Gwinnett PD Releases Results of Drug Probe

Nearly a year after Gwinnett Police Chief Charles Walters called on the GBI to investigate missing drugs, results from the probe were released to the public Monday. 

A lack of security and proper procedures hampered a review to bring criminal charges, however, said Danny Porter, district attorney for Gwinnett County. No individuals involved could be determined, and it also could not be determined "with asbolute certainty that drugs had been stolen."

"I've reached the conclusion that at this time, I cannot charge anyone with any criminal offenses, and it is my intention to close the investigation," Porter said Monday.

The investigation began in March 2010, after three kilograms of cocaine went missing from a safe in the Special Investigations Section of the Gwinnett County Police Department. Two kilograms remain unaccounted for.

In October 2010, the District Attorney's Office began reviewing the investigation for possible criminal charges. In general, the results of the investigation showed that polices had not been followed, and it revealed a number of weaknesses in the SIS unit.

Along with the Georgia Bureau of Investigation, GCPD's Office of Professional Standards also investigated the unit.

Walters thanked GBI Director Vernon Keenan and his team for its leadership during the investigation. Since then, oversight has increased significantly, with additional record-keeping, security and training measures, Walters added. 

"These changes are meant to prevent similar occurrences in the future," Walters said.

Because of shoddy procedures, officials said they were unable to determine who had entered the SIS area during the theft period. Not only were door keys unaccounted for, but a number of people knew the combinations to locks used on safes that stored drugs, police said.

The results of the probe forced changes in the police department, including replacing all the SIS mangers: a major, two lieutenants and six of eight sergeants in the past year and a half. In addition, the department approved 27 others since September 2009.

"I recognize that this incident may have undermined the confidence of the citizens of Gwinnett County," Walters said in a statement Monday. "It is my sincere hope that the measures we have taken will help to restore their trust."

During the investigation, the chief also noted that SIS continued to work to combat drugs in the county. In 2010, they made 1,274 arrests, seized over 1,000 lbs. of methamphetamine, 193 pounds of cocaine and 1,600 pounds of marijuana, and seized over $900,000 in United State currency.

Issues, outcomes and changes outlined in the investigation were:

• "Buy money" challenges: Before September 2009, audits for "buy money," also known as pocket money for drug buys, were not completed properly, and this caused discrepancies in funds. A three-month study identified the problems, and now there are new auditing procedures, disbursement forms, and system to track "buy money." Police reported that there have been no discrepancies since the implementation. 
• Stagnant personnel: The investigation showed that the same SIS management and investigators had been assigned for several years. Managers have all been replaced. There have also been 27 other transfers since September 2009.
• Shoddy record-keeping: The investigation revealed that there was poor documentation of quarterly drug audits, and there was no accountability for maintaining drugs in the safe. Since the probe, drugs are no longer maintained in the safe, and if they are needed later by officers, they must be obtained through another source.
• Issues with disbursed pocket money: Random pocket money audits are now conducted at least four times a year. This helps ensure that the investigators' pocket money matches records.
• Lost SIS keys: The investigation showed that dozens of SIS keys were unaccounted for. Since then, all SIS entry doors have received new locks. SIS team members received new keys.  Audits are also conducted of card key access. Transferred employees are also required to return all keys before leaving.
• Missing drugs: Police were unable to determine who had entered the SIS area during the theft period. To ward against this in the future, four video cameras were installed. The cameras monitor entry doors and the rooms where the drugs are stored. The department's lobby officer watches a live feed, and the footage is also saved in a central security center. 
• Combination locks outdated:  It was revealed that a number of unauthorized personnel knew the combinations to outdated locks.  Now, both safes have keypad locks.  Each authorized manager or supervisor has a personal entry code. A system also monitors who has entered the safe and at what time. Two employees are now required to be present when the safe is opened.
• Lack of inspections: The investigation showed that SIS line inspections had not been completed for months. Line inspections must now be completed by every 15th day of the month. These inspections are also audited by the SIS Commander. 
• Old manual: The SIS Policy Manual was reviewed and revised.
• Criminal conduct: SIS had investigators who were later determined to be linked to criminal conduct. Now, new investigators considered for an assignment in SIS must undergo a psychological examination. In addition, interviews with the applicant and past supervisors are also conducted.
• Lack of equipment audits:  Some SIS equipment, such as cameras and digital recorders, could not be accounted for, and the investigation showed that equipment audits had not been completed for several years. Equipment was subsequently inventoried, and now a system tracks and records all items.  items were accounted for and the auditor praised its organization and security.
• Unsecured equipment room: Before any investigator could enter and remove items without verification. Now, the equipment room is secured, and there is restricted access to authorized personnel. A video camera also records activity within the room.
• Lack of investigator training:  The probe determined that new officers did not receive sufficient training. Now, all new investigators complete a six-week Field Training Program. All training is documented and reviewed.
• External communication challenges: A lack of positive communication between federal and city agencies resulted in disagreements. Today SIS works closely with other agencies, and investigators are assigned as city liaisons.
• Internal communication challenges: A lack of communication between supervisors and investigators caused critical information to slip. The department has implemented daily roll calls and bi-weekly supervisor meetings. All investigators also are required to complete daily written updates about large-scale investigations. Key leaders also meet frequently regarding personnel issues and search warrants. In addition the two SIS lieutenants are required to do field work when free from administrative duties.

(Patch's Lawrenceville Editor Vanzetta Evans contributed to this report.)