Phase two capitalizes on the progress the Mayor’s Office has made by advancing strategies and tactics made possible through the foundation laid during phase one. Because systems change is a long-term process involving institutionalization, capacity building, and sustainable partnerships, phase one’s series of objectives continues to provide the overall structure for phase two.



  • Completed
  • In Progress
  • Not Yet Begun
  • Not Necessary
Progress in Plan Implementation
Completed41 Tactics
In Progress14 Tactics
Not Yet Begun 8 Tactics
No Longer Needed1 Tactic
The Mayor’s Office has completed 65% of the Second Phase of the Strategic Plan, excluding those tactics no longer needed.

Last updated: April 25th, 2019

Objective 1: Institutionalize the City of Houston’s Response

Strategy 1.1: Analysis and Passage of Municipal Ordinances
  • Tactic 1.1.1 – Propose additional ordinances and ordinance amendments. Engage with all relevant stakeholders to receive their input before formulating proposed changes.
Strategy 1.2: Explore Pre-book Diversion to a Therapeutic Setting
  • Tactic 1.2.1 – Research already established diversion programs, including Law Enforcement Assisted Diversion (LEAD) in Seattle, the Benedict Center’s Sisters Diversion Program in Milwaukee.
  • Tactic 1.2.2 – Assess whether state legislative changes are needed.
  • Tactic 1.2.3 – Make recommendations about diversion to a therapeutic setting.
  • Tactic 1.2.4 – Collaborate with HPD and non-profit service providers to map the current system used by law enforcement and visualize how pre-booking diversion would function.
  • Tactic 1.2.5 – Create a funding strategy to establish and/or recruit diversion sites.
  • Tactic 1.2.6 – Secure external funding to support all diversion components.
  • Tactic 1.2.7 – Develop protocol and procedures manual for distribution to all program partners to ensure accountability, transparency, and clarify roles and responsibilities.
  • Tactic 1.2.8 – Collaborate with partners to develop analytics plan to monitor volume, the movement of individuals through the system, determine diversion outcomes and assess for overall impact.
Strategy 1.3: Develop Three-Component Approach to Training and Implement with Internal and External Partners
  • Tactic 1.3.1 – Develop model training module which can be adapted to fit the needs of system partners.
  • Tactic 1.3.2 – Develop a training system with three sequential components: first, an introductory indicator training; second, meet with city departments to tailor training; and third, present the customized training before implementation that includes departmental form and policy changes.
  • Tactic 1.3.3 – Create pre- and post-tests for each customized training for use for the three- part training system.

Objective 2: Raise Awareness and Change Public Perception

Strategy 2.1: Develop and Launch an Anti-Luring Social Media Campaign
  • Tactic 2.1.1 – Collaborate with UH Bauer College of Business students to research and develop an anti-luring social media campaign focused on parents and youth (Facebook and Instagram).
  • Tactic 2.1.2 – Partner with Love146 to develop campaign imagery, fine-tune messaging, and pay for high-impact, geo-targeted ad placement on social media channels.
  • Tactic 2.1.3 – Reach out to local and national partners to garner interest and provide all campaign materials so they may post and repost messages.
  • Tactic 2.1.4 – Leverage each platform’s analytics to assess the reach and impact of the social media campaign.

Strategy 2.2: Foster Conscientious Corporate Citizenship and Supply Chain Management
  • Tactic 2.2.1 – Leverage the resources, knowledge, and supply chain data available to develop concrete, actionable presentations for corporations.
  • Tactic 2.2.2 – Highlight Mayor’s Executive Order on procurement to corporations as an example.
  • Tactic 2.2.3 – Serve as a catalyst for adoption of transparent and accountable supply chain practices by the corporate community.
  • Tactic 2.2.4 – Plan and host event for corporate and consular communities addressing responsible sourcing and ethical recruitment of workers.
Strategy 2.3: Maintain Watch for Traffick’s Presence in Houston through High-Impact PSAs and Ad Placements
  • Tactic 2.3.1 – Assess which advertising platforms previously used resulted in the highest rate of return in terms of gross impressions, hotline tips generated, and cases confirmed.
  • Tactic 2.3.2 – Estimate costs for on-going placement of high-impact PSAs and ads and develop a corresponding funding plan for use with funders.
  • Tactic 2.3.3 – Secure external funding to place PSAs and ads.
  • Tactic 2.3.4 – Notify the National Human Trafficking Hotline of the start and end dates of campaign components.
  • Tactic 2.3.5 – Request impression reports from all partner agencies, and analyze information on calls and cases from the national hotline during and after campaign concludes.

Objective 3: Continue to Coordinate Services and Screenings Platform

Strategy 3.1: Integrate Already Existing System Components and Finalize Pending Elements
  • Tactic 3.1.1 – Acquire external funding to support all system components, including shelter- and hospital-based case managers, trauma-informed training, technology, and shelter beds.
  • Tactic 3.1.2 – Integrate screenings by Houston Health Department into a larger system to allow for immediate victim referrals, have standard operating procedures that address screenings and referrals.
  • Tactic 3.1.3 – Hire a consultant to implement trauma-informed training for all system partners.
  • Tactic 3.1.4 – Partner with area hospital system to embed the Human Trafficking Psychology Fellow to provide psychological services and coordinate medical referrals with the hospital-based and city case managers.
  • Tactic 3.1.5 – Finalize initial screening tools for front door partners and a tool allowing for a deeper screening by system-wide case managers.
  • Tactic 3.1.6 – Integrate short-term and emergency shelter program into a larger system so potential victims have access to city case managers, medical and psychological referrals, and social service support.
  • Tactic 3.1.7 – Add more front door community and healthcare partners to screen and refer potential human trafficking victims to city case managers.
  • Tactic 3.1.8 – Coordinate with the Houston Health Department to arrange for its Mobile Unit to provide preventative testing in high-risk areas to potential victims and those in the commercial sex industry.

