Item No.:    4a_attach
Meeting Date: January 24, 2012

Assessment Report for the
Port of Seattle Police Department

2011

Port of Seattle (WA) Police Department
Assessment Report
August 2011

Table of Contents

Secon                          Page

Agency name, CEO, AM
UOW               Assessment dates
Assessment team

Program Manager
Type of Assessment _\

Community and Agency Profile
Community Prole
Agency Profile
Demographics
Future Issues
CEO Biography                 AhNNA

Public Information
Public information Session
Telephone Contacts
Correspondence
Media interest
Public Information Material             030303010101
Community Outreach Contacts

Essential Services
Chapters 1  17
Biased Based Profiling
Use of Force
Chapters 21  35                  11
Grievances                   12
Discipline                         12
Recruitment                   14
Training                        14
Promotions                   15
Chapters 41  61                  16
Crime Statistics                    17
Vehicle Pursuits                  17

Critical Incidents, Special Operations and
Homeland Security               18
Internal Affairs                      19
Chapters 70  84                  20
Property and Evidence             22

Applied Discretion                    23

Non-compliance                  24

20 Percent Standards                24

Future Performance/Review Issues        24

Standards Summary Table            25

Summary                  25

A. Agency name, CEO and AM

Port of Seattle Police Department
Colleen Wilson, Chief of Police
James Tuttle, Sergeant and Accreditation Manager

B.  Dates of the On-Site Assessment:

August 28-30, 2011

C.  Assessment Team:

1. Team Leader:      Gregory D. King
Chief of Police (Retired)
California State University Police Department
5151 State University Drive
Los Angeles, CA 90032
559.301.8930

2. Team Member:     Nicolas Sasseville
Montreal Airport
Montreal, Quebec, Canada
975 Romeo-Vachon North, Suite 317
Dorval, QC h4Y 1H1
514.633.2893

D.  CALEA Program Manager and Type of On-site:

Dennis Hyater, Program Manager
Initial accreditation, C size (129 personnel; authorized 99 sworn and 32 non-sworn)
5th edition Law Enforcement Accreditation
The agency utilizes CACE-L, Version 2.0.

E.  Community and Agency Profile:

1.   Community prole.

The Port of Seattle (Port) has served as a global gateway to the Pacic Northwest
for 100 years and is celebrating its centennial this year as a publically owned and
operated port. It is located in King County, Washington and plays a key role in
bringing international trade, transportation and travel to the area. The Port owns
and operates shipping container terminals, cruise ship terminals, public parks,
public marinas, and the Seattle-Tacoma International Airport. Although the Port
operates within King County, which is home to approximately 1,931,000 residents,
its customer base also expands nationally as well as internationally.

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 2

Now celebrating its 100th anniversary, the Port's economic impact is strong. The
Seaport and Airport generates nearly 200,000 jobs throughout the region and is
the employer of almost 1700 employees. Sea-Tac Airport is the 17th busiest
airport - handling more than 31.5 million passengers annually. The Port maintains
state-of-the-art cargo facilities and is ranked the 6th busiest U.S. seaport, serving
22 international steamship lines moving more than 2.1 million TEUs (20-foot
equivalent unit containers) per year. The Port's passenger cruise terminals handle
over 200 vessels annually, serving nearly one million passengers.

The Port is a municipal corporation of the state of Washington, organized on
September 5, 1911, under provisions of the laws of the State, now codied at
RCW 53.04.010 et seq. In 1942, the local governments in King County,
Washington selected the Port to operate the SeattleTacoma International Airport.
The Port is considered a special purpose government with a separately elected
commission of five members and is legally separate and fiscally independent of
other state or local governments.

Port policies are established by a five-member Commission elected at large by the
voters of King County for'four-year terms. The Commission appoints the Chief
Executive Ofcer (CEO). Through resolutions and directives, the Commission
sets policy for the Port. The policies set by the Commission are implemented by
the Port's CEO and his executive staff.

The Port is comprised of three operating divisions namely Aviation, Seaport, and
Real Estate. In addition, the Capital Development Division and a number of
corporate service departments support the operating divisions and the broad
mission of the Port. Other Port-wide departments include Accounting and
Financial Reporting, the Commission Ofce, Executive, External Affairs, Finance
and Budget, Health and Safety, Human Resources and Development, Information
and Communications Technology, Labor Relations, Legal, Police, Fire, Public
Affairs, Risk Management, and the Ofce of Social Responsibility.

2.   Agency profile.

In 1971, although not mandated by the Federal Aviation Administration (FAA), the
Port established a fully commissioned police department and the previous existing
Airport Security Department was changed to the Sea-Tac Airport Municipal Police
Department. In February of 1973, the FAA mandated that airports have fully
commissioned law enforcement ofcers in the screening areas.

Additionally, in 1973 US. Customs informed the police department that they were
losing a lot of cargo at the docks, so a waterfront division was formed to focus on
the docks. The police department deployed ofcers to the waterfront until 1974
when a Port resolution expanded the powers of the police department to include
all properties owned by the Port. The Sea-Tac Airport Municipal Police
Department was changed to the Port of Seattle Police Department at that time.

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 3

In 1972, the police department employed 39 employees, 35 of which were officers.
In 1973, after the FAA mandated armed guards at checkpoints, another 35
provisional officers were hired. Over the years the Port has increased its number
of properties, and the role of the police department, within the Port and
surrounding communities. The police department has continued to grow and,
today, the police department employs a total of 129 employees. This includes 99
commissioned, 16 dispatchers, and 14 administrative/support staff.

The department consists of two bureaus, the Operations Bureau and the Patrol
Bureau. The Patrol Bureau is divided into airport and waterfront divisions. There
are multiple special teams / assignments including K-9, Criminal Investigations
Division, Bomb Disposal Unit, Valley SWAT, Crisis Communications Unit, Civil
Disturbance Unit, Police Training Officer, Gang Unit, Honor Guard, Marine Unit
Boat Team, Dive Unit, and a Bicycle Unit. In addition to our special teams / units,
the Port of Seattle partners with federal agencies and currently has officers
assigned to the FBI's Joint Terrorist Task Force, Drug Enforcement Agency, and
US. Immigration and Customs Enforcement.

3.   Demographics (sworn personnel, service population, available workforce).

The demographic composition of the service area and agency are represented in
the following table:

Service      Available                     Prior       Prior
Population   Workforce                    Assessment  Assessment
Greater Seattle '           Sworn     Female
'
Officers     Sworn
NIA



[*This column is the percentage of femalesIn relation to the total personnel.]

