Administrator Hutchinson was warmly welcomed, with high hopes by the men and women of the DEA, who were desperate for a dynamic leader that demonstrated honor, integrity, keen vision and the ability to direct a comprehensive drug enforcement strategy for the new millennium. Regrettably, these high hopes and expectations were short lived, as it soon became apparent that Mr. Hutchinson was en route to creating what is now, without question, the greatest morale crisis, divisive racial climate, leadership vacuum, and overall decline in enforcement operations in the history of the DEA.

On the behalf of nearly seven thousand former and current DEA Special Agents, Diversion Investigators, intelligence Analysts, and support personal deeply concerned, and gravely affected by the fraud, mismanagement, gross negligence, and abuse of authority perpetrated by Mr. Hutchinson, the following information is respectfully submitted. This retrievable data is submitted in solemn tribute to the DEA Special Agents and Task Force Officers who made the ultimate sacrifice in the service of our nation, while attempting to secure the freedom of man from the scourge of drugs. It is their spirit, and our pledge upon taking the oath of office, that compels us to reveal the treasonous betrayal of public trust, and the tragic state of affairs that is DEA today.

In less than one year, Mr. Hutchinson has caused the greatest exodus of not only DEA senior executives, but also core employees at all grade levels, and positions as well. The number of employees who have voluntarily retired, resigned, and transferred to other federal agencies since his arrival is unprecedented. Career employees at all levels, once considered the DEA an extension of their families, and looked toward retirement with sadness .The thought of leaving DEA for another organization was blasphemy. This has all changed under "Director" Hutchinson.

An example of the morale crisis can be found in the recent cancellation of the annual DEA Headquarters picnic outgoing, a much- anticipated event that includes employees, families, and colleagues from not only DEA Headquarters but neighboring DEA Field offices as well. The event was cancelled, a first in DEA history, due to overwhelming lack of participation. Employees are simply divorcing themselves from the agency. Unable to stand by and watch Mr. Hutchinson single-handedly destroy the DEA, these once passionate employees who saw DEA as a vocation are now leaving in droves. Unfortunately for the American public, these veteran employees are taking with them the comprehensive experience, and the invaluable investigative expertise sorely needed to combat the menacing drug threat, and effectively contribute to our nation's ongoing war on terrorism.

Mr. Hutchinson, whose lack of balance, poor judgment, and competing personal interests, most notably his endless self-promotion campaigns at the considerable expense and detriment of enforcement operations, is the sole reason for the mass departures of veteran employees. Upon his arrival at the DEA, Mr. Hutchinson, brought with him five advisors that were former members of his Arkansas congressional staff whom, with the exception of one former local government prosecutor, had no experience in drug law enforcement. None of his predecessors brought more than two advisors with them. With the help and urging of these advisors, Mr. Hutchinson is presently involved In what amounts to a massive political campaign covering forty states on the issue of methamphetamines. At first glance this campaign would appear to be a worthwhile project, however, a closer look will reveal that Mr. Hutchinson is simply using limited DEA manpower, and aircraft sorely needed for investigative support and enforcement operations to promote his image.

Mr. Hutchinson is addressing an old issue that most Americans are well-educated on since its abuse as diet pills and subsequent control by outlaw motorcycles gangs and Mexican criminal networks. Moreover, if additional awareness is needed, local DEA Special Agents in Charge and their demand reduction coordinators could easily address this topic. The critical question to be asked is what new and innovative drug enforcement strategy has Mr. Hutchinson developed, and directed to stem this problem? The answer is none! Tragically there is no strategy on the horizon.

It is a widely held perception in DEA that Mr. Hutchinson is not at all interested In discussing operational successes unless there is a clear possibility for national media coverage for him to exploit. The conclusion at the DEA is that Mr. Hutchinson's primary objective is to promote himself using DEA and its resources to gain national visibility in order to be better positioned for any high level political opportunities that might become available. He has increased the number of Agents in his travel entourage, and has a dedicated Lear jet at his disposal in order to facilitate travel to public appearances. This is clearly unprecedented fraud, mismanagement of limited resources, and abuse of power.

