available. If patrol CIRT is not available, a Crisis Intervention Trained (CIT) deputy shall be dispatched to the location.

c.            Ensure that family members, friends, and the subject are provided information about resources and services available to them, as reasonably possible under the circumstances. A Mental Health Resource Sheet should be provided to them.

d.            After reasonable attempts are made to contact the subject without resolution, the supervisor shall contact the watch commander and apprise him/her of the situation. The watch commander will make the decision to disengage. If the watch commander makes the decision to disengage, the supervisor will order deputies to withdraw from the area.

2.            Under these circumstances, deputies should not:

a.            Escalate or make forced entry into the location or close distance on the person while attempting tactical non-engagement or tactical disengagement, unless a change in circumstances make a closer intervention appropriate under the Department’s policies.

b.            Force entry to arrest the subject for pending misdemeanor charges or misdemeanor warrants. This does not prevent the subject from being charged out of custody.

3.            Reporting Tactical Disengagement

When the decision is made to tactically disengage, the on-scene supervisor must create an incident report documenting the following elements:

a.            Details of the call

b.            Reasons for tactical non-engagement or tactical dis-engagement

c.            Actions taken to deescalate the situation

d.            Actions to promote safety

e.            Follow-up plans and referrals made

The supervisor for the incident will ensure that deputies write appropriate incident reports, including an original report, and all supplemental reports.

The supervisor for the incident will ensure a request for a premise history of the location be placed into the CAD system to assist in managing future calls for service at the location. Requests for premise histories are emailed to UnitNumbers (HCSO) Monday through Friday 8 am to 4 pm at: [email protected] and to EDC Watch Command, (HCSO) EDC Watch Supervisors after 4 pm and on weekends at: [email protected]. Personnel emailing a request for a premise history must include their supervisor in the email communication.

The supervisor for the incident will ensure that deputies email incident and supplemental report numbers to the Behavioral Health Investigations Unit (BHIU) by the end of the supervisor’s shift. The BHIU’s email address is: [email protected].

G.           Procedures for Responding to Individuals in Behavioral Crisis: Disposition (Law Enforcement)

In determining the appropriate resolution for a person in crisis, Department employees shall consider the totality of the circumstances, including the behavior of the person with a suspected mental illness, behavioral crisis, or developmental disability, and the governmental interests at stake. The following is a list of dispositions that may be appropriate, among others:

1.            Take the person into custody and to jail for a criminal offense that supports custodial arrest and presentation to a magistrate for charging.

2.            Refer to a mental health agency, crisis hotline, or other related service agency.

3.            Consult with a mental health or medical professional.

4.            Deputies are not obligated to transport a person to a mental health or medical facility for voluntary care if the person does not meet the criteria for emergency detention. However, if the deputy feels it is in the person’s best interest to transport him/her, the deputy may do so. In these situations, deputies are to wait with the person until a safe handoff is made to facility staff. Department employees will complete a report to document the incident and transport.

5.            Take the person into custody on an emergency detention, an exercise of civil authority, when there is probable cause to believe the person poses a substantial risk of imminent serious harm to self or to any other person, or is unable to provide for basic personal needs and is not receiving the care necessary for health and safety, and is in need of immediate care, custody, or treatment for mental illness.

6.            Department employees will transport the individual taken into custody on an emergency detention to the following facilities:

a.            The NeuroPsychiatric Center if the person is in mental health crisis and does not have a medical condition;

b.            Ben Taub Hospital if the person is in mental health crisis and does have a medical condition;

c.            The Michael E. DeBakey VA Medical Center if the person is in mental health crisis and is a veteran with VA benefits. The VA Medical Center will accept veterans with medical conditions.

7.            If the facilities listed above are not available (on diversion, the person is not a veteran, etc.) Department employees may take the person to any hospital in the county with an emergency department (ED) under the Emergency Medical Treatment and Active Labor Act (EMTALA). Any patient brought to the ED requesting examination or treatment for a medical emergency must be provided with a medical screening examination. A mental health crisis is a medical emergency. If a serious medical condition exists, the ED is obligated to either provide treatment until the person is stable or transfer the patient to another hospital.

8.            A Notification of Emergency Detention form shall be completed on all people taken into custody for emergency detention. The form shall be provided to intake personnel at the facility the member takes the person for evaluation. A copy of the emergency detention shall be uploaded to the incident report. Document the name of the staff member the emergency detention was given to in the incident report. A mental health facility or hospital emergency department may not require a peace officer to execute any form other than this form as a predicate to accepting for temporary admission a person detained under Section 573.001, Texas Health and Safety Code.

H.           Apprehension by Peace Officer Without Warrant

The authority given to Texas peace officers to detain an individual who is in mental health crisis is found in Section 573.001 of the Texas Health and Safety Code. The following is a summary of the law:

A peace officer, without a warrant, may take a person into custody, regardless of the age of the person, if the officer:

1.            Has reason to believe and does believe that:

a.            The person is a person with mental illness; and

b.            Because of that mental illness there is a substantial risk of serious harm to the person or to others unless the person is immediately restrained; and

c.            Believes there is not sufficient time to obtain a warrant before taking the person into custody.

A substantial risk of serious harm to the person or others may be demonstrated by:

1.            The person’s behavior; or

2.            Evidence of severe emotional distress and deterioration in the person’s mental condition to the extent that the person cannot remain at liberty.

The peace officer may form the belief that the person meets the criteria for apprehension:

1.            From a representation of a credible person; or

2.            On the basis of the conduct of the apprehended person or the circumstances under which the apprehended person is found.

A peace officer who takes a person into custody under this section may immediately seize any firearm found in possession of the person.

Since the mentally ill person has been found by the peace officer to be in need of immediate restraint due to the substantial risk of harm to self or others, it is evident that under emergency circumstances there is seldom, if ever, sufficient time to get a warrant.

After taking the person into custody, the officer shall immediately transport the person to the nearest appropriate inpatient mental health facility or a mental health facility deemed suitable by the local mental health authority, if an appropriate inpatient mental health facility is not available.

I.             Peace Officer’s Notification of Detention

The law governing the form that needs to be completed when taking a person into custody in accordance with Section 573.001 above is Section 573.002 of the Texas Health and Safety Code. The following is a summary of that law:

A peace officer shall immediately file with a facility a notification of detention after transporting a person to that facility. The notification of detention must contain the following:

1.            A statement that the officer has reason to believe and does believe the person evidences mental illness;

2.            A statement the officer has reason to believe and does believe that the person evidences a substantial risk of serious harm to the person or others;

3.            A specific description of the risk of harm;

4.            A statement the officer has reason to believe and does believe that the risk of harm is imminent unless the person is immediately restrained;

5.            A statement that the officer’s beliefs are derived from specific recent behavior, overt acts, attempts, or threats that were observed by or reliably reported to the officer;

6.            A detailed description of the specific behavior, acts, attempts, or threats; and

7.            The name and relationship to the apprehended person of any person who reported or observed the behavior, acts, attempts, or threats.

NOTE: A mental health facility or hospital emergency department may not require a peace officer to execute any form other than this form as a predicate to accepting for temporary admission a person detained under Section 573.001, Texas Health and Safety Code.

J.            Individuals in Behavioral Crisis Who Have Committed a Class C Misdemeanor

If a person meets the criteria for emergency detention and has committed a Class C misdemeanor, deputies should use their discretion regarding the filing of the Class C charge(s).

K.            Individuals in Behavioral Crisis Who Have Committed a Serious Offense

When dealing with individuals in behavioral crisis who have committed a serious offense (Class B misdemeanor or greater), the deputy shall contact the Harris County District Attorney’s Office Intake Division and describe the person’s condition and the elements of the offense. Deputies will follow the most applicable of the three options below:

Option 1 – District Attorney’s Office Declines Charges

If the person meets the criteria for emergency detention, transport the person to the NPC, Ben Taub Hospital, VA Medical Center if eligible, or hospital emergency department and complete the one-page Notification of Emergency Detention form. Once the form has been completed and accepted by facility staff, the deputy may return to duty. (A copy of the Notification of Emergency Detention form is in the appendix.)

If the person does not meet the criteria for emergency evaluation, but wants behavioral health care, deputies may transport the person to the appropriate facility for treatment.

If the person meets the criteria for jail diversion (section XXIII), transport the person to the Judge Ed Emmett Mental Health Diversion Center.

Option 2 – Serious Medical Condition and Exhibiting Behavioral Health Crisis and assistant DA declines charges

The suspect shall be transported to a hospital by ambulance. Follow normal procedures for suspects taken to a hospital for a serious medical condition.

If the person meets the criteria for an emergency detention, the deputy shall follow the ambulance to the hospital and complete the Notification of Emergency Detention form. Once the form has been accepted by facility staff the deputy may return to duty.

Option 3 – District Attorney’s Office Accepts Charges

File criminal charges as you normally do. Notify staff at the Joint Processing Center that the person is suspected of having behavioral health problems.

Option 4 – Serious Medical Condition and Exhibiting Behavioral Health Crisis and assistant DA accepts charges

In accordance with Patrol Policy #210 – Transporting Prisoners, deputies shall have an ambulance respond to the scene. If the prisoner is transported to the hospital by ambulance, a deputy shall accompany the prisoner and guard him or her until relieved by a deputy from the Transportation Division.

Criminal charges take precedence over the behavioral health crisis. A Notification of Emergency Detention form will NOT be completed in these situations. The prisoner shall not be left in the hospital to have his or her behavioral health needs treated. Advise personnel at the Joint Processing Center of the prisoner’s behavioral health condition when processing him/her.

L.            Procedures for Responding to Individuals in Behavioral Crisis: Disposition (Detentions)

1.            Contain the inmate in his/her present location.

2.            Call for assistance by Detentions CIRT.

3.            Relocate the inmate if necessary to the safest and most appropriate area available by on-scene personnel.

4.            Transfer the inmate to a separation cell.

5.            Consult with a mental health or medical professional. Mental health resources include the following: Detentions Mental Health Unit, Step-Down Unit, general population mental health services, Chronic Care Clinic, Forensic Single Portal, and the Rider 73 Peer Re-entry Program.

6.            If the incident involves a criminal component, the details of the incident will be presented to the District Attorney’s Office to determine if charges will be accepted on the inmate.