Available workforce data for Port of Seattle area reveals a 69 percent Caucasian,
seven percent African-American, nine percent Hispanic, and 16 percent other or
undeclared composition. The agency devised a Recruitment Plan for sworn
personnel that was effective May 2011. The plan consists of objectives that will
guide the department effectively in future recruitment activities. The past
successes in ethic and gender composition of the agency are obvious as their
demographics closely mirror the available work force in the area. Female sworn
officers total 15. percent of the agency and this continues to be a priority for the

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 4

future. The department also has four females at the supervisory and command
level, which totals 17 percent of their staff at those levels.

4.   Future issues (agency and community)

The airport has been identied as the region's foremost critical infrastructure, and
plays a significant role in the financial base of the area. Challenges facing the Port
of Seattle Police Department over the next three to ve years consist of fiscal
issues within the transportation industry, and evolving security and organizational
challenges within law enforcement. It is projected that the airport will exceed 40
million passengers annually by 2016, which is a dramatic increase from the current
30 million totals. This factor presents challenges of meeting security role support
requirements, enforcing laws, and creating a safe environment for passengers.
The agency presently is the recipient of an ongoing federal grant that supports four
sworn ofcer positions and further grants may have to be considered to help fund
operational concerns.
The burgeoning cruise ship industry has made a significant investment in Seattle
by developing a new terminal. The new terminal supports over 200 ports of call for
each cruise ship season with annual passenger count approaching one million.
This additional successful business activity has presented another challenge in
relation to a possible high-prole terrorist target. As such, the United States Coast
Guard has imposed unfunded mandates on the agency to help ensure the security
of the ships and the seaport.

As an additional concern, the agency has numerous personnel that are
approaching eligibility for retirement. This presents a challenge to prepare, recruit,
train, and develop a transitional plan to ensure continuity of leadership.

5.   CEO Biography

Colleen Wilson is the Chief of the Port of Seattle Police Department (POSPD)
where she was appointed to the position in August, 2007. Chief Wilson has more
than thirty-five years of law enforcement experience and began her career in law
enforcement as an assistant city clerk in Monroe, Washington. She became their
first female officer and rose through the ranks as a police ofcer, sergeant, and
lieutenant before being named Monroe's Chief of Police in 1993, making her the
rst female police chief in the State of Washington.

Chief Wilson has continued her quest for growth and lengthened her list of
accomplishments to include: serving as the Certication Manager for the State of
Washington, implementing the new statute requiring the licensing of Peace
Ofcers; and was the Chief of Police for the City of Sumner, Washington. She is
considered a law enforcement expert in interpersonal violence and was appointed
by three governors and a Supreme Court Justice as the law enforcement
representative to various task forces. Chief Wilson has helped make legislative
and policy changes for Washington State in the areas of ethical response by

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 5

police officers. She is a former chair of the Washington State Criminal Justice
Training Commission and has served as president of the Washington State
Association of Sheriffs and Police Chiefs (WASPC).

F.  Public Information Activities:

Public notice and input are a corner stone of democracy and CALEA accreditation.
This section reports on the community's opportunity to comment on their law
enforcement agency and to bring matters to the attention of the Commission that
othenrvise may be overlooked.

a. Public Information Session

The public information session was held at the Amsterdam Room, SeaTac
international Airport, Monday, August 29, at 2:00 p.m., with approximately 30
people in attendance. There were 11 speakers who all strongly praised the
agency for their professionalism, quick response time to events, and their
dedication to providing for the safety of all citizens. One of the speakers, Mr.
James Spinden, Director for the Port of Seattle Airport Transportation Security
Administration (TSA) contingent, stated that the agency is extremely successful at
working with all the other groups at the airport and was honored with the "TSA
"
Partnership Awar  for outstanding coordination of efforts between organizations
in 2010. He added that this year the Port of Seattle Police Department has been
nominated for the national partnership award.

b. Telephone Contacts

On Sunday, August 29, between 2:00 and 4:00 p.m., the public had access to the
assessment team through a dedicated telephone line. A total of four calls were
received by the team and all were positive and in support of the agency. Rob
Sophie, a CALEA assessor and outside consultant that had performed a mock
review of the agency prior to the onsite, stated that the agency had done a great
job in preparing for accreditation status. Ana Frank, Accreditation Manager for
the Nashville (TN) Airport stated she had been in touch with the agency and
found them to be "highlysupportive" of the process. Wendy Reyter, Director of
Security and Emergency Preparedness for the Port of Seattle, stated she
"appreciated them greatly" and that they were very professional.  Chief Douglas
McBride, United States Customs and Border Protection, stated that he found the
agency to be "very professional and responsive."

c.  Correspondence
One communication was received from the public, which was in total support of
the agency. Barclay Stewart, Accreditation Manager for the Wayne County (MI)
Airport and President of the Michigan Accreditation Committee praised the
'agency in their desire to meet and exceed the standards. He further stated that
he had been in contact with the agency several times and had "no doubt that they
would succeed in this endeavor."

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 6

d. Media Interest

No media interest was experienced during the assessment.

e. Public Information Material

The agency distributed a regional notice on the public hearing, the availability of
contacting the assessment team by telephone, and information on CALEA
through the Port of Seattle Public Information Officer Perry Cooper. Copies of the
notice was made available to the public on the agency's internal and external
website, in the agency's lobby, and distributed to stakeholders and business
representatives in the area. Announcements related to the accreditation process
were sent via electronic mail to all divisions within the Port of Seattle organization
encouraging input during the onsite review. This communication reached more
than 1500 employees and was sent on two different occasions (August 14 and
21). An official announcement of the onsite assessment was made to employees
in the form of a training program through the agency's online Learning
Management System on August 15. Further information was provided to area
and statewide law enforcement organizations to ensure total distribution.

f.   Community Outreach Contacts

The assessment team made contact with Tay Yoshitani, Chief Executive Ofcer
for the Port of Seattle, who expressed his support for the agency and the CALEA
process. He stated that the agency was very interactive with the other entities
that coordinated the safety and security of the Port of Seattle jurisdiction, which is
important to the success of the entire organization. Joe Operskalski, Federal Air
Marshall Law Enforcement Liaison, commented that the agency was very
instrumental in the ensuring critical information was shared and that the different
law enforcement groups worked in unison. Jeff Hoevet, Manager of Landside
Operations (parking and roadways), in an interview stated he was a "big fan" of
the agency" because of their willingness to work together on issues and projects.
Dan Thomas, Chief Administrative and Financial Officer for the Port of Seattle,
said he found the organization to be "very innovative", as was demonstrated by
their accreditation efforts and their close working relationship with the executive
board. The Port of Seattle Human Resources Director Cathy Cameron said that
she found the agency "to be transparent" in their practices and she feels a real
"partnership" in relation to recruitment.

