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Huntsville Police Department Strategic Plan 2025-20272TABLE OF CONTENTSA Message from the Chief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-6Mission, Vision & Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Pillars for Community Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8HPD Strategic Goals by Functional Area . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-11Command Staff Goals and Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12-18Administrative Bureau . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-24Operations Bureau . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25-32Investigations Bureau . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33-39Professionals Standards & Training Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40-503

4Huntsville Police Department Strategic Plan 2025-2027A MESSAGE FROM THE CHIEFIt is a distinct honor and a privilege to serve as your Police Chief. I know that Huntsville is the greatest place in the country to live, work, play and raise a family. Our city’s commitment to growth and innovation is matched only by the strength of its community spirit. As a modern, forward-thinking police department, we are focused on safeguarding what makes our city so exceptional and to keeping Huntsville “The Star of Alabama.”For the past 25 years, the Huntsville Police Department (HPD) has been nationally accredited through the Commission on Accreditation for Law Enforcement Agencies (CALEA). Our mission is to serve and protect the citizens and visitors of Huntsville with high-quality, professional police services. To help us accomplish that mission, we continually update our three-year strategic plan to improve our level of performance and efciency. The plan anticipates future challenges, offering guidelines to follow and methods to monitor our growth. As our community expands and evolves, we will also adapt and advance to meet its needs. For any strategic plan to be effective, it must be exible. We will continuously monitor our progress over the next three years through reviews and annual departmental reports. By developing and following a strategic plan, we hold true to the values that have shaped our department: professionalism, integrity, courage, knowledge, compassion and accountability.I would like to thank the ofcers, employees and volunteers of the Huntsville Police Department for their hard work and dedication to public service. I am also thankful for all the community watch groups, neighborhood associations, Huntsville Police Citizens Advisory Council, Huntsville Police Citizens Foundation, civic organizations, police chaplains, local businesses, City of Huntsville employees and citizens. Your support and involvement have made Huntsville the greatest city in the country. The HPD Command Staff was especially instrumental in developing this comprehensive plan and will play an even bigger role in the years ahead, fullling our mission.Finally, I would like to thank Mayor Tommy Battle, City Administrator John Hamilton as well as members of the City Council and other City departments for their unwavering support and “Big Picture” vision. We are eager to work with and build an even stronger bond with the community as we implement our new strategic plan. We look forward to the next few years as we work to accomplish these goals and develop new ones.KIRK GILESChief of PoliceKirk Giles, Chief of PoliceHuntsville Police Department

Huntsville Police Department Strategic Plan 2025-20275EXECUTIVE SUMMARYHuntsville Police Department Personnel LevelsAs of Dec. 1, 2024, the Huntsville Police Department (HPD) consisted of 804 authorized positions. There are 465 sworn ofcers with 94 vacancies, totaling 559 sworn positions. For non-sworn personnel, we have 201 support and civilian personnel with 44 vacant positions for a total of 245 authorized non-sworn positions.As Huntsville continues to experience rapid growth, the increasing demand for public safety services highlights the critical need to maintain HPD at its full authorized stafng capacity. This ensures the department is equipped to handle the volume of calls for service effectively. The City’s thriving economic climate plays a pivotal role in driving budgetary growth, with funding for personnel representing a signicant portion of the department’s overall budget. Investing in adequate stafng not only supports public safety but also reects the City’s commitment to sustaining a high quality of life for its residents.Anticipated Capital Improvement and EquipmentTo meet the demands of Alabama’s largest city, Huntsville must continue to prioritize critical capital improvements and the acquisition of modern equipment and technology. These investments will enhance organizational efciency and ensure the delivery of exceptional, timely service to Huntsville residents. The outcome will be a safer community, reected in reduced crime rates and an improved quality of life, fostering economic and employment growth.HPD’s immediate priorities are to complete the relocation and construction of new West and South Precinct facilities, as well as the development of a new City Center Precinct. The department also requires fully equipped vehicles for both current and future personnel, along with advanced hardware and software, such as computers, cameras and data storage solutions. Sustained investments in the North Alabama Multi-Agency Crime Center (NAMACC) and additional personnel to oversee emerging technologies are equally critical.Future projects include completing construction on an evidence warehouse and modern Crime Scene Investigations (CSI) building and planning for a Criminal Investigations Division (CID) facility that integrates NAMACC, CID investigators and state and federal task force partners.

6Huntsville Police Department Strategic Plan 2025-2027EXECUTIVE SUMMARYProjected Workload & Population TrendsHuntsville is nationally ranked among the top 25 fastest growing cities and is the 95th largest city in the U.S. Spanning over 215 square miles, the City is primarily located in Madison County, with additional annexed areas in Limestone and Morgan counties. These expansions present growing challenges in patrolling and investigating crimes. As of July 2024, Huntsville’s estimated population stands at 241,114, reecting a substantial 12.1% growth since 2020. HPD is expanding its workforce and transforming its approach to crime prevention and investigations. This will continue to evolve as we increase our capital investments and operate two police academies annually. By leveraging data-driven community-based strategies and adopting real-time crime center technology, the department will enhance its ability to position patrol ofcers where they are needed most, transitioning from reactive to predictive policing. Strengthening partnerships with federal law enforcement agencies and prosecutors remains a key focus, enabling the department to enhance investigative capabilities and apply federal laws, prosecution strategies and sentencing guidelines specically designed to combat violent crime.This Strategic Plan outlines both long-term and short-term objectives, organized around four key priorities: Operations, Investigations, Administration and Professional Standards and Training. Through these focused efforts, the department aims to achieve its mission of fostering safety and justice within the community.

Huntsville Police Department Strategic Plan 2025-20277MISSION, VISION & VALUESMissionThe Huntsville Police Department serves our community by protecting life, liberty and property. We defend the constitutional rights of all people with compassion, fairness, integrity, and professionalism.VisionThe Huntsville Police Department provides the highest quality police services to our citizens and partners with our community to identify and resolve problems. We will evaluate and improve our efforts to enhance public safety and improve the quality of life for all people in Huntsville. We fulll this vision by being efcient and rm in our pursuit of justice, tempered with empathy, compassion, and a conscientious respect for the diverse community we serve. We execute our duties in an impartial, ethical, and professional manner. We never stray from our values.ValuesPROFESSIONALISMWe strive for excellence in our dedication to duty and our quality of service by adhering to thehighest standards of the police profession.INTEGRITYWe exhibit honesty and character through ethical conduct and moral behavior in our personaland professional lives.COURAGEWe pursue the mental, physical, and moral strength to resist opposition, withstand danger,fear, and adversity in the performance of our duty.KNOWLEDGEWe seek truth, awareness, and understanding through education, experience, and training.COMPASSIONWe treat every person with respect and we demonstrate an empathetic understanding in ourefforts to serve them.ACCOUNTABILITYWe hold ourselves accountable for our performance and conduct; individually, to each other,our Department, our Government, and our Community.

8Huntsville Police Department Strategic Plan 2025-2027PILLARS FOR COMMUNITY SUCCESSOUR COMMUNITYVibrant and SafeEnhanced public safety through trusted relationshipsADMINISTRATIONOPERATIONSINVESTIGATIONSSTANDARDS & TRAININGCRIMESUPPRESSION/PREVENTIONSTAFFING &FACILITIESEQUIPMENT & TECHNOLOGYTRAINING &EDUCATIONPROFESSIONALISM • INTEGRITY • COURAGE • KNOWLEDGE • COMPASSION • ACCOUNTABILITYHIGHLY TRAINED EMPLOYEES = OUR #1 ASSETInformationTechnologyServicesEnhanceCrime FightingStrategiesEnhance InvestigativeStrategiesThroughCollaboration, Technology &AnalyticsEnhanceRecruitment StrategiesLeverageSimulationUpgrade TrainingSoftwareProfessionalDevelopmentCrisisInterventionTeamCitizensAdvisory CouncilRangersInternal AffairsFully StaffGrowingDepartmentsBuild Facilitiesto SupportGrowingMission:Crime Scene Lab VehicleWarehouseNAMACCExpand GuardianNetwork/Camera Share ProgramCreate and Lead R&D CommitteeExpandCommunity-Based PolicingCommunityRelationsOfcersSchool ResourceOfcersModernizedFacilitiesFourthPrecinctProfessionalDevelopmentOpportunitiesSoftware & HardwareProcurement/ManagementNew Evidence Warehouse and ExpansionEquipmentProcurement &Sustainment(Modernization)FleetProcurement, Upgrades &SustainmentEmployeeWellness