M.          Procedures for Responding to Individuals in Behavioral Crisis: Handcuffing and Searching

Anyone exhibiting a behavioral crisis and being transported to a jail facility or a facility for a mental health evaluation shall be handcuffed and searched.

N.           Procedures for Responding to Individuals in Behavioral Crisis: Seizure of Firearms

During the 83rd session of the Texas Legislature, Senate Bill 1189 was passed authorizing Texas peace officers to immediately seize firearms in the possession of a person being taken into custody with a Notification of Emergency Detention under Section 573.001, Health and Safety Code. HCSO deputies taking a person into custody for emergency detention will seize any firearm found in possession of the person being taken into custody.

Department employees shall follow Department policy on tagging firearms. Firearms shall be placed in a properly sealed package separated from any live ammunition. Note: All firearms shall be unloaded prior to being placed into the evidence locker and have the action strapped open.

Department employees seizing a firearm under this section shall immediately provide the person the following in compliance with Article 18.191 (b) of the Code of Criminal Procedure:

A written copy of the receipt for the firearm and written notice of the procedures for the return of the firearm. This document can be found on the Harris County Sheriff’s Office Intranet under the Common Forms tab. The document is titled Receipt and Notice of Rights for Seized Firearm. A copy of the receipt for the firearm shall be uploaded to the incident report along with the emergency detention that was filed. Deputies shall send an email to [email protected] prior to the end of their shift advising a firearm was seized.

The Behavioral Health Firearms Investigator will conduct an investigation on the person to determine if the person‘s firearms may be returned to him. If the person is found not to be able to possess a firearm, firearms may be released to a family member or other designee provided the following requirements are met:

1.            The law enforcement agency holding the firearm conducts a check of state and national criminal history record information and verifies that the designee may lawfully possess a firearm under 18 U.S. Code Section 922(g).

2.            The person provides the law enforcement agency a copy of a notarized statement releasing the firearm to the designee; and

3.            The designee provides to the law enforcement agency an affidavit confirming that the designee:

a.            Will not allow access to the firearm by the person who was taken into custody under Section 573.001 Health and Safety Code, at any time during which the person may not lawfully possess a firearm under 18 U.S. Code Section 922 (g); and

b.            Acknowledges the responsibility of the designee and no other person to verify whether the person has reestablished the person’s eligibility to lawfully possess a firearm under 18 U.S. Code Section 922(g).

4.            An unclaimed firearm that was seized from a person taken into custody under Section 573.001, Health and Safety Code, may not be destroyed or forfeited to the state.

O.           Procedures for Responding to Individuals in Behavioral Crisis: Incident Reports (Patrol)

Employees shall complete an incident report for any incident that has a mental health component. Employees shall place a “Y” in the CIT box and complete the CIT form. If the person has committed a crime and the person is to be arrested, the title of the report shall be the criminal offense committed. The secondary title should be Mental Health Investigation. The person is listed as the offender.

If the person has not committed a crime and is being handled for mental health purposes, the title of the report is Mental Health Investigation and the individual should be listed as the victim.

For any incident resulting in a Notification of Emergency Detention form, deputies shall document the name of the staff member who took custody of the person exhibiting mental health crisis. Deputies shall upload a copy of the Notification of Emergency Detention form to the incident report.

If the individual has a License to Carry (LTC) or is a licensed commissioned security guard, employees shall document these facts in the incident report and, if possible, include the LTC number and name of any security company employing the individual.

P.            Mandatory Check Boxes for Clearing Calls (Patrol)

Two mandatory check boxes were added to the Superion RMS program for clearing calls on the MDT (Superion release July 2020). These check boxes ask if the call involved anyone with a mental health issue and anyone who was homeless.

Employees not able to clear a call via the MDT (no access, equipment failure, etc.) may request dispatch to clear the call by disposition. In these situations, it is the employee’s responsibility to provide information essential to closing out the call. This includes the answers to these two check boxes.

Q.           Procedures for Responding to Individuals in Behavioral Crisis: Incident Reports (Detentions)

Department employees shall complete an Informational Report and Referral for Psychiatric Screening on all incidents involving inmates in behavioral crisis.

R.           Helmets

Safety helmets are utilized in the jail and by patrol CIRT. The helmets are used when a consumer/subject is at risk of harming his/her head.

S.            Response to Mental Health Facilities and Hospitals

Response in General: It is the responsibility of mental health facilities and hospitals to have the proper resources to manage people in behavioral crisis and to transport persons under their supervision to other care facilities. It is the expectation that mental health facilities and hospitals will not request law enforcement assistance with behavior management, such as gaining physical control of a person who is aggressive, resistive, or refuses to go with facility-arranged transportation. Department employees should not become involved in these behavior management matters. However, employees should respond to assaults in progress and/or other serious events in which immediate intervention is required to stop or mitigate injury to a person and the investigation of crimes.

Elopement: If a consumer is being held on a mental health commitment and elopes without permission from a facility, the consumer has unlawfully eloped and law enforcement may be called to bring that person back to the facility. In these situations, employees shall:

1.            Verify the Order of Commitment exists. The facility should have a copy of the Order on location. If the facility cannot verify the Order, take no action.

2.            Determine if taking civil custody of the person named on the Order of Commitment may be achieved in a safe manner. Delaying custody may be used if the employee determines that taking the person into custody under present circumstances may result in an undue safety risk to employees, the involved person, and/or others. If delaying custody, employees shall notify a supervisor and develop a plan to determine a safer time and method to take the person into civil custody.

3.            Transport the named person back to the facility unless the employee determines the person meets the criteria for emergency detention. If the person does meet the criteria for emergency detention, follow Department procedures.

4.            Complete the appropriate incident report.

5.            If a person is not on commitment status and elopes without permission from a facility, that person if free to leave.

6.            If a person wishes to voluntarily return to the facility, members may transport that person to the facility.

7.            Should members receive a call alleging the eloped person is deemed to be dangerous to self or others, members must assess the person in accordance with Department policy.

T.            Response to Boarding/Group/Care Homes

Many boarding/group/care homes house individuals with behavioral health problems. When completing an incident report involving one of these facilities, indicate this by placing a “Y” for “Care Home” in the Consumer Information section of the Crisis Intervention Team (CIT) Report in the Superion Incident reporting program.

Whenever a deputy responds to a boarding/group/care home, the deputy shall email the Behavioral Health Investigations Unit information regarding the incident, e.g., address of the facility, reason for the call, actions taken, observations of the facility (physical condition of the facility, health and safety violations, physical condition of the tenants, complaints by tenants, etc.) The email address is: [email protected].

U.           Juveniles (15 years of age and under for mental health purposes)

When the juvenile is in need of treatment and there are no criminal charges:

1.            Juveniles in need of emergency mental health treatment when there are no criminal charges may be transported to a facility without a parent. It is always best, however, to have a parent or guardian follow you to the facility if available. Deputies shall complete a Notification of Emergency Detention form at the facility. Once this form is accepted by facility staff the deputy may return to duty. Recommended behavioral health facilities for juveniles include the following: Texas Children’s Hospital Medical Center, Ben Taub Hospital, NeuroPsychiatric Center (if no medical issues), Texas Women’s Hospital, and St. Joseph’s Medical Center.

2.            If the facility determines the juvenile is not in need of emergency treatment, but still requires treatment, the staff will not be able to provide that treatment without a parent or guardian. For this reason, the deputy shall remain with the juvenile until a parent or guardian is located. If a parent or guardian cannot be located, the deputy is to contact Harris County Protective Services to act as guardians. The phone number for Harris County Protective Services is 1-800-877-5300. The identification number of the call taker and the reference number should be added to the incident report.

When the juvenile is in need of treatment and there are criminal charges:

1.            Follow the procedures in Patrol Policy #208 – Handling Juveniles. Notify staff at the facility you take the juvenile that he/she is believed to be in need of behavioral health treatment. Contact the Juvenile Division for guidance and to coordinate the facilitation of the criminal charges.

V.           Excited Delirium Syndrome (ExDS)

Excited Delirium Syndrome (ExDS) is a medical disorder generally characterized by observable behaviors including extreme mental and physiological excitement, intense agitation, and hyperthermia (elevated body temperature) often resulting in sweating and nudity, hostility, exceptional strength, endurance without apparent fatigue, tolerance to significant pain, rapid breathing, non-compliance, and unusual calmness after restraint accompanied by a risk of sudden death. ExDS represents a true medical emergency.

Although there is much unknown about ExDS, it is believed the majority of cases are caused by psychostimulant use or mental illness, usually mania associated with bipolar disorder or psychosis associated with schizophrenia, or a combination of psychostimulant use and mental illness.

Individuals in a state of ExDS pose a risk to deputies and detention officers. These are among the most dangerous calls Department personnel can make. Refer to Department Policy #515 – Excited Delirium for additional information regarding this condition.

W.          Jail Diversion From the Field

It is the Department’s policy (#513 – Mental Health Diversion Center) to attempt to divert individuals detained on low level, non-violent offenses who are not in crisis and who do not meet the criteria for an emergency detention when it is believed the person has a mental illness or psychosocial issue that was a factor in the commission of the crime. An example is a person detained for trespassing because the person is homeless and in need of a place to sleep. These suspects may be diverted to the Judge Ed Emmett Mental Health Diversion Center. Deputies may call the Jail Diversion Desk via a Law Enforcement Only number for information and/or assistance. The number is 346-286-1299.

X.            Jail Diversion From the Joint Processing Center

Suspects taken to the Joint Processing Center who have committed low-level, non-violent offenses such as trespassing who appear to be in need of psychosocial services will be screened during the intake process. Suspects with a mental health/psychosocial history meeting the criteria for possible diversion will be directed to the Jail Diversion Desk for evaluation by behavioral health personnel.

Y.            Specialized Resources Available to Department Employees

Behavioral Health Investigations Unit (BHIU): A unit in the Special Projects section of the Patrol Bureau that investigates all incident reports with a mental health component/nexus, investigates the seizure of firearms from individuals in mental health crisis, liaisons with the Mental Health Division of the Harris County District Attorney’s Office on matters related to individuals with mental illness, liaisons with the Harris County Senior Justice Assessment Center (SJAC), creates premise history advisories, and conducts follow-up investigations providing resources to consumers and their families.

