From: Tony Collins Sent: Tuesday, September 03, 2013 12:07 AM To: Keith Rupp; Doug Thomas Subject: LPAC We can discuss details in the morning but hear are a few thoughts. You should issue a statement instead of doing interviews You should post your statement to the web as soon as possible You should communicate to your key social media audiences asap Things to avoid: Thing to do Don't be defensive: Do continue with the position that you are working through the required process. Don't question whether or not this report represents a consensus Do point out that this is an interim Report and you have not given the LPAC your report yet. Don't quibble about the language: Do point out that the report supports the vast majority of actions already taken by the City and LPD. Don't speculate on why the LPAC committee made recommendations or comments that you don't agree with: Do say that you are looking forward to sharing name some documents they have not seen) with LPAC and exploring their thoughts on (fill in some of their recommendations) over the next few weeks. Don't speculate on the LPAC final report but do agree we are looking at the same issues and that's encouraging. Tony Collins Sent from my iPad 813--228-0652 office 727-423-3481 cell Doug Thomas presentation to the Lakeland Police Advisory Commission (Part 1: HOW WE CAME TO THIS MOMENT) Thank you for giving me this opportunity to be with you today and to discuss the issues that have arisen in the Lakeland Police Department and the City of Lakeland. I will cover three areas this afternoon. I'm going to talk about how we came to this moment. I'm going to talk about the actions we have taken and the decisions we have made to hold people accountable. And I am going to talk about the way forward and the specific steps we are going to take: The actions we are already taking and our future actions to make this city government and ALL of its agencies more more transparent, and more values--based. First, let me say one thing about accountability. Let there be no mistake in anyone's I am accountable. I am the City Manager. The (INSERT CORRECT NUMBER) 2,000 employees of this city -- ultimately report to me. I accept my responsibilitythis point? On September (INSERT EXACT DATE) 2012, a Lakeland Police Sergeant saw one of his officers -- Steve Sherman -- parked outside an empty church; he witnessed that the officer failed to respond to a dispatch call. That Sergeant did the right thing. He reported the incident -- and a formal investigation began September 12, 2012, almost one year ago today. This represented the moment at which a whole series of lies and deceptions began to unravel. And it happened because a member of the Lakeland Police Department, Sergeant Gary, did the right thing. These facts are undisputed, but this process doesn't start in motion without the actions of Sgt. Gary. He saw something wrong and spoke up. Since that initial event, we have been investigating- to understand what happened and to get to the bottom of it. Let me briefly continue to walk you through these events: On January 18, 2013, Officer Steve Sherman resigned in lieu of termination On March first a disciplinary hearing with crime analyst Sue Eberle was held Four days later she met with the Office of Professional Standards to detail her account of sexual misconduct inside the LPD. On March 25, Chief Womack contacted the Florida Department of Law Enforcement to conduct an investigation. On April 9, the State Attorney's Office was contacted by the FDLE and opened its investigation. On June 25, we received the State Attorney's report. On June 26, the next day, the police department resumed its internal investigations which had been halted while the State Attorney's investigation was being conducted. On July 22, the City held a town hall meeting to provide a public forum in which to address citizen concerns. And on July 25, you ladies and gentlemen, held your first organizational meeting. And we are grateful you agreed to serve on this panel and continue this work -- and that certainly is a fact. The investigations I mentioned in this chronology are governed by very specific rules. For reasons of fairness to for reasons of accuracy and and for reasons of the we have needed to work through a dispassionate and methodical process. We also want to ensure that our city government and its agencies are fair to our employees. when you come to work at the City of Lakeland, you should expect that you will be treated with respect by everyone you work with and that you will be treated fairly. This process has worked, and it has worked fairly. All of these things happened. The investigations uncovered a much bigger problem. It was a problem that involved people who were lying and keeping secrets. And it involved people who knew about the lies and secrets and failed to report them. These people -- the liars and deceivers -- not only failed to do the right thing, they hid their failures from their families, their co--workers and their bosses. And they hid their failures from the people they were hired to serve, the people of Lakeland. They tricked us. They duped us. They deceived us. (Part2: DECISIONS AND ACCOUNTABILITY) Throughout the disciplinary processes we have undertaken, accountability has been the word you have heard probably most often. We have been and are continuing to hold the people involved in these matters accountable for their transgressions. As of today, we (HAVE ON THE VERGE OF COMPLETING) all disciplinary actions related to the sexual misconduct issue. To date, 16 (VERIFY THIS City of Lakeland employees have been held accountable. They have been disciplined in a variety of ways -- appropriate to their levels of fault -- including termination. There are several others who were involved but who left the city before the investigations had begun. To bring you up to date with the most current status on the police disciplinary actions, I would like to ask Chief Lisa Womack to join me here to name the individuals who have been investigated and the outcomes of those investigations related to the sexual misconduct allegations. (CHIEF WOMACK LISTS THE NAMES AND ACTIONS THAT HAVE OCCURRED BEGINNING WITH OFFICER SHERMAN) (IF EBERLE IS TERMINATED AT THIS POINT, STATE THAT HERE, NOTING SHE WAS RECOMMENDED FOR TERMINATION ON MARCH 1, BUT IN AN ABUNDANCE OF CAUTION, THE CITY POSTPONED THAT ACTION UNTIL THE REMAINING RELATED DISCIPLINARY ACTIONS WERE COMPLETED.) (CHIEF WOMACK CONTINUES: But for every one City of Lakeland employee who has been disciplined in this matter, there are hundreds of others who are quietly and effectively doing their jobs. Let me return again to Sgt. One year ago, he saw a co~worker who wasn't doing what he was supposed to do and he took action -- sending this whole matter into motion. He held a co--worker accountable and we're all better for it.) (TRANSITION BACK TO DOUG) So, we have held people accountable for their actions. But holding people accountable for their actions is not enough in and of itself. The way in which we do something can be just as important. Throughout this process we have needed to prevent further harm to innocent people: To the people who may have been falsely accused, To the thousands of people who work here and who do theirjobs well every day, And to all the people of Lakeland who depend on their police department to protect their safety, their property, and their very lives. Many people, many families, and the most important organization in the city have been harmed by the lies, deceptions and inactions of specific individuals. We have held these individuals accountable. And we have been careful not to compound the problems we encountered by the way in which we conducted our investigations and our disciplinary proceedings. We have been guided by the ancient admonition to to first do no harm. That is the fair thing to do and it is the right thing to do. As I said a few moments ago, this is about individuals and their actions. It's about individuals who let their coworkers down, who let Chief Womack down, who let Mayor Fields and the City Commission down, who let me who most importantly let down the people of Lakeland. Individuals have values. And when individuals join together-- whether it is to form a government, an organization like a church, a school or a business, or two friends sharing a secret -- it is on the basis of shared values. i believe the vast majority of the individuals who work for the City of Lakeland have shared values that we all recognize and live by. But as