G. Essential Services

Law Enforcement Role, Responsibilities, and Relationships and Organization,
Management, and Administration. (Chapters 1-17)

The agency has a traditional and structured chain of command for the communication
and direction of all employees. Authority to execute the required activities of the

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 7

organization is delegated by the Chief of Police through the command structure to
individual members. At every level of the organization employees are given the
authority to make decisions necessary for the effective execution of their
responsibilities. Each employee is held responsible and accountable for their overall
performance and the use of delegated authority in accomplishing the responsibilities of
their position.

A written directive establishes a command protocol for ensuring continued authority
throughout the organization. Members are directed to follow instructions of superior
ofcers, including relayed directions, unless a conict is presented. Ofcers receiving
conflicting directions are instructed to inform the authority issuing the more recent order
of the perceived difference prior to taking action. In situations where there is a potential
for increased liability or media interest, the agency has provided a written guideline for
the notication of command staff to ensure proper organizational response. The
criterion includes all deaths, injuries to employees, and major accidents.

The Mission Statement for the agency states: "The men and women of the Port of
Seattle Police Department are committed to providing professional law enforcement
services, protecting the rights of individuals, preventing crime, and building community
partnerships." This philosophy is further dened in a Vision Statement: "The Port of
Seattle Police Department is a values-driven, nationally accredited law enforcement
organization recognized for its leadership in airport and seaport policing, exceptional
customer oriented service, productive collaboration with our partners, and the highest
level of professional development for our personnel."

The agency's written directives provide statements connected to policies, rules, and
guidelines. These guidelines are only issued on the authority of the Chief of Police, but
department personnel can fonNard changes through the chain of command in writing for
consideration. The policies include operational orders, special orders, and training
bulletins. Revisions are circulated throughout the organization via electronic versions
available to employees on the agency's computer network system. Printed copies are
also distributed in various common areas of the department for additional access.

The agency requires all sworn personnel to take and abide by an oath of office prior to
assuming responsibilities of their position. To ensure all personnel understand the
importance of adhering to acceptable codes of conduct, the department has two written
directives governing ethics: a "Law Enforcement Code of Ethics" for sworn, and an
"Employee Ethics and Conict of lnterest" for nonsworn. The sworn version includes a
"Canon of Police Ethics" that covers primary responsibilities, limitation of authority, and
private and public conduct principles. The general employee text guides personnel in
connection with personal actions, potential ethical concerns, conflict of interest issues,
and how to report potential policy violations. During 2009 and 2010, the agency
required all employees to take ethics training, which was accomplished through a
Learning Management System (online) program. Documentation provided indicated all
employees did in fact receive the information and training.

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 8

Bias Based Profiling

Bias based profiling, the selection of individuals for enforcement action based solely on
a trait common to a group, is prohibited through written guidelines. Profiling prevention
training is required for all sworn personnel periodically and this includes legal aspects.
The agency has produced a "Biased Based Proling Definitions, Examples and
Sanctions" training lesson plan that is widely distributed and applied by members of the
agency. In the absence of a specic report: race, ethnic background, gender, sexual
orientation, religion, age, cultural, or any other group identifiable factors in determining
probable cause for enforcement actions is prohibited by agency guidelines.
Four bias based proling complaints were received by the agency during the last three
year period and all were investigated thoroughly. In 2009, two of the cases were
unfounded and a third ended in exonerating the ofcer. No complaints were received in
2010, but one was led in 2011. The 2011 case arose out of a field contact and was
filed by advocacy group against three ofcers. The complaint involved a person denied
a flight based on being found to be on the "no-y list" distributed by federal authorities.
The allegations against the officers were unfounded after the agency completed the
investigation.
The agency conducted an annual review of organizational practices and citizen
concerns in relation bias based proling for 2009 and for 2010. The reports contained
statistical comparisons with agency contacts and regional demographics data that
indicated no signicant concern.

Bias Based Profilin- Comlaints 

I--_
___"
___"
Current year data is through July 22, 2011.

The agency captures data on the race and gender of motorists issued traffic citations.
This action includes gender to further define and monitor activities. The department
does not issue warning citations in any capacity.

2009-2011 Trafc Warnin-s and Citations
2009    2010    2011    Total Citations
Caucasian/Male


__-__-_ 
'The agency does not issue warning tickets. Current year data is through July 21, 2011.

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 9

The legally mandated authority for sworn personnel is outlined within the Revised Code
of Washington laws and ordinances. The Port of Seattle Police Department was
established by the Port of Seattle Commission through a resolution (1971) that gave the
organization police authority.

Written procedural guidelines are in place governing constitutional requirements
connected to interviews, interrogations, and access to counsel. The directives provide
a general overview of the purpose, scope, and processes required to comply with legal
mandates. Search and seizure written directives establish basic guidelines, but also
provide specic examples to ensure understanding of acceptable practices. The proofs
of compliance were excellent and showed that the eld personnel were well trained and
knowledgeable in the concepts.

Procedures for documenting arrests are in place and thorough. The agency prepares
and maintains ofcial records related to reported or enacted police activity. Department
members prepare written documentation on citizen reports of crime, citizen complaints,
incidents that result in an officer being dispatched or assigned a call, and incidents
involving arrest, citations, or issuance of a summons.

Use of Force

The policies of the agency explicitly states that personnel shall use only that force that
reasonably appears necessary, given the facts and circumstances perceived by the
officer at the time of the event, to effectively bring the incident under control and
achieve lawful objectives. The guidelines provide further principles by dening some
factors that determine the "reasonableness of force", including conduct of the individual,
possible influence of drugs or alcohol, presence of weapons, and potential for injury to
citizens, officers, or suspects.

In the last three year period, the agency has experienced only 14 uses of force
incidents out of 2,855 arrest actions (0.3%). Of the types of force deployed, eight
involved weaponless tactics and the remaining were electronic control devices (tazer).
No complaints resulted from the use of force methods and the number of actual
incidents dropped 56 percent in 2010 over 2009 (2010/4; 2009/9). This trend appears
to be continuing with only two incidents currently recorded in 2011. No firearms were
used in any use of force cases. The agency provides ongoing use of force training and
related policies, which is documented usually through written training agendas.

The agency completed use of force analysis reports for 2009 and 2010, with 2011
pending the completion of the calendar year. The agency reports nine incidents in
2009: four involved control techniques to obtain compliance; and five incidents included
a combination of kinetic energy projectiles (Tasers) and control techniques.  In 2010
the department documented five uses of force: three incidents involved control
techniques; and 2 were Taser and control techniques combined. There were no major
injuries resulting from the use of force cases with minor abrasions, bruising, and

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 10

soreness reported. All the incidents were reviewed by the "Leadership Team" and all
actions were found to be within department policy.