Behavioral Health Administrative Training Detail: A unit in the Special Projects section of the Patrol Bureau that provides behavioral health and Integrating Communications, Assessment, and Tactics (ICAT) training to Department employees, coordinates the Clinician and Officer Remote Evaluation (CORE) program, and administers Projects Guardian and Lifesaver.

Behavioral Threat Management Unit: An investigative unit that proactively manages reports of workplace violence, threats to educational campuses, threats directed at high-profile individuals, including county and district court officials, and stalking suspects who suffer from some form of mental instability.

Provides intervention, referral, or placement for a person with mental illness to facilitate the speedy return of field deputies to other field duties.

A.           Prevents unnecessary incarceration and/or hospitalization of persons with mental illness.

B.           Provides alternate care in the least restrictive environment through a coordinated and comprehensive system-wide approach.

C.           Assist with intelligence functions at critical incidents.

D.           Assists with psychologically impaired victims at disaster scenes.

E.            Assist other agencies upon request.

The senior CIRT deputy on a scene involving a person in behavioral crisis has the responsibility and authority to direct police activities during the event unless relieved by a supervisor. For more information on CIRT, see Patrol SOP 209 – Crisis Intervention Response Team (CIRT).

Homeless Outreach Team (HOT): A team of specialized deputies that collaborate with behavioral health professionals and homeless organizations to engage in outreach to the homeless community by offering shelter, aid, and assistance. HOT focuses on locating, engaging, and assisting the homeless and providing them with an opportunity for housing, basic nutrition and hygiene, and medical and mental health services. They seek to reduce incarceration by diverting the homeless with low level crimes and mental illness into behavioral health services. They work collaboratively with community partners to connect the homeless to social services. For more information on the Department’s Homeless Outreach Team see Department Policy #516 – Response to Persons Experiencing Homelessness.

Project Lifesaver: A community based, public safety, non-profit organization that provides law enforcement, fire/rescue, and caregivers with a program designed to protect, and when necessary, quickly locate individuals with cognitive disorders who are prone to the life threatening behavior of wandering. Citizens enrolled in Project Lifesaver wear a small transmitter on their wrist or ankle that emits an individualized frequency signal. If an enrolled client goes missing, the caregiver notifies their local Project Lifesaver agency and a trained emergency team responds to the wanderer’s area. The first responders use the client’s individualized frequency to locate the position of the individual. For more information on the Department’s Project Lifesaver program see Patrol Policy #302 – Missing Persons and Runaways.

Project Guardian: A program to help keep individuals with autism safe. This is a free, voluntary, and confidential database offered, managed, and maintained by the HCSO for residents in the unincorporated areas of Harris County that are patrolled by the Harris County Sheriff’s Office. Residents interested in the program complete an application on their loved one with autism. The application contains information that is shared with a deputy if the deputy is dispatched to the person’s residence. Information on the application includes de-escalation techniques that work with the individual, hobbies, areas of interest, behaviors to be expected (hand flapping, body rocking, spitting, etc.), name he/she likes to be called, etc.

Residents may access the online application in two ways:

A.           Go to www.harriscountycit.org. There is a tab at the top of the homepage tilted “Project Guardian.” Select this tab. There is information on the program and, at the bottom of the page, there is a link to the online application.

B.           Go to www.harriscountyso.org. On the bottom of the homepage is a section titled “General Information and Services.” There is a section on Project Guardian. Select this section and you will be taken to a page with information on the program and the link to the online application.

References

18 U.S. Code Section 922(g)

Criminal Justice Command

CJC 301 – Addressing Inmates with Mental Health Issues/CIRT Call-Out Procedures

CJC-302 – Special Operations Response Team (SORT)

CJC-310 – Inmate in Crisis Policy

Post Orders D-731 – Detention Command Training Staff

Department Policy

#501 – De-escalation and Response to Resistance

#502 – Less-Lethal Impact Restraining Devices

#515 – Excited Delirium

#513 – Mental Health Diversion Center

#516 – Response to Persons Experiencing Homelessness

#601 – Reports

Patrol SOP

#208 – Handling Juveniles

#209 – Crisis Intervention Response Team (CIRT)

#221 – Public Intoxication – Houston Center for Sobriety

#227 – Clinician and Officer Remote Evaluation (CORE) Telehealth Program

#302 – Missing Persons and Runaways

Texas Code of Criminal Procedure – Article 18.191

Texas Health and Safety Code – Chapter 573

Texas Penal Code – Chapter 45

Revision

This policy has been revised on the below listed dates:

March 25, 2021

November 3, 2022

April 21, 2023

 

Appendix

Notification of Emergency Detention Form

Notification — Emergency Detention          NO. ___________________

Date: ___Sept. 10, 2020______ Time: ___10:00 AM_____

THE STATE OF TEXAS

FOR THE BEST INTEREST AND PROTECTION OF:

___Doe, John / W/M /   08/03/1989____________________

NOTIFICATION OF EMERGENCY DETENTION

Now comes          Deputy J. DoGood            , a peace officer with (name of agency)       Harris County Sheriff’s Office         , of the State of Texas, and states as follows:

1. I have reason to believe and do believe that (name of person to be detained) __Doe, John__ evidences mental illness.

2. I have reason to believe and do believe that the above-named person evidences a substantial risk of serious harm to himself/herself or others based upon the following:

The consumer appears to be deteriorating. He has defecated throughout his apartment and has been making unsafe decisions. The consumer has stopped taking his psych medication and has verbally and physically assaulted residents. Due to his deterioration and behavior, he is a danger to himself and others.                   

3. I have reason to believe and do believe that the above risk of harm is imminent unless the above-named person is immediately restrained.

4. My beliefs are based upon the following recent behavior, overt acts, attempts, statements, or threats observed by me or reliably reported to me:

The consumer appears to be a danger to himself and others. He is defecating throughout his apartment and has become verbally and physically threatening and aggressive towards other residents. The consumer has diagnosed mental health illness and has not been taking his prescribed medication.                               

5. The names, addresses, and relationship to the above-named person of those persons who reported or observed recent behavior, acts, attempts, statements, or threats of the above-named person are (if applicable):

Jane Doe_________________________________________________________________                             

12345 Falling Creek          _______________________________________________________________

Houston, Texas   ______________________________________________________________________

713-123-4567   _______________________________________________________________________

For the above reasons, I present this notification to seek temporary admission to the (name of facility) ___NeuroPsychiatric Center__________ inpatient mental health facility or hospital facility for the detention of (name of person to be detained) ____Doe, John_______________ on an emergency basis.

6. Was the person restrained in any way? Yes □ No □

_________Deputy J. DoGood________________________               BADGE NO. _______2396____________

PEACE OFFICER’S SIGNATURE

Address: _____1200 Baker Street_________________________________ Zip Code: _____77014____________

Telephone: ______713-221-600___________________

A mental health facility or hospital emergency department may not require a peace officer to execute any form other than this form as a predicate to accepting for temporary admission a person detained under Section 573.001, Texas Health and Safety Code.

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Purpose

Every law enforcement officer has the duty and responsibility to enforce all laws and apprehend persons who violate these laws. Guidelines must be established that will assist in the safe and effective operation of HCSO vehicles when they are engaged in vehicle pursuits.

Definition

Vehicle Pursuit– Under Texas Transportation Code Sec. 545.421, is an active attempt by a law enforcement officer driving an authorized emergency vehicle stops or attempted to stop a suspect or violator who is operating a motor vehicle, and the suspect or violator then evades, eludes, or flees from the officer when given a visual or audible signal fails or refusing to bring the motor vehicle to a complete stop.

Policy

To engage in a motor vehicle pursuit should be made only after weighing all consequences that could be expected or anticipated to result from such actions. Weather conditions, traffic flow, time of day or night, and geographical area should be analyzed. The importance and significance of the violator’s apprehension, compared with the hazards presented by the pursuit, shall be thoroughly considered.

Authorization for pursuit is granted by the Texas Transportation Code, Section 546.001, “Permissible Conduct,” which states, in part:

The driver of an authorized emergency vehicle, when responding to an emergency call or when in the pursuit of an actual or suspected violator of the law or when responding to but not upon returning from a fire alarm, may exercise the privileges set forth in this section, but subject to the conditions here stated.

The driver of an authorized emergency vehicle may:

1. Park or stand, irrespective of the provisions of this chapter.
2. Proceed through a red or stop signal, intersection, or stop sign, but only after slowing down as may be necessary for safe operations.
3. Exceed the maximum speed limits so long as he or she does not endanger life or property.
4. Disregard regulations governing direction of movement or turning in specified directions.

Section 546.003: The exemptions herein granted to an authorized emergency vehicle shall apply only when such vehicle is making use of audible and visual signals at the discretion of the operator of the emergency vehicle in accordance with the policies of the HCSO.

Section 546.005: DUTY OF CARE, This Chapter does not relieve the operator of an authorized emergency vehicle from:

1. The duty to operate the vehicle with appropriate regard for the safety of all persons, or
2. The consequences of reckless disregard for the safety of others.

The deputy’s ability to supervise or control other motorists by the nature of existing circumstances is limited, and it is his or her duty to avoid exacerbating the danger already created by the violator.

All deputies must be cognizant of the fact that no matter what the reasons are for the pursuit, acting to protect the public safety in the best way is the key responsibility of the HCSO.

Deputies should understand pursuits may be reviewed in hindsight by the legal system. The decision to initiate a vehicle pursuit should never be an automatic reaction to a suspect vehicle’s failure to respond. Although the law provides relatively broad discretion to deputies in pursuit situations, a pursuit may be reviewed for its reasonableness in light of:

1. The seriousness of the offense for which the suspect was initially wanted,
2. The deputies’ judgment with regard to the consideration contained herein and their decision to continue the pursuit,
3. The tactics employed by the deputies in the course of the pursuit, and
4. The outcome of the pursuit.

Pursuits that result in serious injury or death will be closely examined within the criminal justice system with question toward our responsibility for the protection of life and property in relation to the outcome of the pursuit.

Each Deputy must evaluate the situation as it develops in an effort to ensure the risks and possible outcomes are reasonably related to the seriousness of the offense for which the suspect is wanted.

