fig CAMBRIDGE s11 - Mi nnesoio?s Opportuniiy Communih/ 300 Third Avenue NE (763) 689-3211 Cambridge, MN 55008 (763) 689?6801 FAX Complaint Summary - Chief Timothy Dwyer November 2, 2017 Exhibit A - Allegation Tim failed to update the Police Department?s Lexipol policy manual with required and extremely important updates. According to police sergeants and information in the Lexipol database, no updates have been implemented since September 2012 when they were adopted. Policies have been changed but they are in draft form and not completed through the Lexipol database. Despite presenting Lexipol policy updates to City Council at the October 3, 2016 they have not be implemented in the department and there are approximately 291 policy updates still unaddressed especially in the critical areas of use of force, tasers, officer involved shootings, missing persons, DNA testing, racial profiling, custody ofjuveniles, and DWI (evidence). On August 19, 2016, Theresa Furman from Lexipol sent an email to Chief Dwyer stating ?your agency seems less active in the system than it has been in the past.? with important policy updates. (See attached email) On July 25, 2016, Theresa Furman sent an email to Chief Dwyer with the subject line ?Don?t let your Lexipol policy manual get out of date!? In the text of the email, it was pointed out that ?your policy manual is only effective if it stays up to date and is issued to your officers?. As a Lexipol client you receive policy updates in response to changes in legislation and case law.? This conduct, if true, puts our City and police department at great risk for liability because officers are operating under old, outdated policies that may have had legislative changes and are no longer best practices. It is also an example of him being insubordinate to the City Administrator and misleading to the City Council about what he is accomplishing. In 2016, one of Tim?s performance goals as assigned by me was to completely update the Lexipol policy manual because I knew they had not been done and presented to City Council since Chief Pajnic?s departure. Tim prepared a staff report with the policies that appeared to be in updated format, but it appears that he never finished it, did not address all updates needed to be done, and failed to distribute it to law enforcement staff so they were aware ofthe policy changes. Exhibit - Allegation An audit ofthe drug investigations cash box revealed the following: $96.65 $350.00 $23.88 Payments to: In March 2015, it appears that Tim paid cash for uniforms purchased that the City denied because they were outside the scope of the requirements in the union contract. It appears that Tim paid - out the drug investigative funds instead of supporting the direction from the City Administrator and Director of Finance. in January 2014, it appears that Tim paid - $350.00 cash for a conference registration. This should have gone through the City?s required check request process. Employees are not to be given cash for conference registrations. This, iftrue, would be a violation of the City?s financial controls and trust. In March 2015, it appears that Tim paid for an Adobe PDF reader product. This is not the intent ofthe drug investigations cash box and should have been sent through the proper channels for a check request or put on a City issued credit card with a receipt given to Finance to track the charge. A separate petty cash box was kept by the Chief which the Finance Department was unaware of its existence. Upon an audit ofthe petty cash box, the Director of Finance Sergeant Machin discovered _a $12 from Chief Dwyer dating back to 2014. Also included is a memorandum from Sergeant Machin on the audit conducted by Shawn and Director of Finance lVloe which highlights the concern about the $40 that is unaccounted for. Exhibit - Allegation Chief Dwyer has violated the City?s Personnel Policies Section 40 Computer Usage which states: PERSONAL USE OF CITY PCs The City currently allows personal use of City PCs only by City employees during non-work hours when the PCs are not being used for City business. Employees are to provide their own paper and store their personal files only on their personal data storage devices. Upon review of his emails there were hundreds of personal emails relating to his church, kids school activities and homework assignments, and Make a Wish communications related to his child. i did not print out all the e?mails but took a screen shot of several groups of emails to document this policy violation. Exhibit - Allegation Chief Dwyer failed to follow proper finance protocols when ordering items from Positive Promotions in October 2017. Chief Dwyer is aware that the Finance Department is the only department that can issue purchase orders for vendors. When Positive Promotions asked for an official purchase order, it appears that Chief Dwyer created his own purchase order on Police Department letterhead and asked Positive Promotions to consider it as an "official purchase order for the product. Positive Promotions did not accept his purchase order and requested "one from your purchasing department or please pre-pay for this order to be released.? This conduct, iftrue, is deceptive, unacceptable, and does not follow City policy. Exhibit - Allegation There are 200 postage paid blank envelopes missing from a recent purchase made by Chief Dwyer. See attached memorandum from Sergeant Machin. At 49 cents per envelope this translates into S98 missing dollars. Exhibit - Allegation When reviewing Chief Dwyer?s emails on October 31, 2017 I found an email from Karen Roatch (July 11, 2016 and July 27, 2017) from Bureau of Criminal Apprehension stating the City?s masterjoint powers agreement expired in September 2016 and has not been renewed. i contacted Ms. Roatch on November 2, 2017 and she stated the proper paperwork still has not been submitted and while the Director desires not to ?cut-of access for patrol officers this needs to be taken care of. By law, the joint powers agreement and court amendment must be approved by the