HomeMy WebLinkAboutItem 01 Police UpdateAGENDA ITEM SUMMARY
SPRINGFIELD
CITY COUNCIL
Meeting Date:
Meeting Type:
Staff Contact/Dept.:
Staff Phone No:
Estimated Time:
Council Goals:
ITEM TITLE: POLICE UPDATE
2/21/2023
Work Session
Chief Shearer
541-726-3729
45 minutes
Strengthen Public Safety by
Leveraging Partnerships and
Resources
ACTION REQUESTED: No action is required. Council is asked for their time and input on the
five update topics.
ISSUE STATEMENT: The Springfield Police Department was invited to share updates on
ongoing programs and improvements that impact the community.
ATTACHMENTS: 1 : Police Update Presentation Slides
2: SPD 2022 Complaints and Commendations Report
3: SPD 2022 Community Outreach Report
4: CIS 2022 Best Practice Assessment
DISCUSSION/ FINANCIAL Chief Shearer will be presenting updates on the following topics:
IMPACT:
A. The SPD 2022 Complaints and Commendations report
B. Recently implemented changes to improve feedback to
community regarding complaints
C. 2022 CIS best practices assessment of SPD
D. Measure 114 update and potential impact to SPD
E. Staffing update
F. SPD 2022 Community Outreach report
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SPRINGFIELD CITY OF SPPINGFIELD POLICE DEPAPTMENT
OR EGON PPESENTED BY.- CHIEF ANDREW SHEARER
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Attachment 1 Page 1 of 18
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omplaint & Commendation
Yearly Report
• Complaint Process
Communication
• CIS Assessment
• Measure 114 Update
• Staffing Update y�oy
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• Community Outreach
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We CITY COUNCIL DEPARTMENT UPDATE Attachment , Page Oof,nOREGON
SPRINGFIELD
OREGON
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Report Prepared By:
Springfield Police Department
Office of Professional Standards
DUNCIL DEPARTMENT UPDATE ^^a=^Tent 1 Page =of,n 5
JV W M3.`4.'i71111I
• Sustained - There is sufficient evidence to indicate the
misconduct did, in fact, occur.
• Not Sustained -There is insufficient evidence to prove or
allegation.
disprove the
• Unfounded - The investigation revealed the allegation is false and was
not based upon fact. No misconduct occurred.
• Exonerated - Investigation revealed the incident did occur, but the
named member acted lawfully and properly.
DUNCIL DEPARTMENT UPDATE ^^a=^Tent 1 Page 6o11n
PERCENTAGE OF TOTAL CALLS THAT GENERATED COMPLAINTS
Calls eueratig
2
0_08%
pNumber
of Falls
Perceiatar a of Calh
a1s That Generated
Complaint
alls Thi t DidTo t
Generate a Complaint
Fm Total
491:921
100%
r Ir
COMPLAINTS BY WORK GROUP
14
Decor& - 3
1%
Patrol - 20
90%
Detectives - 1
40o
Dispatch - 1
40 .-0
COMMUNITY & INTERNALLY GENERATED COMPLAINTS PER EMPLOYEE
1 C omp1aitYt 1
3 Complaints
-5+ Compiai is 3
Niunber of Etup1oy-ee-s
#,,'EPA P TMEN T UPDA TE Attachment 1 Page 8 of 18
COMMENDATIONS BY W RK R P
D etention - 2
Patrol
t
4%
F-�
D o-tCtiI1 -�5 -�
110"0,
2 -
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Command - 1
2%
�. Dispatch - 4
911/0
711/o
DUNCIL DEPARTMENT UPDATE ^^a=^Tent 1 Page Yo11n r f
9
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Complaint received
via phone, writing,
email/website, or
counter contact
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Complainant
notified of
complaint
receipt via
letter or e-mail
If not completed MY— Final findings
within 30 days, letter sent upon
additional letter � — completion of
or e-mail sent � _ / investigation
i
• Scheduled to go into effect: December 8, 2022
• Requires permits for firearms purchases
• Restricts sale/transfer of magazines holding over 10 rounds
• Requirements:
o Complete firearms training course
o Application & $65 fee
o Fingerprints & background check
DUNCIL DEPARTMENT UPDATE Attachment ,Page 11o"d r f 11
CIS REPORT SUMMARY
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*% C/ TY COUNCIL DEPA P TMEN T UPDA TE Attachment 1 Page 12 of 18
OREGON Arz
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• Further develop interview questions for hiring/promotion
o Revise the scoring criterion
• Capitol replacement program for t
he SMJ camera system
• Workers comp options for adults in custody (Human Resources)
• Random audit review of body and dash camera footage
• Develop a recruitment strategy
DUNCIL DEPARTMENT UPDATE Attachment , Page 13o10
Mol »p]ME
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"Over the last two years the Springfield Police Department has
made remarkable improvements in all aspects of their
department. The clear and obvious change is the culture of the
department."
" ...it is clear there are fundamental and positive organizational
and leadership changes afoot within the Springfield Police
Department."
"...thoroughly impressed with the work the Leadership Team and
staff are doing at Springfield Jail. The work the staff are doing at
the Springfield Jail is impressive and something Chief Shearer, the
Leadership Team and the community should be very proud of."
"The changes that have been made are remarkable through the
entire leadership team of the City of Springfield."
DUNCIL DEPARTMENT UPDATE Attachment ,Page 14o"d
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OUNCIL DEPARTMENT UPDATE Attachment ,Page 15o"d �
STAFFING
BY7w NUMBEr'
• 101/124 TOTAL STAFF
• 43/55 PATROL OFFICERS
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• CAREER FAIRS
• NEW'JOIN SPD'PAGE
• EXPANDING NETWORK
• RECRUITMENT TEAM ,
• IMPROVED RESPONSIVENESS
• TOURS & RIDE -ALONG
CHAT ' alNGES
• HIRING BONUSES FROM OTHER STATES
• ACADEMY DELAYS
DUNCIL DEPARTMENT UPDATE Attachment ,Page 16 of
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COMMUNITY
OUTREACH
RECAF
• 358.5 HOURS
• 166 ACTIVITIES
• COMMUNITY OUTREACH VEHICLE
MOVING FORWARn
• COMMUNITY OUTREACH COORDINATOR
• IMPROVED TRACKING
• INCREASE LEVEL OF INVOLVEMENT
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SPRINGFIELD 02.21.23
** C/TY COUNCIL DEPAPTMENT UPDATE Attachment 1 Page 18 of 18
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1.