The HCSO recognizes pursuits represent a fluid, tactical situation during which conditions are rapidly changing, causing the deputies involved to constantly re-evaluate the following factors and take appropriate action accordingly:

1. The nature and seriousness of the offenses,
2. Vehicular and pedestrian traffic,
3. The location of the pursuit:
   • Residential,
   • Business,
   • Highway,
   • Freeway, or
   • School zones,
4. The time of day,
5. The road and weather conditions,
6. Vehicle speeds,
7. The presence of occupants, other than the driver, in the suspect vehicle (e.g., innocent passengers or children),
8. Known factors and conditions of the suspect’s vehicle
9. The performance capabilities of the pursuit vehicle
10. Knowledge of the offender’s identity and whether the suspect can be apprehended at a later time,
11. The deputy’s familiarity with the area where the pursuit is occurring, and
12. The availability of other HCSO resources to accomplish the arrest without the need of a vehicle pursuit.

The right of law enforcement to stop a suspicious pedestrian or motorist and to investigate suspicious behavior has been defined by State, Federal, and case law. Pursuits should only be initiated when an actual or suspected law violator exhibits the intention of avoiding a vehicular stop or arrest and then only when the deputies involved have determined from all of the circumstances of the event the reasons to initiate the pursuit outweigh the dangers involved in such activity.

HCSO Vehicles Qualified to Enter into a Vehicular Pursuit

Only marked HCSO vehicles equipped with operable emergency lights and sirens will participate in the actual pursuit of the fleeing vehicle.

If a Deputy in an unmarked vehicle without emergency lights or audible siren has probable cause to believe a criminal offense has taken place and that offense warrants immediate action, the Deputy may attempt to follow the fleeing vehicle safely until a HCSO (or authorized police agency) vehicle equipped with operable emergency lights and sirens enters into pursuit of the fleeing vehicle. Deputies are reminded that without audible and visual emergency signals in operation, they are not exempt from adhering to traffic laws when pursuing another vehicle.

If the pursuit is initiated by a motorcycle unit, the Deputy shall abandon the pursuit when a four-wheeled unit joins the pursuit, and that vehicle will become the primary unit. The motorcycle Deputy shall proceed to the termination point of the pursuit if the suspect is apprehended.

Vehicles transporting prisoners, witnesses, suspects, complainants, or other non-law-enforcement personnel will not become engaged in pursuit situations.

Transport vans or wagons, either marked or unmarked, will not become involved in pursuit situations.

Number of HCSO Units Participating

The initial pursuing vehicle (primary unit) and the units authorized to enter the pursuit by the Patrol Supervisor will be the only vehicles to pursue the fleeing vehicle from the rear, with the following exception:

The Deputy operating the primary unit may request from the Dispatcher (as approved by a patrol supervisor who has acknowledged the pursuit) additional units to join the pursuit from the rear if it appears certain the primary unit will not be sufficient to affect the arrest of the suspects safely.

The Patrol Supervisor can immediately allow additional units who are in close proximity to the primary unit to enter into the pursuit. Any further units needed for the pursuit will be decided by the Patrol Supervisor. This decision should be based on the pertinent information being broadcasted by the primary unit or the Dispatcher.

Upon hearing the broadcast that a vehicular pursuit has commenced, a Deputy in a marked vehicle within the immediate area will join the pursuit from behind, thus becoming the secondary unit. If the primary unit is a one-man unit, the secondary unit should, if feasible, become the primary radio operator during the pursuit.

Any unit responding to assist in the pursuit must advise the Dispatcher. If more than one unit responds as the secondary unit, the Dispatcher will designate the appropriate unit. The secondary unit must follow the primary unit at a distance that allows for maximum safety for both vehicular and pedestrian traffic.

Units following directly behind the suspect vehicle will be classified as units engaged in the pursuit.

Units responding to assist in the pursuit will be classified as responding units.

If the primary unit cannot continue in the pursuit (e.g., mechanical difficulties, etc.), the primary unit Deputy will advise over the radio he or she is dropping out of the pursuit. The secondary unit, as assigned by the Dispatcher or Patrol Supervisor, will assume the position of primary unit, and the Dispatcher will identify and acknowledge a new secondary unit. The new secondary unit should, if feasible, become the primary radio operator during the pursuit if the primary unit is a one-man unit.

The exchange between primary and secondary units must be accomplished with the utmost safety. At no other time will the secondary unit pass the primary unit during the pursuit.

All units participating in the actual pursuit of the fleeing vehicle will activate both siren and emergency lights while engaged in the pursuit and will continuously use both throughout the entire pursuit.

Deputies are reminded that the warning effect of the siren will decrease rapidly as the speed of the vehicle increases.

Deputies should also exercise extreme caution when approaching and entering an intersection, as many motorists will enter the intersection after yielding the first emergency vehicle the right of way.

Most modern vehicles come equipped with air conditioning that causes them to be driven with all windows closed. This, in conjunction with entertainment systems, cell phones, and other distractions inside the vehicle, may moderate or negate the warning effect of emergency equipment.

The Dispatcher or Patrol Supervisor may direct other units to locations where they would be of assistance if any of the following occur:

1. The chase comes to a conclusion,
2. The fleeing vehicle eludes the primary and secondary vehicles, or
3. The occupants of the fleeing vehicle abandon the vehicle and flee by some other means.

Under no circumstances will the Dispatcher or Patrol Supervisor knowingly direct, nor will a Deputy assume, a course of travel or a location placing him or herself into the path of the oncoming pursued or pursuit vehicles except for placing spike strips in an attempt to deflate the fleeing vehicle’s tires, and then only after authorization from the Patrol Supervisor or higher authority.

Air Support Unit Resources

If the Air Support Unit responds to assist a vehicle pursuit, the unit shall:

1. Identify the pursuit vehicle;
2. Maintain continuous observation of the pursuit vehicle;
3. Notify the Patrol Supervisor of all of the facts and circumstances of the pursuit so the Patrol Supervisor can determine whether the ground units shall maintain their pursuit:
   • Ground units shall be directed by the Patrol Supervisor whether to continue the pursuit along with the Air Support Unit or to deactivate all emergency equipment and terminate their pursuit of the fleeing vehicle.
   • If the order to discontinue the ground pursuit is given by the Patrol Supervisor or higher authority, the ground units shall be guided by the Air Support Unit and strive to remain out of sight of persons in the fleeing vehicle until apprehension seems likely.
4. Deputies must continue to operate their vehicles prudently and cautiously in the vicinity of any active aviation surveillance.
5. Continue surveillance, directing ground units as necessary to apprehend the suspect safely without active pursuit;
6. Assume the communication responsibility of the primary unit; and
7. Coordinate the pursuit and advise ground units and Supervisors of:
   • Direction of travel and
   • Conditions or potential hazards.

The practice of illuminating the suspect vehicle from the air should not generally be used unless there is a specific reason to do so in the immediate case. Normally, the presence of the aircraft should be unknown to the suspects. The goal of an aircraft-assisted situations is when the pursuit vehicles shut down their emergency equipment and back off from the pursuit, it will lead the suspect to believe the pursuit has been terminated.

NOTE: Aviation intelligence shall greatly influence a supervisor’s determination as to the continuation of a pursuit.

Radio Communications

The primary unit shall immediately notify the Dispatcher when the fleeing motorist initiates definite evasive measures.

Due to the imminent dangers involved in vehicular pursuits, all units not directly involved in the apprehension effort will refrain from non-emergency transmissions.

The Dispatcher will refrain from dispatching other non-emergency calls over the radio channel on which the pursuit is being conducted.

The Dispatcher shall ensure the Patrol Supervisor is aware of the pursuit in his or her district as soon as a pursuit is initiated.

The Dispatcher, using his or her sound judgment (based on the number of pending calls for service and the amount of time the pursuit has been active), will determine when to have units not involved in the pursuit to switch to a designated district radio channel. This will allow for the non-involved units to continue receiving calls for service.

A Communications Division Supervisor will monitor radio channel assignment, dispatching needs, and pending calls for service to ensure radio communication resources are most effectively utilized.

The Communications Division Supervisor shall

Provide information to the Dispatcher of adjacent districts regarding the pursuit, vehicle description, and other information that may be pertinent if the pursuit crosses district boundaries; and

Notify Patrol Supervisors in the adjacent district if radio traffic will be switched to their channel or when a pursuit is nearing their district boundary.

Communications Responsibilities of Primary and Secondary Vehicles

Once the primary or secondary unit has notified the Dispatcher a pursuit situation exists, he or she will adhere to the following procedures:

While the primary unit Deputy is transmitting information over the radio, it is important his or her voice is as normal and coherent as possible. With the siren operating, a Deputy may have the tendency to shout when transmitting. Shouting causes radio transmissions to become distorted. The Deputy must attempt to remain as calm as possible.

If the primary unit is a two-deputy unit, the passenger has the responsibility of handling radio transmissions during the actual pursuit. Field Training Officers (FTOs) with a Probationary Patrol Deputy (PPD) on board will have the option of operating the radio themselves or assigning the PPD that responsibility depending upon the FTO’s confidence in the PPD’s capabilities.

If the primary unit is a one-man unit, the secondary unit, upon entering the pursuit and when feasible, shall assume the responsibility of transmitting information over the radio.

The transmitting Deputy of either the primary or secondary vehicle shall convey the following information as it becomes available:

1. Unit number;
2. Location;
3. Direction of travel;
4. Known reasons for pursuit;
5. Description of vehicle, occupants, license number, etc;
6. Estimated rate of speed; and
7. Road conditions.

The Deputy should keep the Dispatcher informed of the direction of travel and any other information deemed appropriate. The reason for the pursuit is particularly important (examples: traffic violation, robbery suspect, etc.) and must be established.

Responsibilities of the Radio Dispatcher

The Dispatcher will advise units participating in a pursuit of any known hazardous conditions in the area of the pursuit (e.g., crashes, closed streets, etc.).

Other pertinent information to be conveyed should include:

1. A description of the vehicle and occupants (when known),
2. Direction of travel,
3. Known reasons for the pursuit, and
4. The radio channel on which the pursuit is being conducted.

Units out of service during the broadcast of the vehicular pursuit will be advised of circumstances (as time allows) when returning to service.

During the vehicular pursuit, dispatch personnel will use any available information to develop and further ascertain the possible identity of the fleeing driver and occupants and attempt to discover other possible reasons why the subjects might be fleeing. Developed information may play an important part in future apprehension efforts of the subjects if an immediate apprehension effort fails.

When appropriate, a unit will be dispatched to the scene where the pursuit was initiated, or any other pertinent location, in order to identify or verify the exact circumstances of the incident.

