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  P.O. Box 93
  Salem, OR 97308
  (503) 365-9544



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Chief Jerry Moore
proponent for a new police facility

Salem Police Chief Jerry Moore

    Salem Police Chief Jerry Moore oversees a department with 190 officers, 118 civilians and 95 volunteers. They work in a facility built during the Nixon Administration, when gasoline was 36 cents a gallon, a first-class stamp was eight cents and the average price of a new sedan was just over $3,000. Salem's population in 1972 was 74,600. Today it marches past 160,000.
    On the three television networks, standardissue criminals were neatly dispatched by the likes of "Police Woman" Angie Dickenson. In 2017, Claire Daines portrays a bipolar CIA officer defusing international terrorist plots. Chief Moore agreed to discuss the gap between then and now, providing insight into the urgency of replacing a police headquarters unfit for the 21st Century.
    It has been said that the current police headquarters limits some functions of the department's work. How long has this been true?
    I was hired in 1979 and the building is basically the same as it was then, with remodels having occurred throughout the years to accommodate growth and operational needs.
    Given that, I would say the current facility has had limitations since the day I was hired. What example would you offer to explain how the lack of space limits functions? I believe it starts at the front door. Citizen victims or folks seeking information have no privacy in which to share their needs or issues. Lack of office space limits our ability to take them anywhere private.
    Once inside, crime victims are interviewed in small, unfriendly interview rooms designed for suspects, not victims. While one room has been created for children victims, the lack of soft interview rooms does not provide victims the service they deserve.
    Detectives, school officers and gang officers (just as examples) work in cramped quarters or no quarters at all within the current facility. Many employees, such as dispatch or the crime lab, work in offices off site. Our crime lab is located seven miles away and requires daily commutes to deliver or recover evidence. Evidence is stored in locations throughout the community as sufficient evidence storage within the facility does not exist.
    Not all officers have lockers, and the storage of equipment they need does not exist or is sorely lacking. Vehicles they utilize are parked in public parking, unsecured and unprotected. Special teams, such as SWAT, have limited storage or lockers for their equipment. Cramped into a small room due to necessity, they change into their duty uniforms in hallways or even outside in an adjacent alley. Vehicles they need are parked miles away and require an officer to respond to retrieve them, prior to their being able to deploy on an incident.
    We have heard that the absence of conference rooms can result in training and other tasks being moved off site. Can you provide an example of that? C o n f e r e n c e rooms and training rooms are entirely different.
    The current police facility has one designated conference room, shared by every employee of the department.
    This limits squad or unit meetings and often results in some meetings being delayed or held in cramped office cubicles. Training facilities for the department consist of one small training room. Scenario and realistic training is virtually impossible in this room. Most officer training presented by our department trainers occurs off site in rented or donated facilities.
    Yearly in-service training is held in Brooks, at a cost, as we lack the necessary space. Management team meetings take place in locations such as Broadway Commons, Pringle Park or other large rooms throughout the city, often times requiring rental. Do the limitations result in lost time that could be spent in more beneficial ways? Travel to and from off-site training facilities is a perfect example. Providing driving time is wasted time. There are many hours lost due to the requirement of having to move training equipment from one location to another. This requires officers to spend time loading, unloading, transporting and travel from one off-site location to another. In addition to training, many of our special teams (SWAT/HDT) have all or much of their required equipment off-site, so time is lost in getting vehicles or equipment back to the department prior to deployment for call outs.
    Transporting evidence to and from our crime lab is unproductive time. Inefficient storage, work flow and parking impacts our patrol officers daily. Simply having to search for your particular patrol car in public parking is time consuming and unnecessary and would not occur in a properly designed facility. Why is it that the armored vehicles for the SWAT team have to be parked off site? Do they require special care?
    The BEAR, our armored vehicle, has to be parked off-site because it does not fit in the parking structure nor is there ample parking for a vehicle this size.
    Also, since it is a $250,000 vehicle it is necessary to keep it both under cover and secure since expensive equipment is stored inside it.
    Our bomb truck and associated equipment requires a secure facility to be stored in because of the very expensive electronic equipment stored inside it. No space is available near the civic center. When the station was built in 1972, what aspects of modern-day police work were not a factor?
    Security--both physical and digital--were not considerations. We do not have secure parking for our vehicles, and they are spread throughout the city. Many years ago we had pipe bombs detonate under several of our vehicles parked off site. We have had people film or tamper with our vehicles, which contain equipment worth thousands of dollars.
    Technology changes have certainly changed since 1972 as has the size of our agency and the specialized equipment to safely conduct police operations. In 1972, we did not have a hostage negotiations team, a bomb team, a SWAT team or a variety of special units or teams. The simple need of storing bicycles was never a thought in 1972, nor did we have K-9s We have had to install cameras for audio recording in our investigative areas after legislative action required it. Technology for that need did not exist in the facility and was completed by our staff. Our computer lab needs upgrades for storage and security.
    The amount of technical equipment necessary to conduct our work has increased enormously, such as radar, LIDAR, scanners (TCU) and tactical equipment. Items as simple as power outlets do not exist, which are necessary to charge all of our accessories, computers, laptops, night vision, cell phones, radios and flashlights. On a daily basis, officers are required to take their equipment home to ensure it is properly charged for their next shift.
    It seems that "make do" and "can do" are the department's prevailing attitudes. To what do you attribute this positive approach? Our goal is to keep this city safe, and our employees strive to do that regardless of their surroundings. Customer satisfaction and problem solving are our number one goals. When we see a problem our officers love to fix it no matter what the limitations are both internally and externally.
    We are blessed with good, reasonable people. We truly do "make do" with the hand we are dealt, and we don't whine about current conditions. I try to stress a positive approach, yet we are human. For many of our officers, this current building, with all of its limitations, is all we have known or worked in.
    When voters turned down the preferred plan for the new headquarters, asserting that the scale was too large, what did they not understand about the building requirements? In shaving $20 million, what aspects of the original plan are now missing? In short, what was lost?
    Our City Council, following the work of the Blue Ribbon Task Force, asked for a professional review of our current and future needs, and that was what was provided.
    That review and plan detailed what the experts felt was necessary for a police center to serve this community for the next 40 to 50 years. Unfortunately, information relative to why a public safety facility costs so much more than a normal office building or home construction, which most people are more familiar with, was not successfully achieved. In reducing the size and cost of the facility, our 911 center (WVCC), opportunity for suggested future growth, and some parking, were eliminated.
    In the original plan, there was an accommodation for community meeting space.
    What was the thinking behind that? I think some people feel this police center is just a building for the police officers. While we will certainly be housed there, this is really a building for Salem, for our community and for those we serve.
    Having a community meeting space will allow for our community to come to the police center, not just when they need our services, but also for other events. It allows us the chance to interact with members of our community and use their building for positive events and activities and hopefully diminishes what many often see as a negative response to "going down to the police department."
    Basically, inviting the community into our home develops relationships and improves police-community relationships at a time when that is extremely important.
   