Report Prepared By:
Springfield Police Department
Office of Professional Standards
541.726.3714 1 springfield-or.gov/city/police-department 1
230 4th Street, Springfield, OR 97477
• • • • • • • • • • •'
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• • • • • • • • • • • • • •
DATE: 02/06/2023
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Trust and Legitimacy are at the core of effective policing. The responsibilities the
members of the Springfield Police Department (SPD) shoulder are great and public expectations
of them are rightfully high. When a member is accused of misconduct, a fairly -conducted, fact-
finding investigation to uncover the truth occurs and a finding is rendered. This report provides a
summary of the complaints, findings, and community -generated commendations for 2022.
1. Complaints
The Springfield Police Department received 39 community -generated complaints involving
25 staff members and 47 allegations of misconduct. SPD also investigated 16 internally -
generated complaints involving 10 staff members and 16 allegations of misconduct. A complaint
may involve more than one employee and more than one allegation. Of the 47 community -
generated allegations of misconduct, nine are currently open, and the remaining 38 have been
given a disposition in accordance with definitions outlined in GO 52-1-1. All 16 internally -
generated allegations have been investigated and given a disposition in accordance with the same
policy:
Sustained — There is sufficient evidence to indicate the misconduct did, in fact, occur.
Not Sustained — There is insufficient evidence to prove or disprove the allegation.
Unfounded — The investigation revealed the allegation was false and not based upon
fact. No misconduct occurred.
Exonerated — The investigation revealed the incident did occur, but the named member
acted lawfully and properly.
Other Misconduct — Sustained misconduct not alleged in original report but discovered
during the investigation.
Figure 1. Allegation Types
14 ■ Community -Generated ■ Internally -Generated
9
6
5
4 4
3 3
2
Allegation
Disposition
Community -Generated
Occurrences
Internally- Generated
Occurrences
Total
Conduct
Sustained
1
5
19
Not Sustained
2
0
Exonerated
3
0
Unfounded
3
0
Open Investigation
5
0
Customer Service
Sustained
2
0
9
Not Sustained
2
0
Exonerated
1
0
Unfounded
4
0
Use of Force
Not Sustained
1
0
7
Exonerated
1
0
Unfounded
3
0
Open Investigation
2
0
Courtesy
Sustained
0
1
7
Not Sustained
1
0
Exonerated
2
0
Unfounded
2
0
Open Investigation
1
0
Discrimination
Not Sustained
2
0
4
Exonerated
1
0
Unfounded
1
0
Search and Seizure
Sustained
2
0
4
Not Sustained
2
0
Neglect of Duty
Unfounded
1
0
2
Open Investigation
1
0
Truthfulness
Sustained
0
1
2
Exonerated
1
0
Supervision
Sustained
0
1
1
Tactics
Sustained
0
1
1
Insubordination
Sustained
0
1
` 1
Vehicle Operations
Sustained
0
3
` 3
Attendance
Sustained
0
3
3
Total
-
47
16
63
Table 1. Disposition Breakdown for Allegation Types
Sixteen internally -generated allegations from 2022 were sustained, and five community -
generated allegations from 2022 were sustained. Of 63 total allegations, 21 were sustained
(33%).
Figure 2. Community -Generated Allegation Dispositions
Open Investigations - 9 r
19%
Exonerated - 9
19%
Not Sustained - 10
Unfounded - 14 21%
30%
Sustained - 5
11%
Involved Staff
Of 25 staff members who received community -generated complaints in 2022, nine
received more than one complaint. These nine staff members (who make up approximately 8.5%
of the department's 2022 staff of 106), received a total of 27 community complaints,
representing 69% of all community complaints. Two staff members received eight total internal
complaints, which is 50% of all internal complaints. Eleven staff members received more than
one complaint in 2022. These eleven staff members received 41 complaints total (internally and
community -generated), which is 75% of all complaints.
Figure 3. Community and Internally -Generated Complaints per Employee
1 Complaint — 18
2 Complaints 5
3 Complaints 2
4 Complaints 1
5+ Complaints 3
0 2 4 6 8 10 12 14
Number of Employees
16 18 20
Complaints and Calls for Service
The Springfield Police Department received 49,921 calls for service in 2022 and SPD
personnel were dispatched to 29,431 calls. Thirty-nine of the 49,921 total calls resulted in a
complaint (0.08%).
Figure 4. Percentage of All Calls for Service that Generated Complaints
Calls Generating
Complaints - 39
0.08%
Calls Not Generating
Complaints - 49,882
99.92%
Table 2. Percentage of All Calls for Service that Generated Complaints
Number of Calls
Percentage of Calls
Calls That Generated a
39
0.08%
Complaint
Calls That Did Not
49,882
99.92%
Generate a Complaint
Total
49,921
100%
Table 2. Percentage of All Calls for Service that Generated Complaints
2. Commendations
Commendations are community -driven, positive recognitions of Springfield Police
Department member actions. SPD received 53 commendations in 2022 involving 46 staff
members. Seventeen staff members received more than one commendation in 2022, and one
employee received 10 total commendations.
3. Comparison
The Springfield Police Department received 55 complaints (39 community -generated, and 16
internally -generated) and 53 commendations in 2022.
Figure 5. Complaints and Commendations Comparison
Complaints by Work Group
Records - 3
12%
Detectives - 1
4%
Dispatch - 1
4%
it -
Patrol - 20
80%
L:
4. Moving Forward
Commendations by Work Group
Detention - 2
Detective-, -5
CSOs-2
4%
,ommand - 1
2%
Dispatch - 4
9%
lmin - 3
7%
The Office of Professional Standards has implemented an improved system for formally
notifying reporting parties of the status of their complaints. An initial receipt letter is sent to the
complainant after the complaint has been received and entered in the database. If the Chief of
Police deems more than 30 days necessary to complete the investigation, a deadline extension
letter is sent to the complainant updating them on the anticipated timeline. Once the investigation
has been completed and a finding rendered, a final letter is sent to the complainant.
i • • • • •
• • • •
6
§111INVA
Report Prepared By:
Springfield Police Department
Office of Professional Standards
541.726.3714 1 springfield-or.gov/city/police-department 1
230 4th Street, Springfield, OR 97477
• • • • • • • • • • .'
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• • • • • • • • • • • • • •
DATE: 02/08/2023
SPRINGFIELD
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OREGON
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Positive, non -enforcement -related police interactions can serve to improve attitudes toward
police and erode distrust over time. Through relationship building, the police department's
effectiveness grows and community trust and legitimacy increase. This report serves to
summarize these non -enforcement -related activities that members of the Springfield Police
Department (SPD) engaged in during the 2022 calendar year.