City Council. The City is in default of these obligations due to lack of action by Chief Dwyer with respect to his basic administrative duties. Exhibit - Allegation Memorandums concerning Chief Dwyer?s performance and management practices were given to me by Sergeant Machin, Sergeant Schuster, and Sergeant Saelens. Director of Finance Moe provided examples of concerning financial transactions and her overall impression of the Chief?s management style. These memorandums were the beginning of my review into this situation. Exhibit - Allegation In the fall of 2016, it appears that Tim was in an ad for Coldwell Banker Pro IV Realty in his city issued uniform. This would be an absolute inappropriate use of his professional status as chief and would poorly reflect on the City with the other realtors operating in the City of Cambridge. This advertisement was found in the Chief?s squad car on November 1, 2017. Our personnel policies state in Section 30: ?Use of City time, staff, facilities, equipment, supplies, or influence of City employees for private gain or advance is prohibited. Such occurrence may be grounds for disciplinary action up to and including discharge.? This ad was for private gain by Coldwell Banker in order to sell houses ?Fall into your next new home?. It is unknown if Chief Dwyer accepted compensation for the ad. Exhibit Allegation Email from Chad Saelens on items ordered from Galls with respect to training weapons. In the email Sergeant Saelens indicated the items were not needed nor recommended. Unnecessary items totaled $438.81. ?mum Woulfe, City Ac?nilnistrator Summary Notes provided to Lynda Wolfe on 10/13/2017 Introduction Below are examples of several of the more egregious incidents. There are many others i could share ranging from lies told about take home squads, uniforms and other deceptions he created based on his sel?sh interest and then he portrayed it as officer led. in summary, over the past years, i have grown to realize that Dwyer is a pathological liar. At ?rst one wants to assume good intent and can wonder if it was simply a case of communication errors or misunderstanding. Unfortunately, that is not the case, it is clear now due to the volume of lies he has been caught in that he routinely tells both white lies and major detections to myself and to others at the department. Dwyer did an effective job initially of creating an environment of us vs them; meaning the police department against the administrator and city council. His charisma and constant talk of advocating for us verses them, made us worry about the department. Dwyer is so routinely caught in lies that it is common for officers at the department to openlyjoke about it. When i speak with Dwyer about a topic of importance, I know that I need to speak with another sergeant or of?cer at a later time to find out what he told them, so thatJ can cross check the information to determine how much of what I was told was lies in orderto manipulate a situation to his advantage. Managing up and doing constant damage control has been exhausting for me on a personal level. i worry about what he is saying outside of the department and how his lack of integrity will inspect the public perception of the good work we do. His leadership, if allowed to continue, will be the down-fail of the entire department. i am gravely concerned about speaking up and very fearful for my position; however, i am more worried about the impact to the department at large than my own personal concerns. Timellne Notes October 201?: While speaking with Dwyer about an upcoming event, he commented that we should get a pickup truck for the department so that we mare easily transport items. i pointed out that we already have 2 pickup trucks that we can use for these types of events and that pickups are not a good option for patrol. He continued talking about how it would bene?t the department to have a pickup, however he stated that since we should try to keep the patrol fleet the same that it might be best if it was a non- primary vehicle. Previously, he had talked about getting an unmarked pickup for the detectives to use. i pointed out that of?cers would be extremely upset with this, since he has promised several officers that they will be getting pickups as patroi vehicles. Dwyer commented that Sgt. Chad Saeiens had made a similar concerned comment to him about promising officers that they would receive pickups. DWyer went on to say that of?cers should know that when he is talking out loud that they shouldn?t take what he says to mean that it will happen. Dwyer stated that Council Member Joe Morin had directed him to obtain pricing on the pickups and that he may be ?forced? to buy a pickup for the department. Dwyer added that he may also be forced to purchase a Malibu next year as one of the squads. Dwyer has not spoken with me about this, however he has talked with about purchasing a Malibu in 2018 that would go to . would then go to Dwyer to use. Dwyer?s current Explorer would be put in the patrol ?eet. September 2017: Dwyer asked me to read an email that he was planning on sending out to the sergeants. After reading the email, I advised Dwyer that it would not be received well. - September 2017: Dwyer advised me that Caroline Moe had spoken with him her concerns about remodeling the front of?ce at the police department. Dwyer stated that Moe felt that $15,000 was too much to spend given the current financial situation of the city and that it would be better to remodel the front window area of City Hall, so that police department administrative staff could be housed there. Dwyer stated that he strongly preferred and was going to fight to keep our administrative staff in the police department. Dwyer later advised me that he was waiting for a quote for the glass that would be installed in all of the front windows for security purposes (this was in hopes it would be cost prohibitive). i expressed concern at why bullet resistant glass would not be used across all of the windows. Dwyer felt that bullet resistant glass was not a necessity