Use of Force
2009


Weaonless            0


*Number reects reported incidents. In some cases there were several responses to aggression
captured in one event. Current year data is through July 22, 2011.

Washington State Code provides a written guideline governing justifiable homicide or
the use of deadly force by a police ofcer. The law outlines when deadly force is
justiable and further outlines considerations, including the necessity that the individual
"poses a threat of serious physical harm to the ofcer or to others." The agency had no
deadly force incidents during this accreditation cycle.

The agency "strongly" discourages the use of warning shots via their written directive.
Warning shots are never required prior to the use of deadly force and are only allowed
when the situation presented would othen/vise justify the use of deadly force and:
o  In situations where the officer believes they appear necessary to potentially
diffuse a life-threatening situation; and
o  The officer believes they would be effective and reasonably safe.
No warning shots were deployed by the agency during this accreditation cycle.

The agency has several authorized less lethal weapons, including the baton; chemical
munitions for crowd control and dispersal; oleoresin capsicum spray (OC); pepperball
systems; and kinetic energy projectiles (Tasers). Detailed written guidelines provide
procedures in deployment of these weapons and they "may only be used when its use
appears reasonable under the circumstances." Any use of these weapons is
documented in writing and reviewed for conformance with the policies.

Medical attention for injuries or suspected injuries connected to use of force is required
by written directive before a person is booked into a holding facility or released.
A written report is completed and submitted for review anytime an employee discharges
a weapon, takes an action that results in an injury or death of another person, deploys
any lethal or less lethal weapons, or uses weaponless physical force. This
documentation is completed promptly in a case report and a supervisor completes a
Use of Force Review Form.

1
Electronic Control Weapon
2
Oleoresin Capsicum/Chemical spray

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 11

Each completed Use of Force Form and accompanying reports are reviewed by
commander of the involved ofcer(s) and then forwarded to the Chief of Police for an
overall review of the incident. The intent of this review is to determine if there is any
employee development needs, equipment modications, and/or policy adjustments.
Any member of the agency who seriously injures or causes the death of a person
through any act occurring on duty is placed on administrative leave until the member
can be evaluated by a mental health professional and a preliminary review of the
incident has been completed. The Chief of Police may grant members additional paid
administrative leave upon the recommendation of psychological review. No situations
occurred during this accreditation cycle requiring this action.

Only weapons and ammunition authorized by the agency can be used by personnel.
Department issued or personally owned handguns that meet the type and specications
of the agency may be authorized for primary on-duty use as recommended by the
Range Master and approved by the Chief of Police. Any unsafe, damaged, or
inoperative weapons are taken out of service immediately and repaired or replaced.

The agency does not have a reserve or an auxiliary program.

The agency has one internal cash fund and that is located in Criminal Investigations.
This fund is used for narcotic purchases and investigative related activities. A written
record and documentation is maintained on all dispersals. The fund was first internally
.
audited on a quarterly basis starting in April 2011 (last audit completed June 2011).

To ensure that equipment stored is maintained in a state of operational readiness, the
agency has established written guidelines for continued inspection. Divisional
commanders and department managers conduct semi-annual inspections of stored
items and document deciencies with appropriate corrective measures when required.

Personnel Structure and Personnel Process (Chapters 21-35)

The agency maintains current job descriptions on all employees and makes them
available to personnel via their website. The job descriptions are particular to positions
and specialties within the department and include essential functions and performance
expectations.

The personnel program for the agency includes a complete benefits package. The
retirement program is coordinated through the Washington State Public Employees
Retirement System, which employees contribute to. Health insurance is provided and
includes medical, dental, and vision coverage. Disability insurance, long-term
supplemental, and liability coverage is provided for employees. In addition, Educational
assistance towards a college degree is available with 50 percent of the tuition cost
provided for employees following one year of employment, and 75 percent after four
years.

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 12

The agency has established a "Line of Duty Death Manual" that denes assistance and
services to be provided to agency personnel following line of duty deaths or serious
injuries. The department has not experienced any situations requiring these services
during the past three years.

The department issues each employee an official department identification card bearing
the employee's name, identifying information, and a photograph. All employees are
required to be in possession of their department issued card at all times while on duty,
or when carrying a concealed weapon. When on duty or acting in an ofcial capacity
representing the agency, employees are required to display their identication card to
any person upon request or as soon as practical. The agency does not authorize sworn
personnel to engage in extra duty employment.

All officers are required to be free from any physical, emotional, or mental condition
which might adversely affect the exercise of authority. Additionally, officers are held
responsible to maintain good physical condition sufficient to safely and properly carry
out their essential duties. The agency provides a physical training facility and onduty
training is allowed as long as it does not impact the organization's operation. Ofcers
may use their rest and meal times provided within the bargaining agreement for their
physical training upon supervisory approval.

Grievances

The agency tracks grievances and ensures personnel have a process for registering
appropriate issues and concerns with managerial authority. In the last three year period
personnel have filed eight total grievances: ve involving overtime pay or work
assignment; one holiday pay; one violation of Bill of Rights contract issue; and one for
termination. Four were withdrawn by grievant (three overtime pay/assignment; and one
termination); two were settled; and two are still outstanding (both overtime related).
Collective bargaining contracts are being adhered to and no specific trends were
identified.

Formal Grievances
2009    2010     2011

Current year data is through August 28, 2011
Disciplinary
A Code of Conduct and appearance guidelines are established for employees and
made available to personnel. These directives cover both sworn and civilian and are
specic to behavior expectations and appearance requirements. Discriminatory and
sexual harassment strictly prohibited within written policies. The prohibitions extend to
any act that would create a hostile work environment, excludes anyone from
employment or promotion based on sex, sexual orientation, race, national origin, or
physical disability.

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 13

In situations in which imposed discipline amounts to a written reprimand or less, the
employee's right to formally respond is limited to the Collective Bargaining Agreement.
In the event of a suspension, punitive transfer, demotion, or the termination of non
probationary employee occurs; the employee may have the right to an evidentiary
appeal of the Chief of Police's imposition pursuant to applicable bargaining provisions.
Non-bargaining unit personnel also have the same appeal process.

The agency utilizes an early identification system to recognize employee performance
problems, based on a predetermined threshold, that do not warrant formal disciplinary
action but suggest adverse performance. The intent of this system is to be non-punitive
and provide timely intervention, emphasizing training and reaffirmation of policy and
guiding principles. A successful intervention is described by the agency should result in
early identication of potential performance issues, enhanced officer and employee
accountability and integrity, and improved ofcer performance.