Huntsville Police Department Strategic Plan 2025-2027HPD STRATEGIC GOALS BY FUNCTIONAL AREAFUNCTIONAL AREA 1 CRIME SUPPRESSION & PREVENTIONPromote effective crime reduction to improve the quality of life and safety of our community and visitors.Minimizing crime is a top priority and a core responsibility in ensuring public safety. The Huntsville Police Department is committed to enhancing safety through effective enforcement, prevention strategies, real-time data analysis, proactive education initiatives, assertive enforcement measures and active community engagement. We understand the importance of strengthening partnerships with other City departments and local law enforcement agencies to tackle crime effectively, both now and in the future.HPD GOAL 1.1 REDUCE CRIME BY EMPLOYING BEST PRACTICE CRIME FIGHTING STRATEGIESHPD GOAL 1.2 IMPROVE INVESTIGATIVE PROCESSES THROUGH COLLABORATION, ANALYTICS AND TECHNOLOGYHPD GOAL 1.3 SUSTAIN “SUCCESSFUL” CRASH REDUCTION PROGRAMHPD GOAL 1.4 EXPAND COMMUNITY-BASED POLICING STRATEGIESHPD GOAL 1.5 EXPAND COMMUNITY RELATIONS OFFICER PROGRAMHPD GOAL 1.6 BUILD COMMUNITY TRUST AND POSITIVE PUBLIC IMAGE THROUGH PUBLIC INFORMATION OFFICERHPD GOAL 1.7 ENSURE COMMUNITY TRANSPARENCY THROUGH HUNTSVILLE POLICE CITIZENS ADVISORY COUNCIL (HPCAC)HPD GOAL 1.8 EXPAND IMPACT OF CRISIS INTERVENTION TEAM (CIT)HPD GOAL 1.9 GROW RANGER PROGRAMHPD GOAL 1.10 EXTEND SCHOOL RESOURCE OFFICER REACHHPD GOAL 1.11 MAINTAIN CALEA CERTIFICATION / STANDARDSFUNCTIONAL AREA 2 STAFFING & FACILITIESThe Huntsville Police Department maintains a highly trained, professional and motivated workforce to serve our community.The quality of service delivered by the Huntsville Police Department is directly related to the talent, attitude and commitment of its employees. We strive to attract and retain intelligent, caring and committed professionals dedicated to serving and protecting the quality of life in Huntsville. In the future, we must continue to grow and improve police facilities to keep pace with the needs of the community.HPD GOAL 2.1 INCREASE RECRUITMENT THROUGH BEST PRACTICE RECRUITMENT STRATEGIES9

10Huntsville Police Department Strategic Plan 2025-2027HPD STRATEGIC GOALS BY FUNCTIONAL AREAResearch, procure and deploy new technology that aids department in providing efcient and effective police services to the community.Advancements in technology play a vital role in enhancing the safety of both our citizens and ofcers while supporting greater accountability and transparency. In addition to modernizing our technological resources, it is essential to plan for the expansion and improvement of our facilities. Outdated equipment, technology and aging infrastructure can hinder the Department’s ability to effectively serve and protect the community.HPD GOAL 3.1 PROVIDE EFFICIENT AND RESPONSIVE INFORMATION TECHNOLOGY SERVICES (ITS) FOR HPDHPD GOAL 3.2 PROCURE AND SUSTAIN FLEET VEHICLES TO SUPPORT GROWING ORGANIZATIONHPD GOAL 3.3 PROCURE AND SUSTAIN EQUIPMENT TO FURTHER MODERNIZE DEPARTMENTHPD GOAL 3.4 CREATE AND LEAD RESEARCH AND DEVELOPMENT COMMITTEEHPD GOAL 3.5 SUSTAIN LETHAL AND NON-LETHAL WEAPONS MODERNIZATION PROGRAMHPD GOAL 3.6 IMPROVE EQUIPMENT TRACKINGFUNCTIONAL AREA 2 STAFFING & FACILITIESHPD GOAL 2.2 COMPLETE BUILDOUT OF TRAINING ACADEMYHPD GOAL 2.3 ENSURE MULTI-USE RANGE FACILITY IS FULLY UTILIZEDHPD GOAL 2.4 ADD / BUILD NEW WEST PRECINCTHPD GOAL 2.5 ADD / BUILD NEW CITY CENTER FOURTH PRECINCTHPD GOAL 2.6 FULLY RESOURCE NEW BUREAUSHPD GOAL 2.7 BUILD NEW / MODERNIZED CRIME SCENE INVESTIGATIONS FACILITYHPD GOAL 2.8 BUILD NEW STORAGE WAREHOUSE FOR EVIDENCE EXPANSION TO INCLUDE SECURE VEHICLE AREAHPD GOAL 2.9 DEVELOP PRELIMINARY PLAN FOR JOINT CRIME CENTER (NAMACC, CID, LEA PARTNERS)HPD GOAL 2.10 INCREASE NUMBER OF GRANT APPLICATIONS/ANNUAL GRANT REVENUEHPD GOAL 2.11 CONTINUOUSLY IMPROVE OVERALL EMPLOYEE WELLNESSHPD GOAL 2.12 FULLY RESOURCE ADMINISTRATION BUREAUHPD GOAL 2.13 INCREASE LEADERSHIP OPPORTUNITIES AND REDUCE SPAN OF CONTROLHPD GOAL 2.14 SECURE AND MODIFY NEW SOD FACILITYHPD GOAL 2.15 SECURE AND MODIFY NEW NADTF FACILITYHPD GOAL 2.16 SECURE AND MODIFY NEW SOUTH PRECINCTFUNCTIONAL AREA 3 EQUIPMENT & TECHNOLOGY

Huntsville Police Department Strategic Plan 2025-202711HPD STRATEGIC GOALS BY FUNCTIONAL AREAThe Huntsville Police Department delivers top-tier professional training to equip our employees with the knowledge, skills and resources needed to provide exceptional service to our community.The Huntsville Police Department offers training designed to strengthen ofcers’ capabilities, enhance the effectiveness of each role and reinforce condence in the agency’s ability to achieve its mission.HPD GOAL 4.1 EXPAND COLLABORATIVE TRAINING AND USE OF SPECIALIZED ADVISORS AND PRESENTERSHPD GOAL 4.2 CONTINUOUSLY IMPROVE AND UPDATE EDUCATION AND STAFF DEVELOPMENTHPD GOAL 4.3 INCREASE PROFESSIONAL DEVELOPMENT OPPORTUNITIESHPD GOAL 4.4 CONTINUOUSLY ENHANCE WEAPONS PROFICIENCYHPD GOAL 4.5 DEVELOP AND IMPLEMENT BUREAU SPECIFIC TRAINING PLANS AS APPROPRIATEFUNCTIONAL AREA 4 TRAINING & EDUCATION

12Huntsville Police Department Strategic Plan 2025-2027COMMAND STAFF GOALS & OBJECTIVESDC / PILLAR (C – Chief, O - Operations, I – Investigations, A – Administration, ST – Standards and Training)GOAL 1.1 REDUCE CRIME BY EMPLOYING BEST PRACTICE CRIME FIGHTING STRATEGIES1.1.3 Continue to increase the authorized C Deputy Chiefs/Chief number of ofcers meeting the demands of calls for service in order to provide efcient, quick and reliable service to citizens.OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITYGOAL 1.4 EXPAND COMMUNITY-BASED POLICING STRATEGIES1.4.2 Grow partnerships through community C PIO/CRO/HPCAC/Crime Stoppers watch, civic associations and local businesses by expanding the community relations program concepts and police participation.OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY1.4.7 Promote and publicize the department’s C PIO goals, values, core beliefs and mission statement.1.4.10 Use social media to invite citizens to C CRO/PIO participate in the “RideAlong” program and other HPD-sponsored interactive programs such as “Why Police Do What They Do” and “CRASE.”1.4.12 Collaborate with diverse stakeholders to C CRO/PIO/Chief/HPCAC support educational initiatives that foster positive communication and interaction between the community and law enforcement.1.4.13 Reinforce with employees the importance C Command Staff of their interactions with the community and community perceptions.