and that the ticker glass would be suf?cient. A few days later Dwyer advised me that he had been at the department head meeting where Moe had made him look bad in front of Woulfe. Dwyer stated that Moe presented the idea of moving our administrative personnel up front as if it were his idea. He stated that appeared to be upset at first, however aft-er he explained the matter, that she seemed better. Dwyer expressed concern about whether or not Woulfe and Moe had been working together on the matter. The next day, Dwyer stated that he had met with Woulfe, Moe, and Marica Westover regarding the move up front. Dwyer was very upset about because he felt it was blatantly clear that Woulfe and Moe had been working together on this matter and that they were pushing the move. Dwyer said that he was able to ?ght so that our administrative staff would be in the two front conference rooms. Dwyer then said that he was trying to get an of?ce up in city hall so that he would be able to support our administrative staff. September 2017: was advised by Saelens that Dwyer had spoken to him. Officer Peetz, and Of?cer Rackow about remodeiing the front office. Saelens stated that Dwyer toid them that he had caused some of the damage in the pictures to make the damage look worse. in August while Dwyer was working on the report he would submit to the city council for the front office remodel, he waiked into my of?ce and told me that he had been taking pictures of the damage found on the front of?ce furniture. He then asked if i had any damaged furniture in my office that he could take a picture of. about this information. He advised me that instead he would go over and speak with Lynda. Dwyer stated that he would have ~ttend with him in case this would impact the union. When Dwyer returned, he advised that the dollar amounts were incorrect and that our insurance would not be over $1,000 a month. Several days later, i asked for permission to speak with Woulfe to further clarify the matter. DWyer expressed concern about this since he was not sure if he was supposed to share with me what was discussed in his meeting with Lynda and Dwyer stated that he would go over alone and speak with Woulfe. When Dwyer returned, he commented that he had lied to Woulfe by saying that had been talking with other of?cers at the department and making them worried, and that this is the reason why he needed further clari?cation. He did not take ownership for his causation of the problem and instead placed blame on another individual. This is an ongoing problem we have experienced with him. One never knows when he is going to tell a lie, large or small, in order to make someone happy or to get himself out of trouble. August 2017: I was advised by . that he had spoken with Woulfe who had talked with him about "?ring up? other officers. confronted Dwyer, who denied telling Woulfe this information. . and Dwyer went over to Woulfe?s office were they met about the matter. it should be noted that I did not hear speak with any officers about the long range planning discussion that were had by the councli. However, on several occasions I directly heard Dwyer tell our of?cers dot the council was considering cutting of?cers and raising insurance contributions. August 2017: Dwyer came to my of?ce advising that Woulfe wanted to know how many times the detectives have been called out over the last two years for investigation reasons. Dwyer added that she also wanted to know how many times he had been calied out as the chief of police. As i was brainstorming about times we have been called out, I thought of an incident where i was called out. After I mentioned this incident, i realized that it was from longer than 2 years ago and it was for supervisory reason, not investigative reasons. i tobk it off the list. Dwyer advised me to lie and said that I should include this incident in my results. I advised him that Woulfe had not asked for this information and that we needed to only use the results from the parameters she had set. Dwyer again said that i should include the incident in my stats. 1 advised Dwyer that i would not lie and that I would not include the incident. Dwyer began to say again that I should include the incident, however he then saw that Schuster was walking toward my of?ce. Dwyer then commented that I was right and that we needed to stick to what Lynda had asked. Later, while Dwyer was thinking of the times he was called out, he thought of a time that he responded to an incident. DWyer commented that he was already driving to work at the time of the incident and responded on his own accord, but that he would note it as a time that he was called out to make his numbers look better. June 2017: Dwyer and i met with District 911 Superintendent Ray Queener about the school resource of?cer (SRO) program. During the meeting we talked about the possibility of having to remove one of the SROS from their position. Dwyer commented to both Queener and I that we should blame the removal on Woulfe. i commented that we would need to take ownership of the removal. Once the meeting was completed, I spoke with Dwyer in the parking lot outside of the district of?ces. He again mentioned that we could say that Woulfe had forced us to remove the SRO from the position so he wouldn?t need to be the bad guy. i again advised him that we needed to take ownership for the removal, or we would risk being viewed as weak leaders. Dwyer said he agreed with me. Dwyer brought up that he was considering creating a community policing position at the department that advised him that I have all new furniture and that none of it was damaged. Dwver laughed and commented about how it couldn?t hurt to ask. August 2017: While I was working at my desk, Dwver went into the detectives? office to talk with them about a matter. I was not able to hear what all was said, however from the parts I could hear it appeared that he was talking with them about equipment in squad cars. Although I was not able to hear specific content, it was apparent as evidenced by tone and volume of