we know now, nearly two dozen people put some other set of values -- values that many of us will never ever fully understand -- ahead of the values I think we all expect our city employees to uphold in their professional and in their personal lives. As I've shown you, we have held those people accountable, but i am accountable, too. Much of what happened on my watch. People did things they should not have done. Other people knew about these things and did not report them. That should never have happened. And I am going to see to it, that it never happens again. (Part 3: THE WAY FORWARD) Before I begin to describe the steps we are going to take, I would like to tell what we already do throughout our city's government to hold each other to ensure and to uphold values. (VERY LIST OF PROGRAMS AND PROCEDURES THAT HAD BEEN IN PLACE PRIOR TO MARCH 1, 2012 -- Doug to supply) A5 the investigations and discoveries have taken place, we have taken new measures to reinforce and improve those policies and procedures we already have in place. (LIST THE CHANGED OR ADDITIONAL THAT HAVE BEEN INTRODUCED SINCE MARCH 1, 2012 -- Doug to supply.) In addition, I and my team have been listening carefully to what has been said by other parties -- including the LPAC -- throughout the past year. While we know you still have a final report and recommendations to make to the City, we want to begin moving forward to incorporate your counsel now. I have three specific actions I intend to undertake over course of next six months. First, as you have suggested, we are going to conduct a survey to take the pulse of city employees. We believe this will be an important measurement on some of the important questions regarding attitudes, opinions and concerns of city employees. This survey can help us establish a baseline by which our future progress will be monitored. Second we will develop a plan to ensure that core values of honesty, transparency and accountability are incorporated even more deeply into the ethos of all city employees. I have tasked Deputy City Manager Tony Delgado and Assistant City Manager Brad Johnson to help me in developing a specific, measurable plan by which we can elevate these values in the awareness level of every employee to ensure that they form the basis for their decisions and actions. And thirdly, I am going to seek additional and continued public involvement to improve accountability and transparency for the city. I will be asking the mayor and city commission to consider two actions. First, to consider- with your consent -- re--ca||ing the Police Advisory Commission in approximately one year to consider the progress we have made and to provide us with your assessment on whether we have achieved the standards you as citizens expect of us. I will also ask the mayor and commission to consider establishing another much like this one, but which examines the issue of public transparency. I would like a citizens' group composed of people interested in and familiar with issues of transparency to help ensure we are not only meeting the standards of the Sunshine Law requirements but to ensure we are on the leading edge of maintaining the most open and transparent standards for public scrutiny possible. I have a document for each of you that covers in more detail what we have presented here today. But before do that and take your questions, I would like to take a moment to thank Chief Lisa Womack. Chief, your professionalism and your poise in the face of white hot scrutiny -- and often unfair criticism -- has given me even greater confidence than on the day we hired you that we made the right decision. And I thank you for your courage and your leadership. In addition, I would again remind you, the members of the Lakeland Police Advisory Commission and all the citizens of Lakeland, that this all began because a police sergeant did something many other people failed to do. When he saw something wrong, he did something right. When Lakeland Police Sergeant (NAME) saw that a fellow officer was not behaving in a way that was up to LPD standards, he raised the question. He became his brother's keeper. This is a value we want to elevate throughout the Lakeland Police Department and throughout the City of Lakeland. I asked Sergeant (NAME) to be with us with today because I wanted you to see the embodiment of this value. Sergeant, would you please stand? There are many police officers who live up to our values. There are many officers who risk serious injury or their lives in the performance of their duties. Sergeant (NAME) is one of those officers. I ask you to recognize his simple sense of duty here today. Sergeant (NAME), thank you! (APPLAUSE) Thank you. I would be happy to take any questions now. Response Strateqies Accountability, transparency and values as major themes Emphasize adopted City Values on Daily Basis. Reinforce that each Value touches upon what it means to be a City employee. - Leadership, Commitment to Excellence, Diversity Integrity, Social Responsibility Empowered Workforce These are values that we believe are reflective of our community as a whole that we should all embrace. Those involved apparently lost their moral compass and sense of accountability All employees to sign statement pledging to commit to the City values and PPR's to reflect employee's demonstrated actions in support of such. -track employees from initial hire through retirement/separation from City New City Supervisoru to reinforce values expectations with all supervisors and require discussions with subordinates -track and document meetings and attendance Keeper of the flame response Require all employees to attend training session regarding sexual harassment -document attendance and adherence to training outcomes. Update as required due to new hires and turnover. Highlight Ask City Management Program that has been on City's Internal Website Insite for the past 5 years to encourage confidential reporting of concerns by employees Adoption of Fraternization personnel policy to require employees to report all personal relationships to supervisors for review and reassignment of personnel as necessary Use the current situation as training exercise to drive home consequences of inappropriate behavior. Don't mistake that the people that have abused the trust of the department and the community they serve have been held accountable for their actions. That is a powerful message to the rank and file about the expectations of the City Leadership and the organization as a whole. All internal investigations of sworn LPD and LFD and civilian employees of LPD continue to be investigated by LPD Office of Professional Standards. Investigations to be reviewed by Chief and City Manager. Prompt conclusion and resulting disciplinary action with reporting to City Attorney City Manager. All other General Employee internal investigations to be led by HR, with direct reporting responsibilities of investigators to City Manager's Office to ensure objectivity Those in supervisory positions have responsibility to stand upall have to do more to ensure that those in leadership do no lose their moral compasses and negatively impact the entire organization. People who were involved obviously were lying to me, their spouses, the colleagues and the public they serve. I'm obviously disappointed in the misplaced trust I had with them. The vast majority of those who have been disciplined were directly or personally involved in the inappropriate behavior and did not report on themselves, vs. those who did not participate, but knew about the inappropriate behavior. (Numbers for each category) Increased transparency in public space (the most transparent local government in Florida) -Examples: micro site, judge Campbell's report, etc. -website -Releasing of more information faster -media relations -public records management system -feed back from stakeholders Citizen Complaints Designated response by CMO. And education of SuperU in proper processing Public Records Review by Judge Campbell Tracking software CityU training Training for all front line personnel completed, annual updates for front line personnel and appropriate supervisors LPD complaint process CALEA, CFA Pursuing accreditation in Public Works and Parks Recreation From: Keith Rupp Sent: Thursday, October 17, 2013 10:03 AM To: Tonv Collins Douq Thomas Subject: RE: City Manager Report 102113 Will review. Thanks. Keith Lee Rupp Senior Consultant, ucker/Hall Strategic Communications, Public Affairs Crisis Management Phone +1.813.228.0652 1 Mobile +1.863.5l2.2983 One Tampa City Center, Suite 2760 Tampa, FL 33602 E-mail privacy policv From: Keith Rupg Sent: Thursday, October 17, 2013 4:46 PM To: Tonv Collins Doug Thomas Subject: RE: City Manager Report 102113 Doug: I added some summarizing statements to the beginning of this document and made some light edits throughout. Remember: Audiences want to hear the conclusion first and then the supporting points, followed by a reiteration of the conclusion. Or as a news-writer once put it: 1. Tell 'em what you're going to tell them. 2. Tell them. 3. Then, tell 'em what you just told them. This way the people (especially media) who may pay attention only to the first few minutes of your statement will get the main points without having to sift through or process the whole document/presentation. It's important to make it easy on Keith Lee Rupp Senior Consultant, Tucker/Hall Strategic Communications, Public Affairs Crisis Management Phone +1.813.228.0652 Mobile +1 .863.5 12.2983 One Tampa City Center, Suite 2760 1 Tampa, FL 33602 E--mail privacy policy City Manager Report 8: Plan of Action Introduction: The Citygof La keland's government leadership, including its elected officials and professional staffl has responded to the recent allegations of em ployee/workplace misconduct with a series of thorough and careful investigations. i am proud of the way this city has handled adversity. We have been thorough. We have been careful. And we have been transparent. While the investigations were underway, we also began a process of asking ourselves what we could do better as managers and leaders. We have engaged an unprecedented level of public involvement including federal and state authorities, law enforcement andjudicial experts, the media and the citizens of Lakeland. Now that investigatorv process is over. Now we must deliver action. Chief Womack and I look forward to carefully reviewing all of the recommendations of the Lakeland Police Advisory_Commission and incorporating their goals into our plans. In the meantime, we have already begun to make meaningful and measurable improvements into how our city embodies the values of our community. Before I begin to outline for you our plan for moving forward, I want to begin by pointing out something very important about the people who work for the people of Lakeland. Although we have all been troubled, disappointed and angered by the actions of a few that have received so much attention, more than 99 percent of the employees of the City of Lakeland are hardworking, dedicated people. They do their iobs -- with no fanfare and often with little public recognition. But they do their iobs withjride and they are eager to show you -their neighbors, their employers, their fellow citizens of Lakeland -- that they deserve your trust and confidence, Over the past year, the City of Lakeland and the Lakeland Police Department hav_es investigated a variety of allegations of employee misconduct and concerns regarding various departmental operations. In response to these events, the City held a special Town Hall Meeting wesehelel-on July 22, 2013 at The Lakeland Center to update the community and hear directly from citizens regarding their comments and concerns. At that meeting, as City Manager, I outlined the a plan to ensure our investigations would follow all required state laws, me collective bargaining agreement provisions and due process. I promised we would-a4=id--te issue appropriate levels of discipline based upon the results of those investigations. And I aAlso 1 Formatted: Font: Not Bold, No underline pledged to keep the City Commission and the community informed about as-atetl1_e results of the various investigations as they were completed, which have included media releases, press conferences and posting on the City's special LPD microsite located at m:aAdditionaiiy, I pledged the support of the entire municipal organization to work with and respond to, any information or request by the Commission endorsed Lakeland Police Advisory Commission (LPAC) as they carried out their mission and charge. As we close out the investigative phase, and we consider the LPAC recommendations and our plan to now move forward, let us take a moment to remember how this all began. It started in September 201;, when a Lakeland Police Sergeant named Jeff Gary saw something wrong and then did something right. Sergeant Jeff--Gary saw one of his officers, Steve Sherman, parked outside an empty church in north Lakeland. Sergeant Gary witnessed that Officer Sherman failed to respond to a dispatch call and he reported it. That's somethingwe would expect what any of our employees to do . That singular and honorable act resulted in the opening of a formal investigation that began over a year ago, which subsequently revealed a series of lies and deceptions that began to unravel that indisputably damaged the reputations of numerous City employees and their families, their colleagues, the Lakeland Police Department and the City organization as a whole. Despite the resulting challenges, it is important to reiterate that a member of the Lakeland Police Department, Sgt. Gary, did the right thing. Contrary to popular assertions, one of Lakeland Police Department's own employees, not the media, not an outside agency, nor a member of the public first raised a question about what appeared to be inappropriate behavior in conflict with our organizational values which started in motion the organizational response to these issues. And the City has demonstrated organizational maturity in the face of intense criticism by conducting investigations in conformance with all required state laws Police Officers Bill of Rights), collective bargaining agreement provisions and due process, reaching conclusions based upon facts and holding people accountable through measured levels of discipline appropriate to the violations of City and Departmental policies. Throughout this process we have heard from state and federal law enforcement agencies, state and national experts in law enforcement management, our own managers and supervisors, the news media, the general public, political leaders as well as critics and supporters. As can be seen from the following list, virtually every individual and organization with an interest in the City of Lakeland and its Police Department has had an opportunity to voice their views and opinions: 0 The Office of the State Attorney for the 10th Judicial Circuit 0 The Ledger - The public, in the form of telephone calls, emails, letters, statements during public meetings and a special Town Hall Meeting; I The Federal Bureau of Investigation; I The U.S. Attorney's Office; 0 The Polk County Local Delegation; 0 The Commission on Accreditation for Law Enforcement Agencies; 0 The Commission for Florida Law Enforcement Accreditation; I Retired Second District Court of Appeal Judge Monterey Campbell; 0 The Citizen; led Lakeland Police Advisory Committee which has held a dozen meetings In addition to the above input, other external entities, including the State Attorney's Office and various media sources have undertaken numerous administrative reviews and have raised questions with the actions of several LPD personnel and training practices that in some cases, has resulted in internal investigations and reviews by the Lakeland Police Department. Every stakeholder had been had the opportunity to share their observations, analysis, criticisms and suggestions and we both appreciate and have listened to their input into the process. We thank them for their engagement on this important matter as we bring this chapter to a close and move forward to build upon a variety of existing initiatives in addition to a number of new programs that will allow the organization and community as a whole to heal and move beyond the trying times of the past year. This report is intended to provide an overview of the various investigations and the resulting discipline issued that have held employees accountable for their actions, what was learned from those investigations a review of current initiatives that have been utilized during this process and lastly, outline a comprehensive and responsive plan of action for the way forward. Summary of Internal Investigations: As the community has now come to understand, investigations regarding sworn law enforcement personnel are governed by very specific rules as outlined in Fiorida State Statutes and collective bargaining agreements. For reasons of fairness to everyone, for reasons of accuracy and thoroughness, and