Huntsville Police Department Strategic Plan 2025-202713COMMAND STAFF GOALS & OBJECTIVESGOAL 1.5 EXPAND COMMUNITY RELATIONS OFFICER PROGRAM1.5.1 Work closely with the Public Information C Precinct Captains/CRO Ofcer (PIO), City Communications Specialist and local media to promote crime prevention programs and strategies.OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY1.5.8 Incentivize CRO program by recognizing C/O PIO/CRO work with neighborhoods and businesses through social media success stories.1.5.10 Maintain interdepartmental relationships C PIO/CRO to enhance City services.GOAL 1.6BUILD COMMUNITY TRUST AND POSITIVE PUBLIC IMAGE THROUGH PUBLIC INFORMATION OFFICER1.6.1 Provide professional and timely attention C PIO and service to the public through the media.OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY1.6.2 Enhance dissemination of information C PIO/CRO using social media (Facebook, Huntsville Regroup and Twitter).1.6.4 Expand availability of a police C Field Lts./Field Sgts./PIO spokesperson at night, on weekends and during all crisis situations.1.6.5 Improve communications and relations C PIO with local media by preparing and distributing news releases and staging news conferences to better inform the public.1.6.6 Coordinate and streamline information C PIO pertaining to ongoing cases, agency investigations, police operations and special events.1.6.7 Improve community interaction through C PIO/IA Huntsville Police Citizens Advisory Council (HPCAC) functions and meetings.

14Huntsville Police Department Strategic Plan 2025-2027COMMAND STAFF GOALS & OBJECTIVESGOAL 1.7ENSURE COMMUNITY TRANSPARENCY THROUGH HUNTSVILLE POLICE CITIZENS ADVISORY COUNCIL (HPCAC)1.7.2 Assess agency objectives, problems C Chief/IA/HPCAC and successes. OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY1.7.3 Help develop agency programs and C Chief/IA/HPCAC policies. 1.7.4 Identify actions, philosophies, behaviors C Chief/IA/HPCAC and practices that contribute to community tensions, grievances and complaints. GOAL 2.4 ADD / BUILD NEW WEST PRECINCT 2.4.1 Complete feasibility study to determine O/C Deputy Chief the best site for relocation of West Precinct. OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.4.2 Begin architectural planning for relocated O/C Deputy Chief West Precinct in 2026, or determine if a suitable facility already exists. GOAL 2.5 ADD / BUILD NEW CITY CENTER FOURTH PRECINCT 2.5.1 Complete a calls-for-service and O/C/A Deputy Chiefs geographic study for location of city center fourth precinct.OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.5.2 Reallocate district lines to allow for fourth O/C/A Deputy Chiefs precinct.2.5.3 Finalize the site and name of the fourth O/C/A Deputy Chiefs precinct building.2.5.4 Promote captains and supervisors O/C Deputy Chiefs to staff new precinct.

Huntsville Police Department Strategic Plan 2025-202715COMMAND STAFF GOALS & OBJECTIVESGOAL 2.6 FULLY RESOURCE NEW BUREAUS2.6.8 Create internship opportunites for ALL Chief’s Staff departments as appropriate. OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITYGOAL 2.10 INCREASE NUMBER OF GRANT APPLICATIONS / ANNUAL GRANT REVENUE 2.10.1 Conduct a comprehensive study of Police C Chief’s Staff Department needs and grant availability.OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.10.2 Establish timelines to meet grant C Chief’s Staff application deadline and then apply for the needed grants.2.10.3 Evaluate previous processes and research C Chief’s Staff best practices from other police agencies.2.10.4 Pursue alternative funding for specialized C Chief’s Staff equipment and technology through grant monies.GOAL 2.11 CONTINUOUSLY IMPROVE OVERALL EMPLOYEE WELLNESS 2.11.4 Continue to promote the City Wellness C Command Staff Program for all employees to include mental health and EAP benets.OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.11.5 Promote relationships with Public Safety C Chaplain Chaplaincy Board and local faith organizations.2.11.2 Increase utilization of peer-to-peer C/ST Academy support program by expanding services and scope, enhancing training, measuring impact, and shifting focus to include preventative measures. Additionally, foster development of HPD leadership and community champions.

16Huntsville Police Department Strategic Plan 2025-2027COMMAND STAFF GOALS & OBJECTIVESGOAL 2.11CONTINUOUSLY IMPROVE OVERALL EMPLOYEE WELLNESS 2.11.9 Integrate chaplains into peer-to-peer C Chaplain support program. OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITYGOAL 2.13INCREASE LEADERSHIP OPPORTUNITIES AND REDUCE SPAN OF CONTROL 2.13.1 Evaluate adding Corporal Position. C/O/A/ST Chief/Academy OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.13.2 Develop plan to implement Corporal C/O/A/ST Chief/Academy position. 2.11.6 Maintain condentiality in counseling/ C Chaplain peer support. 2.11.7 Continue to recruit additional chaplains C Chaplain from diverse faith communities and encourage participation.2.11.8 Promote the availability of the chaplain C Chaplain program to ofcers.GOAL 2.14SECURE AND MODIFY NEW SOD FACILITY 2.14.1 Develop preliminary plan and secure I/A/C PM/SOD/GS funding. OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.14.2 Research like facilities/Design facility. I/A/C PM/SOD/GS2.14.3 Build/build out facility. I/A/C PM/SOD/GS2.14.4 Occupy facility summer (FY25). I/A/C SOD

Huntsville Police Department Strategic Plan 2025-202717COMMAND STAFF GOALS & OBJECTIVESGOAL 2.16SECURE AND MODIFY NEW SOUTH PRECINCT2.16.1 Develop preliminary plan and secure funding. O/A/C PM/NADTF/GSOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.16.2 Research like facilities/Design facility (FY25). O/A/C PM/NADTF/GS2.16.3 Build/build out facility (FY25-26). I/A/C PM/NADTF/GS2.16.4 Occupy facility summer (FY26). I/A/C NADTFGOAL 2.15SECURE AND MODIFY NEW NADTF FACILITY 2.15.1 Develop preliminary plan and secure I/A/C PM/NADTF/GS funding. OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.15.2 Research like facilities/Design facility (FY25). I/A/C PM/NADTF/GS2.15.3 Build/build out facility (FY25-26). I/A/C PM/NADTF/GS2.15.4 Occupy facility summer (FY26). I/A/C NADTFGOAL 2.16SECURE AND MODIFY NEW SOUTH PRECINCT2.16.1 Develop preliminary plan and secure funding. O/A/C PM/NADTF/GSOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.16.2 Research like facilities/Design facility (FY25). O/A/C PM/NADTF/GS2.16.3 Build/build out facility (FY25-26). I/A/C PM/NADTF/GS2.16.4 Occupy facility summer (FY26). I/A/C NADTF

Huntsville Police Department Strategic Plan 2025-2027COMMAND STAFF GOALS & OBJECTIVESGOAL 4.1EXPAND COLLABORATIVE TRAINING AND USE OF SPECIALIZED ADVISORS AND PRESENTERS4.1.6 Mentor and nominate supervisors to C Chief attend the FBI National Academy. OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY4.1.7 Fully assess training staff workload and ST/C Academy adjust stafng levels as appropriate.GOAL 4.2CONTINUOUSLY IMPROVE AND UPDATE EDUCATION AND STAFF DEVELOPMENT 4.2.14 Continue to have supervisors attend C Command Staff additional leadership courses such as SLEDS, LEEDA and NTOA. Also participate in local leadership programs within the area to build public relations. OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITYGOAL 4.3INCREASE PROFESSIONAL DEVELOPMENT OPPORTUNITIES4.3.5 Continue to promote educational C Academy/Chief assistance or incentives and grant programs through the city and local colleges and universities. OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY4.3.7 Evaluate tuition assistance program/ C Chief’s Staff educational incentive pay to promote college education. 18

Huntsville Police Department Strategic Plan 2025-2027ADMINISTRATIVE BUREAUADMINISTRATIVE BUREAUThe Huntsville Police Department’s Administrative Bureau is commanded by Deputy Chief Michael Johnson. Deputy Chief Johnson leverages his 27 years of law enforcement experience to oversee all essential support services within the department. Comprising dedicated civilian personnel, the Bureau’s primary mission is to assist the Operations and Investigations Bureaus by enhancing their effectiveness while also providing valuable services to the community.The Administrative Bureau is organized into seven divisions: Communications, Records, Identication, Evidence and Property, Alarm Management and Fleet and Information Technology. Each division plays a vital role in ensuring the smooth, continuous operation of the department.The Communications, Records and Identication Divisions operate around the clock, ensuring that crucial services are available 24 hours a day to meet the needs of both ofcers and residents. The Evidence and Property Division is open to the public during normal business hours, Monday through Friday, excluding holidays and weekends, to facilitate community access to necessary records and personal property.Beyond supporting law enforcement operations, the Administrative Bureau also manages services that directly benet the public. From managing police communications and records to overseeing evidence handling and property storage, each division is essential to the efcient and secure functioning of the Huntsville Police Department. Through this collaborative support structure, the Administrative Bureau plays a pivotal role in the department’s commitment to public safety and service excellence.Michael T. Johnson, Deputy ChiefAdministrative ServicesHuntsville Police Department19