The agency utilizes a data based management tool, BlueTeam, which is used to track
incidents that may be indicators of potential performance problems. Indicators of
potential issues include: propensity to use unnecessary or unreasonable force;
exacerbated public contacts; a sudden increase in public complaints; excessive use of
leave; decreased work performance; excessive work hours; personal life challenges;
substance abuse, or tragic or traumatic incident occurrences. This program was
established in July 2011.

The agency has experienced six personnel actions during the last three year period. In
2009 the agency had one case involving a computer access violation that resulted in a
suspension and training. An additional case that year involved conduct unbecoming
and the ofcer was issued a letter of reprimand. In 2010 an ofcer was terminated for
multiple offenses, including untruthfulness. in other incidents that year two ofcers
received written reprimands for unbecoming conduct and one was issued a letter of
counseling for an off-duty issue.
Personnel Actions

_-_
_.--_
-_.--imu
-
__ 
Commendations 
1

The agency places a strong emphasis on employee recognition and has issued 35
commendations of various types in the last three years. Awards include recognition for
life-saving actions, superior service to the organization and community, and "Ofcer of
the Year."

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 14

Recruitment and Selection (Chapter 31 and 32)

In cooperation with the Port of Seattle Human Resources Department, the agency
deploys contemporary and industry best practices in an endeavor to hire qualied
employees. Each step of the process is outlined in writing within directives for sworn
and civilian staff. Positions are posted for public interest and the announcements are
distributed at various locations including community service centers, minority referral
groups, and school placement ofces. Open positions are available electronically, in
printed copy, and from an open position information telephone recording.

A background investigation is conducted of each candidate prior to appointment to
probationary status and includes confirmation of qualifying credentials, a review of any
criminal records, and the verification of three personal references. A medical
examination is completed on all candidates for sworn positions prior to appointment.
An emotional stability and psychological fitness examination of each candidate for a
sworn position is completed prior to appointment. Sworn personnel are on probation for
12 months (six months for laterals) before being eligible for certication as regular
employees. Probationary ofcers are evaluated biweekly and bi-monthly during their
probationary period.
Sworn Ofcer Selection Activi  in the Past Three Years
Race/Sex       Applications   Applicants   Percent   Percent of workforce
received      hired       hired       population
Caucasian/Male       1 205 -_
Caucasian/Female            
African-AmericanlMale -_
African-American/Female 
-_
-_
-_
-_
Years reported. 2009-2011; Population percentage based on King County, Washington, demographic data.

Training
Lesson plans are required by the agency for in-service training produced by the
department and this includes onIine generated courses. The department has designed
a "lesson plan cover sheet" to guide personnel in the design of the course content
requirements. This cover sheet contains the following information: training topic;
statement of performance objectives; content of training; instructional techniques to be
used in the training; overview of any tests used to measure proficiency; and approval
signature of reviewing authority. Lesson plans provided to the assessment team
indicated an effective training program has been established by the agency that affords
documented guidelines for training requirements.

Individualized remedial training and instruction is established in connection to job
performance, inspection related issues, and general training topics. Remedial training
is required when an agency member does not meet the department's established

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 15

standards in job performance or required proficiencies. Documentation provided
indicated that remedial training has been provided to employees in relation to firearm
qualication, officer safety, and driving proficiency. Individual training files are
maintained by the agency for each employee. The training files contain records of
training and instruction received by the individual and includes certicates, transcripts,
diplomas, and other relevant documentation.

The agency requires all ofcers to complete a recruit training program prior to
assignment in a capacity in which police authority would be used. Entry level ofcers
are required to successfully complete a 15 week field training program. The eld
training program is modified for lateral officers depending on demonstrated
performance and level of experience, but still must minimally consist of six weeks in
duration. The selection of the Field Training Officers is very complete and consists of: a
letter of interest from the candidate; a letter of recommendation from candidate's
current supervisor; a written examination with minimum score of 70%; an oral review
board; and a personnel file review. Each selection process results in a list of eligible
candidates that Chief of Police selects from.

Promotions

The agency partners with the Port of Seattle Human Resources Department in
coordinating and administering the testing of candidates for promotion. Promotions are
governed by the Port of Seattle Civil Service Commission rules that are further dened
by department policies. Prerequisites, minimal experience, and qualification standards
are included in the job announcements for promotional opportunities. Candidates that
pass the process are placed on an eligibility list that is in effect for one year. There
were no processes in 2009; and one in 2010 and in 2011. The 2010 process resulted
in one Caucasian male and one Hispanic male being promoted to sergeant. One Asian
male was promoted to sergeant in the 2011 process. The probationary period for
sworn and civilian upon promotion is six months.

Sworn Officer Promotions
2009       2010      201 1
GENDER / RACE TESTED



His . anic/Female

GENDER/ RACE ELIGIBLE AFTER TESTING
_-_
um
um
-_-_-5-
_'--

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE16

Hisanic/Female "nu- 
Other/Male -__
Other/Female       -_---_ 
GENDER/ RACE PROMOTED
CaucaSIan/Male "
_-_
_'-
'-
__ 1
His . anic/Female -_
Other/Male -_
Other/Female -_

Each employee receives a performance evaluation annually that is completed by their
immediate supervisor and reviewed by managerial staff. If an employee is transferred
from one assignment to another within six months of the end of a performance period,
an evaluation is completed by the current supervisor with input from the previous
superior. Rater training is provided to personnel through standardized supervisory
courses and feedback from senior management personnel.

Law Enforcement Operations and Operations Support (Chapters 41 -61)

The Patrol division of the agency has well-defined directives that guide their activities
and joint responsibilities with the communication center in response to incidents.
Requests for assistance to an external entity in emergency situations are regulated by
commensurate documents. The agency has an agreement with the Transportation
Security Administration (TSA) concerning the maintaining of an Explosive Detection
Canine Team Program that provides for maximum coverage of the Seattle/Tacoma
International Airport. The deployment of the canines is restricted to narcotics and
bomb-explosive detection. Provisions for training, care, and authorized activities for this
unit are described in written guidelines and detailed in the TSA agreement.

Individual ofcer's have the responsibility at the beginning of a shift to inspect their
assigned vehicle and the replenishment in supplies if needed. Materials are readily
accessible in cabinets located in the police parking area. The agency has issued
ballistic vests to all sworn members and it is mandated that all ofcers in uniform and
onduty must wear the vest. The agency does not utilize in-car audio or video recording
systems.

In situations where there is a potential for increased liability or media interest, the
agency has provided a written guideline for the notification of command staff to ensure
proper organizational response. The criterion includes all deaths, injuries to
employees, and major accidents.

Condential informants are regulated by written guidelines and the Criminal
Investigation Division supervisor is responsible for maintaining informant les.  Security

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 17

over informant information is maintained by the assignment ofa unique control number
that is used for any reference to the specific informant.