1. Outreach Activities
The Springfield Police Department participated in 166 community outreach activities in
2022. These activities have been grouped into the following 11 categories:
1. Community Event — an event sponsored, planned, and/or hosted by an outside entity,
and SPD was invited to participate.
2. Collaboration or Event Planning — a meeting between SPD staff and community
members or groups to discuss various topics or plan an event.
3. Community Group Meeting — a regularly -scheduled community group meeting (i.e.
Neighborhood Watch) where SPD staff were present to participate in or mediate the
discussion.
4. CHETT — an activity where CHETT funds were distributed, or SPD staff participated in
CHETT-associated assistance.
5. SPD Event — an event planned and hosted by SPD.
6. Car Seat Check — SPD's child car seat technician inspected and/or installed a car seat.
7. Tour — SPD staff hosted a department tour for community members.
8. K9 Demo — SPD K9 officers demonstrated their K9 partners.
9. Presentation — SPD staff members gave a presentation to a community group.
10. Media Interview — SPD staff members gave a media interview.
11. General Activity — All other activities.
SPD spent 358.5 hours engaged in community outreach activities. These hours include the
time spent directly engaged with/for community members and do not account for the time spent
by SPD staff coordinating, communicating, and preparing for activities.
Attachment 3 Page 2 of 5
Category
Number of Activities
Hours
Media Interviews
3
3
K9 Demos
4
8.5
Tours
4
4.5
CHETT
5
10
Car Seat Checks
7
3.5
Presentations
11
21
Collaboration and Event Planning
15
14
Community Group Meetings
20
28
General Activities
23
32
SPD Events
26
69
Community Events
48
165
Total
166
358.5
Table 1. Event Types and Hours Spent
2. Outreach Locations
SPD served at a variety of locations throughout the city, and these locations have been
grouped into the following 12 categories in the first column of table 2. The following locations
are described for clarity:
Care Facility — location where people who cannot otherwise care for themselves
live/spend time (i.e. nursing home).
2. Community — an event/activity that occurred at a decentralized location or at multiple
locations (i.e. Walk with the Chief).
3. Home — a community member's home.
Location Type
Number of Activities
Hours
Healthcare Facility
3
3.5
Church
4
10.0
Care Facility
5
7.5
Veteran Facility
5
20.5
Home
6
6.5
Attachment 3 Page 3 of 5
City Facility
8
12.0
Community
9
38.0
Service Center
11
15.0
—Community
Business
18
46
Park
19
56.0
School
22
68.5
SPD
56
75
Total
166
358.5
Table 2. Location Types and Hours Spent
3. Involved Personnel
The Springfield Police Department employed 106 people throughout 2022, and
approximately ten of these individuals were not employed with the PD for the entire calendar
year. Of the 106 employees, 63 (59%) participated in at least one outreach activity. On average,
department personnel (not including the two members of the outreach team) attended 2.3
outreach events. Only 23 SPD employees (22%) attended more than the average number of
events.
Division/Work Group
Events Attended
Command Staff
45
Patrol Staff
32
School Resource Officers'
28
K9 Officers
14
Admin Staff
12
Community Service Officers
10
Detectives
9
Records
4
Dispatch
4
Detention
1
Table 3. Events Attended by Division/Work Group
1SPD employed two school resource officers and 44 patrol officers. Two school resource officers attended
approximately the same number of events as 44 patrol officers.
Attachment 3 Page 4 of 5
4. Moving Forward
In 2023, SPD will track community outreach activities using Blue Team/IAPro. The
Community Outreach Coordinator, who is expected to onboard in early 2023, will be responsible
for creating Community Outreach incident entries that will log employee participation, event
type, hours, POC information, and recommendations/notes for future activities. Blue Team will
be able to link outreach events with related commendations, complaints, and case/incident
numbers.
Attachment 3 Page 5 of 5
Police, Jail and Human Resource Risk
Assessment of the City of Springfield
June 2022
Completed by:
Sheila Lorance CIS Law Enforcement Risk Management Consultant
Jeff Williams CIS Public Safety Risk Management Consultant
Dave Nelson CIS Property/Casualty Trust Director
Attachment 4 Page 1 of 21
Table of Contents
Description Page Number
Overview of Springfield Police Department 2
Best Practice Review of Patrol Operations 3
Best Review of Jail Operations 8
Human Resource Best Practice Assessment 13
Conclusion 16
Appendix (General claim data) 17
Attachment 4 Page 2 of 21
Overview of City of Springfield Police Department Best Practice Assessment:
On Thursday, June 301", 2022, the CIS best practice assessment team consisting of Jail
Consultant Sheila Lorance, Public Safety Human Resources Consultant Jeff Williams, and Dave
Nelson CIS Property/Casualty Trust Director met with the Springfield Police Department
leadership team.
The assessments conducted on June 30'", 2022, was the second onsite assessment of the
Springfield Police Department conducted in July of 2020. One significant change since the
previous onsite assessment is the change in leadership at the Springfield Police Department.
The changes include a new city manager, Nancy Newton, who had just started when the
previous assessment was conducted. Ms. Newton has hired a new police chief, Andrew
Shearer. Chief Shearer has made significant changes within the Springfield Police Department.
The meeting was held in the Springfield Emergency Operations Center (EOC) Meeting Room,
while Sheila Lorance conducted her onsite assessment of the Springfield Municipal Jail, and
Jeff Williams conducted his Human Resource assessment in the police department.
CIS conducts onsite best practice assessments of police departments and sheriff's offices that
are members of CIS Risk Pool. CIS' primary mission is to provide insurance services and
products to cities and counties within the State of Oregon. Currently, CIS provides liability
insurance services to every city except Portland, Salem, Eugene, and Medford, all of whom
are self-insured. CIS provides liability insurance services to 28 of the 36 counties in the State of
Oregon. The counties that CIS does not insure are Washington, Multnomah, Clackamas,
Marion, Lane, Douglas, Jackson, and Deschutes, they too are self-insured.
As part of the best practice assessment CIS examines all functions of the police department or
sheriff's office to include risk management, department policies, training, OSHA compliance,
hiring and promotional process, jails and holding cells, and overall compliance with Oregon
Revised Statutes and Administrative Rules.
Springfield Police Department has 124 full-time staff including sworn and non -sworn staff. The
police department is allocated 69 sworn staff, and 55 non -sworn.