Huntsville Police Department Strategic Plan 2025-2027192.6.8 Create Internship opportunities for ALL Chief departments as appropriate.GOAL 2.6FULLY RESOURCE NEW BUREAUSOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY2.8.3 Build facility FY24-25. I/A GS/PM/Evidence GOAL 2.8BUILD NEW STORAGE WAREHOUSE FOR EVIDENCE EXPANSION TO INCLUDE SECURE VEHICLE AREAOBJECTIVES DC/PILLARASSIGNMENT OF RESPONSIBILITY2.8.4 Purge/Move evidence (All). I/A Evidence 2.8.5 Occupy facility summer 2025. I/A Evidence2.8.6 Design expanded space (Old CSI) A A/Evidence for evidence.2.5.1 Complete a calls-for-service and O/C/A Deputy Chief geographic study for location of city center fourth precinct.GOAL 2.5ADD/BUILD NEW CITY CENTER FOURTH PRECINCTOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.5.2 Reallocate district lines to allow for O/C/A Deputy Chief fourth precinct. 2.5.3 Finalize the site and name of the fourth O/C/A Deputy Chief precinct building.2.8.7 Modify expanded space for evidence. A A/Evidence2.12.1 Fill vacant Administrative Bureau slots A Administrative Division (Dispatch).GOAL 2.12FULLY RESOURCE ADMINISTRATIVE BUREAUOBJECTIVESDC/PILLAR ASSIGNMENT OF RESPONSIBILITY2.12.2 Develop retention plan for bureau. A Administrative DivisionADMINISTRATIVE BUREAU GOALS & OBJECTIVESDC / PILLAR (C – Chief, O - Operations, I – Investigations, A – Administration, ST – Standards and Training)20

ADMINISTRATIVE BUREAU GOALS & OBJECTIVES20Huntsville Police Department Strategic Plan 2025-20272.13.1 Evaluate adding Corporal position. C/O/A/ST Chief/AcademyGOAL 2.13 INCREASE LEADERSHIP OPPORTUNITIES AND REDUCE SPAN OF CONTROL OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.13.2 Develop plan to Implement C/O/A/ST Chief/Academy Corporal position.2.15.1 Develop preliminary plan and secure I/A/C PM/NADTF/GS funding.GOAL 2.15SECURE AND MODIFY NEW NADTF FACILITY OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.15.2 Research like facilities/Design I/A/C PM/NADTF/GS facility (FY25).2.15.3 Build / Build out facility (FY25-26). I/A/C PM/NADTF/GS2.15.4 Occupy facility summer (FY26). I/A/C NADTF2.14.1 Develop preliminary plan and secure I/A/C PM/SOD/GS funding.GOAL 2.14 SECURE AND MODIFY NEW SOD FACILITY OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.14.2 Research like facilities/Design facility. I/A/C PM/SOD/GS2.14.3 Build/Build out facility. I/A/C PM/SOD/GS2.14.4 Occupy facility summer (FY25). I/A/C SOD2.16.1 Develop preliminary plan and O/A/C PM/NADTF/GS secure funding.GOAL 2.16SECURE AND MODIFY NEW SOUTH PRECINCTOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.16.2 Research like facilities/Design O/A/C PM/NADTF/GS facility (FY25).21

3.1.1 Update and improve HPD’s equipment A Administrative Division and back-end hardware/software (supporting those systems) to operate more efciently and effectively.GOAL 3.1PROVIDE EFFICIENT & RESPONSIVE INFORMATION TECHNOLOGY SERVICES (ITS) FOR HPDOBJECTIVES DC/PILLARASSIGNMENT OF RESPONSIBILITY3.1.4 Develop software / hardware procurement A/I Administrative Division plan for the next three years. NAMACC3.1.5 Implement RMS and Command Aware A Administrative Division components to greatly improve the utilization of resources to identify problem areas to reduce crime and manage resources.3.1.6 Add GPS capability to handheld radios. A Administrative DivisionHuntsville Police Department Strategic Plan 2025-20272.16.3 Build/Build out facility (FY25-26). I/A/C PM/NADTF/GSGOAL 2.16SECURE AND MODIFY NEW SOUTH PRECINCTOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.16.4 Occupy facility summer (FY26). I/A/C NADTFADMINISTRATIVE BUREAU GOALS & OBJECTIVES3.2.1 Sustain department wide eet A Administrative Division replacement plan.GOAL 3.2PROCURE AND SUSTAIN FLEET VEHICLES TO SUPPORT GROWINGORGANIZATIONOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY3.2.2 Consolidate eet support operations A Administrative Division (IT, Fleet, Radio).22

Huntsville Police Department Strategic Plan 2025-2027ADMINISTRATIVE BUREAU GOALS & OBJECTIVES3.4.1 Recruit appropriate team members. I/A NAMACC GOAL 3.4 CREATE AND LEAD RESEARCH AND DEVELOPMENT COMMITTEEOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY3.4.2 Lead team in development of research I/A NAMACC and development plan.3.4.3 Execute research and development plan. I/A NAMACC3.3.1 Develop and implement equipment A Administrative Division modernization plan to include procurement and sustainment.GOAL 3.3PROCURE AND SUSTAIN EQUIPMENT TO MODERNIZE DEPARTMENTOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY3.3.2 Upgrade radios (N70s). A Administrative Division 3.3.3 Upgrade vehicle communications A Administrative Divison network (Replace Southern Link).3.3.4 Procure Axon System (Streaming Body A/I/O Administrative Divison and Car Cameras, Tasers, Interview Room Systems, Centralized Digital Storage - Evidence.com).3.3.5 Radio Management Software. A Administrative Division3.3.6 Replacement of the Panasonic A Administrative Division Toughbooks.3.5.1 Upgrade/train/integrate Axon tasers. A/O/ST Administrative Division GOAL 3.5 SUSTAIN LETHAL AND NON-LETHAL WEAPONS MODERNIZATIONPROGRAMOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY23

ADMINISTRATIVE BUREAU GOALS & OBJECTIVES4.3.15 Develop and implement IT Certication A/ST Administration/Academy and Specialized Applications PD Training Plan.GOAL 4.3 INCREASE PROFESSIONAL DEVELOPMENT (PD) OPPORTUNITIESOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY4.3.16 Develop and implement specialized A/ST Administration/Academy training for ID Section.4.3.17 Conduct NIBRS training for Records. A Administration/Academy23Huntsville Police Department Strategic Plan 2025-2027GOAL 3.6 IMPROVE EQUIPMENT TRACKINGOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY3.6.1 Update current inventory forms. A Administrative Division3.6.2 Create inventory checklist per HPD position. A Administrative Division24

Huntsville Police Department Strategic Plan 2025-2027OPERATIONS BUREAUThe Huntsville Police Department’s Operations Bureau is under the command of Deputy Chief Scott Hudson. Deputy Chief Hudson has over 29 years of law enforcement experience.The Operations Bureau is responsible for the daily response to calls for service and engages in proactive enforcement of municipal and state laws. As rst responders, Operations Bureau personnel are the ofcers who answer 911 calls, committed to delivering high-quality service across Huntsville.The Bureau is structured into three precincts - North, South and West - as well as a Special Operations Division and a Community Relations Ofcer Unit. Together, these precincts provide 24/7 coverage for more than 215 square miles of Huntsville. Each precinct is staffed by uniformed patrol ofcers who provide around-the-clock service to the City.The Special Operations Division is composed of ofcers with advanced, specialized training. This division includes units such as Special Weapons and Tactics (SWAT), K-9, Arson/Bomb Unit, Incident Response Team (IRT), Crisis Negotiations Response Team (CNRT), Trafc Services Units 1 and 2, DUI Taskforce, School Resource Ofcers, Bike Unit, Honor Guard and Public Safety Aides. It operates with ve (5) full-time and seven (7) part-time units.Community policing is the core philosophy of the Huntsville Police Department, with the Community Relations Unit leading efforts to build public trust. The department believes in fostering positive relationships with the community, a value embraced at every level of the organization. Community Relations Ofcers are trained in techniques of de-escalation, crisis intervention and public relations. Furthermore,the department’s Community Outreach Ofcers work closely with advocacy organizations to assist in addressing homeless and mental health initiatives. Recognizing that Huntsville’s people are its greatest asset, the Huntsville Police Department remains committed to enhancing the quality of life for all in the community.Scott Hudson, Deputy ChiefOperationsHuntsville Police Department25