Current DEA enforcement statistics are dismal, and disclose that significant Investigators, arrests, drug and asset seizures, as well as confidential source recruitment and development are at a historic low. This state of affairs is directly attributable to the gross negligence of Mr. Hutchinson, and his close knit, hand picked 'yes men' who make up his executive staff. A perfunctory examination of their contributions and qualifications will reveal that the executive staff is comprised of individuals with unremarkable achievements, who have compromised their personal honor and integrity for promotion and personal gain.

Examination will further reveal that these individuals are incapable of leading complex enforcement programs and operations. Under Mr. Hutchinson's reign the DEA career development program has been eliminated completely, and Senior Executive Service (SES) promotions and transfers are made capriciously, with absolutely no strategic circumspection, or consideration of the long-term consequences of such actions. Casual examination of recent SES transfers, and promotions, which are the exclusive domain of the DEA Administrator, will illustrate Mr. Hutchinson's lack of understanding of, and appreciation for, the critically complex tasks that compose drug law enforcement.

A cursory review will also demonstrate Hutchinson's affinity for transfers as a method to instill fear and intimidation. Some of the most recent and particularly egregious examples of his reckless abuse of authority and privilege include the following transfers:

• Mr. Joseph Keefe, Chief of Operations,
• Mr. Michael Vigil, Chief of International Operations,
• Ms. Gloria Woods, Deputy Chief, Office of Inspections, Mr. Louis Pharao, Senior Advisor to the office of National Drug Control Policy,
• Mr. Michael Ferguson, Special Agent in Charge (SAC) of the Special Operations Division,
• Mr. Errol Chavez, SAC of San Diego, and
• Roger Guevara, SAC of Puerto Rico.

As Chief of Operations, the third most powerful position in DEA, Mr. Keefe was responsible for all enforcement initiatives and operations worldwide. Mr. Keefe was well suited for the formidable task based on his comprehensive background, previous leadership positions, and significant years of experience. Mr. Keefe had a well-earned reputation throughout DEA for his commitment to excellence and duty, as well as for his appreciation of diversity in the work place. As the Chief of Operations he insured that promotions and transfers were made based on knowledge, skills, and abilities required for the position. By taking a stand for what was right, Mr. Keefe found himself summarily demoted and transferred. Mr. Keefe was replaced by Mr. Roger Guevara, the newly appointed SAC of Puerto Rico who just two years earlier was a GS-15 Assistant Special Agent in Charge (ASAC) in Los Angeles, California.

Administrator Hutchinson has publicly stated the Mr. Guevara is a weak and inexperienced manager, who lacks the leadership skills for position, however his weakness means that he will not cause any trouble, and as soon as Los Angeles SAC Michelle Leonhart's husband can retire, she will be transferred to the position. It is well known throughout DEA that Mr. Guevara is indecisive, and operating completely beyond his capabilities with respect to large-scale investigations, enforcement initiatives, and complex operations on a global scale.

As the Chief of International Operations, Mr. Michael Vigil was ideally suited for this critical position. His comprehensive background, previous leadership assignments, and years of experience included numerous foreign and domestic assignments all involving complex conspiracy cases, and multinational operations. Mr. Vigil, like Mr. Keefe enjoyed a well-earned reputation throughout DEA for his contributions to DEA, his commitment to excellence and duty, as well as for his appreciation of diversity in the work place. As the Chief of International Operations, Mr. Vigil insured that promotions and transfers were made based on the knowledge, skills, and abilities required for the positions. By taking a stand for what was right, Mr. Vigil joined Mr. Keefe in being summarily demoted and transferred.

Recently, Mr. Hutchinson made a decision that has sent a thunderous shock wave throughout the Agency, placing his logic, judgment, and management practices into serious question, when in June 2002, he promoted Mr. Martin Pracht, a junior GS-15 Agent (less than three years in grade) to Chief of International Operations. Mr. Pracht went from marginally supervising four subordinates to being responsible for over 750 employees worldwide. Mr. Pracht was never an ASAC or an Associate SAC or SAC. He never served in a foreign post, never served as a Headquarters foreign operations staff coordinator, does not speak any foreign language, and received the lowest possible score on the recent DEA assessment for promotion to SES.