for reasons of the law, the City has needed to work through what many have complained is a dispassionate and methodical process. That said, this process was required to be followed to ensure conformance with all laws and regulations in addition to providing the organization with the ability to defend any subsequent challenges that may be asserted by from disciplined employees through grievance procedures. While arbitrators may disagree with the results, the City did not want to risk the potential of having disciplinary actions overturned from any claims that the investigation processes failed to adhere to all applicable policies and procedures. The investigations can be broadly categorized in two areas: employee misconduct and performance related concerns. The employee misconduct investigations uncovered a much bigger problem than originally envisioned between one Police Officer and a civilian Crime Analyst who subsequently became known as a central figure in many of the investigations. We now know that that inappropriate conduct occurred involved a number of employees that spanned over a decade. As of today, we have completed the investigation of the workplace misconduct matter, as well as several other matters that have been recently raised. As a result, a total of 23 employees have been disciplined in a variety of ways -- appropriate to their levels of fault -- including termination. There are several others who were involved but who left the City before the investigations had been completed: Employee Misconduct: (Update as necessary) 0 11 LPD 1 LFD sworn officers terminated or resigned I 1 civilian employee terminated, 1 resigned under investigation, 1 resigned in-lieu of termination and 2 received suspensions I 7 other LPD sworn officers received disciplinary actions involving reprimands and counseling 0 5 employees alleged with improper conduct were not substantiated following investigations (Attachment A - DISCIPLINARY SCORECARD) Performance Related Discipline: LPD has completed several investigations into performance related matters including courtroom testimony, accurate completion of reports, and investigative matters. One investigation is still pending and will be reported on upon completion. Employee actions to date include: - 2 officers resigned in--|ieu of termination 0 1 officer cleared - findings unfounded and exonerated. No discipline What Was Learned From The Internal Investigations? Throughout the employee sexual misconduct investigations, a recurring question involved how such actions could have gone on unbeknown to others in the department or the City. Based upon the results of the investigations, the simple answer is that it involved people who were lying and keeping secrets. Those involved in the misconduct cases inherently involved a desire to hide the truth. These individuals not only failed to do the right thing, they hid their failures from their families, their co-workers and their supervisors. And they hid their failures from the people they were hired to serve, the people of Lakeland. As a result of the sexual misconduct investigations, the City discovered that the inappropriate interactions occurred over time; the interactions were described by all as starting as ''friendly'' or "flirtatious" and progressed to sexual in nature; the interactions were believed to be "private" between individuals and not in group settings and most of the involved employees thought they "were the only one" and claimed to unaware of others involved. Additionally, most of the individuals involved were married (some with spouses in the LPD) and were hiding interactions from their spouses and others through deception; the actions were looked upon as "personal" and not and lastly, those select few employees who knew some aspects of the activity chose not to be involved. The performance related investigations relating to issues such as courtroom testimony and completion of reports were assessed for organizational-wide concerns versus individual officer actions. The investigatorsl~t--was determined that individual Officer actions were most consistently the cause of the performance deficiencies. However, organizational process reviews in these areas were conducted to ensure that all processes were appropriate and being followed. As a result, several policy and procedural updates were implemented including .. Tragically during this timeframe, Officer Julio Pagan was arrested and charged in the wake of allegations of sexual battery and stalking while on duty. His case, along with associated concerns regarding actions of other members of the LPD in this case, is currently under ongoing criminal and administrative investigations. Full details of findings and any additional lessons learned will be communicated upon their completion. What Has Been Done to Date? In the wake of the issues outlined in this report, both the LPD and the City have been involved in a variety of actions to address current concerns, while simultaneously developing longer- term programs and training. In the interim and specifically within the LPD, Chief Womack and LPD supervisors have undertaken the following: I LPD Re-Accreditation The Lakeland Police Department has been striving for the past several years to re--establish both National and State accreditation through the Commission for Accreditation for Law Enforcement Agencies (CALEA) and the Commission for Florida Law Enforcement Accreditation (CFA) respectively. Dual accreditation is important to establish the professional foundation on which police service is delivered to the citizens of Lakeland. By achieving CALEA and CFA Accreditation during this time, LPD demonstrated its commitment to law enforcement "best management practices" and high professional standards. LPD earned its CALEA Accreditation on August 3, 2013. The CALEA Accreditation required the LPD to comply with 480 internationally accepted standards for the operation of police organizations. In April, a team of assessors from CALEA examined all aspects of the Department's policy and procedures, operations, management, and support services to verify that the Department had adopted state--of--the-art standards and personnel were adhering to those standards. The Lead Assessor noted to the CALEA Commission: "it was evident throughout the assessment that she [Chief Womack) and her staff constantly strive for excellence. Lakeland citizens and governmental officials are very excited about the future of the City and the Police Department. The Lakeland Police Department is well prepared to professionally manage the issues of today and the future." The LPD was similarly awarded CFA Re--Accreditation on September 25, 2013 documenting that the Department's policies and General Orders (60) that are unique to Florida law enforcement agencies and that Departmental personnel were adhering to such polices and GO's. Several CFA Commissioners commented on the professionalism of the LPD and commended the Department on its efforts. Commissioner Susan Benton remarked during the Re-Accreditation discussion that LPD should be commended for its efforts to stay focused on achieving Re- Accreditation while also addressing the others matters. Some have questioned how the LPD could attain accreditation in the midst of the numerous employee misconduct investigations. The response to that question is not that the misconduct occurred, but does the LPD have the appropriate framework and policies to successfully address the challenges that they are facing. Both of these recognized agencies were fully briefed on the various employee misconduct matters during their respective on~site audits and several Commissioners commented on both Chief Womack and the LPD's tenacity during this period and were applauded for the continued efforts in preparing the agency for re- accreditation. I LPD Internal Meetings Chief Womack and the Command Staff have implemented Code of Ethics reminders which were accomplished through several means including departmental/supervisor meetings and internal communications, including Chief Womack's weekly "Notes from the Corner Office" (Attachment B). The LPD has also held numerous departmental meetings, supervisor meetings, and employee meetings to discuss the current issues. During 2013, two departmental meetings for all employees, two employees' representative meetings, and three full supervisor meetings have been held to date. Standards of conduct, ethics, discipline, leadership, and LPD values were discussed in these meetings. Additionally, meetings with the Police Benevolent Association (PBA) Board of Directors have similarly included discussion of these issues. 