Crime Statistics and Calls for Service

The agency has consistently maintained a low crime rate during the last three year
period considering the fact the airport experiences more than 100,000 people related to
air travel daily and one million cruise ship passengers annually. Overall, Part | Crimes
increased by 13 percent in 2010 over the 2009 (2010/826; 2009/735 = +91 offenses),
but the total numbers indicate a very low crime rate. Auto theft decreased during the
same period of time by 35 percent (down 19 offenses), which was attributed to the
establishment of a regional auto theft task force and aggressive prosecution that
resulted in longer sentences for offenders. The total calls for service during the last
three years have been fairly consistent: 2009, 61,809; 2010, 58,747; and through July
2011, 37,423, with approximately 5,100 calls per month.

Year End Crime Statistics

Forcible Ra-e

A . ravated Assault

Larcen -Theft
Motor Vehicle Theft
6:217
Arson
Total
*Current year date is through July 31, 2011.

The agency's trafc enforcement actions are commensurate with applicable laws and
take into account the degree and severity of the violation. In this way, warnings,
citations and physical arrest are dened by written directives for traffic activities, as well
as specications how to handle nonresidents, juveniles or legislators. Professionalism
in a traffic contact is outlined beginning with instructions to have a clear and transparent
approach with the population. Implemented uniform procedures give clear direction to
officers in particular situations they may encounter during their shift. The safety of the
officer in the eld is stressed by the agency and three officers are required, when
possible, in highrisk trafc stops.

The department has only been involved in two pursuits in the last three period and both
occurred in 2009. These incidents were reviewed and found to be of short duration and
within policy guidelines. Both were also terminated by agency supervisory personnel to
ensure public safety. One pursuit resulted in an accident caused by the fleeing driver
who struck the patrol vehicle. None of the incidents resulted in any injuries.

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 18

Vehicle Pursuits
2010      2011*
---_
_-_
_-_
_-'-
_
Traffic offense
Felon
Misdemeanor -_ 
'Current year date is through July 22, 2011

Critical Incidents, Special Operations and Homeland Security

The coordination and planning for response to critical and unusual occurrences is the
responsibility of agency command and executive level personnel. The department
maximizes the flexibility of response to these incidents by involving staff at all levels in
the planning process whenever possible. The principle advisor to the Chief of Police on
unusual occurrences is the Patrol Bureau Chief Jon Hornbuckle. The agency reports
that they did not have any critical incidents requiring the Operations Bureau Chief to
advise or plan a response. The Chief of Police is responsible for the approval and
implementation of all unusual occurrence planning and preparations.

To ensure the Command Function under the Incident Command System (ICS)
addresses necessary primary responsibilities, the agency has designed a checklist.
The checklist provides a "task" (i.e., activation of Incident Command System), a
notation area for who completed the responsibility, and a requirement for the time it was
completed. Additional checklists are designed and available to personnel that cover
specic and unusual events (i.e.: civil disturbances, hostage situations, hazardous
materials, hijacking, res and explosions, etc.). The department responds to
approximately one special or unusual occurrence per month. After action reports
provided as documentation indicated the agency looks for ways to improve planning
and response to critical events. The written directive for the planning function under
ICS (Unusual Occurrence Manual) ensures the Planning Commander has the
responsibility for analyzing the situation in progress, developing an action plan,
maintaining the status of resources, and keeping a record of those particulars required
for demobilization.

The agency maintains good communications contacts with other organizations in
relation to terrorism activities. Received information is distributed to agency personnel
via email or posted intelligence bulletins (i.e., FBI data or other local information).

Personnel receive hazardous materials training as a part of their basic academy
courses. The last Hazardous Materials Awareness in-service training was provided to

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 19

personnel in 2008. The agency has scheduled training in this regard before the end of
2011.

The department is a member of the "Valley Special Weapons and Tactics" team that
operates under an inter-local agreement involving six agencies: Auburn, Federal Way,
Renton, Tukwila, and the Port of Seattle. This regional team was established to
effectively counter increasing occurrences of violent confrontations between police and
offenders. The team is the largest tactical response group in the state and consists of
36 field personnel and six commanders. Each agency provides six personnel and one
command person. Command of the team rotates every two years between agencies.
The team is highly trained and well equipped to respond to potential volatile situations
that include barricaded suspects, hostage, and high-risk warrant services.

Internal Affairs

In July 2009, the agency did a re-organization that resulted in the development of a new
Ofce of Professional Accountability. A supervisor was appointed for this office with a
mandate to formalize and professionalize the accountability function within the
organization. The department developed a new Administrative Investigations Manual,
which was modeled after the Washington State Patrol guidelines and consistent with
accreditation standards. Prior to this action, the agency did not track internal
complaints related to investigative actions. With the implementation of the Office of
Professional Accountability, the number of 2010 external complaints reviewed by the
agency remained consistent with previous years; however, procedural timelines and
processes improved. Internal investigations resulted in the termination of one
employee in 2010 for lack of truthfulness within the investigation. In 2011, the number
of complaints and issues investigated dropped by 63 percent from the previous year
(19/2010; 7/2011), with no serious issues identified.
Com-Iaints and Internal Affairs lnvestiations

1 5     n 
_--
5 I-
n3
-1
_ 
[mm _
__-5- 4
2          m-
Not Sustained        m-    2
-_
Unfounded         n.5-n 
'--_'-
Current year data is through August 28, 2011.

A criminal investigation case file management system is in place to provide controls for
the proper follow-up and investigation of crimes and incidents. Each case assigned to
Criminal Investigations is recorded within a computerized tracking system with the

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 20

detective's name, assignment date, type of crime, and status (open, closed, unfounded,
inactive, or other).  All cases involving juveniles are reviewed by Criminal Investigations
to ensure procedural guidelines are being adhered to.

The criminal intelligence function is coordinated through Criminal Investigation Division
within the agency. The department's investigator assigned to the regional Federal
Bureau of Investigation Joint Terrorism Task Force is the primary point of contact for
criminal intelligence and ensures that agency personnel are provided critical
information. Intelligence is primarily distributed in the organization via printed materials
and is limited to those individuals requiring the data.

Interview and interrogations rooms are located in the temporary detention area and in
the investigations office. Both rooms are equipped with duress alarms and monitored
by audio and video camera systems. Lockers are provided to secure weapons before
entering those rooms with a reminder sign at the entrance.  Searches are conducted
in the interrogation rooms before and after each use and on the suspect for any
weapons or contraband before entry. Suspects are never left unattended and or
unmonitored in these rooms, which is practice required by policy.