Objective 4: Reorganize Mayor’s Task Force to Support Phase 2 of Strategic Plan

Strategy 4.1: Convene an Executive Board for HAC-HT
  • Tactic 4.1.1 – Convene Executive Board to serve as thought partners, manage HAC-HT and determine how the task force can be aligned with and support the second phase.
  • Tactic 4.1.2 – Confirm the appointment of an Executive Board, which will take over all functions of the prior task force including appointing new members.

Objective 5: Grow Houston’s Reputation as the National and International Municipal Model

Strategy 5.1: Engage Mayors on Houston’s Municipal Response at the U.S. Conference of Mayors
  • Tactic 5.1.1 – Coordinate with U.S. Conference of Mayors to find substantive means to expand Houston’s municipal response.
  • Tactic 5.1.2 – Pass an anti-human trafficking resolution via the Social Justice Committee at the June 2018 USCM meeting.
  • Tactic 5.1.3 – Speak at the USCM’s January 2019 meeting to encourage other Mayors to adopt the Houston model, ensure Houston is included in the wrap-up report, and promote resolution support.
  • Tactic 5.1.4 – Build on the momentum of the conference by forming a special committee that will evolve into a national task force of municipal leaders.
  • Tactic 5.1.5 – Engage and speak at other Mayors’ Associations to continue to mobilize U.S. Mayors and municipal responses.
Strategy 5.2: Highlight Houston’s Response to International Audiences and Municipal Leaders Abroad
  • Tactic 5.2.1 – Participate in high-impact digital video conference calls convened by the U.S. Department of State (U.S. DOS) to grow Houston’s response on the international stage.
  • Tactic 5.2.2 – Share municipal-level anti-trafficking strategies with municipal leaders, government officials and stakeholders on international missions coordinated and sponsored by the U.S. DOS.
Strategy 5.3: Empower Partner Organizations by Acting as an Information Hub
  • Tactic 5.3.1 – Revise to improve presentation, make more user-friendly, and ensure accessibility for users accessing information.
  • Tactic 5.3.2 – Identify opportunities for easy and effective website-based information sharing with interested users. Leverage Google Analytics as part of the analysis.
  • Tactic 5.3.3 – Develop content and identify information of use to stakeholders and interested partners in form of downloadable toolkits.
  • Tactic 5.3.4 – Coordinate with Polaris to collect Houston-specific numbers on tip calls placed and cases identified and share with local partners for their organizational needs.
  • Tactic 5.3.5 – Promote program transparency by sharing all program-related data and outcomes with partners.

Objective 6: Engage in Post-Disaster Trafficking Mitigation

Strategy 6.1: Develop and Implement a Short-Term Trafficking Response to Address Disaster and Post-Disaster Needs
  • Tactic 6.1.1 – Consult the International Organization for Migration research for advice on trafficking responses to emergency disasters.
  • Tactic 6.1.2 – Collaborate with victim service agencies and survivor leaders to create direct outreach materials in multiple languages highlighting the nexus between natural disasters and a potential rise in sex and labor trafficking.
  • Tactic 6.1.3 – Provide information about the vulnerability of displaced persons to trafficking in the shelter’s daily newsletter distributed to evacuees.
  • Tactic 6.1.4 – Raise awareness with evacuees about trafficking in the wake of a natural disaster and the potential for worker abuse by displaying a PowerPoint slide in the shelter’s halls.
  • Tactic 6.1.5 – Engage in preventative cot-to-cot outreach at municipal and county run shelters with the support of volunteers from partner organizations or institutionalize outreach within Houston Health Department.
  • Tactic 6.1.6 – Give service providers FEMA information for their clients.
Strategy 6.2: Develop and Implement a Long-Term Trafficking Response to Prevent and Mitigate Potential Increases
  • Tactic 6.2.1 – Redesign Watch for Traffick labor and sex trafficking billboards and taxi signs in English and Spanish to highlight the natural disaster/trafficking nexus.
  • Tactic 6.2.2 – Finalize an Executive Order for Mayor Turner to sign that ensures the City of Houston engages in safe labor contracting practices.
  • Tactic 6.2.3 – Develop an educational program for corporate outreach on post-Katrina trafficking legal precedents to encourage risk-avoidance and proper contract oversight.
  • Tactic 6.2.4 – Tailor corporate and consular-specific education, and create an educational forum.
  • Tactic 6.2.5 – Secure funds from the Federal Office on Trafficking in Persons to print Disaster Response palm cards in multiple languages.
  • Tactic 6.2.6 – Secure private funding to build staff and organizational capacity of program partners to engage in preventative outreach and service delivery to vulnerable populations in hard-hit areas.
  • Tactic 6.2.7 – Work with City of Houston planning department to identify post-disaster risk areas prone to trafficking by crossing Harvey damage assessment maps with high vulnerability indicator maps for proactive outreach.
  • Tactic 6.2.8 – Share post-disaster palm cards and vulnerable areas map to community organizations for preventative outreach.
  • Tactic 6.2.9 – Monitor potential increases in online sex ads before, during, and after natural disasters.
  • Tactic 6.2.10 – Develop post-disaster social media campaign to warn certain demographics of trafficking risks.
  • Tactic 6.2.11 – Work with national stakeholders to craft national disaster response.