1.1.1 Improve public safety by reducing crime. O CID Captain/Precinct CaptainsGOAL 1.1REDUCE CRIME BY EMPLOYING BEST PRACTICE CRIME FIGHTINGSTRATEGIESOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITYHuntsville Police Department Strategic Plan 2025-20271.1.2 Maintain partnerships with other federal, O/I CID Captain/Precinct Captains state and local agencies to develop and implement effective crime prevention and reduction strategies.1.1.5 Develop proactive patrol techniques to O/I Precinct Captains/NAMACC detect criminal or safety issues within neighborhoods.1.1.7 Use the RMS to institutionalize a system of O Precinct Captains accountability for personnel within the organization charged with developing, managing, and carrying out crime-ghting efforts.1.1.8 Have each precinct utilize the recurrent O/I Precinct Captains/NAMACC crime statistics/intelligence meetings to place an emphasis on productivity and to evaluate the effectiveness of the strategies and tactics contained in their operational plans.1.1.9 Identify narcotic trafcking patterns and O/I Investigations Buerau Team develop strategies to combat drug-infested areas.1.1.10 Improve response time on emergency calls O Precinct Captains through supervision and use of resources.1.1.11 Develop an efcient way for commanders to O CID Captain receive reports of response time to CFS, or a tutorial on how this data is retrieved.251.1.6 Hold command-level crime statistics/ O/I Investigations Bureau Team intelligence meetings at the precincts at regular intervals to evaluate whether the actions that are taken to prevent and reduce crime throughout the city are the most effective.OPERATIONS BUREAU GOALS & OBJECTIVESDC / PILLAR (C – Chief, O - Operations, I – Investigations, A – Administration, ST – Standards and Training)26

Huntsville Police Department Strategic Plan 2025-2027OPERATIONS BUREAU GOALS & OBJECTIVES1.3.2 Produce, analyze and provide regular I/O SOD/Precinct Captains updates on the hot spot crash data to aid in adjustment or deployment of resources throughout the year.GOAL 1.3SUSTAIN “SUCCESSFUL” CRASH REDUCTION PROGRAMOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY1.3.3 Participate in department-wide and O SOD/Precinct Captains precinct-wide trafc enforcement efforts to promote overall trafc safety and crime reduction.1.3.4 Aggressively enforce speed limits in all O SOD/Precinct Captains active school zones with zero tolerance for violators.1.3.5 Identify high-crash locations through crash O SOD reduction analysis and engage in specic engineering, educational, and enforcement initiatives at those locations.1.3.6 Participate in all statewide enforcement O SOD programs such as “Click It or Ticket,” “Over the Limit, Under Arrest,” “Buzzed Driving is Drunk Driving,” and bicycle and pedestrian programs as well as department-sponsored enforcement initiatives like DUI checkpoints and saturation patrols.1.3.7 Educate citizens by deploying speed trailers O SOD/Precinct Captains and public information announcements to help raise community awareness in problem trafc areas.1.3.8 Train Public Safety Aides to monitor and O SOD safely facilitate pedestrian and vehicular trafc in our local school zones.1.3.9 Continue to improve the Funeral Escort O SOD Program provided to citizens by guaranteeing 100% service to any citizen requesting the escort with a paid fee as dened by the current part-time job program.1.3.1 Decrease the number of trafc crashes O SOD/Precinct Captains that result in death, serious injury, and/or property damage by 2% each year.27

OPERATIONS BUREAU GOALS & OBJECTIVESGOAL 1.4EXPAND COMMUNITY-BASED POLICING STRATEGIESOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITYHuntsville Police Department Strategic Plan 2025-20271.4.5 Expand our partnership with the O CRO/Precinct Captains community by teaching more classes on ways to reduce the chance of becoming a victim.1.4.8 Support ongoing community events such O CRO/Precinct Captains as the Christmas Parade, the Halloween Party and others while encouraging HPD participation to increase interaction and trust.1.4.9 Reduce crime and vulnerability of the O CRO homeless and mentally ill by enhancing resources, proactive interventions and environmental improvements.1.4.11 Educate property owners on the posting O CRO of physical warning signs such as “No Parking” and “No Trespassing” and then how to enforce these.1.4.15 Increase the use of bike patrols in and O SOD around the downtown area with a focus on customer service training for these ofcers.1.4.17 Evaluate and modify zones to improve O/I Operations patrol presence in the community.2728

Huntsville Police Department Strategic Plan 2025-2027OPERATIONS BUREAU GOALS & OBJECTIVESGOAL 1.5EXPAND COMMUNITY RELATIONS OFFICER PROGRAMOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY1.5.3 Continue involvement and support of the O CRO/SRO annual Community Awareness for Youth (CAFY) event and monthly student awards.1.5.6 Coordinate site security assessments for O CRO businesses with Crime Prevention through Environmental Design (CPTED).1.5.7 Continue to use code enforcement O CRO initiatives to mitigate environmental causes of crime and disorder.1.5.8 Incentivize CRO program by recognizing C/O PIO/CRO work with neighborhoods and businesses through social media success stories.1.8.2 Establish a 911 triage. O CRO/Deputy Chief GOAL 1.8 EXPAND IMPACT OF CRISIS INTERVENTION TEAM (CIT)OBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY1.10.1 Enhance relationships within Huntsville O SRO City Schools. GOAL 1.10 EXTEND SCHOOL RESOURCE OFFICER REACHOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY1.10.2 Work to provide a diversied selection of O SRO School Resource Ofcers (SROs). 29

OPERATIONS BUREAU GOALS & OBJECTIVES1.10.3 Encourage SROs to serve as problem O SRO solvers, youth advocates, mentors, community liaisons, counselors, classroom instructors and role models.GOAL 1.10EXTEND SCHOOL RESOURCE OFFICER REACHOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITYHuntsville Police Department Strategic Plan 2025-20271.10.4 Develop teaching curriculum for students O SRO on citizenship and law enforcement related topics of interest.GOAL 2.4 ADD/BUILD NEW WEST PRECINCTOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY2.4.1 Complete feasibility study to determine O/C Deputy Chief the best site for relocation of West Precinct.2.4.2 Begin architectural planning for relocated O/C Deputy Chief West Precinct in 2026, or determine if a suitable facility already exists.GOAL 2.5 ADD/BUILD NEW CITY CENTER FOURTH PRECINCTOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY2.5.1 Complete a calls-for-service and O/C/A Deputy Chief geographic study for location of fourth City Center Precinct.2.5.2 Reallocate district lines to allow for fourth O/C/A Deputy Chief precinct.2.5.3 Finalize the site and name of the fourth O/C/A Deputy Chief precinct building.2.5.4 Promote captains and supervisors to O/C Deputy Chief staff new precinct.2930

OPERATIONS BUREAU GOALS & OBJECTIVES2.6.8 Create internship opportunities for ALL Chief departments as appropriate.GOAL 2.6OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.13.1 Evaluate adding Corporal position. C/O/A/ST Chief/AcademyGOAL 2.13OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITYHuntsville Police Department Strategic Plan 2025-20272.13.2 Develop plan to implement C/O/A/ST Chief/Academy Corporal position.2.14.1 Develop preliminary plan and secure I/A/C PM/SOD/GS funding.GOAL 2.14 SECURE AND MODIFY NEW SOD FACILITY OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.14.2 Research like facilities/Design facility. I/A/C PM/SOD/GS2.14.3 Build/Build out facility. I/A/C PM/SOD/GS2.14.4 Occupy facility summer (FY25). I/A/C SOD2.16.1 Develop preliminary plan and O/A/C PM/NADTF/GS secure funding.GOAL 2.16SECURE AND MODIFY NEW SOUTH PRECINCTOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.16.2 Research like facilities/Design O/A/C PM/NADTF/GS facility (FY25).FULLY RESOURCE NEW BUREAUSINCREASE LEADERSHIP OPPORTUNITIES AND REDUCE SPAN OF CONTROL 31