voice that did not agree with Dwver about what he was presenting to them. Later in the day, when I returned to the police department after eating lunch, I observed Chief Dwyer standing by the rear of his vehicle. Dwver appeared to be working on a piece of equipment in the back of his vehicle. Dwyer then walked past me, holding a radar unit that he had removed, stating that if Woulfe was going to try to take away his squad car, he would make sure it was too expensive to equip it as a patrol vehicle. Several days later, i access the shared supervisory drive at the police department. I was able to locate a memo that he submitted to Woulfe for his squad car. While reviewing the memo I noted several inaccuracies, which i highlighted on the memo. The ?rst item shows that the department would need to purchase a new WatchGuard camera for $5,400. This past spring Dwyer purchased 2 new WatchGuard cameras. One of the cameras was meant to be Installed Into the squad purchased in 2017. The second unit has stilied not been assigned to a vehicle, and as such would be available to be installed into Dwyer?s vehicle. The second item listed on the memo is a Stalker radar for $2,600. As I previously mentioned, I observed Dwyer remove a radar from his vehicle on the day he spoke with the detectives. The radar from Dwyer?s vehicle has since been allocated to be used in the vehicle purchased in 2017. On 10. 11-17, Dwyer advised me that he had received an order confirmation from Stalker for a radar he had ordered. Dwver stated that he had ordered the radar when he was upset and had forgot that he had done it. Dwver advised me that all of the squad cars have the stalker radars and that this would be a spare or used in 2018. a The third item on the list is a LED spot light for $366 and $200 for installation. Dwver notes in the memo that there is no spot light on the squad. The Explorer that Dwyer uses did come with a spotlight, although at this time i am uncertain where it is. When Dwver came to my graduation from Northwestern, he removed the Spotlight so that his vehicle would look less like a squad car. There Is still a mounting on his vehicle that would allow a spotlight to be easily installed. The ?fth item on the list is for a thermal armrest printer for $405. in 2016, the department purchased several thermal printers through a state grant. I have a thermal printer in a box in my of?ce. Dwver also recently, in October, commented that he has several unopened boxes with thermal printers in his office. August 2017: Dwver Spoke with me about the long-range planning meeting the council recently had. Dwver advised me that the council was considering increasing the employee contribution for insurance to 20%. I do not recall the exact dollar amount he provided, however when calculated the 20% he told me as a cost, the amount was over $1,000 a month for insurance. This caused me great concern and as a result I contacted my fellow sergeant to advise them of the situation. Later, I was able to listen to the audio from the council meeting and determined that a speci?c dollar amount was not mentioned. I asked Dwyer for permission to speak with Woulfe to determine if our insurance would be over $1,000 a month. Dwyer expressed fear about this since he was not sure if I was supposed to know would be Monday-Friday. The position would replace the day position current worked by Dwyer felt that we could move the SRO into this position so that the individual would not be as upset. I expressed concerns about this since it further reduced the number of officers we have assigned to handle calls for service. it also would be glving a preferred shift to someone who had performance issues; not a step i would want to make as a leader. We should give the right work to the right people who demonstrate competence and have good skill sets. Dwyer said he agreed and felt that we could still create the position, but maybe have the COP of?cer also handle some calls for service. September 2015: Dwyer went to the council to update several city council policies. Dwyer had stated that he needed to update certain policies, but was frustrated because he could not push out an updated policy manual until he had updated all of the polices in the departments. Due to the fact that Dwyer had not updated any of the policies since he had started in 2013, there were a signi?cant number of updates that needed to be completed. Since he was unable to update the entire manual, he instead updated certain ones and printed off the drafts of the policies. Once the policies were approved by the council, he failed to send out any updates to the patrol of?cers or supervisors. 0n 1042-17, i went to the Lexipol website and found there are ?120 major policy updates?. It should also be pointed out that Dwyer has commented that his long range plan is to do away with Lexipol once Woulfe retires as city administrator. As such, there are no further plans to update or push out an updated policy manual. Unknown date: After had retired from the police department, Dwyer advised me that Woulfe and Moe had raised concerns about certain items that . had purchased using his incidental allowance. Dwyer stated that Woulfe had told him that certain purchases would not be reimbursed to due to their concerns. Dwyer did not feel that this was the right thing to do to so on his own accord he took money out of the petty cash drawer from the police department and gave it to to reimburse him for the expense. While Dwyer was speaking with me, he expressed concerns about the fact that the petty cash drawer was short the money that he had given to i do not recall the exact amount, but i believe that it totaled $90.00. it should be noted that I do not have access to the petty cash drawer so I do not know if Dwyer replaced the missing money with his own money or ifthe petty cash drawer is still short. Unknown date: During Dwyer?s ?rst year as a chief of police, he reqoired all patrol personnel to complete daily logs. After several months, discontinued the logs. A few months after the logs had been