0 Driving Under The Influence (DUI) Case Audit At the direction of Chief Womack, an extensive DUI case internal audit was conducted for all DUI cases from January 1, 2012 through the last week of July 2013 was conducted by several members of the LPD's Special Operations Section. The criteria utilized for the audit included ''Quality Control" measures that concentrated on any patterns of mistakes that could be training issues, assurance that all forms were properly completed, including signed and dated properly, and the proper establishment Probable Cause for an arrest. From this effort and in cooperation with the State Attorney' 5 Office, a new DUI report form was created and has been implemented. In addition, an updated DUI manual has been implemented that outlines a step by step process in which a DUI arrest is made and the process in which the paperwork is completed to ensure consistency. Other measures implemented include enhanced DUI training in the Mini--Academy and FTO program for new officers. (Attachment C) 0 Additional Policies 8: Training Based upon the results of internal Investigations and/or noted concerns, the LPD has implemented updated policies and training to address areas of concern. These have included a revised Search Policy involving same gender searches (Attachment D), the development of an enhanced system for trial preparation for Officers, including expanded trial preparation training. (Attachment E) and an 40 hour Sergeants Training Program to reinforce responsibilities of front line supervision to quickly identify and correct inappropriate actions and train employees (Attachment F) I City Values Additionally, the City organization has been reviewing what was previously deployed to ensure an appropriate tone for expected employee behavior coupled with an evaluation of potential further actions that may be required going forward based upon what has been learned from the internal investigations. in 2006, the Organization Communication Advisory Team (OCAT) was formed with representatives from each City Department to develop the City's Values Statements which were subsequently adopted as a key component of the City's Strategic Vision, Mission and Values initiative. Additionally, the OCAT was charged to help communicate action steps to help bridge the gaps between performance perceptions and performance goals and assist in developing a culture of performance excellence that will foster employee learning, motivation, well--being and satisfaction among various operating teams within the organization. The following Value Statements were the outcome of this process: Leadership - We will lead by example, learn from the past, provide direction for the present, and plan for the future Commitment to Excellence - We will achieve measurable success and continuous improvement through investment of resources, accountability, and high expectations for quality Diversity We will utilize our differences to encourage participation, opportunity, equality, respect, and responsiveness to our community Integrity - We will conduct ourselves in an honest and ethical manner to earn the trust of employees and citizens Social Responsibility - We will enhance the quality of lijfe for all citizens through partnerships and programs that embrace cultural diversity, safety and community involvement Empowered Workforce - We will cultivate a work environment which ofiers employees the authority to act through supportive leadership, mutual respect, trust, personal responsibility, and open communication it is important to note that these Value Statements were adopted in 2006, and notjust recently in the wake of the various misconduct issues that have become the focus of this report. The Value Statements are easy to read, understand and apply. Each statement specifically begins with "We will" to reflect employee ownership, accountably and makes the statements one of action, positive attitude and confidence. To help drive home the point, the City started a "Values in Progress" (VIP) Awards program in 2009 that involves employees nominating their co-workers when they observe employee actions that embody our Values. in recent years, over 300 employees per year have received VIP awards which are provided to employees in front of their peers and are also celebrated quarterly in the form of a "Thank You" lunch. 0 Employee Communications Ask City Management The City launched the "Ask City Management" feature on the City's internal Website "lnsite" in June 2007 to enhance internal communications regarding City announcements, programs, events and operations in addition to providing a means to encourage confidential reporting of concerns by employees. The service is the default home screen for all employees from their workstations through the City's internal Local Area Network (LAN) and an additional 10 terminal kiosks have previously been installed in break rooms and other convenient locations throughout City facilities to provide access to lnsite, "Ask City Management" and the NeoGov on--|ine job application system for employees who may not use computers in their daily jobs. All inquiries to "Ask City Management" are strictly confidential unless the employee desires to provide that information. Since its inception, over 1,100 inquiries have been answered through "Ask City Management" and we average over 250 inquiries annually. Although alleged employee misconduct has previously been provided to the Administration through the service, the subject employee misconduct issues leading to this report were not reported through "Ask City Management." Staff will explore if a separate confidential "Employee Hotline" for reporting alleged employee misconduct would be used to a greater degree by employees in conjunction with a proposed employee survey that will be addressed in a later section of this report. ASK CITY 0 Cl MANAGEMENT SJ Hrnti '-'our uesilon Here 0 External Communications, Citizen Complaints and "Citizen Action Center" - Public Record Requests Processing, Policies and Independent Review: During the past year, the question of governmental transparency and response to Public Record Requests has also been raised as a concern. While the City of Lakeland has traditionally been recognized for its responsiveness and compliance with applicable State Statutes, the processing of Public Record Requests by the Lakeland Police Department has come into question by the media and the State Attorney's Office earlier this year. In response to such concerns, we have reguired additional public records training for front line personneleernpleted, both within the LPD and the City as a whole. This training will include annual updates as needed and additional supervisor responsibilities, where appropriate. As part of this process, the City of Lakeland has also adopted Ordinance #5383 (Attachment G) on May 20, 2013 to consolidate its former Public Records Requests Ordinance and various Departmental policies to ensure consistency in both the manner in which records are disseminated and standardizes the associated fees to be charged for the reproduction of the requested materials, regardless of which Department may be processing the request. The revised Ordinance standardizes a thirty minute processing period for which no charges will be assessed for compilation of requested information, prior to including costs for the lowest hourly rate employee who can assemble the requested material. The Ordinance also includes the commitment of the organization to posting frequently requested documents on the City's website for ease of accessibility at no charge. Furthermore the LPD has revised its internal processes regarding information included arrest narratives that previously resulted in disputes with media sources regarding the need to redact information that was related to ongoing investigations. LPD arrest affidavits are also now automatically attached to media releases when initially distributed, eliminating the step of requiring the media to request the document. In support of these efforts, the City retained former Second District Court of Appeal Judge Monterey Campbell in May 2013 to consult with and assist the LPD with all matters relating to the dissemination of Public Records pursuant to Florida Statues Chapter 119 the Florida Public Records Act.) and provide recommendations regarding potential enhancements to current departmental practices. In his final report (Attachment H), Campbell concluded that LPD has procedures in place to provide full disclosure to the satisfaction of the requesting party. As part of his review of LPD public records processes, Campbell met with the Polk County Sheriffs Office (PCSO), the Tampa Police Department (TPD) and visited editorial staff from 3. Campbell noted that the procedures adopted and in place and the practices followed by all of the law enforcement agencies were very similar. Judge Campbell suggested that LPD continue to work with the PCSO and TPD in a collaborative effort to assist each other in helpful procedures that further the freedom of access of public records. 