Huntsville Police Department Strategic Plan 2025-2027OPERATIONS BUREAU GOALS & OBJECTIVES4.2.12 When possible, assist ofcers with exible O Command Staff stafng (split off days) to facilitate continuing education.GOAL 4.2CONTINUOUSLY IMPROVE AND UPDATE EDUCATION AND STAFFDEVELOPMENTOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY4.3.1 Use TDY assignments to better orient and O Command Staff train personnel prior to full assignments.GOAL 4.3INCREASE PROFESSIONAL DEVELOPMENT OPPORTUNITIESOBJECTIVES DC/PILLARASSIGNMENT OF RESPONSIBILITY4.3.2 Create a volunteer rotation (TDY) of O/I Command Staff patrol ofcers through CID and other specialized units.4.3.3 Match investigators with ofcers for O/I Command Staff improvement of working knowledge of investigation principles.GOAL 3.3 PROCURE AND SUSTAIN EQUIPMENT TO MODERNIZE DEPARTMENTOBJECTIVES3.3.4 Procure Axon System (Streaming Body I Investigations Bureau Team and Car Cameras, Tasers, Interview Room Systems, Centralized Digital Storage - Evidence.com).ASSIGNMENT OF RESPONSIBILITYDC/PILLAR3.5.1 Upgrade/Train/Integrate Axon Tasers. A/O/ST Administrative Division GOAL 3.5SUSTAIN LETHAL AND NON-LETHAL WEAPONS MODERNIZATION PROGRAMOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY3132

Huntsville Police Department Strategic Plan 2025-2027INVESTIGATIONS BUREAUThe Investigations Bureau, led by Deputy Chief Charles Brooks, oversees all investigative, intelligence and crime analysis operations within the Huntsville Police Department. With over 27 years of law enforcement experience, Deputy Chief Brooks ensures the Bureau’s focus on thorough crime investigation and seamless collaboration among investigators, task force ofcers and analysts.The Bureau includes the Criminal Investigations Division and the North Alabama Multi-Agency Crime Center (NAMACC), as well as all federal task force ofcers working with the department. These divisions work closely to investigate crimes effectively and coordinate resources across agencies.The Criminal Investigations Division is organized into eight units: General Investigations, Financial Crimes, Major Crimes, Property Crimes, Special Victims, Violent Crimes, Trafc Homicide and Crime Scene. Additionally, the North Alabama Drug Task Force and the Anti-Crime Team operate within this division.NAMACC, comprising sworn and civilian analysts from various agencies, supports ofcers in threat assessment, cellular forensics, digital imaging, video recovery and UAV operations, enhancing cooperation for North Alabama’s law enforcement teams. NAMACC also provides real-time support during emergency situations.The Huntsville Police Department collaborates extensively with federal partners, participating in the Joint Terrorism Task Force, the Gulf Coast Fugitive Task Force, the Safe Streets Task Force, Homeland Security, ATF and the Tennessee Valley Regional Computer Forensics Lab. Ofcers in these task forces report to the Investigations Bureau, ensuring effective coordination across all agencies.Charles Brooks, Deputy ChiefInvestigationsHuntsville Police Department33

Huntsville Police Department Strategic Plan 2025-20271.1.2 Continue to maintain partnerships with I/O CID Captain/Precinct Captains other federal, state and local agencies to develop and implement effective crime prevention and reduction strategies.GOAL 1.1REDUCE CRIME BY EMPLOYING BEST PRACTICE CRIME FIGHTINGSTRATEGIESOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY1.1.6 Hold command-level crime statistics/ I/O Investigations Bureau Team intelligence meetings at the precincts at regular intervals to evaluate whether the actions that are taken to prevent and reduce crime throughout the city are the most effective.1.1.9 Identify narcotic trafcking patterns and I/O Investigations Bureau Team strategies to combat drug-infested areas.1.2.1 Decrease time to analyze evidence I CID/NAMACC through collaboration with the Department of Forensic Sciences.GOAL 1.2IMPROVE INVESTIGATIVE PROCESS THROUGH COLLABORATION,ANALYTICS & TECHNOLOGYOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY1.2.2 Detect and disrupt criminal networks and I Investigations Bureau Team repetitive crimes (i2 Analyst Notebook).1.2.3 Sustain and grow NADTF community I NADTF engagement program.1.2.4 Increase clearance rates of all reported I CID crimes by 2% each year.1.2.5 Employ RMS and associated tools to gather I Investigations Bureau Team vital intelligence/information regarding emerging crime trends or patterns to allow for strategic (predictive) police responses.1.1.5 Develop proactive patrol techniques to O/I Precinct Captains/NAMACC detect / deter criminal or safety issues within neighborhoods.33INVESTIGATIONS BUREAU GOALS & OBJECTIVESDC / PILLAR (C – Chief, O - Operations, I – Investigations, A – Administration, ST – Standards and Training)34

INVESTIGATIONS BUREAU GOALS & OBJECTIVES1.3.2 Produce, analyze, and provide regular I/O Investigations Bureau Team updates on the hot spot crash data to commanders to aid in adjustment or deployment of resources throughout the year.GOAL 1.3 SUSTAIN “SUCCESSFUL” CRASH REDUCTION PROGRAMOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITYHuntsville Police Department Strategic Plan 2025-20271.4.1 Use public forums, social media, the I CID/PIO/CRO Public Information Ofcer, and media spots to inform citizens on how to use identication techniques for their property and Report-It software and to announce alerts and crime prevention tips to the public.GOAL 1.4 EXPAND COMMUNITY-BASED POLICING STRATEGIESOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY1.4.6 Provide an appropriate level of crime I CID/PIO/CRO statistics to community groups and civic organizations through online and social media outlets.2.6.1 Add 20 investigator positions over three I CID years (1 per 6 units and 14 additional to support investigators in Crime Scene and NAMACC).GOAL 2.6 FULLY RESOURCE NEW BUREAUSOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY2.6.2 Complete stafng of Anti-Crime Team (1). I ACT2.6.3 Complete stafng of NADTF (2). I NADTF2.6.4 Add (2) GNOs per year through FY27. I NAMACC Add (1) Ops Ofcer per year through FY27. Add (2) System Technicians in FY25. Add Assistant UAS Coordinator in FY25.1.4.17 Evaluate and modify zones to improve O/I Operations patrol presence in the community.35

Huntsville Police Department Strategic Plan 2025-202735INVESTIGATIONS BUREAU GOALS & OBJECTIVES2.6.5 Grow and sustain UAS Team to 34 I NAMACC qualied and current pilots, and add incremental DFR capability.GOAL 2.6 FULLY RESOURCE NEW BUREAUSOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY2.6.6 Effectively analyze crime data to reduce I Investigations Bureau Team crime through immediate intervention and intelligence driven prevention.2.6.7 Study the feasibility of an Operational I CID Captain Crime Lab with DNA, ballistic and drug testing capabilities.2.6.8 Create internship opportunites for ALL Chief departments as appropriate.2.7.1 Develop preliminary plan and secure I PM/CSI/GS funding .GOAL 2.7 BUILD NEW/MODERNIZED CRIME SCENE INVESTIGATIONS FACILITYOBJECTIVES DC/PILLARASSIGNMENT OF RESPONSIBILITY2.7.2 Research like facilities/Design facility I PM/CSI/GS (FY22).2.7.3 Build facility (FY24-25). I GS/PM/CSI 2.7.4 Occupy facility summer (FY25). I CSI 2.8.1 Develop preliminary plan and secure I PM/Evidence/GS funding. GOAL 2.8BUILD NEW STORAGE WAREHOUSE FOR EVIDENCE EXPANSION TOINCLUDE SECURE VEHICLE AREAOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY2.8.2 Design facility. I GS/PM/Evidence 36

INVESTIGATIONS BUREAU GOALS & OBJECTIVES2.9.1 Develop preliminary plan and secure I PM/CSI/GS funding.GOAL 2.9DEVELOP PRELIMINARY PLAN FOR JOINT CRIME CENTER (CID, NAMACC, LEA PARTNERS)OBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITYHuntsville Police Department Strategic Plan 2025-20272.9.2 Research like facilities/Design facility I PM/CSI/GS (FY25).2.9.3 Finalize site/Build facility (FY26). I GS/PM/CSI2.9.4 Occupy facility (FY27). I CSIGOAL 2.14SECURE AND MODIFY NEW SOD FACILITY OBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY2.8.3 Build facility FY24-25. I/A GS/PM/Evidence GOAL 2.8BUILD NEW STORAGE WAREHOUSE FOR EVIDENCE EXPANSION TO INCLUDE SECURE VEHICLE AREAOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY2.8.4 Purge/Move evidence (All). I/A Evidence 2.8.5 Occupy facility summer (FY25). I/A Evidence2.14.1 Develop preliminary plan and secure I/A/C PM/SOD/GS funding.2.14.2 Research like facilities/Design facility. I/A/C PM/SOD/GS2.14.3 Build/Build out facility. I/A/C PM/SOD/GS2.14.4 Occupy facility summer (FY25). I/A/C SOD37