discontinued, we had a department wide meeting. Dwyer commented to all of the officers that he appreciated their work with the logs and wanted them to know that he reads every log everyday and see them all. He even commented that he had checked the ones from that exact day. It was at this time that i had to tell him in front of the department that the logs had been discontinued months ago. Ending Summary These are exan'npies of several of the more egregious incidents. There are many others I could share ranging from lies told about take home squads, uniforms and other deceptions he created based on his selfish interest and then he portrayed it as of?cer led. In summary, over the past years, I have grown to realize that Dwyer is a pathological liar. At first one wants to assume good intent and can wonder if it was simply a case of communication errors or misunderstanding. Unfortunately, that is not the case, it is clear now due to the volume of lies he has been caught in that he routinely tells both white lies and major deceptions to myself and to others at the department. Dwyer did an effective job initially of creating an environment of us vs them; meaning the police department against the administrator and city council. His charisma and constant talk of advocating for us verses them, made us worry about the department. Dwyer is so routinely caught in lies that it is common for officers at the department to openly joke about it. When i Speak with Dwyer about a topic of importance, 1 know that i need to speak with another sergeant or of?cer at a later time to ?nd out what he told them, so that I can cross check the information to determine how much of what I was told was lies in order to manipulate a situation to his advantage. Managing up and trying to do constant damage control has been exhausting for me on a personal level. i worry about what he is saying outside of the department and how his lack of integrity will impact the public perception of the good work we do. His leadership, if allowed to continue, will be the downfall of the entire department. i am gravely concerned about speaking up and fearful for my position; however, i am more worried about the impact to the department at large than my own personal concerns. ?/atmc 1 f/{aww My i Ll? AWWM Date: August 10, 2017 To: Lynda Woulfe -- City Administrator From: Timothy Dwyer- Chief of Police Ref: Conversion of take-home squad to primary patrol vehicle Per your request, the following is an estimate of the cost if the city eliminates my unmarked take-home squad car bene?t and converts the 2015 Ford SUV into a primary squad car for dual use by patrol at night and potentially my use during the day. Although my squad has more emergency equipment than the detective vehicles, it is not fully set up for primary patrol use and the following equipment and labor costs may apply if we are to make this patrol ready: Cost Labor Type of Equipment 5,400 550 Purchase 8? install Watch Guard indiehacle Camera System (no camera In car} ?32,600 5 200 Purchase and Install Stalker 2X Radar Unit (currently no radar In squad) 365 200 Purchase and install LED spot-light (no spot light on squad, needed at night) 5 560 125 Purchase 81 install modi?ed vehicle graphics, making this a semiemarked patrol unit. Note: this is a maroon unmarked and the cost to paint this a black/white cruiser would be cost prohibited. installed graphics would be custom door/rear shields or ghost re?ective graphics. We would have to assign this squad to a supervisor at night, unless you and the council want to deviate from your policy of fully marked squads (no unmarks) forgeneral patrol use. 405 100 Purchase and install thermal printer and awn-rest mount (current one was scheduled to_go into the 2017 new squad) 5 175 75 Add lock and timer (never had one) 850 5 100 Purchase 8: install replacement visor warning light that offers no flash back at night and better visibility to motorist when rewarding to emergencies. (currently has used single visor light.) 250 75 Purchase 8: install window bars to prevent window breakage by prisoners 675 150 Molded plastic rear seat/3" row cage for prisoner transport 8: easy clean up (optional) 11,281 1,575 TOTAL COST: 5 12,856 if squad is used by a patrol of?cer and not a supervisor, we would remove the expense emergency management command box at electronics and install it in an existing Sergeant vehicle (Cost 650}. Above are estimates based on previous invoices. if needed, I can get current quotes. Other considerations include replacement of this squad earlier, as hot-seating may rack up additional miles and will increase maintenance costs. Patrol vehicles are scheduled to be replaced every 7-8 years, while non-primary cars are scheduled to be rep!eced around 10 yearsLbased on mileage and service records. Removal of a take-home squad from me would result in a signi?cant decrease in my current benefit package and longer response times to Cambridge in the event of an emergency or natural disaster. 1 ask that you please consider other options before making this budget reduction decision. Tim Below are the reasons that I feel that Tim Dwyer can no longer effectively lead the Cambridge Police Department. My main concern is that I have felt for approximately the last year and a half that my job was not safe, or at least not in the capacity that is was. When Tim first took over as the chief of police, I worked closely with him and he regularly told me that he wanted me to be his ?second in command?. He has done this (pumping people up with high praise vague promises and never delivering) to more people than just me. I know he did the same thing to before the detective was selected. He was having conversations with about schedule and what car he was going to drive when he got the position. ended up not getting the position and was upset (he discussed it with me more than once) because he was under the impression based on his conversations with Tim that he was going to get the position. Tim gave me the opportunity to be the ?Support Services Sergeant? on