Martin Pracht is the first Chief of International Operations in DEA history to be promoted into the position. All of his predecessors had been veteran SES employees with considerable foreign and domestic experience in both leadership, and managerial positions throughout DEA. An examination of his career record will reveal that Pracht is completely undeserving of this promotion, and with the best of support he can only hope to keep International Operations adrift. There will be no new direction, or vision for the future under Mr. Pracht. Moreover, the Pracht promotion will have a massively negative impact on DEA in terms of foreign counter drug efforts, and will severely cripple DEA's ability to collect intelligence, and assist in the war on terrorism.

As DEA was attempting to recover from the Pracht promotion, Mr. Hutchinson in August 2002 not only shocked the agency again, but removed all reasonable hope for fairness by promoting Mr. James Capra another junior GS-15 Agent (less than two years in grade) to Chief of Domestic Operations. Mr. Capra's career is as unremarkable as Mr. Pracht's. Mr. Capra, like Mr. Pracht, is completely undeserving of this promotion. He was never an ASAC, nor has he had any developmental experience for this position. Mr. Capra entered on duty in New York in 1987, and was transferred to Los Angeles. He was later promoted to GS-14 in Newark, and transferred to Headquarters in 2000. Shortly thereafter he was promoted to GS-15 as the executive assistant to the Chief of Operations. In this capacity, Mr. Capra essentially served as an executive scheduler and secretary who supervised no one. His SES assessment score was slightly higher than that of Mr. Pracht's, but well below the cutoff for best qualified for promotion.

Mr. Capra is now responsible for providing oversight, direction, guidance, and strategic management to all DEA Domestic Field Divisions, a formidable task for the most experienced of DEA senior managers, and utterly impossible for someone of Mr. Capra's limited background and familiarity. Like Mr. Pracht, Mr. Capra is the first Chief of Domestic Operations in DEA history to be promoted into the position. All of his predecessors had also been veteran SES employees with considerable foreign and domestic experience in both leadership, and managerial positions throughout DEA.

Again the glaring question is how can these seemingly inconceivable management decisions and promotions possibly be justified, especially when there are exceedingly more experienced, and far more deserving SES level managers assigned to Headquarters, not to mention the veteran SACs and Associate SACs in the various Field Divisions. The real tragedy here may not be visible immediately, but it is only a matter of time before managers lacking the qualifications, leadership skills, and experience to see perils before they occur needlessly place dutiful DEA Agents and Task Force Officers in jeopardy. The public is not being served, and deserves much more from DEA.

The Pracht and Capra promotions continue the practice of differential treatment regarding promotions to SES established by Mr. Hutchinson. Another example of his indifference to qualifications was the promotion to SES of Agent Toni Teresi, promoted to the SES rank with less than two years as a GS-15. Ms. Teresi was promoted GS-15 into a Headquarters position, which itself is an exception to the promotion policy. She is without any ASAC, staff coordinator, or Inspections experience, nor any significant accomplishments in the Field or at Headquarters.