Detainee and Court Related Activities; Auxiliary and Technical Services (Chapters
70-84)

Custody searches, dictated by policy denition, are conducted before placing
individuals in a police vehicle and when transferred to the custody of another ofcer.
Patrol vehicles are modied with three safety features: a barrier between driver and
passenger; a protective cover on windows; and the door mechanisms have been
removed ensure security. Policies are in place that requires the search of patrol
vehicles at the beginning of shift and after each subsequent transport to locate
contraband, weapons or evidence.

Processing and Temporary Detention
The department utilizes two processing points for people detained: one is located in the
main secure airport temporary detention facility; and the second one is the police
waterfront detachment. The processing counter areas are located in a manner to have
a maximum view of the entire area and promote security. An electronic booking log,
including the photo and all relevant information, is done for each detention. The agency
has four detention rooms each equipped with a sink and a toilet. They are designed for
single occupancy with adequate illumination for supervision. A plan of evacuation in
case of fire or emergencies is posted and suppression equipment is available to contain

a fire if required. Inspections are made every time prior to securing and after removal
of a detainee. This is designed to ensure the security and sanitation of the facility.

The arresting ofcer is the primary person accountable for the supervision of the
detainee. A maximum of two hours is allowed for detention with provision for "face to
face" verication at least every 30 minutes for adults and 15 minutes forjuveniles. That

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 21

verication must be entered in the booking log. Provisions to separate males, females
and juveniles by sight and sound are well defined in the policy. A thorough search of all
prisoners brought into the facility is mandate by their policy and a detail procedure is
applied. Upon request they can do monitoring of the detention room by the
communication center, but this verification does not preclude the welfare checks. It is
forbidden to secure detainees to an immovable object in the detention facility.
Weapons are required to be stored in appropriate lockers before entering a booking
area or any detention rooms. In an emergency situation officers, cans use their
portable radios or the facility panic button for assistance.

Temporary custody of juveniles is a sensitive issue with the agency and they may not
be held without the authorization of the arresting ofcer's supervisor or the Watch
Commander. Custody of a juvenile may be done without a warrant, if there is probable
cause to believe that the child is abused, neglected or would be injured. Other
requirements for detention ofjuveniles include protecting the constitutional rights of all
detained. The agency immediately attempts to notify the juvenile's parent, guardian, or
a responsible relative to respond to the location with the intent to enact a quick
disposition when at all possible.

Communications

The Communications Center is within the agency's police headquarters. Access is
restricted to authorize personal by electronic control and all visitors must sign-in via a
log sheet. Security is provided for transmission lines and the transmitting antenna in the
airport restricted area and off-site with secured fences. A backup antenna is available
at a downtown location. The 911 phone line is the only emergency line on a 24/7 basis
with a telecommunications device for the deaf (TDD) capability. During a tour of the
facility numerous standards were observed, including the immediate playback function
for radio conversation and the twoway radio capability. Variable sizes of area maps
and emergency listings for other resources are easily accessible. An operations and
training manual along with several other written procedures describe in detail the way
communications should be operated and the information that must be recorded under
differing circumstances.
Misdirected emergency calls are routed in an appropriate manner without delay.
Agreements with the King County outline the way they must be coordinated and
dispatchers are very familiar with the protocols. Alternate power sources for the
Communications Center include backup by battery and generator. The generator is
tested weekly under full load capacity and a record is made of the process.

Records

Privacy and security precautions have been taken by the agency in relation to control of
official records. All reports, including initial, supplemental, evidence related documents,
and all critical case information is maintained in a secure location and accessible only
the authorized personnel. Access to reports after hours may be obtained through

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 22

sergeants and above. Employees are instructed to not access, view, or distribute any
official records without authority. The Police Records Specialist is responsible as the
point of contact for members of the public when there is a request for documents and
information.

The records management system allows for the separation of adult and juvenile
information. Juvenile arrest cases containing copies of booking information, photos,
fingerprint cards, or other identifying information are kept separate from adult les.
Juvenile data is physically marked with the unique identier ("JUV") that distinguishes
the files from all others.

The agency has a thorough written report preparation guideline that ensures that details
of crimes and incidents reports or observed are documented appropriately. This
documentation includes activity related to an incident, a call for service, citations issued,
field interviews conducted, and any computer generated laided dispatch printout.
Reports and records are required for crimes, citizen complaints, any initiated law
enforcement activity, and situations involving arrests, citations, or summonses.

Case and incident reports are led numerically within the agency's central records
component. Arrest information is led alphabetically. Citation and infraction materials,
prior to use, are the responsibility of the Records Section and are maintained securely
stored. Upon issuance to an ofcer, a record is maintained by the ofcer's name, date
of issuance, and associated tracking numbers. Sergeants after normal operating hours
can issue citations and infraction booklets when required.

Property and Evidence Control
The Property and Evidence facility is located in an off-site building with secured
windows and equipped with electronic door sensor alarm requiring an access code to
enter. An "Evidence Room Visitor Log" is used to record personnel in and out of the
facility. Perishable evidence is stored and secured in a refrigerator or an available
freezer. Sufficient locked cage spaces and combination safes are used for sensitive
items, weapons, and narcotics to ensure separation and accountability. Cleanness and
organization of the area was found to be excellent as all items are well stored and
clearly identify.

Temporary evidence storage lockers are available in adequate numbers in the main
station. A biweekly inspection of the temporary storage lockers is performed by the
evidence custodian to bring back items for processing and further recording/tracking.
Ofcer Lee Donlan is responsible for the evidence area and appears to complete all
required actions promptly. Access to the Property and Evidence Room is limited to only
Ofcer Donlan and one additional departmental member to ensure a high level of
security.

The agency had approximately 3,200 items in custody at the time of the review and the
agency well demonstrated adherence to all applicable standards in this area. The

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 23

Evidence Custodian strives to return property to lawful owners and/or dispose of items
no longer having evidentiary value on an ongoing basis.

For the last three years all inspections required were completed as required. An annual
audit of property conducted by Commander Hornbuckle indicated a discrepancy of only
three items not well registered or misplaced and a correction was immediately made.
More than one-thousand items were reviewed for the audit. The agency indicated that
a new computerized system for evidence inventory tracking is being reviewed and will
probably be deployed in the next year.

H.  Applied Discretion Compliance Discussion:

This section provides specic information on standards found to be in compliance after
on-site "adjustments" were made. Adjustments may include modifying agency policies
and directives, creating documentation, and an alteration of the physical plant.

The agency had seven total applied discretion standards.

25.1.1   Unless there is controlling language, a written directive establishes a
grievance procedure . . . (M)

ISSUE: The written directive did not include non-represented employees.

AGENCY ACTION: The agency changed the written directive to address non-
represented employees.

26.1.6   A written directive species appeal procedures in disciplinary actions. (M)

ISSUE: The written directive did not include non-represented employees.

