The URL can be used to link to this page

Home My WebLink AboutItem 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 Aqr AM • . 5 \� r 4L I ql t F . � ; i r ` : '� � ` } � , - • � f `t' �,�'�g�6iImo, .�. —4! A , . � ��~ �1y4� ��y.yr �} f •�•F �; �1�� }4��*�1.�� `�•. �yRi, or T IF �. Or 0spxIiiii -7.r O � 4 w•'y• h}. f r- :Wiry •+:��,*�+� 11 T 0spxIiiii -7.r O � 4 w•'y• h}. f r- :Wiry •+:��,*�+� 11 T CITY COUNCIL .4.4h±DEPARTMENT. t UPDATE �r J� City of Springfield, Oregonr�k f - --_ As q C SPRINGFIELD CITY OF SPPINGFIELD POLICE DEPAPTMENT OR EGON PPESENTED BY.- CHIEF ANDREW SHEARER OR Attachment 1 Page 1 of 18 A y !r ckll O L 16 6 SPRINGFIELD OREGON CITY COUNCIL DEPARTMENT UPDATE 6 f Ll Attachment 1 Page 2 of 18 2�. poL�cF Fi f SPRINGFIELD SPRINGFIELD CITY COUNCIL DEPAPTMENT UPDATE Attachment 1 Page 3 of 18 OREGON OREGON 1 16 wr- r• rain 1 f �I� gQQe`O POL16 .r SPRINGFIELD if Fl. .•fir ' ' 6 omplaint & Commendation Yearly Report • Complaint Process Communication • CIS Assessment • Measure 114 Update • Staffing Update y�oy lOregan • Community Outreach -01 We CITY COUNCIL DEPARTMENT UPDATE Attachment , Page Oof,nOREGON SPRINGFIELD OREGON I 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 - f Command - 1 2% �. Dispatch - 4 911/0 711/o DUNCIL DEPARTMENT UPDATE ^^a=^Tent 1 Page Yo11n r f 9 N MM4 N ITJ 2 1 Complaint received via phone, writing, email/website, or counter contact ,/ k N V 6 %lzffAy , 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 • CI I@ I a r9T: 6 1'T • CI o c /1 F 'a011Cl'�- SPRINGFIELD 12 *% C/ TY COUNCIL DEPA P TMEN T UPDA TE Attachment 1 Page 12 of 18 OREGON Arz NMI »p]ME :l 21461 M I M In L1 I I TAI I Is • 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 'i Aviy9k "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 w w SCAN M E SPRINGFIELD POLICE DEPARTMENT t 1 _ You???... YES! r? Opportunities... Records, Dispatch, Court, COMMU city 5ervice offi cer, Detentianand Police office F - L ' F OUNCIL DEPARTMENT UPDATE Attachment ,Page 15o"d � STAFFING BY7w NUMBEr' • 101/124 TOTAL STAFF • 43/55 PATROL OFFICERS IITML, I • 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 k r ` T GFfEL1 IREG r- COMMUNITY OUTREACH RECAF • 358.5 HOURS • 166 ACTIVITIES • COMMUNITY OUTREACH VEHICLE MOVING FORWARn • COMMUNITY OUTREACH COORDINATOR • IMPROVED TRACKING • INCREASE LEVEL OF INVOLVEMENT ,N %IZJ!1Z, 10 541.726.3729 chiefofpolice@springfield-or.gov springfield-or.gov/city/police- department/join-spd/ AOLi6 8 At SPRINGFIELD 02.21.23 ** C/TY COUNCIL DEPAPTMENT UPDATE Attachment 1 Page 18 of 18 OREGON ArAe ,. 6IMIJI! 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 • • • • • • • • • • •' .'i iii ••i i i •'••.'•'••• • • • • • • • • • • • • • • DATE: 02/06/2023 kOLD REGON .••••••••i iii ••i i i •' . • • • • • • • • • • • • 1 16 14 12 10 8 6 4 2 0 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 • • • • • • • • • • .' .'i iii ••i i i ••••.'.'.'. • • • • • • • • • • • • • • DATE: 02/08/2023 SPRINGFIELD At f5 �r OREGON '•'.•.••'i iii ••t t t •' 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 9 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. 10 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