10 am persuaded that LPD is taking every step necessary to provide a willing and cooperative openness to their records in accord with the basic interest, purpose and requirement of our public records laws," said Campbell. "Chief Womack assured me of her intent and policy that LPD will freely provide complete openness to their records except where the law established that public safety and third party interests require that certain restrictions are applicable." Campbell's report states the importance of the public having confidence that LPD will perform its disclosure responsibilities in good faith. He concluded that "My consideration of the process currently in place with LPD and the practices being followed regarding compliance with public records requests has persuaded me that there exists a good faith effort to meet the rightful expectations of the public." I LPD Microsite In a similar vein, the City has enhanced transparency to the public as it has worked through the challenges within the LPD by establishing the LPD microsite which has been used extensively by both the LPAC and interested individuals. The need for the microsite became quickly apparent as individuals were seeking detailed information in response to media stories which by their very nature, covered only selected portions of reports, results of internal investigations, press conferences and media statements and other related information. The availability of extensive information that has been included on the microsite has also quickened the response to various Public Records Requests as staff has often been able to direct individuals directly to the site for information that otherwise would have needed to be assembled for processing. 0 Departmental Discussions and City Manager Employee Meetings Lastly, the City's executive leadership has reviewed the issues arising from the disciplinary actions occurring this summer which has resulted in numerous departmental staff meetings at which discussions have been held to discuss the City's organizational values and employee expectations. Furthermore, I changed the format of the City Manager Annual Employee Meetings last February which formerly involved several large meetings with several hundred employees in attendance, to smaller group meetings throughout the City typically comprised of twenty to forty employees in traditional work groups. At these sessions, I have dedicated a portion of the meetings to specifically discuss the City's Values and expectations that accompany City employment and have asked our employees to re-dedicate themselves to the ideals of the City's Mission, Vision and Values as they carry out their duties in serving the public. Recommended Plan of Action Going Forward Lisa-Looking for your input and elaboration on the following points: 11 Going forward, the LPD is implementing the following programs: 0 Employee Task Force to conduct an LPD Values Check -- Officers, employees, and first line supervisors will design and implement a "Values Check" Department-wide. -- Task Force will also make recommendations for ensuring open communication and addressing any negative internal "culture" concerns. -- The Task Force has held two meetings to date. Task force members have been charged with gathering information and input from co-workers throughout the organization. - Further actions will be developed based on the outcome of the Task Force and information obtained from the values and culture survey recommended by the LPAC. 0 Implement Annual LPDVal'ues--Based Training Topics will include: LPD Values discussion -- Interaction and Personal Relationships in the Workplace -- Ethics - Leadership -- Full participation in all City-Wide initiatives 0 Employee Culture Survey While not diminishing the severity or impact of the misconduct undertaken by some employees in the organization, those individuals who have been disciplined represent less than 1% of the entire employee base. A5 such, and based upon discussions that have been occurring throughout the organization involving the other 99%, there should not be a rush to judgment that the actions of a few employees represent the culture, values and morals of the entire municipal workforce. Accordingly, the Administration is supportive of engaging a qualified firm to conduct an employee survey to gauge City-Wide organizational culture and values as recommended by the LPAC in their September 3, 2013 Interim Report. It is understood that the initial survey of both the LPD and the City organization as a whole will serve as a baseline from 12 which subsequent surveys will be compared, in addition to providing information about potential areas to focus efforts upon for future employee outreach and training opportunities. Given the required expertise associated with designing such a survey, it is the Administration's recommendation that the survey methodology and development of particular questions designed to gauge the culture of the employee base be left to qualified experts as opposed to staff and lay people. Upon receipt and review of the final LPAC Report, staff will develop and circulate a Request for Proposal (RFP) to seek qualified firms, scheduling opportunities and associated costs for such services. It would be envisioned that a firm would be selected to perform the survey(s) in the first quarter of 2014. 0 "Lessons Learned" 8; Pledge to Support City Values As stated above, the organization is already involved in a number of departmental discussions and employee meetings to re--emphasize the City's Values to reflect upon what it means to be a City employee and our expectations of their actions on a daily basis. One of the themes that cannot that be overstated in these discussions involves personal accountability and the "lessons learned" from the disciplinary actions that have been imposed on employees who abused the trust of their Departments and the community they Serve. Based upon information that is garnered from the proposed employee surveylsl, additional value-based training initiatives will likely be identified and developed to support those that are already underway. In support of such, the senior leadership of the City will participate in a highly visible ceremony to promote the City's Values and sign a statement pledging to commit to personally uphold and support them throughout our respective operations. All City employees will be encouraged to sign a similar pledge demonstrating their commitment to the City Values as they carry out their responsibilities. Furthermore, all new employees will be required to sign a commitment to the City Values as part of their on-boarding to City employment. a New Supervisoru Training In the current year, the Human Resources Department started the curriculum for a new City University (the City's Internal Training and Development Program) Supervisoru Program which is specifically designed for newly appointed supervisors. The goal is to have all supervisors attend the core classes within their first year of appointment to a supervisory position and every five years thereafter. The initial focus will be on training front line supervisors based upon an outreach to all Departments to help identify desired training needs. The curriculum will include training on a variety of areas, including ethics, interviewing and hiring, diversity training, coaching, discipline, performance reviews and compensation, employment law, collective bargaining agreements and the Mission, Vision and Values of the organization. The later part of the training will reinforce the City Values expectations with all supervisors and 13 require them to hold regular discussions with their subordinates on the City Values including appropriate workplace behavior. 