Dispatch personnel will notify the immediate Supervisors of the primary and secondary units involved in the pursuit. Upon notification, the ranking Field Supervisor closest in proximity of the pursuit will assume overall command and will be accountable for procedure compliance and all requisite reporting matters.

Responsibilities of the Patrol Supervisor and Pursuit Review Officer

The Patrol Supervisor shall take command of the pursuit, issue orders as the situation dictates, and immediately respond to its stopping point.

The involved deputies’ Supervisor shall complete the “Harris County Sheriff’s Office Vehicle Pursuit Report” Blue Team entry when any HCSO personnel are involved in a pursuit.

The Patrol Supervisor shall notify the Pursuit Review Officer (PRO) by e-mail before the end of the shift.

If there are injuries,

1. The Patrol Supervisor will notify the Emergency Dispatch Center (EDC).
2. The EDC will notify the PRO.
3. The Vehicular Crimes Division (VCD) will make the scene if there are life-threatening injuries.
4. All employees involved in a pursuit must verbally notify their Supervisor if injuries to any parties are involved.

The Pursuit Review Officer shall conduct an annual review of all pursuit reports filed in their district and make recommendations for modification or training to the Bureau Commander. The recommendations should be received no later than March 31 of each year and cover the period of March 1 through February 28 or 29 of the year immediately preceding that date.

Restrictions

No firearm will be discharged from moving vehicles, or at fleeing vehicles, unless the suspect threatens the Deputy or another person with deadly force and all other reasonable means of defense have been exhausted.  In these situations, a Deputy must have an articulable reason for the use of deadly force

Firing warning shots is never permissible.

The following methods of stopping fleeing vehicles will not be attempted:

1. Attempting to force the fleeing vehicle from the roadway by driving alongside or in front of the fleeing vehicle,
2. Attempting to slow or stop the fleeing vehicle by positioning any vehicle or object directly in front of the fleeing vehicle other than spike strips
3. Roadblocks: Because of the dangers involved, the use of roadblocks to stop fleeing vehicles shall not be employed.

Termination of Pursuit

A vehicular pursuit may be terminated when:

1. Any Supervisor orders the pursuit terminated;
2. The Deputy knows the suspect’s identity and knows the suspect is wanted for a traffic violation, misdemeanor, or a non-violent felony;
3. The distance between the primary unit and the suspect is such that, to continue the pursuit, it would place the pursuing law enforcement officers or the public in unreasonable danger;
4. The primary unit loses visual contact with the suspect for an extended period of time. This is not to imply that the deputy must cease looking for the suspect, but he or she must slow the pursuit after loss of contact;
5. There is a clear and unreasonable danger to the innocent victims (if any), the public, law enforcement, or the suspects – This danger may be created by or due to excessive speed, reckless driving techniques, or erratic driving by the suspect that exceeds the performance capabilities of the vehicles or the drivers; or
6. The danger created by the pursuit outweighs the necessity for immediate apprehension.

Forcible Stops

The decision to attempt a forcible stop of a fleeing vehicle shall be based on careful consideration of all facts apparent to the deputies in pursuit and communicated to the Patrol Supervisor in command of the pursuit.

No forcible stop of a fleeing vehicle shall be attempted unless:

1. The Patrol Supervisor, based on a totality of the circumstances known to him or her at the time, has reason to believe that the continued movement of the pursued vehicle would place others in imminent danger of serious bodily injury or death; or
2. The subject has committed, or is attempting to commit, a violent felony; and
3. All other reasonable means of apprehension have been considered, rejected as impracticable, or tried and failed; and
4. Any use of force will be in compliance with the legal constraints of Texas Penal Code Section 9.51, “Arrest and Search,” and conform to HCSO policies.

Spike Strips

With Supervisor approval, a Deputy trained in the use of the spike system may utilize spike strips to initiate a forcible stop.

The spike system is authorized for use during the forcible stop of vehicles with four or more wheels. Spikes shall not be used to forcibly stop all-terrain vehicles (ATVs).

Pursuit Intervention Technique (P.I.T.)

When approved by a Supervisor, Deputies certified by the Patrol Bureau Training section are authorized to use the Pursuit Intervention Technique. [Refer to Patrol S.O.P. 226]

When other reasonable means of apprehension are not practical or have been ineffective the P.I.T. maneuver may be used.

To perform the P.I.T. maneuver, only an authorized vehicle equipped with the reinforced bumper may be used.

The P.I.T maneuver is not authorized on a vehicle with fewer than four wheels.

Culmination of pursuits

Whenever possible, the primary unit should give the exact location where a pursuit terminates.

In all instances, the license plate number of the vehicle stopped must be provided to the dispatcher before approaching the suspect.

The primary unit may affect the arrests, and the secondary unit should advise the Dispatcher of the status (e.g., EMS request, situation under control, need assistance, etc.).

All motor vehicle pursuits will be treated as a felony traffic stop. When possible, the secondary unit shall make the arrest.

Following the arrest of the suspects and the scene being otherwise secured, other units will resume normal duties.

Outside and Inside Jurisdictional Pursuits

The EDC, with the approval of the Patrol Supervisor, shall notify outside law enforcement agencies when the HCSO is involved in a pursuit in the outside agency’s jurisdiction. The EDC shall specify whether the call is a request for assistance or a courtesy notification with no participation requested.

A Deputy may become involved in another agency’s pursuit either inside or outside the HCSO jurisdiction if a Patrol Supervisor authorizes the participation in the pursuit.

No more than two patrol vehicles shall engage in an outside agency pursuit unless otherwise authorized by a Patrol Supervisor.

The Patrol Supervisor and the primary unit shall be the only units to remain engaged in an inside jurisdictional pursuit once another agency becomes involved unless otherwise authorized by the Patrol Supervisor.

The following conditions may exist to enter an outside agency’s pursuit:

1. The other agency requests assistance or
2. The situation dictates the need for assistance.

Special Emphasis #1:

To some deputies, abandoning a pursuit is unthinkable and often considered a cowardly act. However, the professional, well-trained, and well-disciplined Deputy is aware the decision to abandon a pursuit may be the most intelligent and professional course of action under the circumstances. Furthermore, the decision to abandon a pursuit, based on the conditions and circumstances present, may result in saving the lives of victims, citizens, law enforcement officers, or the suspects.

Special Emphasis #2:

Exactly how a fleeing motorist could or should be apprehended is difficult to describe except that it must be done legally and safely. Listing any particular traffic regulations pursuing deputies could or should not disregard is also difficult. Likewise, one cannot set a safe, maximum pursuit speed or designate the maximum number of law enforcement vehicles to be involved in a particular pursuit.

Each pursuit is unique within itself. The pursuing Deputy, in a short period of time, will have to use his or her judgment and collect his or her total resources, including his or her training and overall experience, bearing in mind the policy, procedures, and guidelines outlined in this policy, and apply them collectively to the existing circumstances.

If the Deputy feels certain his or her pursuit is justified according to established criteria and can be performed safely, he or she should continue with the intent to apprehend the suspect, but only while exercising the maximum amount of care and caution for all concerned. The pursuing deputies shall always adhere to the commands of the Patrol Supervisor or higher authority when engaged in a pursuit.

Deputies should never be indifferent to the safety of the public, and every endeavor should be made to handle each pursuit with such care and finesse that they can rationally be justified as a help, not a hazard, to road safety.

Pursuit Review

All pursuits involving HCSO personnel or equipment shall be reviewed by the Vehicular Crimes Division (VCD) Pursuit Review Officer (PRO) to ensure adherence with department policies and state laws.

Pursuit Review Officer

1. The PRO shall be selected by the Vehicular Crimes Division Commander and is responsible for reviewing ALL pursuits involving HCSO employees.
2. The PRO shall evaluate each pursuit for adherence to department policies and state laws.
3. The PRO will forward, in writing, his or her findings of pursuits that did not violate policy to the Patrol Support Bureau Commander.
4. The PRO will forward, in writing, and present his or her findings of pursuits that have or may have violated policy to the Pursuit Review Board for additional review.
5. The PRO shall conduct an annual analysis of pursuit reports, to include a review of policy and reporting procedures. This analysis shall be documented in a report detailing the findings of the analysis and forward to the Sheriff for his/her review and signature.

Vehicular Crimes Division (VCD) Commander Review

Those pursuits reviewed by the Pursuit Review Officer found not to violate policy will be reviewed by the VCD Commander for disposition. If the VCD Commander concurs with the findings of the PRO, the case will be closed.

If the VCD Commander determines additional review is required or that violations of policy and / or state law may exist, the PRO will present the pursuit to the Pursuit Review Board for additional review.

Pursuit Review Board

The board, chaired by the VCD Commander, will convene once a month.

The board will consist of the following: A Chairperson (VCD Commander), one (1) Captain, one (1) Lieutenant (assigned to a law enforcement or criminal investigations function), one (1) Field Training Officer, and one (1) Union Representative.

The PRO will present to the board all pursuits that have or may have violated policy and / or state law for their review.

If a violation exists after review, the board shall refer the matter back to the OIG for administrative disciplinary investigation in accordance with HCSO policy.

Procedure

All pursuits found to have violated policy shall be referred to the Administrative Disciplinary Committee (ADC).

Personnel Early Warning System (PEWS) Entry

No pursuit shall be entered into an employee’s PEWS record until the pursuit has been reviewed by the PRO and determined to be a policy violation by the Pursuit Review Board.

Remedial or disciplinary actions regarding pursuits shall only be entered into PEWS upon an ADC decision.

Training mandated by the ADC shall be entered upon completion. Whether the training completion was successful or unsuccessful shall be noted.

Training

In addition to initial and continued education training on pursuits, all sworn members of this agency shall receive annual training regarding this policy. This training will provide employees with the importance of vehicle safety and knowledge of requirements for initiating a pursuit for the immediate capture against the risks to the officer and public.

This training shall be documented and keep in the employees personnel file maintained at the Human Resources Division.

References

Patrol SOP 226 – Pursuit Intervention Technique (PIT)

Revision

This policy has been revised on the below listed dates:

April 21, 2009                       October 16, 2015                 July 10, 2020

July 26, 2012                        May 19, 2016                        February 19, 2021

August 27, 2014                   August 19, 2016

September 11, 2014            February 7, 2019

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I. Purpose

The purpose of this policy is to establish a Personnel Early Warning System (PEWS) to assist supervisors in identifying employees whose performance warrants review, and where appropriate, intervention for situation that have negative impacts on the employee, agency, and the community.