The Springfield Justice Center is a stand-alone facility that includes records, police operations,
dispatch, the municipal jail, emergency operations center, municipal court, and the city
prosecutor's office. The entire facility is clean, well maintained, and the staff we spoke with
are very thankful for such a wonderful facility to work in.
Patrol, dispatch, and jail operations are 24 hours a day, seven days a week. The records
department is open to the public between the hours of 7:00 a.m. and 10:30 p.m. seven days a
week. Springfield Police Department will staff each shift with a minimum of six officers per shift,
except for 4:00 -8:00 a.m. when it is five. Officers currently work 12 -hour shifts, except for the
motor officers who work four -ten-hour shifts.
Attachment 4 Page 3 of 21
Best Practice Assessment of Patrol Operations:
I (Dave Nelson, CIS Property Casualty Trust Director) met with Chief Andrew Shearer, City
Attorney Mary Bridget Smith, Assistant City Manager Niel Laudati, Risk Manager Tom
Mugleston, Jessica Crawford Business Services Manager, Operations Lieutenant Tom Rappe',
and Operations Support Lieutenant George Crolly to conduct the CIS Best Practice
Assessment of the Springfield Police Department.
The theme that was shared with me during the onsite assessment from Chief Shearer's
command team was, "previously we said we should do something; under Chief Shearer we
are doing it." Secondly, I continued to hear that the culture of the organization is changing
for the positive under Chief Shearer. The change in culture is clear from the feedback and
observations that CIS staff made between the current and previous assessment.
Chief Shearer and his team broke down the 69 sworn staffing positions of the Springfield Police
Department for me. In addition to patrol operations, the police department provides many
ancillary duties for their staff. These ancillary duties include the following:
• Four tracking K -9's.
• Two motorcycle officers assigned to traffic enforcement.
• Two drone pilots. (One Sergeant and one officer)
• 15 SWAT assignments. These are officers that come from patrol when needed.
• Major Accident Investigations Team (MATT)
• Five Crisis Negotiators. Called out when needed.
• Ten Peer Support Officers.
Training officers in:
o Firearms
o Emergency Vehicle Operator Course (EVOC)
o Control Tactics
o De-escalation
o Crisis Intervention Team (CIT)
There are several new programs that have been implemented under the leadership of Chief
Shearer which have improved the culture of the Springfield Police Department. Below are the
highlights of the changes.
The drone program is new and there was a new policy assigned to the program which
identifies eight situations where the drone can be deployed. An example provided was when
the police department was in the process of apprehending a murder suspect. They used the
drone to provide surveillance of the area for officer and suspect safety.
The Peer Support Program is also new. Those staff members assigned to this team are trained
in critical incident debriefing and are partnering with "Responder Life". Responder Life is a
statewide organization out of the Lake Oswego area to provide initial and on-going training
Attachment 4 Page 4 of 21
to Peer Support team members. Peer Support is to help members of the Springfield Police
Department and neighboring law enforcement agencies as needed as the result of a critical
incident, or general mental health support.
This is an example of the leadership provided by Chief Shearer and his team on providing
support to the police department staff, but also neighboring agencies to help re -build the
relationships with the law enforcement community. Chief Shearer understands the need to
develop relationships with their neighboring agencies.
Another cultural change that was observed was the offering to all staff to participate in the
Sigma Tactical Health and Wellness assessment. I have previously spoken to the owner of
Sigma Tactical, Dr. Ben Stone, so I am very familiar with his program. It is a very comprehensive
exam for public safety personnel to determine the medical/physical condition and develop
an individual plan for total health and wellness for the participants. It is commendable that
the City of Springfield offered this program to their staff.
Chief Shearer has also started the accreditation process through the Oregon Accreditation
Alliance. Lieutenant Crolly has been assigned as the accreditation manager. This is a process
that Springfield Police Department will go through to meet or exceed approximately 100
standards and will open their department up to outside evaluators. For more information
about the Oregon Accreditation Alliance (OAA) we have copied the link to OAA website.
Oregon Accreditation Alliance (oracall.org)
Springfield Police Department is also going through a complete review of their policies and
procedures. The police department has stand-alone policies. Stand-alone policies are policies
that are drafted, maintained, and updated by the police department personnel and not by
an outside vendor such as Lexipol or Public Training Council. Many smaller agencies use third -
party vendors to provide base policies and these vendors provide updates as needed.
Springfield Police Department is sophisticated enough and has the professional staff to draft,
maintain, and update policies as needed. This is a large project and once again goes to the
theme that, as mentioned throughout the onsite assessment, "we are doing what we
previously said we should do."
Further changes outlined from the previous assessment is the leadership Chief Shearer is taking
in the development of the SWAT team. Chief Shearer has increased the training for team
members and. Required training each month with Lane County Sheriff's Office. Chief Shearer
and the Sheriff Harrold speak monthly regarding SWAT and other related matters to develop a
better working relationship between the two agencies. Chief Shearer said that having
properly trained SWAT officers is critical to risk reduction and mitigation. I agree with Chief
Shearer's assessment.
Body Cameras are issued to patrol officers. One recommendation CIS suggests is to conduct
random review of body camera video to observe officers in day-to-day interactions to
4
Attachment 4 Page 5 of 21
confirm that policies are being followed, recognize, and reinforce positive behavior of officers
and counsel officers if needed. We understand that the collective bargaining agreement
between the Springfield Police Officers Association (SPA) and the City of Springfield does not
allow for random checks, it is something we encourage. The agreement does allow for body
camera review for pursuits and use of force, or if there is language specific to an officer that is
on a workplan.
Chief Shearer explained that he has engaged Portland State University to conduct a
community survey of the police department. This survey, at the direction of Chief Shearer, is to
become more transparent to the community. The results were posted for the community to
read. Chief Shearer spoke about the results from the community and what they asked for from
the police department. Based off that feedback Chief Shearer created four specific goals.
1. More follow up/communication with the community.
2. Increased traffic safety.
3. Addressing social disorder.
4. Be conscious of broad-based applications of enforcement.
Chief Shearer reported that during the summer he implemented bi-weekly community walks
with the chief. He and his command team will go pick an area of the city to walk and talk to
the community. This increases community engagement and feedback. Chief Shearer will
have the on -duty officer working in the district that he is walking in come over and participate
with the command team when available. The police department also has a significant
presence at the Springfield Drifters baseball games. One of the co-founders of the baseball
team supports the police department and wants officers at the game so the team pays for
the officer's overtime to be at the game, so officer attendance does not pull away from daily
patrol and responding to calls for service.