AGENCY ACTION: The agency changed the written directive to address non-
represented employees.

31.2.1   Recruitment plan for full-time sworn employees:
a. statement of objectives. (M)

ISSUE:  While reviewing standard 31.2.2 off-site (Recruit Plan analysis), it was found
that the Plan had very limited objectives with actual just one provided within the text of
the document: "To recruit a diverse pool of qualied law enforcement candidates for
sworn positions in the organization in an effort to ensure that the ethnic and gender
composition of our department reects the available workforce in our service area."
AGENCY ACTION: The agency further developed written recruitment objectives and
plan of action steps to meet the dened points.

41.2.6   The agency has a written directive concerning missing children, including
runaway, abandonment, abducted, or other missing status, that includes the following:
a. policy statement concerning missing or unidentied children. (M)

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 24

ISSUE:  The agency's policy did not address "unidentied children."

AGENCY ACTION: The agency added information and modified their policy to address
unidentified children.

42.2.10  The agency has a written directive governing procedures for both uniformed
and non-uniformed personnel utilizing designated rooms for interviews and
interrogation. (M)

ISSUE:  The agency's written directive did not address any guidelines for non-
uniformed personnel.

AGENCY ACTION: Written directive was modified to include and address all
agency
personnel in relation to interview and interrogation rooms.

44.1.1   A written directive describes the agency's juvenile operations function.

ISSUE:  The agency did not have a written directive addressing this standard. (M)

AGENCY ACTION: A policy was developed during the onsite to be in compliance.

84.1.4   A written directive establishes procedures to ensure security and
accountability for controlled substances, weapons, or explosives used for investigative
or training purposes. (M)

ISSUE:  The agency's policy did not address the usage of seized items for training
purposes.

AGENCY ACTION: Policy was modied to show seized or forfeited
weapons or
explosives will not be use for training or investigative purposes at any time.

I.   Standards Noncompliance Discussion:

This section does not apply.

J.  20 Percent Standards:

This section does not apply.

K.   Future Performance I Review Issues

This section reports on directives that appear to meet the intent of standards but the
directives initial established time line for completion of required activities has not be met
("wet ink"). These requirements are reported to emphasize that these activities must be
completed in the appropriate time frame.

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 25

31.2.2  The agency shall conduct an annual analysis on the recruitment plan, to
include: a. Progress toward stated objectives. (M)

The agency updated their written recruitment plan objectives during the onsite review
and no annual analysis had been conducted to-date. It is suggested that an analysis
be completed in January 2012.

41.2.7 The agency has a written directive regarding the interaction of agency personnel
with persons suspected of suffering from mental illness that addresses:
9. documented refresher training at least every three years. (M)

The agency completed the required training just prior to the onsite review and the next
training must be completed before May, 2014 to be in compliance.

53.1.1 A written directive requires line inspections within the agency and includes
provisions for the following, at a minimum:
a.  procedures to be used in conducting line inspections;
b.  frequency of inspection;
0.  responsibilities of the supervisor in each organizational component for both the
conduct of inspections and correction of conditions discovered by the inspection;
d.  criteria to identify those inspections that require a written report; and
e.  follow-up procedures to ensure corrective action has been taken. (M)

The line inspection policy was implemented on June, 20, 2011, and minimal proofs
were provided to support the standard. The agency will need to further institute and
document line inspections as a regular procedure to ensure continued compliance.

71.4.3 A written directive governs the frequency of inspections of the temporary
detention room(s) and provides for the administrative review of temporary detention
areas and procedures at least once every three years. (M)

The administrative review (every 3 years) of temporary detention areas and procedures
must be done in or before the end of 2012 to maintain compliance.

L.  Table: Standards Summary:
TOTAL
Mandatory (M) Compliance                 160
(M) Noncompliance                       0
Waiver                            O
Other-Than-Mandatory Compliance              0
(O) Noncompliance                       0
(0) Elect 20%                            0
Not Applicable                            29

TOTAL [Equals number of published standards]      189

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 26

M.  Summary:

The agency was well prepared for the review with only seven applied discretions and
seven file maintenance issues. The applied discretions during this assessment
primarily dealt with modifications of written guidelines to be more in line with standard
requirements and were not connected to critical time-sensitive issues. The file
maintenance involved additional proofs of compliance and the agency was able to
provide documentation already in existence without any delay. The assessors reviewed
all proofs provided and agency practices in relation to the requirements of the
standards and found the organization to be in compliance with the intent of CALEA
principles.
The assessment team had contact with 15 Port of Seattle and regional agency
personnel during the review and all of the comments concerning the department were
extremely supportive and positive. It was observed that the public truly appreciates,
respects, and sees the agency as a compassionate department that symbolizes the
professionalism required to meet the spirit of the CALEA standards. Each person the
assessment team interacted with praised the department and employees for their
caring, openness to work for the betterment of the community, and their willingness to
work together with other entities. Additional, the team made contact with 29 agency
personnel that clearly supported the accreditation process.

The Port of Seattle Police Department is a full service agency which stresses
Community Policing to address crime and public safety issues facing the jurisdiction.
The agency uses appropriate equipment and technology to support its operational
challenges. The agency has a Criminal Investigation Section which focuses on major
crime and specialized investigations. The department does an outstanding job of
partnering with other criminal justice agencies to provide a coordinated law enforcement
effort within their service community. They work closely with the many federal and local
agencies that have overlapping responsibilities in their service environment (i.e.,
Federal Bureau of Investigations, United States Customs, and regional departments).

The Port of Seattle Airport coordinates more than 31.5 million passengers annually,
which is the 17th busiest airport in the nation. These numbers have been increasing
annually at a rate of4.6 percent. This high rate of people passing through their area
has still resulted in a low number of Part | Offenses per year: 735, in 2009; and 826, in
2010. The vast majority of these offenses are related to larceny/theft (85 percent in
2009; and 91 percent for 2010).

There have been no identified issues connected to bias based policing and only one
complaint has been received in the last two years (2010 and 2011). That case was
investigated and it was determined to be unfounded. In the last three year period, the
agency has experienced only 14 use of force incidents out of 2,855 arrest actions
(0.3%). The use of force in relation to arrests has been dropping steadily over the last
three years with nine in 2009, four in 2010, and only one through July 2011. No
rearms were used in any use of force cases.

ASSESSMENT REPORT
Port of Seattle Police Department (WA)
PAGE 27

The agency is very professional and oriented toward responsible law enforcement
practices. Department personnel strive to be approachable and to serve the public in a
helpful and considerate manner. This was clearly evident by the feedback the
assessment team received from other agency personnel that operate with the
department and from the agency employees.


Gregory D. King
Team Leader

September 12, 2011