a trial basis. I implemented many ways of tracking investigations, follow-up requests, etc as well as taking care of the required follow-Up requests (squad and surveillance video copies) and providing back-up for patrol. In the time that was in the position, I was making suggestions on how to streamline some of the processes. I suggested that the retailers make extra copies of the surveillance videos instead of our office. Tim took me out of the support services sergeant position and made Sergeant Shawn Machin the new Support Services Sergeant. In an article dated 2/12/2016 in the lsa nti County News, He is quoted as saying that the position was offered to all 3 sergeants on a trial basis and 2 tried it on a trial basis for a 6 month period. He went on to say in the article that Sgt. Machin was the only one to provide a letter of interest for the position. These are both lies. I was not in the position for a full 6 months and Sgt. Machin was then given the position no trial period included that remember. will not Speak for Sgt. Saelens, but Tim Dwyer NEVER. asked me for a letter of interest for the position. After Sgt. Machin took over the position, many of the suggestions that I made to streamline processes took effect. Tim then had the nerve to write these as a negative reflection in my yearly review as how I wasn?t prepared to handle the position, etc. I disagreed with his review and wrote that as the expectations were given to me, nobody could have succeeded. He took my rebuttal and rewrote my review, changing everything that he wrote to what I rebutted with. Speaking of reviews, I have yet to see my 2016 review. I was out on medical leave from a surgery when he wrote itshared with me upon my return and I would hope that it hasn?t been signed off by Tim and City Administrator Woulfe since I have not yet had the opportunity to see what it contains. Before I went out on my medical leave, I made the comment to Administrator Woulfe ?don?t let them get rid of me while I am gone?. This goes along this whole theme that I started out as Tim?s ?right hand man?, ?future 2"d in command?, etc to feeling that I was being run out of the department. When I was reassigned from the Support Services Sergeant to my current position of patrol sergeant on overnights, my communication with Tim has almost been non?existent. I can literally count the number of times that Tim has reached out to me to talk to me within the last year on one hand. I have heard that he claims to have regular meetings with his sergeants and as far as I am concerned, this is a flat out lie. He also took almost every administrative duty away from me without me asking them to be delegated to someone else. I have, for the last several years, been one of the department?s firearms instructors. Recently there was a meeting with all of the department instructors EXCEPT ME. I have NEVER given anyone any indication that I did not want to continue being an instructor. I did have a discussion with Tim about Officers Gross and Gunter going to Firearms Instructor school and I did tell him at that time that I would let them be the lead instructors, but would continue to help write lesson plans, provide range security, shooter assessment etc. But again, all of the depa rtment?s instructors were present for this meeting and I did not even know that it happened until after it had taken place. There is one more example that I can give about how I feel that he is excluding me from the department. On Sept. 22, 2017 he sent an email to Ofc. Rackow and myself extending an invitation from the city council to attend a ceremony to recognize our years of service. At the end of the email, he wrote a line to sergeants Machin and Saelens that they were cc?d in the email ?in the event that they wanted to stop by for Ada When I read that line, I took extreme offense to it (with all of the other things that have happened over the last year) and took it to mean that Shawn and Chad were invited to celebrate Adam?s 5 year anniversary, but not my 20 year anniversary. I even replied to his email asking him about this and he responded with another email that shows that he just doesn?t get the meaning of what he wrote. Moving on from how Tim has made me personally, and at least one other officer, feel with his lies, I move on to possibly the largest problem with the Cambridge Police Department that i am not even sure that Tim knows exists. There is a division in our department in that one rotation feels that, and out loud claims to be, the team. In a department of our size, we cannot have that mindset. Each officer has special skills and interests and they all need to be recognized equally, but Tim only seems to focus on arrests so the team, that doesn?t make as many arrests, doesn?t get the recognition for their work that they do. Another problem with Tim is that from day one, he has always been trying to make the Cambridge Police Department bigger than it is. He is continually focusing on moving offices, getting new furniture, making conference rooms, etc which has led to him neglecting everyday operations of the department. One example that I can point to is our policy manual. We contract through Lexipol which reviews state laws, all legislation and court decisions and writes amends policies individual to each state. They send out 2 updates per year and extras if there are significant updates that need to be made. Each agency then takes the updates and applies them to their individual policy manual. In Tim?s time that he has been here, there have been no less than 8, possibly up to 10 regular updates and an unknown (to me) number of special updates. To my knowledge, NO UPDATES HAVE BEEN MADE TO OUR POLICY MANUAL. if they have been made, Tim has NEVER notified everyone and had them review and sign that they acknowledge the changes that were made. This could potentially cause the city to be put into a dire liability situation with his neglect to maintain the policy manual. it could, depending upon the policy, also put the individual officer in a position of liability