Another culture shift is Chief Shearer is including non -sworn staff in department and
management team meetings. To show his support, Chief Shearer created a new professional
staff command level position called the Business Services Manager. He promoted Jessica
Crawford into that position where she serves as an integral part of the management team
with an equal voice to the three Lieutenants. Jessica Crawford commented that this is
significant for the department and creates an opportunity for non -sworn staff to be included
in all decisions of the department.
Chief Shearer said that he will begin recruitment of a Deputy Chief in 2022. The department is
large enough that having a dedicated second in command is important. To show the
equality within the department, the new Deputy Chief and the Business Manager will report to
Chief Shearer and the Lieutenants will report to the Deputy Chief.
Another shift is that Patrol Sergeants, Lieutenants, Deputy Chief, and the Business Manager are
all encouraged to become members of the Oregon Chiefs of Police Association (OACP). This
Attachment 4 Page 6 of 21
will allow these staff members to be exposed to leadership training and future growth
opportunities. Jessica will also be joining the International Chiefs of Police Association (IACP)
for her to attend training, updates on policies and best practices.
Since Chief Shearer was appointed as Chief of Police, he has had each officer and several
professional staff issued smart phones. Chief Shearer believes that having each officer having
a smart phone will help reduce risk by having to allow direct contact with officers, allow each
officer to document evidence right away by taking photos or video and immediately
uploading them to detectives, evidence, or other officers.
Chief Shearer has also revised the performance evaluation process. The new performance
evaluation process is more streamlined, focused on the job description of the employee, and
now performance evaluations are being done! Lieutenant Rappe' said, "this is another
example of our culture change, we always wanted to do them and said we should do them,
but we didn't. Under Chief Shearer's leadership we now do them, on time."
A few other policy changes since the last assessment was the change in the following:
• Facial hair policy. It is now allowed.
• Tattoo policy. Tattoos are now allowed to be visible.
• External vests policy. Are now allowed.
• Handgun change. All officers carry Glock 9mm with red dot sights.
• Ballistic Helmets. All officers are now issued ballistic helmets.
• Taser policy: All Tasers were replaced with a five -second battery. The Taser ceases to
operate after the trigger is continuously held down for five seconds. This requires an
intentional reset and pull of the trigger to initiate a follow up five second cycle. Each
five second cycle is considered a separate use of force and the justification for it must
be articulated in documentation.
• Use of Force Report. There is now a separate use of force report for each use of force
which is tracked, reviewed, audited, and provided to the city council for review, and
they discuss the report at their city council meeting.
• Oleoresin capsicum (OC) Spray Policy. Evaluating transitioning to a gel -based OC
spray to encourage officers to use OC spray instead of hands-on physical restraint or
baton.
• MRT Training. MRT (Mobile Response Training) all officers receive this training with OSP in
response to riot or large-scale events. This training occurred in April of 2021.
• CALM Training. All officers will be going through CALM training. CALM Training is force
reduction training, it teaches officers to de-escalate individuals, use controlled force to
prevent injury to the individual, and puts the individual in a position to prevent the
individual from having a breathing or circulatory emergency.
• Active Shooter Training. All officers will attend this training. This training was developed
and led by SWAT personnel. Lieutenant Crolly was the author of the policy.
• ALICE Training. Taught by the police department's SROs to school district personnel and
Attachment 4 Page 7 of 21
some city staff.
IA Pro Software: The department has purchased IA Pro software to track complaints
filed against officers, as well as compliments of their work. The police department is
currently reviewing their options to provide this information to the public.
• Audits: Chief Shearer has instituted multilayered supervisory reviews of use of force,
pursuits, and any high-risk event.
• Harassment training for all city staff. New policy issued to all staff.
With over 75 years of law enforcement experience by the CIS assessment team, we know that
these changes would not have been able to occur without the support from City Manager
Nancy Newton and the City Council of Springfield. The changes that have been made are
remarkable through the entire leadership team of the City of Springfield.
Patrol Operations Recommendations:
1. Address the random review of body camera video during next contract negotiations.
2. Address the random review of any dash camera video during the next contract
negotiations.
3. Continue to grow and develop new leaders in the department. Sergeants into
Lieutenant positions and officers into Sergeants.
4. Complete the Accreditation process through OAA.
5. Prepare for re -accreditation, which is more difficult than the initial assessment.
6. Continue the supervisory reviews of high-risk events.
7. Continue the training of all staff.
8. Continue the community engagement.
Summary
The Springfield Police Department has made significant progress in improving the organization
through leadership and accountability. I recommend continuing the outstanding work the
Springfield Police Department has done since the last assessment and consider the
recommendations throughout this report for patrol, corrections, and human resources.
Attachment 4 Page 8 of 21
City of Springfield Jail Risk Management Assessment:
On Thursday, June 30th, 2022, 1 (Sheila Lorance, CIS Law Enforcement Risk Management
Consultant) met with Lieutenant Neiwert to conduct a Jail Risk Management Plan/Best
Practice Assessment.
The general intent of this assessment is to assist and support the Springfield Police Department
to reduce liability for those who are housed in the City of Springfield Jail and those who work
in the jail. The goal of the risk management plan is to reduce and eliminate jail deaths and
serious injuries in jail/correctional/detention facilities for our member agencies throughout the
State of Oregon. It is also my goal to support the Chief of Police, Jail Commander, and staff
to mitigate risk in the daily jail operations, as well as the overall health and wellbeing of staff.
In this report I hope to make recommendations to support the above goals and highlight the
things the staff at the Springfield City Jail are doing well.
Areas of strength within the Springfield Jail
• Lieutenant Neiwert was promoted to Jail Commander from the Patrol Division and
although he had some jail experience in the beginning of his career, this is the first time
that he has had operation control of the jail. Since becoming Jail Commander, he has
worked hard to understand the jail operations and complex issues that go with running
a jail. Lieutenant Neiwert was able to answer all my questions and offer tremendous
insight into the daily operations of the jail. He is a natural leader and seems to be the
perfect fit in his role as Jail Commander. I met with Lieutenant Neiwert for just over 2
hours, and it was clear how dedicated he is to the Officers, the Community he serves
and to the Adults in Custody (AIC) who are housed in the facility.
• Prior to the inspection date, I forwarded a multi -page questionnaire to Lieutenant
Neiwert and asked that he complete as much as possible prior to my arrival. Within a
few days, he had completed the entire questionnaire and attached supporting
documents. It was thorough, well documented and his attention to detail is very much
appreciated. I have reached out several times for clarification and follow-up questions
and he has been quick to respond.