II. Policy

It is the policy of the Harris County Sheriff’s Office to establish and maintain a system for tracking and reviewing incidents of risk to the public, agency, and employees. The Personnel Early Warning System (PEWS) shall be used to identify and assess employee performance and to provide intervention when appropriate.

III. Personnel Early Warning System

The Personnel Early Warning System (PEWS) compiles accurate statistical information on documented complaints and employee conduct received or generated by the Harris County Sheriff’s Office (HCSO).

PEWS provides a way to identify patterns of complaints or conduct involving an employee so supervisors may address training needs, the need to reassign the employee, or remedial action at an early stage to improve employee performance.

The PEWS determines if an employee’s behavior or conduct is subject to a mandatory referral for a professional evaluation, counseling, treatment, or medical monitoring through the Employee Assistance Program (EAP).

A. All documents utilized for data entry into PEWS shall use the following listed titles only:

1. A copy of all documents shall be maintained in a separate bureau file and entered by the bureau administrative assistant:

a. Use of force,

b. Fleet crash: Only after review by the Department Safety Officer (DSO) and the employee is found at fault,

c. Documented counseling: Only if issued by a supervisor as a supervisor corrective action,

d. Letter of reprimand: Only if issued by a supervisor as a supervisor corrective action, or

e. PEWS advisory.

2. Entry by Human Resources Division (HR):

a. Mandatory EAP referral, or

b. Grievance.

3. Entry by Internal Affairs Division:

a. Complaint against employee: Only those cases sustained by the Administrative Disciplinary Committee (ADC)

B. Upon receipt of any complaint against an employee, the Office of Inspector General (OIG) shall conduct a PEWS and Internal Affairs Division (IAD) history check to determine if a PEWS alert notification should be initiated as outlined in HCSO Department Policy #231 – Internal Investigations.

IV. Procedure – PEWS Activation

A. Personnel files managed by HR are subject to review at any time, and PEWS shall be activated when an employee is the subject of:

1. Three (3) or more documented complaints or policy violations of any type within a twelve (12) month period, or

2. Two (2) or more sustained documented complaints or policy violations of any type within a twelve (12) month period, or

3. Three (3) or more documented complaints or policy violations of the same type within a three (3) year period, or

4. Two (2) or more at-fault fleet crashes within the previous twelve (12) month period, or

5. Three (3) or more employee grievances involving the same subject employee in separate incidents.

6. Six (6) or more use of force incidents in a six (6) month period.

B. If, based on the criteria set forth in Section III (A), an employee’s PEWS data results in an activation of the PEWS program, OIG will notify the employee’s bureau commander as outlined in Department Policy #231, “Internal Investigations.” The bureau commander will notify the employee’s appropriate division commander that the criterion for PEWS activation has been met.

The division commander shall review the employee’s PEWS data and direct the employee’s supervisors (sergeant or lieutenant) to accomplish a comprehensive evaluation of the employee’s employment history and performance records to include:

1. Previous complaints and documented policy violations,

2. Disciplinary actions,

3. Use of force reports,

4. Fleet crashes,

5. Personnel evaluations,

6. EAP mandatory referrals, and

7. Attendance records (sick leave usage and exhaustion of benefit time) to determine patterns of conduct or other relevant information.

C. Within seven (7) days of receiving the directive from the division commander, the employee’s supervisors shall meet with the employee and review the performance records and PEWS findings.

If, for any reason, this meeting cannot take place within seven (7) days, the lieutenant shall notify the division commander, in writing, to explain the reason for the delay.

D. Upon conclusion of the employee meeting, the employee’s immediate supervisor shall submit correspondence to the division commander through the chain of command. This correspondence shall include:

1. Information provided by the employee regarding his or her conduct or concerns,

2. Observations made by supervisory staff regarding the employee’s situation, and

3. A detailed personal improvement or training plan for the employee, if appropriate.

E. The employee’s division commander shall review the written response with the bureau commander prior to any further action being taken. This review will take place within fourteen (14) days from the date the immediate supervisor submits correspondence in compliance with Section III (D) of this policy.

F. A copy of the PEWS advisory memorandum and the supervisor’s correspondence detailing the personal improvement or training plan for the employee shall be forwarded to the HR and maintained in the employee’s permanent personnel file.

G. In cases where activation of PEWS involves an employee holding the rank of captain or professional staff member administrator, the bureau commander shall review the employee files and take the follow-up measures outlined in this policy.

V. Annual Evaluation of the PEWS System

A. PEWS shall be reviewed annually by bureau and division commanders in order to assess the system’s effectiveness and to make any necessary modifications.

B. The Office of Inspector General (OIG) shall conduct a documented annual evaluation of the PEWS to determine its effectiveness and any recommended modifications. The result of this evaluation shall be documented in a report to the Sheriff detailing the results of the evaluation.

This annual evaluation shall utilize data obtained between January 1st and December 31st of each calendar year, and shall be completed by March 31st of each year.

C. Information obtained as a result of PEWS is confidential and will only be released in compliance with laws governing confidentiality of personnel records and HCSO policies.

Revision

This policy has been revised on the below listed dates:

April 21, 2009  June 14, 2017

January 7, 2014 February 18, 2021

December 5, 2016

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I.             Purpose

The purpose of this policy is to establish guidelines and requirements for agency employees when responding to critical incidents.

II.            Definitions

Civil Disturbance: A civil unrest activity such as a demonstration, riot, or strike that disrupts a community and requires intervention to maintain public safety.

Command Post: A designated location where assistance is provided to the incident commander with the tasks of commanding the operation, such as: maintaining a system of communications; acquiring additional personnel and equipment; accumulating, utilizing, and disseminating information; and coordinating efforts with law enforcement and other agencies.

Critical Incident: An incident that is typically of such magnitude that it necessitates a heightened emergency response, requires additional resources, extended on-scene command, recall and augmentation of personnel, or multi-agency response and support in order to protect life and property, prevent escalation, and restore order. Response to a critical incident will be determined by the type of incident, magnitude, and necessary personnel needed.

Critical Incident Response Roster: Prior to the start of every shift, a patrol district supervisor shall provide the Communications Division with a roster of personnel on duty for that shift, five (5) of which will be available for Rapid Deployment Critical Incident Response (RDCIR). The roster shall clearly indicate which five units on that shift are designated RDCIR units. Supervisors shall ensure that five such units are on duty in each district for all shifts. If the scope of the incident grows beyond the ability of RDCIR units to manage and / or control effectively, additional personnel augmentation will be requested.

Disaster District Committee (DDC): Established for each disaster district, each committee is composed of local representatives of the state agencies, boards, and commissions and organized volunteer groups with representation on the emergency management council. Each disaster district committee shall coordinate with political subdivisions located in the disaster district to ensure that state and federal emergency assets are made available as needed to provide the most efficient and effective response possible.

Emergency Management Plan (also “Harris County Emergency Management Plan” or “Harris County Basic Plan”: An all-inclusive emergency action plan using the National Incident Management System (NIMS) and adopted by Harris County for the management and control of a catastrophic event.

Emergency Operations Center (EOC): A pre-designated facility established to coordinate and support the overall agency response during an unusual occurrence or high risk incident. The EOC is operated and staffed by the Harris County Office of Homeland Security and Emergency Management (HCOHSEM) and the HCSO.

Incident Command System (ICS): A system for command, control, and coordination of a response that provides a means to coordinate the efforts of persons and agencies as they work toward the common goal for stabilizing an incident while protecting life, property, and the environment.

Incident Commander (IC): The individual responsible for all incident activities, including the development of strategies and tactics and the ordering and release of resources. The Incident Commander has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site.

Media Staging Area: an area designated by the incident commander for the staging of media personnel to facilitate the enhanced flow of information between the designated PIO and the media. This area should not infringe on the scene but allow the media access to important information.

Staging Area: A location designated by the incident commander for the assembly of available resources, including personnel and equipment, for response to the incident.

Tabletop Exercise (TTX): A discussion-based exercise intended to stimulate discussion of various issues regarding a hypothetical situation.

Unified Command: In incidents involving multiple jurisdictions, a single jurisdiction with multiagency involvement, or multiple jurisdictions with multiagency involvement, unified command allows agencies with different legal, geographic, and functional authorities and responsibilities to work together effectively without affecting individual agency authority, responsibility, or accountability.

III.          Policy

It is the policy of the Harris County Sheriff’s Office to maintain responsibilities and outline actions to be taken to protect life and property during an emergency and disaster. The Sheriff’s Office will implement the National Incident Management System (NIMS) and the Incident Command System (ICS) in the event of any significant emergency operation or unusual occurrence.

Due to the multitude of catastrophic event possibilities, this “Operations and All-Hazards Plan” needs to be basic, flexible, and subject to modification to be effective in our response.

IV.          Procedures

A.           Authority for Implementation

In the event of a catastrophic event, man-made or natural, the Harris County Emergency Management Plan (Harris County Basic Plan) shall be implemented. The following are considered authority for this implementation:

1.           The Harris County Judge,

2.           The Harris County Office of Homeland Security and Emergency Management, or

3.           The Harris County Sheriff or the designee.

B.           Command Protocol and Coordination of Operations

1.           In accordance with the Harris County Emergency Management Plan (Harris County Basic Plan), the Emergency Management Coordinator (EMC) shall assume incident command of a catastrophic event involving a natural or accidental man-made disaster. The Sheriff shall assume incident command of an event involving a criminal incident or civil disturbance.

2.           The Sheriff or their designee shall exercise full authority over the operations and management of all Harris County law enforcement personnel and resources and be the liaison with the EOC in the event of activation of the County’s Emergency Management Plan.

3.           The Field Operations Division commander is responsible for planning and coordinating functions and response of assigned bureau personnel and resources to a critical incident. The Special Enforcement Bureau commander shall assume incident command and overall agency responsibility for planning and managing the law enforcement critical incident response for a catastrophic event or civil disturbance involving extended on-scene response and recall of personnel. The patrol district commander assigned to the area where the incident occurred shall serve as the assistant incident commander.