because the updates to the policy were not made. Another service that Lexipol offers with their services is Daily Training Bulletins. These are just what they sound like, a daily multiple choice question relating to one of the department?s policies. Tim got rid of these, but not officially for a couple of years. For the first period of time, we were paying several thousand dollars for this service and not utilizing it (not very fiscally responsible). All the while, we are not getting the daily benefit of policy manual review which can be a great tool to use for policy review while not having to go through an entire policy in one sitting. I have also learned of at least 2 more lies that Tim has told. i recently heard that the Records area of our department was going to be moved up front (City Hall) and another thing I heard about was that the Evidence Room was going to be moved to the 2nd stall of the police garage. I was told, by Tim, that both of these were Administrator Woulfe?s ideas. I have learned that there is no truth to either of these rumors and that they were originally Tim?s ideas and tie into his trying to make CPD bigger than it really is needs to be. I do not feel that Tim can be an effective police leader because I do not know if I can believe what he is saying. I have outlined several examples above of how he has flat?out lied or at a minimum, misrepresented what he said. I do not trust him based on, again, several examples outlined above on how he has steered my career from a ?guaranteed 2'"d in command? to overnight sergeant. Do not get me wrong, I love my job and judging from other rumors that I hear am glad to have at the current time. It is just that he makes promises to people and then does not follow through with anything. Tim came from a larger department and has, from day one, been trying to make the Cambridge Police Department bigger than it is and his focus on this has led to individual frustration, a department morale problem that he fuels each week, but yet does not know exists and puts each individual officer and the city as a whole in a legal liability situation, that really, only exists because of his lack of attention to the policy manual. i want to note that i only included items incidents that i had specific knowledge of and did no include any rumors that I could not substantiate. Everything included in this statement is true and to the best of my recollection. Todd Schuster Notes: Would rather have a squad garage over staff - or other things {squad cars) 0 Has mentioned in the past that he would give up a position if it meant losing equipment Lies to staff about unpopular decisions, says it?s coming from City Hall - Lynda and Caroline Lies about building/spending money for the evidence room remodel and who?s idea it is - blamed Lynda Promises things to officers to appease them Always tries to ?nagle his way to get new things. Since he?s been here he's had two new of?ce desks and .two new squad cars. This does not include the smaller equipment items. He uses the excuse that there is no money in the budget to out?t new squads, and that he will take the new one and not put In any equipment into it. Told of?cers they need to spend THEIR uniform allowance by November or he would use it to buy other things. This goes against the union contract and will allow officers to Spend more than what?s set aside for them which results in others not getting theirde allowance. Puts the needs of patrol second and is always pushing to create a ?secondary? position that would take the place of a patrol of?cer. Trying to make it so the hours would be Monday - Friday 0800 1600hrs and the weekends would be covered by part time of?cers even though we have no budget for it. Told myself and two other officers that he ?helped? the records of?ce furniture loolr damaged when taking pictures that he submitted to city council. He removed equipment from his squad car to increase the cost of getting it patrol ready in retaliation for being told it would be for patrol use. Leaves his squad running for hours during the day to ?stick it" to city hall. Says it?s because his battery is dead from not driving it. Claimed in the weekly update that two squad cars were damaged while being parked outside behind the PD. This was mentioned right after we moved out of the DOT building. This damage was never veri?ed. ?36440 $5?wa Caroline Moe 10/18/17 Memo on Issues with Chief Dwyer have concerns with Chief Dwyer primarily over the following: 1. Concerns over financial management skills for police department 2. Concerns over how police staff has been managed 3. Concerns over undermining of City Hall team. Financial Concerns: Early in Chief Dwyer's tenure, i noticed transactions that gave me signi?cant concern over his ability to manage the ?ne nciai matters ofthe police department. Tim started with the City of Cambridge on April 29, 2013. With red flags going up, on June 13, 2013, I created a folder for tracking my emails with concerns related to Chief Dwyer. Chief Dwyer is the only department head that lfeei the need to track wsues. One example was his decision to spend $3,254 (Aspen Mills Check #94621, 10f15/201?3ito change the logo ofthe Cambridge Police Department which resulted in all of the uniforms of the staff to have a change in patches. To me it seemed strange to focus on such a super?cial matter and divert resources from other priorities of the department. Another example of lack of management with ?nancial implication was in February 2014, no administrative fines were generated for an entire month. Another example of financial management concerns occurred in May 2014?Tim used credit card to pay for meals for Tim Shawn that exceed IRS guidelines in Rochester. Emailed 5/2/14. Had to send another request on 5/91'14 about getting the $15.03 back from Tim. June 4, 2015 issues with Tim Dwyer on School Resource Officer contract billing. Requested that he used Finance to project costs as we were already doing it for long range plan updating. Another example of financial management concerns