Sergeant Halgren joined Lieutenant Neiwert and I on the jail tour. Sergeant Halgren
was a wealth of knowledge and his dedication to the jail, staff and AIC is admirable.
As a shift Sergeant he has many responsibilities, but he also takes on many additional
tasks such as training and determining ways to improve the jail. He created and
helped build a mock cell inside the jail to be used for training purposes. It is important
to provide dynamic and realistic training for staff and this is an excellent way to provide
it.
K
Attachment 4 Page 9 of 21
• As a Risk Management Consultant with CIS, I have the opportunity to travel around the
State of Oregon and tour City and County Jails. Springfield Jail is one of the cleanest,
well -organized jails I have been to. The Jail is over 12 years old and still looks and smells
like a new facility. This says a lot about the staff and leadership team who run the jail.
They clearly take pride in maintaining the facility and it shows.
• The last jail risk assessment was completed in June of 2020. Lieutenant Neiwert
indicated since that time they have made several changes based on the
recommendations made in the report. They include:
o An updated booking sheet and property sheet to include medical and mental
health questions as well as a denial of admission form. Lieutenant Neiwert
provided copies of these forms and they are well written and capture important
information regarding the AICs who are being booked into the facility.
o Lieutenant Neiwert indicated in addition to the required hourly security checks,
the officers are now doing an additional check during their 12 -hour shift for a
total of 13 security checks (unless circumstances dictate additional checks). The
Oregon Revised Statutes (ORS) requires security checks to be completed at least
every 60 minutes. Lieutenant Neiwert said the additional check is done during
random times throughout the shift to provide additional observation of the AIC
and help reduce risk. The Springfield Jail is the only one I know of who is doing
this on a regular basis. Their dedication and commitment to reduce risk is
outstanding.
o Lieutenant Neiwert indicated every month each shift Sergeant conducts at least
five audits of facility camera footage and documents the dates and times of the
audit. Random reviews of camera footage can help monitorjob performance,
identify training needs, and highlight the good work done by officers that often
goes unseen. The audits also help manage risk and liability by identifying
issues/concerns early and they allow the leadership team to look for policy
adherence, professionalism, and proper procedure as well as room for
improvement or reasons for praise.
In October of 2021, the Springfield Jail completed their first Oregon State Sheriff's
Association (OSSA) Jail Standards Inspection. The OSSA jail standards are a set of
completely voluntary best practices that are continuously updated to keep up with the
latest trends in corrections and help reduce liability and ensure the AIC are being
treated appropriately. The Springfield Jail is the first and only municipal jail in Oregon
who has participated in this rigorous and thorough inspection. The OSSA Jail inspectors
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Attachment 4 Page 10 of 21
indicated they found the facility to be operating well within the guidelines of the
Oregon Jail Standards. This is an incredible accomplishment and one the jail staff
should be very proud of.
• Most jails across Oregon provide ballistic vests for their staff. They are a vital piece of
safety equipment for Deputies/Officers who work in a jail setting as well as those who
transport AIC out of the facility. Lieutenant Neiwert indicated the vests they provide for
jail staff are not only ballistic resistant they are also stab and shock resistant. This type of
vest is specifically designed for a jail/prison environment. They are significantly more
expensive than a ballistic vest and most jails are not able to provide them for staff
because of the cost. This is a great example of the importance placed on the safety of
staff by Chief Shearer, and his Leadership team.
• The Springfield jail is in the same building as the police department and municipal
court. The entire complex still looks new and is well maintained. There is secure parking
for staff's personal vehicles and department owned vehicles which helps prevent
damage/vandalism and avoid threats to employees arriving and leaving work. There is
also a secure sallyport for patrol vehicles to enter when entering the jail with a person in
custody. Most jails in Oregon do not have secure parking for staff and patrol vehicles
and several don't have a secure sallyport. This is another example of the importance
Springfield Police Department puts on safety.
• During the jail tour I observed two padded cells in the intake area. Padded cell
systems are designed for the safety of AIC who may be suffering from a mental health
crisis, suicidal, have a medical issue such as seizures or under the influence of drugs or
alcohol. The purpose of this specially designed cell is also to facilitate de-escalation in
a safe environment and avoid injury to AIC and jail staff.
• In the intake area, I observed what appeared to be a steel towel rack attached to the
sink in the holding cells. My initial concern was the risk this could pose if an AIC was
suicidal. When I asked about it, Lieutenant Neiwert indicated it was originally designed
to be ADA compliant but said he had the same concern about the suicide risk when
he came to the jail. He immediately decided to retrofit the bar to include a metal
plate underneath the bar, which would help prevent a suicide attempt. He also
indicated all the bunks throughout the jail have been retrofitted to help reduce the risk
of suicide. While not all AIC are suicidal, it is important to create suicide resistant
housing and develop a physical prevention strategy to help prevent suicide or self -
harm. With the increase in mentally ill AICs and jail suicides it is important to do
everything possible to mitigate the risk. The work the Springfield jail has done to help
mitigate the risk of suicide is something I will recommend to other Oregon jails.
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Attachment 4 Page 11 of 21
• Lieutenant Neiwert indicated they have recently dedicated a room in the jail for staff
to use as a quiet room. They are working to create the space to create an area for
staff to rest between shifts or while on a break. Jail staff work long hours (12 -hour shifts)
and are often required to work overtime shifts (an additional 6 hours for a total of 18 -
hour days). This room will give them an opportunity to get some sleep before their next
shift. The Springfield Police Department values their employees, recognizes the hard
work they do and understands the importance of taking care of the staff.
• The Springfield Police Department has decided for all staff (who want to participate) to
complete an in-depth health screening. Law enforcement/corrections is a unique
environment which can contribute to alarming health consequences including,
diabetes, cardiovascular disease, hypertension, mental health issues, etc. Health
screening tests for early detection are especially important in this career, especially if
done before an employee starts having symptoms. Intervention programs involving
health screening, physical fitness, nutrition, general wellness, stress management, etc.
have shown promise with combatting the health concerns common to law
enforcement/corrections. This is another great example of the importance the
Springfield Police Department puts on employee health and wellness.
During the jail tour, I had the opportunity to talk with an AIC. He indicated he had
been in one other Oregon jail, and the Springfield jail was "much cleaner" and the staff
were "much nicer". He said staff treated him with respect and "actually take the time"
to talk with him and treat him like "a human". He also said the food was "okay" but
being in the Springfield jail was "so much better than the other jail" he had been in.