Tradeshow Exhibit Projects
TradeshowGuy Exhibits
Announces New Tradeshow Exhibit Projects for
Dave's Killer Bread/Alpine Valley, Schmidt's Naturals and Wedderspoon


Dave's Killer Bread Exhibit

    TradeshowGuy Exhibits launched three new exhibit projects in the fall of 2016, all of which made their debuts in March 2017 at the Natural Products Expo West at the Anaheim Convention Center.
    TradeshowGuy Exhibits has worked with Dave's Killer Bread from Milwaukie, OR in the past, but Wedderspoon, from Philadelphia, and Schmidt's Naturals, from Portland, are new clients. Fabrication and design on all three exhibits was by Classic Exhibits, Inc. of Milwaukie, OR., one of the top exhibit booth manufacturers in the country.
    Tim Patterson, Owner of TradeshowGuy Exhibits said, "Completing these three great companies, all with new exhibits, was a great process. All three loved the rollout of the exhibits. We managed the setup and dismantle of two of the exhibits, along with shipping. All three companies say they got great feedback from visitors - and they all loved the exhibits and were impressed by the process and final results."
    Dave's Killer Bread, which was purchased last year by Flower, debuted a 10x30 exhibit which was a combination of the Dave's Killer Bread and Alpine Valley brands. Schmidt's Naturals, founded in Portland in 2010, used their new 10x20 exhibit to show off their expanding line of natural deodorants, and will move into soaps and other products in the near future. Wedderspoon, of Malvern, PA, imports honey from New Zealand, and also debuted a 10x20 inline exhibit.
    TradeshowGuy Exhibits has been in Salem since 2011, working with regional and national companies including Bob's Red Mill, Meduri Farms, gDiapers, Dave's Killer Bread, Yerba Prima, Earth Mama Angel Baby, Oregon State Marine Board, SoYoung, Betterment and many others.
    The company focuses on working with small to medium sized business to improve their tradeshow marketing with increased brand awareness by providing custom tradeshow booths and rendering expert tradeshow marketing support.