0 Fraternization 8: Duty to Report Personnel Polices In the course of the various internal investigations, iewaswg determined that many employees failed to appreciate the impact consensual off duty relationships could have upon the workplace. an organization the size of the City, involving roughly 2,100 full time employees, it is inevitable that some individuals meet at work sometimes deve|op personal relationships and may even go on to marry each That said, such personal relationships also have the potential of negatively impacting the workplace. These relationships can affect the way coworkers interact with each other, they can interfere with the chain of command and they can create stress among colleagues when the relationships end. While both the LPD and the City have existing personnel policies regarding nepotism which address the supervision of spouses and defined relatives consistent with Florida Statutes, only the LPD currently has a Fraternization Policy requiring the reporting of non-marriage and/or defined relatives which was adopted in 2012. It is difficult for the Administration to deal with the impacts of a personal relationship when it is not aware of its existence, and the adoption of a proposed Fraternization policy will require the reporting of such a relationship to supervisors so that appropriate monitoring of the workplace and potential reassignment of personnel can be evaluated. Human Resources staff is currently contacting peer local governments through the Florida Benchmarking Consortium (FBC) to determine how other comparable organizations have dealt with Fraternization policies with the objective of drafting and implementing an appropriate City-Wide policy for the City of Lakeland. Similarly, the Administration will be drafting and adopting a City-Wide Duty to Report Policy requiring employees who have knowledge of improper employee behavior to report such to the Administration. it--is--feitWe believe that such a policy is consistent with the City's Values and will further reinforce the need for our organization to operate in an ethical manner to prevent the actions of individual employees-from damaging the reputation to the City organization as a whole. As with the Fraternization Policy discussed above, staff from the Human Resources Department will contact peer organizations in the FBC for best management practices and solicit feed back from other local governments regarding their experience with such a policy. 0 Revised Internal Investigation Process in May, 2013, determined that the LPD Office of Professional Standards (OPS) would to take the lead on internal investigations involving all LPD sworn and civilian employees, including any 14 sworn Lakeland Fire Department (LFD) employees that may be subject to the Police Officers' and Firefighters' Bill of Rights, but all other General Employees will be reviewed by specially assigned investigators from the Human Resources Department. (The LPD OPS is uniquely positioned among the City Departments to undertake internal investigations given the nature of their work.) The Human Resource Investigators would report directly to the City Manager's Office to ensure objectivity. This approach represented a change from past practice as individual departments, in concert with the Human Resources Department, would often take the initial lead regarding allegations of employee misconduct. The revised investigative process for General Employees has resulted in a more uniform approach and will become the City's standard practice going forward to ensure investigations are handled consistently throughout the municipal organization. an Enhanced Transparency During this process, there has been discussion about the desire for increased transparency in City operations. While the City compares well with our peer local governments in the various outreach and communication efforts, it is recognized that the current 24-7 media and social media focus will require increased attention and resources to respond to increased expectations for more information and faster distribution of such through a variety of mediums. In response to such expectations, the City's communication efforts will involve targeted use of social media to drive interest to the City's Website for availability of reports and more detailed information on current issues and events. This approach will have a foundation in the concept of an organizational expectation of releasing more information faster from all City operations. In conjunction with this approach, the Administration will seek regular feedback from stakeholders including local media outlets to gauge our progress, as was done last July with a meeting involving the Publisher and City Editor of The Ledger, along with the City Manager, Police Chief and Acting LPD Public Information Officer. Additionally, the City will continue to upgrade its websites as was done earlier this month with the Lakeland Electric home page to improve customer access and enhance their on-line experience through improved portals. Furthermore, the City will be utilizing new technology, including the TIBURON Police Record Management System and has included funding in FY 2014 for the purchase and deployment of a new Public Records Request tracking software platform to ensure Public Record Requests are processed in a timely manner consistent with all applicable statutes and expectations. Need to address relationship with State Attorney's Office and any remaining issues not previously addressed raised by State Attorney letters 15 Possibility of pre-screening qualified firms to undertake a targeted Management Review of LPD operations and have Mayor 8: City Commission select firm from pre-qualified list Metrics 0 Management Response to the LPAC Final Report and Recommendations The City Administration pledged the full support of the entire municipal organization to work with and respond to, any information or request by the Commission endorsed LPAC as they carried out their mission and charge which included the following: 1. Do we - the City of Lakeland and the LPD -- have the appropriate processes in place to address the challenges we are confronting today? 2. What can be done to improve a speak--up culture within the LPD and City Hall? 3. What can be done to improve a culture in which citizens can know their complaints will be heard, fairly evaluated and acted upon 4. And what can we set as measurements that we can fairly use to judge success? The work of the LPAC has occurred simultaneously with the Administration's review of the various matters and while we have been engaged in their process, the Administration has not had the time to review and comment on their final report which will be provided to the City Commission on the same date as this report. As such, we will be seeking the opportunity to review and comment upon their recommendations following a review of their final report. That said, I am requesting the Mayor 8: City Commission to consider re--ca||ing the LPAC in approximately one year to review the progress we have made and to ensure continued public involvement in the assessment on how well we have achieved elevated standards of accountability, transparency and exemplary behavior and leadership of our employees and operations. Closing 16 From: Keith Rupp Sent: Monday, December 16, 2013 8:42 PM To: Doug Thomas Cc: Tony Collins Subject: RE: Presentment info Doug, Following up on a note I tried to send this morning (although my phone has had some issues). We like the city's Response document. But, we are concerned that the media document spends too much effort restating the criticisms of the presentment and related media coverage, without stating the city's point of view. The impression created is negative. We would suggest several changes: 1. Re-title the document: The 2013 Grand Jury Presentment regarding LPD public records matters and related news coverage 2. include a summary umbrella statement. There needs to be a paragraph at the beginning that frames what the document contains and what you expect an unbiased reader to take away from it. 3. Shorten the summaries of the news articles. There is no reason to restate negative aspects unnecessarily. 