INVESTIGATIONS BUREAU GOALS & OBJECTIVES3.1.4 Develop software / hardware A/I/O Administrative Division procurement plan for the next three years.GOAL 3.1PROVIDE EFFICIENT AND RESPONSIVE INFORMATION TECHNOLOGY SERVICES (ITS) FOR HPDOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY3.4.1 Recruit appropriate team members. I NAMACCGOAL 3.4CREATE AND LEAD RESEARCH AND DEVELOPMENT COMMITTEEOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY3.4.2 Lead team in development of research I NAMACC and development plan.Huntsville Police Department Strategic Plan 2025-20272.15.1 Develop preliminary plan and secure I/A/C PM/NADTF/GS funding.GOAL 2.15SECURE AND MODIFY NEW NADTF FACILITY OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.15.2 Research like facilities/Design I/A/C PM/NADTF/GS facility (FY22).2.15.3 Build/Build out facility (FY24-25). I/A/C PM/NADTF/GS2.15.4 Occupy facility summer (FY25). I/A/C NADTF3.3.4 Procure Axon System (Streaming Body I NAMACC and Car Cameras, Tasers, Interview Room Systems, Centralized Digital Storage - Evidence.com). GOAL 3.3PROCURE AND SUSTAIN EQUIPMENT TO FURTHER MODERNIZE EQUIPMENTOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY3.4.3 Execute research and development plan. I NAMACC38

INVESTIGATIONS BUREAU GOALS & OBJECTIVES4.5.1 Update CID Investigative Entry I CID Training Program.GOAL 4.5DEVELOP AND IMPLEMENT BUREAU SPECIFIC TRAINING PLANS ASAPPROPRIATEOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY4.5.2 Update CID Specialized Unit Training I CID Program.4.5.3 Update NADTF New Agent I NADTF Training Curriculum/Training.4.5.4 Update comprehensive initial and I NAMACC sustainment training programs for NAMACC positions.4.5.5 Update annual training (and recruiting) I NAMACC program for UAS pilots.Huntsville Police Department Strategic Plan 2025-2027GOAL 4.3INCREASE PROFESSIONAL DEVELOPMENT OPPORTUNITIESOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY4.3.2 Create a volunteer rotation (TDY) of O/I Command Staff patrol ofcers through CID and other specialized units.4.3.3 Match investigators with ofcers for O/I Command Staff improvement of working knowledge of investigation principles.39

Huntsville Police Department Strategic Plan 2025-2027PROFESSIONAL STANDARDS & TRAINING DIVISIONThe Huntsville Police Department’s Professional Standards and Training Division, led by Captain Jonathan Ware, is responsible for establishing and maintaining high standards, accountability and comprehensive training for the department. Capt. Ware has 24 years of law enforcement expertise. The division includes three specialized ofces: the Ofce of Accreditation, the Ofce of Internal Affairs and the Police Academy. Each ofce is open to support staff and ofcers during weekday business hours, Monday through Friday, excluding holidays and weekends.The Ofce of Accreditation is responsible for establishing and regularly updating departmental standards to ensure alignment with best practices in law enforcement. By adhering to accredited standards, this ofce ensures that policies meet both state and national benchmarks, fostering consistency and quality in all department activities.The Ofce of Internal Affairs focuses on accountability by investigating any potential violations of departmental policies or standards. This ofce is dedicated to upholding the department’s integrity through thorough, impartial investigations, ensuring that all members adhere to the highest ethical and professional standards.The Police Academy serves as the department’s training hub, preparing new recruits for service and providing ongoing development for current ofcers. The academy’s training programs emphasize practical skills, knowledge and ethical principles, fostering a well-prepared and skilled police force dedicated to serving the community.The primary mission of the Professional Standards and Training Division is to support the department’s Operations and Investigations Bureaus by establishing clear standards, providing essential training and ensuring accountability. This division is committed to enhancing the quality of law enforcement service in Huntsville, working to build public trust and ensuring the department consistently meets the community’s expectations for safety and professionalism.39Jonathan Ware, CaptainProfessional Standards & TrainingHuntsville Police Department40

1.4.3 Expand the HPD Citizens Police Academy ST Academy to educate a growing number of citizens on the department.GOAL 1.4 EXPAND COMMUNITY BASED POLICING STRATEGIESOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITYHuntsville Police Department Strategic Plan 2025-20271.4.16 Develop online classes where appropriate ST Academy (CIT etc.).1.5.9 Continue to work with community ST CRO partners and stakeholders to grow the Crisis Intervention Team to improve police response to people in crisis.GOAL 1.5EXPAND COMMUNITY RELATIONS OFFICER PROGRAMOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY1.7.1 Advise the police department on issues ST Chief/IA/HPCAC relevant to police and community relations including, but not limited to, all police services, training, recruiting, hiring, retention and promotional practices.GOAL 1.7ENSURE COMMUNITY TRANSPARENCY THROUGH HUNTSVILLEPOLICE CITIZENS ADVISORY COUNCIL (HPCAC)OBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY1.8.1 Provide training to cadets on proper ST Academy/CRO response to calls involving a subject with mental illness.GOAL 1.8EXPAND IMPACT OF CRISIS INTERVENTION TEAM (CIT)OBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY1.8.3 Research opportunities for further training ST Academy for CIT ofcers to ensure continuous quality and improvement of CIT.PROFESSIONAL STANDARDS & TRAINING DIVISION GOALS & OBJECTIVESDC / PILLAR (C – Chief, O - Operations, I – Investigations, A – Administration, ST – Standards and Training)41

Huntsville Police Department Strategic Plan 2025-2027PROFESSIONAL STANDARDS & TRAINING DIVISION OBJECTIVES1.8.4 Continue to strengthen partnerships with ST CRO Wellstone Behavioral Center, National Alliance for the Mentally Ill (NAMI), mental health providers, community stakeholders and court liaisons.GOAL 1.8EXPAND IMPACT OF CRISIS INTERVENTION TEAM (CIT)OBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY1.8.5 Provide in-service training for all sworn ST Academy/CRO ofcers on the proper response to calls involving a subject with mental illness. 1.8.6 Continue to expand CIT program to eld ST Academy training ofcers and other sworn ofcers within the department and other agencies in our area.1.9.1 Recruit and train individuals ages 16-20 ST Academy who are interested in law enforcement or public service careers.GOAL 1.9GROW RANGER PROGRAMOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY1.9.2 Provide young adults the chance to work ST Academy with ofcers and employees of the Huntsville Police Department.1.9.3 Improve relationships between HPD and ST Academy community youth by maintaining at least 20 Rangers.1.9.4 Provide youth with an accurate view of the ST Academy role of a police ofcer in our community.1.10.5 Enhance the recruitment of the HPD ST SRO/CRO/Academy Ranger program. GOAL 1.10EXTEND SCHOOL RESOURCE OFFICER REACHOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY4142

PROFESSIONAL STANDARDS & TRAINING DIVISION OBJECTIVESGOAL 1.11MAINTAIN CALEA CERTIFICATION/STANDARDSOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITYHuntsville Police Department Strategic Plan 2025-20271.11.2 Maintain the Written Directive Committee ST Deputy Chief work on continuously reevaluating Written Directives.2.1.2 Enhance recruitment efforts to reach the ST Academy most qualied applicants.GOAL 2.1INCREASE RECRUITMENT THROUGH BEST PRACTICE RECRUITMENTSTRATEGIESOBJECTIVESDC/PILLAR ASSIGNMENT OF RESPONSIBILITY2.1.3 Implement recruiting strategies for ST Academy minority neighborhoods to include education, mentoring, and relationship- building activities.2.1.4 Train and maintain a fully staffed ST Academy Recruitment Team including full-time and part-time ofcers.2.1.5 Ensure Recruitment Ofcers maintain ST Academy contact with candidates during the hiring process.2.1.6 Schedule recruiter visits each semester ST Academy to talk to interested students at local colleges, universities and military bases within a three-hour driving range.2.1.7 Maintain a current list of high schools, ST Academy colleges, universities and other recruiting locations – including comprehensive demographic information on all persons contacted at each location to foster relationships, establish stable recruitment centers and monitor success.2.1.8 Update recruiting displays, handouts and ST Academy booth materials.43

