The report into the troubled Department of Public Prosecutions was commissioned by Government which was “concerned over periodic instances of unrest” in the department.

It listed the strengths found as capable juniors, hard-working staff, plans to train Bermudians, training programmes and mentoring.

It also said staff had clear respect for the director’s legal knowledge, but noted clear divisions, claims of favouritism, strong terms used by staff members in reference to others, and Junior Crown counsels believing themselves more ready for promotion than their managers.

The report cites instances of unprofessional behaviour by staff including “un-notified taping of meetings”.

Giving an insight into the day-to-day problems at the beleaguered Department, the report notes: “Differences which should be shrugged off, as within the normal range of disagreements, have a tendency to be taken as personal attacks at all levels within the Department.”

It also said staff expressed doubt over the status of Mrs Graham-Allen’s plans to train Bermudians for the more senior posts.

The initial draft was completed in March, 2006, and reviewed three times during the course of April. It is unclear if these reviews led to changes.

Among the recommendations were replacing Mrs. Graham-Allen with a Bermudian, restructuring prosecution posts, and staff being warned they faced dismissal for talking to the media.

Minister of Justice Sen. Phil Perinchief, Governor Sir John Vereker, head of the civil service Kenneth Dill and Mrs. Graham-Allen all declined to comment on what action was taken on the recommendations.

The document further reveals how a report commissioned by Mrs. Graham-Allen in August, 2004 — having taken over as head of the DPP that May — revealed problems then.

Vancouver-based legal consultant Anthony Tobin interviewed staff who showed significant support for the Director, but expressed concern about a lack of respect in office relationships.

“A lot of tension has accumulated over the years that needs to be dealt with,” said one employee.

Mr. Tobin’s recommendations included conflict resolution training for managers and support staff.