SBJ Green Awards
2017 Winners


--By Beth Casper
Special to the Salem Business Journal

    Some of Marion County's most environmentally friendly businesses, organizations and individuals took home a prestigious prize in early March-a Green Award. The 8th annual ceremony was March 11 at the Willamette Heritage Center.
    The special Lifetime Achievement Award honored Brenda Knobloch, director of the Salem-Keizer Education Foundation's learning gardens program. She has been instrumental in the set-up of 10 school garden projects within the district, including some aquaponics systems.
    She also helped organize Urban AgFest, a two-day festival where in 2014, 1,000 students and parents learned about local agriculture and growing food. Her determined promotion and tireless work for the gardens, greenhouses, composting, cooking classes and tasting events has brought hundreds of students a concrete sense of achievement and a set of real skills to enrich their own lives.
    Willamette University's Grounds Team, which cares for a 60-acre campus, received the Green Award for the large Sustainable Business of the Year.
    This group composts all the fallen leaves and tree litter to be used as mulch in shrub and flower beds. On some of those same lawns, the department reduced irrigation by 25 percent by eliminating watering with hoses and letting them go dormant during the dry season. Concrete waste is kept from the trash and reused as both retaining walls and stepping stone pathways. And partly because Willamette University reduced the number of synthetic pesticides used on campus from 58 to zero, it is the first university in Oregon to be accredited by Oregon Tilth as Organic Land Care Practitioners.
    "Grounds staff intentionally plan the grounds as habitat for wildlife, and work directly with faculty and students to help use the campus as a classroom to teach about ecology and natural systems," according to the Green Award nomination. "Staff also incorporates edible plants into beddings later in the growing season so students and employees can casually enjoy fruits and vegetables in the fall semester."
    The small Sustainable Business of the Year Green Award went to Rapid Refill, which sells remanufactured ink and toner cartridges as well as refurbished printers. The business generates so little garbage that the owner takes a trip to the dump once a month instead of paying for garbage service. Part of the way employees reduce waste is through reuse. It has a dedicated room for the storage of packaging materials and shipping boxes so that new materials are never needed.
    NuvoGlas, a business that uses glass bottles from local wineries, breweries and restaurants and transforms them into premium etched drink ware, won the Green Award for the Green Product of the Year. In addition to removing glass from the waste stream, NuvoGlas also partners with the nonprofit Isaac's Room to provide skills to displaced youth in Salem. For NuvoGlas, sustainability is not simply an environmental term. It also means providing lasting social change and empowering the marginalized.
    The Oregon Department of Corrections also operates with a broad definition of sustainability by engaging incarcerated adults in gardening, beekeeping and native plant programs, which help the environment but also help the adults in custody gain marketable skills. The department leases 380 acres of excess farmland to local food banks to better utilize the land to help feed Oregon's hungry residents. The gardens yielded 249,249 lbs. of produce and donated 13,277 lbs. to the food banks. The department also completed an oak release project on the 104-acre Savanna Haven property.
    This state agency is the winner of the Green Award for the business Recycler of the Year. It makes sense given that the agency recycles hundreds of pounds of unusual materials, such as ballistic vests, shoes and fabric; refurbishes tons of outdated furniture; and donates hundreds of blankets to the homeless.
    The corrections department has six facilities that are EarthWISE certified in Salem. Greg Watkins took home the counterpart Green Award for the individual Recycler of the Year. Watkins has almost single handedly developed and directed most of the sustainable practices at Kerr Concentrates for the last 15 to 20 years. Led by Watkins, Kerr's Green team is actively working on reusing reclaim water from the evaporation process, recycling used plastic liners, and helping build greater awareness of the benefits of sustainable practices. Watkins built a program with Marion County to repurpose used plastic pails from puree and juice productions to hold the county's recycled paint.
    "My biggest accomplishment or personal satisfaction has been watching how the sustainability programs and our employee involvement have grown," Watkins wrote as part of the nomination. "I started recycling with a few coworkers by saving "nuts and bolts" in a plastic bucket. Since those days, we have four employees who have participated in Marion County's Master Recycling class and are now contributing back to our community through their volunteer hours."
    Brooke Jackson is the winner of the firstever People's Choice Green Champion Award. Jackson is the founder of the Willamette Valley Friends Co-op, a buying club for local and organic products that has grown to 2,700 members. Jackson works with local farms and businesses and finds products that have a minimal footprint. Before purchasing items, she considers the longevity of use and avoids single-use and disposable products and packaging whenever possible.
    The co-op uses only reused paper or plastic bags and doesn't use any packaging on items that don't need it (carrots, potatoes and apples are placed in customers' bins loose, for example). The co-op has about a dozen fridges and freezers at the site, and as soon as one is empty, volunteers turn it off to save electricity.
    Chemeketa Community College received the EarthWISE Business of the Year Green Award. The college dedicates more than 7,000 square feet to housing its surplus property, which is repaired and repurposed or taken apart and recycled. The surplus property manager repairs and salvages appliances from food service, repurposes tables for shelving and redistributes old classroom furniture for reuse. Scrap metals and wood go to recycling, while unwanted, viable items are sold online. Chemeketa has approximately 19 bottle filtration stations on the main campus-keeping an estimated 321,000 plastic water bottles out of the landfill last year and an estimated 525,081 bottles over the lifetime of the stations to date. The Salem Campus of the college has completed several major LED lighting remodels and was one of the earliest adopters of LED lighting in parking lots.
    "These Green Award winners are truly exceptional at waste prevention, energy efficiency, water conservation and operating with a small environmental footprint," said Alan Pennington, waste reduction coordinator for Marion County. "These businesses and individuals are leaders in our community and they help push other organizations to focus on sustainability."
    For more information about the Earth- WISE program, visit www.mcEarthWISE. net or call Alan Pennington at 503-365-3188.