4.           During the course of a critical incident, the HCSO has primary responsibility for:

a.           Establishing an on-scene command post,

b.            Law enforcement operations and investigation,

c.            Scene security and staging area security,

d.           Evacuations and warnings,

e.            Communications with other law enforcement agencies, and

f.             Coordination with the Emergency Operations Center.

C.           Incident Command System

1.           The Incident Command System (ICS) shall be the standard operating procedure of all critical incidents involving extended operational response. The ICS consists of five (5) primary elements: Command, Operations, Logistics, Planning, and Finance / Administration.

2.           Each of the primary elements will have assigned personnel as needed to conduct the operation. The incident commander exercises all control for the event and directs the efforts of the personnel in charge of each of the functional elements.

3.           For some types of critical events (hurricane, flooding, tornadoes, etc.) where warning is given, a specific incident scene may not exist in the initial response planning phase, and the Sheriff or their designee may accomplish initial response actions such as mobilizing personnel and equipment and issuing assignments. As the potential threat becomes clearer, and as a specific site or sites become identified, an Incident Command Post (ICP) may be established, and direction and control of the response will be transitioned to an incident commander located at the EOC or on scene.

4.           If a critical incident occurs without warning, the first deputy to arrive on scene will implement the Rapid Response Critical Incident Plan and serve as incident commander until relieved by a supervisor or more qualified person. The incident commander will establish an Incident Command Post (ICP) and provide an assessment of the situation to a supervisor and the Communications Division, identify response resources needed, and direct on-scene response. The Incident Command System shall be implemented in accordance with the Harris County Emergency Management Plan.

http://readyharris.org/Portals/43/PDFs/20140422_BasicPlanAnnex_ExecutiveSummary.pdf?ver=2017-02-06-145939-570

D.           Initiation of the Emergency Plan

Once the appropriate level of response has been determined, the on-scene patrol district commander or designee will be responsible for initiating the Emergency Management Plan and assume incident command until properly relieved. As additional personnel arrive at the scene, they will be assigned to various functions or phases of the operation as needed, including, but not limited to:

1.           The Special Enforcement Bureau commander or designee will be responsible for incident command consisting of the following:

a.           Activating the Incident Command System,

b.            Establishing a command post,

c.            Initiating the notification and mobilization of additional agency personnel,

d.           Obtaining support from other agencies,

e.            Establishing a staging area, if deemed necessary,

f.             Establish a Media Staging Area and provide information and media relations.

g.            Maintaining the safety of all affected personnel, and

h.           Preparing a documented after-action report.

2.           The Patrol Bureau commander or designee will be responsible for the operations function consisting of the following:

a.           Establishing inner and outer perimeters,

b.            Delegating personnel to conduct evacuations if necessary,

c.            Maintaining command post and scene security,

d.           Providing for detainee transportation, processing, and confinement,

e.            Delegating personnel to direct and control traffic, and

f.             Conducting a post-incident investigation.

3.           The Special Enforcement Bureau commander or designee will be responsible for the planning function consisting of the following:

a.           Preparing and documenting the incident action plan,

b.            Gathering and disseminating information and intelligence,

c.            Participating in a Continuity of Operations Plan (COOP)/Continuity of Government Plan (COG), and

d.           Planning post-incident demobilization.

4.           The Special Enforcement Bureau commander or designee will be responsible for the logistics function consisting of the following areas:

a.           Communications and command post locations,

b.            Establishing a staging area,

c.            Transportation,

d.           Medical support,

e.            Supplies, food, temporary shelter, and rest, and

f.             Specialized team and equipment needs.

5.           The Finance and Human Resource Division (H.R) or designee will be responsible for the finance and administration function consisting of the following:

a.           Recording personnel time,

b.            Procuring additional resources,

c.            Recording expenses,

d.           Documenting injuries and liability issues, and

e.            Preparing appropriate reimbursement documents, if applicable.

E.           Personnel Allocation

The command staff is assigned to carry out staff functions needed to support the incident commander in preparation for and during a catastrophic event and may utilize additional designated personnel to assist in carrying out their area of responsibility. A list of those personnel utilized during the incident and a list of non-utilized personnel shall be forwarded to the incident commander by each bureau commander. The incident commander shall maintain a list of sworn and non-sworn personnel available for deployment in additional position assignments not specifically identified in the general staff functions. These positions include designation of a Safety Officer (SO) and a Public Information Officer (PIO). Additional assistants and command staff positions may be assigned as determined by the incident commander.

F.            Levels of Mobilization

Many natural catastrophic events follow some recognizable build-up period during which planning and actions can be taken to achieve a gradually increasing state of readiness. Readiness levels will be determined by the Harris County Office of Homeland Security and Emergency Management (HCOHSEM).

1.           Level 4 – Normal Conditions: Emergency incidents occur, and local officials are notified. One or more departments or agencies may respond to handle the incident. An incident command post may be established. Limited assistance may be requested from other jurisdictions pursuant to established inter-local agreements. The normal operations of government are not affected.

2.           Level 3 – Increased Readiness: A situation that presents a greater potential threat than “Level 4” but poses no immediate threat to life and / or property. Increased readiness actions may be appropriate when situations similar to the following occur:

a.           Tropical Weather Threat: A tropical weather system has developed that has the potential to impact the local area. Readiness actions may include regular situation monitoring, a review of plans and resource status, determining staff availability, and placing personnel on call.

b.            Tornado Watch: Indicates possibility of tornado development. Readiness actions may include increased situation monitoring and placing selected staff on alert.

c.            Flash Flood Watch: Indicates flash flooding is possible due to heavy rains occurring or expected to occur. Readiness actions may include increased situation monitoring, reconnaissance of known trouble spots, and deploying warning signs.

d.           Wildfire Threat: During periods of extreme wildfire threat, readiness actions may include deploying additional resources to areas most at risk, arranging for standby commercial water tanker support, conducting daily aerial reconnaissance, or initiating burn bans.

e.            Civil Disturbance: For incidents with a previous history of problems, readiness actions may include reviewing security, traffic control, fire protection, and first aid planning with organizers and determining additional requirements.

f.             Declaration of “Level 3” will generally require the initiation of the “Increased Readiness” activities to include personnel stand-by alerts.

3.           Level 2 – High Readiness: A situation with a significant potential and probability of causing loss of life and / or property. This situation normally requires a full activation of the HCSO ICS structure for emergency operations and activation of the Harris County Emergency Operations Center. Twelve-hour shifts may be established along with staging of mobile command posts and emergency operations and response resources. This condition normally requires some degree of warning to the public.

Actions could be triggered by severe weather warning information issued by the National Weather Service such as:

a.           Tropical Weather Threat: A tropical weather system may impact the local area within 72 hours. Readiness actions may include continuous storm monitoring, identifying worst-case decision points, increasing preparedness of personnel and equipment, updating evacuation checklists, verifying evacuation route statuses, providing the public with information for techniques on how to protect homes and businesses, and providing information on evacuation routes.

b.            Tornado Warning: Issued when a tornado has actually been sighted in the vicinity and may strike in the local area. Readiness actions may include activating the EOC, continuous situation monitoring, and notifying the public about the warning.

c.            Flash Flood Warning: Issued to alert persons that flash flooding is imminent or occurring on certain streams or designated areas and immediate action should be taken. Readiness actions may include notifying the public about the warning, evacuating low-lying areas, securing shelters to house evacuees, and continuous situation monitoring.

d.           Winter Storm Warning: Issued when heavy snow, sleet, or freezing rain are forecast to occur separately or in combination. Readiness actions may include preparing for possible power outages, putting road crews on standby to clear and / or sand the roads, and continuous situation monitoring.

e.            Civil Disturbance: Civil disorder or criminal incidents involving relatively large-scale localized violence is imminent. Readiness actions may include increased law enforcement presence, putting hospitals and fire departments on alert, and continuous situation monitoring.

4.           Level 1 – Maximum Readiness: A situation where hazardous conditions are imminent. Depending on the event, twelve-hour shifts will be established. This condition denotes a greater sense of danger and urgency than associated with a “Level 2” event.

Actions could also be generated by severe weather warning information issued by the National Weather Service combined with factors making the event more imminent.

a.           Tropical Weather Threat: The evacuation decision period is nearing for an approaching tropical weather system that may impact the local area. Readiness actions may include continuous situation monitoring, full activation of the EOC, and recommending precautionary actions for special facilities, placing emergency personnel and equipment into position for emergency operations, and preparing public transportation resources for evacuation support.

b.            Tornado Warning: A tornado has been sighted especially close to a populated area or moving towards a populated area. Readiness actions may include taking immediate shelter and putting response units on standby.

c.            Flash Flood Warning: Flooding is imminent or occurring at specific locations. Readiness actions may include evacuations, rescue teams on alert, sheltering evacuees and / or others displaced by the flooding, and continuous monitoring of the situation.

d.           Civil Disturbance: Civil disorder or criminal incidents are about to erupt into large-scale and widespread violence. Readiness actions may include having emergency medical service (EMS) units on standby, having law enforcement units present for duty, notifying the DDC that assistance may be needed and keeping them apprised of the situation, and continuous monitoring of the situation is required.

e.            Confirmed Terrorist Incident: A confirmed terrorist incident has taken place. Readiness actions may include having EMS units on standby, having law enforcement units present for duty, notifying the DDC that assistance may be needed and keeping them apprised of the situation, and continuous monitoring of the situation is required.

G.           Incident Command System Field Manual

In addition to HCSO policy and procedures, the Harris County Emergency Management Plan (Harris County Basic Plan) shall be available for use as a guideline for various critical incidents or catastrophic events.

http://readyharris.org/Portals/43/PDFs/20140422_BasicPlanAnnex_ExecutiveSummary.pdf?ver=2017-02-06-145939-570

1.           The Harris County Basic Plan shall be maintained by the Harris County Office of Homeland Security and Emergency Management.

2.           The Emergency Management Plan will be made available to all personnel, who will familiarize themselves with the contents. Additionally, copies will be placed in each Mobile Command Post and each bureau commander’s office.

H.           Communications Center Responsibilities

1.           The Communications Division supervisor shall ensure proper notifications are made regarding any reported critical incident or as directed by an on-scene incident commander.

2.           Upon notification of the activation of the Emergency Management Plan (Incident Command System), the Communications Division supervisors shall notify appropriate command staff personnel and division commanders by, radio, or phone, identifying the level of mobilization.

a.           A situation alert may be issued for any high risk incident, special event, or unusual occurrence. Such events may include demonstrations, large crowd events, or dignitary protection details, etc.

b.            Additional situation alerts may be issued as an incident escalates or de-escalates.

c.            A detailed log of all notifications shall be maintained throughout the critical incident.