The Springfield Jail previously contracted with Correctional Health Partners (CHP).
However, on 8/31/22, that contract expired. Lieutenant Neiwert worked diligently to
find a replacement, and partnered with Well Path, who provides medical and mental
health care to AICs. The Springfield Jail expanded their 12 hour per day, 7 day per
week coverage to 24 hour per day, 7 days a week. Medical negligence claims have
shown to be the number one risk for jail/correctional facilities and the Springfield Jail
has worked hard to provide medical care to minimize that risk. The Springfield Jail is
fortunate to have this level of medical coverage. Many jails across the State have had
difficulty finding nurses/medical staff willing to work in a correctional facility.
Review of Observations and Recommendations:
The "best practices" standards serve as the baseline for this assessment and report, they
primarily follow local, state, and federal law while also considering trends of law enforcement
and corrections litigation. Although CIS poses and evaluates 198 questions as a part of its
11
Attachment 4 Page 12 of 21
review, only those performance area where the evaluator determines improvement is
needed are noted for the sake of readability, response, and compliance verification.
Goal: The Camera system is on a capitol replacement program.
o Lieutenant Neiwert indicated the camera system is not on a capitol
replacement program.
Recommendation: Cameras help provide critical information; intelligence gathering
and prove extremely valuable for evidence collection if there is a claim or ligation.
Because there is ongoing maintenance, repairs and/or replacements for the facility
cameras, it is important to have a capitol replacement program in place to ensure the
cameras are available and working when needed. It is recommended Lieutenant
Neiwert work with the finance department to ensure the cameras are on a capitol
replacement program.
• Goal: Workers Compensation Coverage is required for AIC workers.
o The City of Springfield Risk Manager, Tom Mugleston, indicated they do not have
Workers Compensation Coverage for the AIC workers.
Recommendation: It is recommended that every AIC who is doing labor in the facility
be covered by Workers Compensation (WC). WC coverage can help an injured AIC
obtain medical treatment if they are injured while working in the jail and help protect
the jail from litigation from an injured worker. Also, if an AIC is assigned a job, the hours
they work should be tracked and documented by someone in the jail. CIS has paid
large claims for AIC who were seriously injured while doing labor and weren't covered
by WC.
Additional Recommendation: During the jail tour, I observed several upper-level living
units with exposed railings and stairwells. We recognize that there is a policy and
practice that AIC's that are suicide watch are not housed in upper tier living units, and
AIC's that are out of their cells are not allowed to linger near the rail. However, it only
takes a moment for an AIC to jump or push another AIC over the railing.
With the increase in mentally ill AIC and jail suicides it is important to do everything
possible to mitigate the risk. There is a County jail in Oregon that installed plexiglass in
both the stairwells and upper tiers that has proven to be very effective. It is
recommended Lieutenant Neiwert research what it would take to install plexiglass (or
another option). If needed CIS has grant funding available that could help cover part
of the cost.
Summary
Overall, I was thoroughly impressed with the work the Leadership Team and staff are doing at
Springfield Jail. The work the staff are doing at the Springfield Jail is impressive and something
12
Attachment 4 Page 13 of 21
Chief Shearer, the Leadership Team and the community should be very proud of. Their focus
on the overall safety of the AIC and staff is commendable. It is clear the staff take pride in
what they do and are highly motivated to do a good job and represent the Police
Department and community they serve.
City of Springfield Police Department Assessment - Human Resources:
As part of the CIS assessment team visiting the Springfield Police Department on June 30, 2022,
1 reviewed human resource aspects of their settlement agreement and conducted a follow-
up review based on the human resources assessment conducted in 2021 by Public Safety
Senior Human Resources Consultant Kurt Chapman. During this visit, I met with Sergeant
Massey (Professional Standards) and Tom Mugleston (City of Springfield Risk Manager).
Strong human resource policies and practices are part of any effective system delivering
public safety services to a community. Engaging in best practices regarding recruiting, hiring,
promotions, assignments, retention, and professional standards supports a workforce capable
of effectively meeting the unique policing needs of the community and achieving
contemporary policing goals.
Human Resources Areas of Strength
➢ The 2021 report made the following recommendation: The City and Department have
a strong Veterans Preference Process. However, most Command Staff interviewed did
not have a good understanding of how the process itself worked. Suggest that HR
conduct ongoing training to all involved in the process so that they have a working
understanding. This was a key finding in BOLI v. Multnomah County Sheriff's Office.
o Since then, the department has continued to partner with the City of Springfield
Human Resources Department to ensure compliance with the requirements of
ORS 408.230. Sergeant Massey possesses a strong working knowledge of the
requirements of veteran's preference.
o Required training for supervisors includes the following course: Harassment, Equal
Employment and Other Laws That Matter to You. This is good foundational
training for supervisors to recognize important issues which have the potential to
negatively impact the working environment and extend into negative
police/community interactions.
o Recommend adding specific training regarding veterans' preference for SPD
employees involved in hiring processes. Example of CIS training available on the
CIS Learning Center are:
■ Oregon Veterans' Preference Law: You ask, we answer!
■ Preference Gets Practical
13
Attachment 4 Page 14 of 21
➢ Throughout our discussion regarding policies and practices, it is evident the police
department has strengthened internal relationships, specifically regarding human
resource department consultation on hiring and recruiting practices to ensure
compliance with statutes, rules, and best practices.
➢ During a recent police officer hiring process, the department involved a member of the
community to participate in the panel interview. This type of community involvement
reflects true engagement when the community is empowered to influence the hiring of
police officers. While some challenges may exist to involving the community such as
loss of community member employment revenue, childcare costs, or other personal
obligations, I highly recommend the department continue to involve the community in
hiring processes and consult with human resources and other city leadership to
strategize solutions to these challenges.
Human Resources Opportunities and Recommendations
➢ The 2021 report made recommendations regarding the Chief's Interview. According to
Sergeant Massey, revisions to this process are underway and I recommend those
recommendations, with specific regard to senior command involvement and interview
scoring be developed and adopted. This is anticipated to promote the diversity of
perspectives and ensure a defensible scoring process.
➢ The 2021 report made the following recommendation: Consider adding two behavioral
based interview questions that explore the applicant outlook and ability to deal
effectively with minority groups (racial, ethnic, religious, LGBTQ, homeless, etc.) within
the Springfield Community.
o The questions for Police Community Information Coordinator includes a question
regarding working with a diverse community and engaging in inclusive
practices. This type of question should be expanded upon and included in both
entry level police officer and promotional processes.