The Teresi promotion was followed by the promotion of Mr. John McCarty to SES, Special Agent in Charge of Training at the FBI Academy in Quantico, Virginia. A review of his mediocre background and limited experience will confirm that he is undeserving of promotion, and that all of his counterparts at the FBI Office of Training, and most at the DEA Office of Training are far more qualified and worthy than Mr. McCarty. In other words, most of his subordinates were more qualified, and are better suited than he for promotion. A review of GS-15 Agents eligible for promotion to SES would reveal that there were numerous candidates far more qualified for promotion than were Mr. Pracht, Mr. Capra, and Ms. Teresi. The question everyone is asking is why would Mr. Hutchinson cause certain disruption now, particularly when DEA's role in counter-terrorism has become extremely crucial since the events of September 11, 2001? He is obviously completely indifferent to, and oblivious of the potential disastrous consequences of his poor choices and actions. The perception within DEA is that Mr. Hutchinson does not want experienced leaders that might question his decisions, provide an alternative position based upon their years of considerable experience, or possibly interfere with his political ambitions and perceived opportunities. The Administrator's failure to choose DEA senior managers, executive assistants, and primary staff with independent minds and overarching experience is an indication of weakness in his own character. Mr. Hutchinson clearly wants those individuals that he promotes and places in powerful positions to be a convenient counterweight to outside criticism, and as a result, he seeks only those whom he knows personally, and is very comfortable with. Likewise he is intimidated and feels threatened by intelligent and highly experienced subordinates who he incorrectly thinks challenge his authority, and could be potential successors. "Director" Hutchinson has, therefore, consciously recklessly selected and promoted undeserving individuals with mediocre credentials, whose reputations and contributions are unremarkable, and whose actions reveal not only their inexperience but their intellectual inferiorities as well. Mr. Hutchinson has repeatedly done this in order to reduce any personal threat to his authority that he feels deserving subordinates might pose. Surrounded by sycophants the "Director's" enormous ego is perpetually boosted, and in his mind, his ability to lead is continually affirmed.

It is our sincere hope therefore, that the U.S. Office of Personnel Management, the Department of Justice Inspector General, and the General Accounting Office will collectively conduct a comprehensive investigation into the promotion and transfer practices of DEA under "Director" Hutchinson. We are confident that an investigation will confirm an atmosphere of fear, intimidation, record low morale, racial profiling for special assignments, including foreign transfers, and racial bias for promotions at all levels. Asa Hutchinson has done more to promote divisiveness and racial disharmony in one year at DEA than all of his predecessors combined. The current climate in DEA under "Director" Hutchinson is exceptionally humiliating for minority employees who are under direct attack, and as a result are also leaving in record numbers. Minority employees of all races will be happy to share with any investigative entity their most disturbing, deep-felt, and shuddering anguish over being routinely denied promotions, transfers, and career developing assignments that have occurred throughout their DEA careers, but have intensified under Hutchinson. They will gladly provide examples to investigators of blatant discrimination that outlines and details events that are abhorrent to the principles of justice, and have no place in a U.S. Department of Justice component agency.

In summary, "Director" Hutchinson, through his speech and actions, reveals his intolerance for all minorities, inspires the worst in people with an already slighted view of others, and daily encourages the most despicable and vile perceptions of non-white employees.

Mr. Hutchinson's abuse of authority and exceptionally poor judgment continues to plague DEA. His most recent example of complete indifference to DEA precepts, security, and reputation was his insistence, in spite of protest by DEA Security Programs Specialists, in hiring Mr. Chris Battle to head the DEA Congressional and Public Affairs Office. Not only does Mr. Battle lack any credible experience, he does not qualify for a security clearance as a result of his admitted extensive drug use, which includes LSD and other dangerous drugs. Mr. Hutchinson ordered that the normal background process be waived from Mr. Battle, who is a close associate of Mr. Hutchinson from Arkansas.

In closing, we add that President George W. Bush has stated that the chief executive officers, board of directors, and senior management of companies like Enron, Tyco, and MCI World Com were entrusted with a special duty of responsibility, care, and loyalty to their shareholders, employees, and to the public. The President said that these chief executives were expected to be responsible to their employees, and accountable to their shareholders, whose very livelihoods were in their hands. It is clear that they shirked their duty, abused their authority, and violated a sacred trust for personal gain. The President of the United States should expect and receive no less commitment to duty and responsibility to the public from his own staff, and his own chief executives, to include the various Directors and Administrators he has selected to lead federal law enforcement agencies. The Special Agents of these organizations have sworn to protect this great nation from all enemies, foreign, and domestic and they do so by placing themselves in harm's way on a daily basis. These brave men and women expect, and are entitled to the absolute very best leadership and direction available. Effective leadership is lacking, direction is wanting, and a result the Drug Enforcement Administration has become ineffective, and its employees have lost all confidence in their Administrator.