I.             Special Considerations in Establishing Command and Resource Areas

1.           Command Post Selection and Activation

a.           A field command post shall be established for all critical incident events that require a major commitment of departmental resources for an extended period of time. A field command post may be established by the supervisor at the scene for any event or occurrence regardless of the size of the operation.

b.            The creation of a field command post helps the incident commander on the scene with tasks of commanding the operation while maintaining a system of communications, acquiring additional personnel and equipment, accumulating, utilizing, and disseminating information, and coordinating efforts with other agencies.

c.            The location for a field command post should be:

i.             In the vicinity and strategic to the occurrence,

ii.            A site readily located and accessible to responding personnel,

iii.          Of sufficient space to accommodate personnel and their vehicles,

iv.           Close to public services (i.e., telephone, electrical, water, restrooms, etc.) whenever possible, and

v.            Secure and defensible as much as possible.

d.           Whenever possible, situation maps that have been prepared to detail building, structure, streets, routes, pre-planned barricade areas, etc., for use in determining perimeters, evacuation zones, staging areas, etc., will be maintained in the Communications Division or Mobile Command Post and will be made available to the incident commander.

2.           Media Staging Area Selection and Activation

a.           A media staging area will be established by the PIO as soon as possible with security provided by law enforcement personnel. The media staging areas should be located far enough away so as not to affect any operations and / or planning.

b.            In addition, the media should be used by personnel to transmit information to the public to enhance the operations (e.g., media alerts to avoid barricaded streets, rumor control, etc.).

c.            Incident commanders should note that with instant access capability to communications, on-site news crews, cell phones, etc., information will spread rapidly regarding an incident of significance. Commanders must be sensitive to this and should make the media a partner to ensure that accurate and timely information is released to the public to avoid, as much as possible, incorrect rumors and speculation.

3.           Resource Staging Area Location Selection and Activation

In critical events requiring large numbers of personnel, or those which continue for an extended period of time, establishing a staging area separate from the field command post may be necessary. This allows command operations to remain free from disruption. The de-escalation of the staging area is determined by the incident commander in charge.

J.             Mutual Aid

1.           The incident commander may request and direct additional local law enforcement as needed and transition the ICS to a unified command system.

2.           In the event the incident has escalated to the degree that requires the response of multiple agencies and resources, the management of the incident would transition from the ICS to a unified command system. The unified command structure is used when personnel and equipment from various agencies or jurisdictions become involved.

3.           Upon activation of the Emergency Management Plan, the HCSO will work in conjunction with the other involved agencies in accordance with and as called for in the unified command system.

4.           If additional personnel are needed, the Sheriff or designee will contact the Texas Department of Public Safety or other such agencies as deemed necessary.

5.           If additional assistance is needed from a federal law enforcement agency, the Sheriff or designee will be responsible for such notification and request.

6.           If state or federal military assistance is necessary to augment local law enforcement efforts involving a critical incident or other emergency situation, the Sheriff shall make a request to the County Judge who will make a determination and make official contact with the Governor or appropriate federal agency.

7.           In the event of the suspension of civil liberties (commonly known as martial law), mobile field forces will be assembled and assigned to work with the National Guard.

K.           Special Operations

A.           If the on-scene incident commander determines an event requires specialized units to supplement patrol functions, the scene will be secured, and an appropriate perimeter will be established.

B.           The Communications Division will contact the requested specialized unit (Bomb Squad, Canine, Crime Control Division, Crime Scene Unit, Investigations, Air Support Unit, or Special Weapons and Tactics Team) to respond.

C.           The on-scene incident commander will maintain command of the incident; however, specialized unit personnel will be responsible for evaluating and determining appropriate actions to be taken by the specialized unit with support from the patrol function.

D.           The on-scene incident commander will be responsible for coordination and cooperation between tactical teams and other operational components to ensure effective communications.

L.            De-escalation Procedures

1.           As the incident de-escalates, the incident commander will release personnel and stand down from the event in a manner that will accommodate the needs of incident command personnel while not producing a law enforcement void.

2.           Personnel will be assigned to devastated areas for the period of time necessary to maintain order and prevent looting.

3.           De-escalation should be a gradual process, allowing proper relief of personnel assigned to the incident for a protracted period of time. A full return to duty schedule should occur as appropriate personnel are available. The lengths of shifts may vary due to allowances for rest and recovery of all personnel.

4.           The de-escalation procedures will include the collection of rosters, event logs, incident reports, and other necessary documentation from each deputy or supervisor involved in the incident.

5.           The area patrol commander or designee shall collect all essential data and produce an incident report of HCSO response and actions.

6.           The incident commander will be responsible for preparing an after-action report using detailed activity summaries submitted by Operations, Planning, Logistics, and Finance if these functions were established during the incident.

7.           The incident report and after-action report shall be forwarded to the Sheriff through the Special Enforcement Bureau commander, Law Enforcement Command assistant chief, chief deputy, and to the accreditation manager.

M.          Training

1.           All affected HCSO law enforcement personnel shall be required to complete appropriate NIMS training for their rank and / or position. Key personnel in positions identified in the ICS manual will be trained in the requirements of the positions to be staffed.

a)           In addition, the HCSO Academy shall conduct or coordinate annual training on the Incident Command System.

b)           Documentation of the annual ICS training shall be maintained by the HCSO Academy.

2.           Documented annual training on the agency’s All-Hazard Plan, to include the Incident Command System (ICS) for affected agency personnel, and

3.           Documented biennial training consisting of a tabletop or full-scale exercise to assess the agency’s capabilities with the All-Hazard Plan and the Incident Command System.

N.           Equipment

1.           Equipment designated for use in response to critical incidents will be maintained in an operational readiness status, and documented inspections will be conducted quarterly and reported to the Bureau Commander.

2.           Equipment available for critical incident response will vary in number and includes, but is not limited to:

a.           Mobile command posts,

b.            Communications on wheels trailer,

c.            Satellite on wheels trailer,

d.           Generators,

e.            Bomb Squad vehicles,

f.             Multi-person transportation vehicles,

g.            Boats,

h.           Special Weapons and Tactics Team vehicles, and

i.             Aircraft (fixed wing and rotary).

3.           All first responders assigned to the Patrol Bureau are issued protective equipment including gas masks and protective gear for use if they are involved in chemical, biological, radiological, and nuclear weapons (CBRN), and hazardous materials situations. Additionally, first responders are issued an Emergency Response Guidebook and receive training on awareness level guidelines, appropriate actions, and use of protective equipment in response to CBRN events.

O.           Rapid Deployment to Critical Incidents

1.           In the event of an unforeseen critical incident, the HCSO will move to expand emergency response and containment operations through immediate rapid deployment of critical incident response units from multiple patrol districts, and / or other local, state, and federal agencies.

2.           Upon arrival at a potential critical incident, the first responding patrol deputy shall evaluate the scene and relay all pertinent information to the supervisor and the Communications Division. Based on a totality of information (i.e., the first responder’s report and the supervisor’s on-view / on-scene evaluation of the incident), the on-duty patrol supervisor will then make the decision to classify the scene as a critical incident. The supervisor shall notify the Communications Division and request Rapid Deployment Critical Incident Response units (RDCIR) to be activated and respond.

3.           Upon notification of the critical incident, the Communications Division will activate and deploy the RDCIR units from the critical incident roster and place the HCSO Mobile Command Post (MCP) on standby. The on-scene supervisor will broadcast on a designated radio channel for all responding RDCIR units and patrol units already on site. All responding units shall then acknowledge and immediately switch to the designated channel using direct communications between units. Deployment of the RDCIR units will be based on the location of the incident, the severity of the incident, and current workload or ongoing major incidents in specific areas.

Immediately following RDCIR unit deployment, the Communications Division shall notify the appropriate patrol district commander and Patrol Bureau commander who will respond as the incident commanders.

4.           The district commander of the affected area will establish an incident command post at the scene to direct and control emergency operations at the incident site and determine if the mobile command post or other resource response is necessary.

5.           Upon arrival on scene, the Patrol Bureau commander will assess the incident and determine if it will require extended on-scene command (in excess of 18 hours and requiring the recall or augmentation of personnel), additional resources, or multi-agency response and support in order to protect life and property, prevent escalation, and restore order. If the incident will be short-term in nature, the Patrol Bureau commander shall continue as incident commander and ensure appropriate management of the scene along with ensuring appropriate documentation is submitted. In such incidents where a large-scale, extended on-scene command is required, the Special Enforcement Bureau commander will assume incident command using the Incident Command System.

P.            Special Events

1.           Special events include parades and other similar events, each of which are handled through individual operations plans which are specific to the circumstances.

2.           Depending on the nature of the event, the Law Enforcement Command assistant chief or designee shall coordinate and approve special event operations plans which will include, at a minimum:

a.           Special personnel qualification requirements, if any,

b.            Command and control,

c.            Written estimates of traffic, crowd, and / or crime problems anticipated,

d.           Logistics requirements,

e.            Coordination inside and outside the department,

f.             Contingency plans for traffic direction and control, and

g.            An after-action report.

Q.           “Very Important Person” (VIP) Security Plan

1.           General:

a.           All requests for security services for VIP visitors will be directed to the Law Enforcement Command assistant chief who will make an administrative decision as to the level and nature of services to be provided.

b.            The Law Enforcement Command assistant chief will designate a single person as supervisor and coordinator of any given security detail.

c.            The security team coordinator will meet, as required, with the advance party or VIP security representative and will prepare necessary plans for provision of security services.

2.           VIP visitors will generally fall into one of three types, which affect the level of necessary protection as follows:

a.           Quiet, private visits with no or limited public activity. These require little or no security.

b.            VIP known by name or position, but not by actual physical appearance. These may require limited security prior to the public appearance and more security after.

c.            Readily recognizable VIP making public appearances. Law enforcement security assistance is required.

Revision

This policy has been revised on the below listed dates:

April 29, 2009                February 18, 2021

June 5, 2009                                   December 28, 2021

June 26, 2012                     November 15, 2024

October 3, 2014

September 15, 2015

January 14, 2016

January 22, 2016

May 8, 2018

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