Huntsville Police Department Strategic Plan 2025-2027PROFESSIONAL STANDARDS & TRAINING DIVISION OBJECTIVES2.1.9 Promote lateral transfers by advertising ST Academy on national police job posting sites such as PoliceOne.com and Policejobsinfo.com. GOAL 2.1INCREASE RECRUITMENT THROUGH BEST PRACTICE RECRUITMENTSTRATEGIESOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY2.1.10 Conduct an annual analysis of ST Academy recruitment efforts to ensure the most- qualied candidates are recruited and that our department demographics mirror the community.2.1.11 Form and maintain relationships with ST Academy the Career Development Ofces at all State of Alabama Universities.2.1.12 Participate yearly in the youth motivation ST Academy task force program sponsored by Alabama A&M University (LT, CPT, DC level responsibility).2.1.13 Use Rangers to promote the department ST Academy through interactions with high school and college-age students.GOAL 2.2COMPLETE BUILD OUT OF TRAINING ACADEMYOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.2.2 Design and complete physical training ST Academy eld.2.1.14 Evaluate and seek modication of ST Academy benets package to improve recruitment and retention.2.1.15 Evaluate and seek modication to ST Academy operational hours to improve recruitment and retention.4344

PROFESSIONAL STANDARDS & TRAINING DIVISION OBJECTIVES2.3.2 Continue to monitor sound mitigation ST Academy program at the ring range and engage the community in improving operation of the facility.GOAL 2.3ENSURE MULTI-USE RANGE IS FULLY UTILIZEDOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITYHuntsville Police Department Strategic Plan 2025-20272.11.1 Sustain the department-wide physical ST Academy tness/nutrition initiative and reinforce participation through an incentive program.GOAL 2.11CONTINUOUSLY IMPROVE OVERALL EMPLOYEE WELLNESSOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.11.2 Increase utilization of peer-to-peer C/ST Academy support program by expanding services and scope, enhancing training, measuring impact, and shifting focus to include preventative measures. Additionally, foster development of HPD leadership and community champions.2.11.3 Expand and enhance the capabilities of ST Academy the current physical tness center to provide a variety of physical training alternatives using updated equipment.2.6.8 Create internship opportunities for ALL Chief departments as appropriate.GOAL 2.6FULLY RESOURCE NEW BUREAUSOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.3.1 Complete design and long-term strategy ST Academy for phase 3 of range build out.45

Huntsville Police Department Strategic Plan 2025-2027PROFESSIONAL STANDARDS & TRAINING DIVISION OBJECTIVES3.5.1 Upgrade/Train/Integrate Axon Tasers. A/O/ST Administrative DivisionGOAL 3.5SUSTAIN LETHAL AND NON-LETHAL WEAPONS MODERNIZATIONPROGRAMOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITY2.13.1 Evaluate adding Corporal position. C/O/A/ST Chief/AcademyGOAL 2.13INCREASE LEADERSHIP OPPORTUNITIES AND REDUCE SPAN OF CONTROLOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY2.13.2 Develop plan to implement C/O/A/ST Chief/Academy Corporal position.3.1.2 Evaluate software to replace the current ST Academy system (Adore FTO) software used for eld training.GOAL 3.1PROVIDE EFFICIENT AND RESPONSIVE INFORMATION TECHNOLOGYSERVICES (ITS) FOR HPDOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY4.1.1 Continue to use a variety of training ST Academy providers to expand the subject matter.GOAL 4.1EXPAND COLLABORATIVE TRAINING AND USE OF SPECIALIZEDADVISORS AND PRESENTERSOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY4.1.2 Add additional Training Advisors to ST Academy accommodate the expanding role of the police academy for basic, academic, and continuing education (CEU’s) training as well as rearms training at the new ring range.4.1.3 Identify nationally recognized training ST Academy presenters to conduct seminars and/or training in Huntsville.4546

PROFESSIONAL STANDARDS & TRAINING DIVISION OBJECTIVES4.2.4 Survey personnel to determine current ST Academy and future training needs.GOAL 4.2 CONTINUOUSLY IMPROVE AND UPDATE EDUCATION AND STAFFDEVELOPMENTOBJECTIVES DC/PILLAR ASSIGNMENT OF RESPONSIBILITYHuntsville Police Department Strategic Plan 2025-20274.2.5 Complete and update all lesson plans for ST Academy training.4.2.6 Identify training classes that can be ST Academy delivered locally and coordinate with APOSTC and the Academy for CEUs and future training opportunities.4.2.1 Sustain training “clinics” with four-hour ST Academy training blocks, so ofcers may attend while on duty. These training blocks are very diverse in type of instruction and will provide Continuing Education Units (CEUs) for those in attendance.4.2.2 Adapt number of academy classes each ST Academy year to meet the changing demands of a growing city and department.4.1.4 Co-host training seminars with other ST Academy agencies to share costs.4.1.5 Inform ofcers of upcoming out-of-town ST Academy or offsite training opportunities.4.1.7 Fully assess training staff workload and ST/C Academy adjust stafng levels as appropriate.GOAL 4.1EXPAND COLLABORATIVE TRAINING AND USE OF SPECIALIZEDADVISORS AND PRESENTERSOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY4.2.3 Sustain training during second and third ST Academy shift hours.47

4.2.7 Maintain a program to develop leadership ST Academy skills for employees with three or more years of service.Huntsville Police Department Strategic Plan 2025-2027PROFESSIONAL STANDARDS & TRAINING DIVISION OBJECTIVES4.2.11 Analyze cost-based training for its worth ST Academy to the employee’s development and department needs.4.2.13 Implement supervisory training program ST Academy for non-sworn civilian personnel.4.2.15 Evaluate Simulation Training Opportunities. ST Academy/Command Staff4.2.16 Leverage captured video to develop ST Academy/Command Staff scenario based training.GOAL 4.2CONTINUOUSLY IMPROVE AND UPDATE EDUCATION AND STAFFDEVELOPMENTOBJECTIVES DC/PILLARASSIGNMENT OF RESPONSIBILITY4.2.8 Offer specialized training for personnel ST Academy that complements the ofcer’s primary duties.4.2.10 Maintain self-scheduling software to ST Academy allow ofcers to see available courses and register using “cloud-based” software (coordinated with shift supervision). Cloud- based software will also allow outside agencies to register for courses as we grow.4748

Huntsville Police Department Strategic Plan 2025-2027PROFESSIONAL STANDARDS & TRAINING DIVISION OBJECTIVESGOAL 4.3INCREASE PROFESSIONAL DEVELOPMENT OPPORTUNITIESOBJECTIVESDC/PILLAR ASSIGNMENT OF RESPONSIBILITY4.3.8 Continue to assign research topics to ST Academy individuals with the intent to share the nished product with the department for a positive impact on operations.4.3.9 Consistently identify, evaluate and ST Academy participate in leadership or executive training programs with state, federal and international law enforcement agencies and associations.4.3.11 Promote physical tness and shift ST Academy/Chief incentive pay for ofcers to enhance department retention efforts.4.3.12 Send newly promoted sergeants to ST Academy/Chief Mayor’s leadership course to ensure understanding of how the city operates.4.3.13 Develop and implement career ST Academy/Chief development courses for investigators and supervisors.4.3.14 Secure additional funding for training ST Academy/Chief initiatives.4.3.6 Identify, evaluate and employ non- ST Academy traditional training methods and development resources when appropriate.4.3.15 Develop and implement IT Certication A/ST Administration/Academy and Specialized Applications PD Training Plan.4.3.16 Develop and Implement Specialized A/ST Administration/Academy Training for ID Section.49

Huntsville Police Department Strategic Plan 2025-2027PROFESSIONAL STANDARDS & TRAINING DIVISION OBJECTIVESGOAL 4.4CONTINUOUSLY ENHANCE WEAPONS PROFICIENCYOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY4.6.1 Evaluate, develop and implement a ST Chief/DCs/ST leader/supervisor mentor program.GOAL 4.6IMPROVE LEADER DEVELOPMENTOBJECTIVESDC/PILLARASSIGNMENT OF RESPONSIBILITY494.4.1 Expand rearms training to conduct more ST Academy simunitions and virtual reality scenarios to compliment live-re training on the range.4.4.2 Send more personnel to armorer courses ST Academy throughout the year.4.4.3 Schedule enhanced training time and ST Academy scenarios for use of the new pistol range for all HPD weapons.50

Huntsville Police Department Strategic Plan 2025-2027The Huntsville Police Department is accredited by theCommission on Accreditation for Law Enforcement Agencies, INC. (CALEA)2025–2027 Strategic Plan Published ByHuntsville Police Department815 Wheeler Ave.Huntsville, Alabama 35801Contact Us256-427-7001Visit usHuntsvilleAL.gov/policeTwitter@HsvPoliceFacebook@HuntsvillePoliceDepartment