occurred June 5, 2015-! requested that I be co pied on any internal audits of their drug funds being held. I have not received anything on that issue ever in two plus years. Another example of ?nancial management concerns occurred July 1, 2015. Tim was using credit cards for deputy registrar transactions which adds 2.45% of cc fees unnecessarily for things we could pay by check with proper planning. Another example of ?nancial management concerns occurred December 3, 2015 when i noted strange transactions with Ramsey, MAL i sensed Tim was getting defensive when asked about what was going on with purchase of taser cartridges. It may have been a good deal but if so, why would you get defensive? Another example of financial management concerns occurred January 12, 2016 Email from Lynda about no lunch punch outs for Tim. Said he doesn?t want to punch out for lunch?wants to get work done so he can leave early. Another example of ?nancial management concerns occurred May 6, 2016 Email about concerns of overtime management. Again, getting defensive when asked about issues. Another example of financial management concerns occurred May 9,2016 Email about long range plan softwareuinstead of discussing a question with me. Tim was going to other department heads and pulling them into issues instead of working with me directiy. Another example of financial management concerns occurred June 8, 2016. emailed Tim about spending $100 at Caribou for coffee for meeting when we have regular coffee on hand?seemed excessive and wasteful. Another example of ?nancial management concerns occurred December 20, 2016 Email regarding Police Department not turning in receipts for gas purchases on a timely basis. Tim was annoyed that this needed to be done. i needed to provide him guidance from MN State Auditor that requires receipts for all credit card transactions. Another example of ?nancial management concerns occurred January 13, 2017 over an issue with lack of communication regarding an issue with and PERA. A letter from PERA sent to DWyer wasn?t shared. There were deadlines for contesting issues that needed to be considered. Another example of financial management coocerns occurred January 26, 2017. i had previously asked Tim why our court fines seemed to be trending lower than in the past. 0n 1/26l17, I received an email that explained why our court ?nes were not coming like they should?it was a problem going back to 2014 with the settings in LETG for ticket writing. Still have not received all of our back ?nes due to the City as far as i know. (I did receive an update August 10, 2017?still over TOD ?nes not yet paid to us}. Another example of ?nancial management concerns occurred March 8, 2017. I received an email about over 100 unpaid parking citations from 2017 alone. I have concerns about follow through. Another example of?nancial management concerns occurred June 28, 2017. I sent an email about credit card charge for $678 for Senior watch supplies?not charged to separate fund for that but rather regular police operations. Special 5 has been not used for years. Another example of ?nancial management concerns occurred October 4, 2017. There seems to be excessive purchasing of ?trinkets?. There was a purchase of $844 from Positive Promotions?1200 pencils, SOD activity books and a purchase paid on October 11 for purchase of $366 from Foremost Promotions?~500 light, whistle, key rings. Police Staff Management: i have concerns about how Tim Dwyer manages the police department. At one point he asked for a third sergeant and told Council he would have the sergeants rotate their day shift equally. Then shortly after, he made recommendations to only have Sergeant Machin on days and the other two were forced to work all night shifts. It seemed like he was purposely trying to make things miserable for the two forced to work nights. i am concerned about his lack of leadership presence. it seems on every holiday, his time off comes first, others adjust. I am concerned about lack of ability to get stuff done. On May 27, 2014, I worked Memorial Day and found City Hall unlocked. The FOB system not properly managed by Chief Dwyer, making our facility completely vulnerable that day. There were other incidents of FOB access problems as well. Undermining City Hall Team: think Tim Dwyer has been a signi?cant liability on the City Hall management team. have no confidence of his ability to handle an emergency management issue. When we were working on a recent train derailment drill, it was clear from other department heads that we had no con?dence placing Tim DWyer in a position of signi?cance in an emergency. I do not believe that Tim Dwyer is honest and straightforward. I believe that his is so worried about maintaining his own position and image that he will distort conversations and situations to make himself look better and others look worse. Most recently, this was evident when we started talking about a potential move of police administrative functions to the front of City Hall to give customers a better "one stop? experience. it has been reported to me that he blamed me and the City Administrator for this potential move when he was discussing with staff even though to my face he said it was a great idea for improving customer service. I have signi?cant concerns about his level of respect for our City Administrator. He seems to actively be trying to discredit her in order to advance himself. When I watched him attend the Council meeting on the City Administrator?s evaluation, it seemed very obvious he was hoping she was getting in trouble. it was disturbing and showed a complete lack of teamwork. As a result of many if this issues, I have always tried to cover my bases with Mr. Dwyer. When possible, I try to communicate with him via email so it leaves a record of our communication. He also is very ineffective in his verbal communication. He repeats things over and over and demonstrates a complete lack of confidence in decision making. As a result, 1 try to limit my verbal contact with him to strictly business as needed.