4. Include what the city's position is on each of the issues. This is your opportunity to tell more of the city's side of the story. Attached is a draft form of what we are suggesting that will help to accomplish a stronger document that tells your side of the story. If you would like us to complete the document, we'd be glad to. Keith The 2013 Grand Jury Presentment regarding LPD public records matters and related news coverage The 10"' Circuit Court in and for Polk County released a Grand Jury Presentment, or report, December 13, 2013, which had been written and then sealed in February 2013. The City strongly disagrees with the conclusions and opinions contained in the presentment, and it has published a response document addressing each of the complaints. Although the unsealing of the presentment was in itself a news event, it is useful to note that each of the matters discussed in the presentment has in fact been covered by the news media over the course of the past year. Of 23 opinions of concern expressed in the presentment and covered by the news media, seven dealt with perceived policies of the Lakeland Police Department, and 16 with personnel matters. None of which were considered in violation of any standing law, even by the presentment. Policy Concerns: 1. Under the leadership of the Media coverage: 2/23/2013 Ledger article "Awaiting grand jury by Gary White The city's response: in May 2013, city managers in charge of many public records requests (name by title the city's participants) met with members of the news media, including the Ledger to ensure public information policies are consistent both with law and with the news media's legitimate interests. An outside review of the public information and public records policies by retired judge Monterey Campbell found that is taking every step necessary to provide a willing and cooperative openness to their records in accord with the basic interest, purpose and requirements of our public records law. 2. There has been a marked changed in the Lakeland Police Media coverage: 9/9/2013 Ledger article chief subject of The city's response: Judge Campbe|l's review concluded: "it is important for the public to understand the fact that mistakes and disagreements may occur is not of itself sufficient to demonstrate the lack of good My consideration of the process currently in place with the public records requests has persuaded me that there exists a good faith effort to meet the rightful expectations of the public." From: Keith Rupp Sent: Friday, February 14, 2014 3:47 PM To: Doug Thomas Subject: Re: CM THOMAS STATEMENT -- FEB 14 2014 Thanks. Good statement. Have you had a chance to speak with any commissioners? Keith Lee Rupp Vice President, Tuckerfl-Iall Phone +1.813.228.0652 Mobile +1.863.512.2983 On Feb 14, 2014, at 3:26 PM, "Doug Thomas" wrote: FYI From: Cook, Kevin Sent: Friday, February 14, 2014 12:26 PM To: Alex Hobson; Tampa Journal; Amy Wiggins; Amy Zubaly; Andrea Oliver; Andy Kuppers; Anne Imanuel; Ashley Troutman; Ava Reeves; Barb Stuewe; Barbara Cagle; Barry Friedman; Benny Luke; Bill Histed; Bobby Deskins; Brett Bowman; Julie Townsend; Calvin Knight; Carrie Rodgers; Celeste Brown; Chadwell, Chris; Charles Montgomery; Chrissanne Long; Chuck Welch; Claudia Tritton; Corey Beckman; Cox Group; Curt Patterson; Curtis Ross; Cyndi Krahl; Donna Renfroe; Eddie Hall; Eric Pera; Frank Clarke Frankie Grover; Garnie Holmes; Gross, Gary; Georgann Carlton; Gilit; Grace Hadley; Greg Fight; Herb Koffler; Jackie Johnson; Jamie cook; Jason Jacobs; Jason Korreck; Jason Odra -- Jay Lewis; Jennifer Audette; Jennifer Leigh; Jennifer Leigh; Jennifer Renner-Gowan; Jessica Roberts; Jeremy Maready; Jim Malless; Joe Wisinski; Jim Steinbauer; Alice O'Reil|y; John Benderoth; John Chambliss; John Simpson; Fox; Karen Seggerman; Karen Seggerman; Kate Jackson Kathleen Munson; Katie Daughtrey; Kelli Malafronte; Ken Suarez; Kevin Walker; Kim MacCormack; Kim Smith; Queen; kurth gustafsen; Laura Coe; Laura Rankin; Lenore Devore; Leroy Bradley; Leroys Bikeworks; Lisa Parks; Lorrie Walker; Lum Thornhill; Lyle McBride; Lynne Maddox; Simpkins, Lynne; Margaret McAshi|l; Mark Zimmerman; Martina Butts-Fisher; McKinzie Mount; Melissa Beckman; Mike James; Miles Parks; Nancy Howe; Nate Mundell; Neil Roddenbery; Nicole Easley; Noah Pransky; Peggy Kehoe; Quest; Randy Borden; Richard Hensley; Richard Roy; Rick Elmhorst; Rick Rousos; Rod Gipson; Ryan Raiche; Saundra Weathers; Sara Minton; Seth 63; Seth 63; Shannin Stout; Stephen Strader; Steve Scruggs; Stovall, Jennifer; Sue Schluender; Susan Wilson; Susan Wilson; Tammie Fields; Thomas, Douglas; Tom Palmer; Tracey Greene; WFLA - Channel 8; 28; Reena Baharbwaj; Jeff Fuller; WTSP 10; Lisa Freeman; FOX 13; Meyer, Marilyn; Shayla Reeves; Hollie Bounds; Ben Johnson; Jessie Johnston Cc: Department Heads; Department Heads Assistants; Communications Subject: CM THOMAS STATEMENT - FEB 14 2014 FOR IMMEDIATE RELEASE CONTACT: Director of Communications City or Lakeland Twitter @ial oi .2uc__2 swam $8 .0 uuaaznau. :5 93:3 3 . 2.235. 2.3 E5 :33 3: us! Eaanuanz a.I._u.l 3 .355 #3 aces: :33 23.3.. can ennui m._on.mo._ m._mUmm._ 3 So on 3 .25.. A nlaoui o5 .53 3259.2: -5 Encozobwu. :05 .85. 33:1 I: n_O 7:-Rs f9r..Ch.@n9in9 Minds-.. Howard Gardner's checklist. He contends that his 7 levers for creating multiple versions of the same point, help to produce a shift in the way a person perceives, codes, retains and accesses information. The R's are: Reason (logic and analogies); Research (relevant data); Resonance (appeal to the emotions); Redescriptions (different formats: numerical, graphical); Resources and Rewards, Real World Events (pertinent external forces); Resistances (loss; discomfort; etc.). Try spinning your leadership story with these R's as a guide. At the least, they'll reach every learning style. Source: Howard Gardner, (2004). Changing Minds: the Art and Science of Changing Our Own and Other People's Minds. Harvard Business School Press. m>m6 om 3 oo team: Bm._qEou m_o_>oE . co_mm_EEou BO ucm 9: 8. m>m_o om \Cw>m um . EmEEou Esouum BE mv_S Ucm m_E. m_m_u_to BU . wmvi 9. mm: cmo mm Em :8 E53 vc< :o_Uc:u_ 8. mE>oi .m cog: cam. ._P_mmE mg 8Em_n_Eou Emr: >>ocv_ cmu cuzts mcon mg E8 E55 .m mam m_mU._.m>oEE_ 8. meow mg E8 HES .m mcncoccou Em ma, 3 9: 8. mum_o_ .mco:mU:mEEoum: a. cam U5 . __u8u:_ucou . Emv_u:_ cm vmtogmm Em: 2: E3 . Bumn_ Emfioz mu; 9. mEmU ES 253 .3 ac oz<4mv_c_ . Em?o2 Op. @869 >90: 2 2 95 as 14 mcozum +9.30 3, . LO . Emurco _omm_omg on: . n8.w_o_Eou mcozum .595mmS_omuo8_\mm_u__oo_ 262 . mm:_m> _o_o;o_3 . >u:9_mo_mcm:. . 9; .3 :4 >._m_o_Emxm mucwoumm EwEm>_o>c_ _om:c_Eou _o:m Emmcoc u_o mw:_m> .Bm>m_m_ >m>Sm 9; PRIVILEGED AND CONFIDENTIAL: WORK PRODUCT DRAFT-- This is a speculative draft, drawing inferences from previous media reports and comments in the recent DCA ruling concerning the Presentment: Statement regarding the Grand Jury Presentment The City of Lakeland welcomes the release of the Grand Jury Presentment today. The Grand Jury process was followed, every accusation has been reviewed, and the conclusion is that no laws were broken. There is no smoking gun here; there is not even a water pistol. There are three points we want to make with respect to the Presen the apparent purpose of investigating whether the LPD ha 1 law regarding how quickly or slowly it had released police information to the news I review the accuracy of the report's finding from the City apparently . ade avail Jury, we believe they would have reached offairness and accuracy that caused objections work cooperatively to has long been known for ts; of its community institutions to work together. lmportant institutions such as the news media, the State Attorney's Office and city government can and should work together to serve the greater public interest without resorting to litigation. We are hopeful that with the release of this Presentment, we can put old issues to rest and continue to work on moving the City of Lakeland forward into a stronger, more cooperative, and mutually respectful relationship with the State Attorney's Office. PRIVILEGED AND CONFIDENTIAL: WORK PRODUCT Attach below (as appropriate) specific material to address the issues City management decides are needed. PRIVILEGED AND CONFIDENTIAL: WORK PRODUCT Page 1 in Bullet points for editing: Point 1 Point 2 First, as it has been clear from the beginning, no laws were broken. The Grand Jury was convened for the apparent purpose of investigating whether the LPD had broken the law regarding how quickly or slowly it had released police information to the news media. The Grand Jury found that no laws had been broken, but it did criticize the LPD's response time to information requests. It is important to note that since those initials complaints taken numerous steps to speed up the release ofall he media, the City and LPD have . ormation. Based on ongoing discussions with the news medi place now, and we will continue to make impro information is never impeded. we have a much better system in _ort's findin . -is . <