➢ The 2021 report made the following recommendation: Consider developing a formal
characteristic success criterion as identified by successful officers and non -sworn
employees within the department.
o Sergeant Massey provided me with an example of a scoring sheet which now lists
success criterion associated with panelist questions of candidates for Police
Community Information Coordinator. The current success criterion listed on the
police officer interview questions should be expanded to provide more detail
14
Attachment 4 Page 15 of 21
regarding the qualities the department and community are seeking from police
officer applicants.
➢ The department partners with human resources regarding police officer recruiting. The
department also uses opportunities for community engagement to concurrently
conduct recruiting. Developing a comprehensive written recruiting strategy with
community input could help improve the long-term effectiveness of not only
department recruiting, but also department retention. This recruiting strategy could
help memorialize the intentionality of recruiting and the collective qualities the
department and community are seeking in new police department hires.
➢ In the area of psychological testing, the contractor providing these services is still
utilizing virtual or remote systems to complete these examinations. OAR 259-008-
0010(10) (d) (B) requires an "in-person interview conducted by the licensed mental
health professional." Recommend Springfield PD consult with their contractor and the
Oregon Department of Public Safety Standards and Training (DPSST) to see if any
waiver of this requirement is currently in effect or if the current system complies with the
"in person" provision of this rule.
➢ Springfield General Order 26.4.1 provides a description of the Superior Tactics and
Response Award (STAR) which recognizes officers who handle an incident without
resorting to force through use of de-escalation or other techniques. The creation of this
award appears to be in direct response to the requirement of the settlement
agreement. Since the adoption of this policy and award, a department award
ceremony was held in February of 2022. During that ceremony one STAR award was
presented to 8 members who worked as a team for over two hours to negotiate and
deescalate a situation with a barricaded wanted person that resulted in an arrest with
no force used. Recommend department promulgation of the creation of this award so
appropriate nominations are submitted in time for consideration during the next
department awards cycle.
Summary
Based on my interview regarding human resource practices, it is clear there are fundamental
and positive organizational and leadership changes afoot within the Springfield Police
Department. Chief Shearer is willing to challenge the status quo and adopt practices which
reflect best practices in the policing profession. I would expect to see increasing movement
toward adopting the 2021 recommendations in their entirety and consideration of the
recommendations included in this report.
15
Attachment 4 Page 16 of 21
Conclusion:
Over the last two years the Springfield Police Department has made remarkable
improvements in all aspects of their department. The clear and obvious change is the culture
of the department. It is becoming a progressive and contemporary department under the
leadership of Chief Shearer.
The second clear change is the attitude of the personnel. They believe in the change in
culture. They believe in Chief Shearer and Nancy Newton's leadership. It is an honor to be
apart of this assessment and see the changes in the last two years. Congratulations!
16
Attachment 4 Page 17 of 21
Appendix
E
Law Enforcement Risk Management Plan
Fiscal Year: 2022-2023
Entity Name: City of Springfield
Mailing Address: 225 Fifth Street
Physical Address: 225 Fifth Street
Review: City / State / Zip:
Springfield, OR 97477
Phone: 541-726-3705
Risk Management Consultant:
Website: http://www.springfield-or.gov/
Employee Count: 69 Sworn Personnel and 55 Non -Sworn
Law Enforcement Claims Data
Developed: 7/5/2022
Modified: 7/5/2022
Next
Dave Nelson
The following table contains 6 years (5 + current) of Springfield Police claims history and
Loss Ratios by line of coverage from 22017-2018 through 2022-2023, as of 10/31/2022. The
overall loss ratio of 114% is higher than the target loss ratio of 30%.
Line of Coverage
(Years w/ Coverage)
Number
of
Claims
Losses
Average
Cost per
Claim
Percentage
of
Losses
Loss Ratio
Auto Liability (6 years)
18
$36,932
$2,052
0%
9%
Auto Physical Damage (6
34
$127,432
$3,748
1%
28%
General Liability (6 years)
145
$7,595,840
$52,385
83%
208%
Workers' Compensation (4
years)
197
$1,410,561
$7,160
15%
40%
Overall
394
$9,170,766
$23,276
100%
1147o
17
Attachment 4 Page 18 of 21
General Liability
82.83%
Percentage of Losses
Attachment 4 Page 19 of 21
Workers' Compensation
16.38%
Auto Liability
0.40%
Auto Physical Damage
1.39%
Jail Claim Data
The following table contains 6 years (5 + current) of Jail claims history by coverage year from
2017-2018 through 2021-2022, as of 6/30/2022.
Jail Non -Jail Jail Claim Non -Jail Claim % Jail Claim Avg. Jail Claim
Coveraae Year Claims Claims %Jail Claims Costs Costs Costs Cost
2017-2018
3
89
3%
$0
$579,027
0%
$0
2018-2019
2
92
2%
$20,700
$5,256,361
0%
$10,350
2019-2020
1
86
1%
$87
$861,130
0%
$87
2020-2021
0
89
0%
$0
$1,957,699
0%
$0
2021-2022
0
20
0%
$0
$36,532
0%
$0
2022-2023
0
0
0%
$0
$0
0%
$0
Totals:
6
376
2%
$20,787
s8,690,7481
0%
$3,465
100%
% of GL Jail Cost & Claims by Accident Type (Top 7)
O
20%
0%
Suicide Assault: non -sexual, non -42 USC 1983
Excessive force Conditions
Accident Type
M Percent of Total Cost Percent of Total Claims
19
Attachment 4 Page 20 of 21
End of Report: SL, JW and DN
M
Attachment 4 Page 21 of 21
Line of Coverage
Premium
A enc
I Agent
Property/Liability
Auto Liability
$57,024.81
Brown & Brown Northwest
Ron
Insurance- Portland
Auto Physical
$80,532.93
Brown & Brown Northwest
Insurance- Portland
Cutter
Brown & Brown Northwest
Damage
Insurance- Portland
Ron
Brown & Brown Northwest
Insurance- Portland
General Liability
$598,754.65
Brown & Brown Northwest
Cutter
Insurance- Portland
Property
$150,120.92
Ron
Workers'
SAIF/CIS
Servicing
Cutter
Compensation
Group
Excess Crime
Ron
$2,356.20
Excess
$13,500.00
Cutter
Earthquake
Excess Flood
$2,250.00
Ron
Excess Cyber Liability
Not
Purchased
Cutter
End of Report: SL, JW and DN
M
Attachment 4 Page 21 of 21