A weakened sense of responsibility does not weaken the fact of responsibility. Responsible persons are mature people who have taken charge of themselves and their conduct, who own their actions and own up to them-who answer for them. William J. Bennet (1993)

INTERNAL AFFAIRS BUREAU

Precinct commanders will be informed of on-going investigations in their precincts and asked for their assistance in performing integrity tests and surveillances. IAB will also have regular liaisons with precinct integrity control officers who can be another source of information or assistance. Monthly corruption complaint data will also be provided to precinct commanders to allow them to assess complaints in their own precincts and city wide activity. "IAB will publish an annual report containing such information as the number of police officers and civilian employees arrested and suspended each year, the number who test positive for drugs, and the number of corruption complaints received by IAB" (NYPD Strategy No. 7, 1995).

In July of 1995 the PRIDE computer system was put into use bureau wide by the Internal Affairs Bureau. PRIDE (Programmable Retrievable Investigative Data Entry) allows investigators to enter information and build a data base. Intake officers are required to take a complete statement by the computer's procedure on any call. Names and addresses of police officers given by complainants are then validated by the computer. The computer automatically flags new cases that can be linked to other IAB cases by name, address, phone number, license plates, etc. The cases are then reviewed and assigned with a full knowledge of how the case is connected to other investigations.
Phase II of PRIDE, instituted in the fall of 1995, enabled the computer system to access additional data bases both within and outside the Department. The data bases that can be accessed include the Organized Crime Control Bureau's complaints and investigation data base (NITRO), the Detective Bureau's robbery and persons arrested for robbery data base (CARS), the ARC system which gives an officer's tour of duty, his or her post, and tour supervisor, the NYPD Central Personnel Index that tracks an officer's previous complaints, disciplinary record, sick record, medal record, vehicle accidents, and firearm discharges, and other databases outside the Department that assist in an investigation (i.e. law enforcement, financial, and motor vehicle).
Phase III of PRIDE, which was to be instituted by December of 1995, was to have a working operational case management system (NYPD Strategy No. 7, 1995).

As the case files are built, PRIDE will come into its own as a case manager, functioning as a powerful investigative tool. It will enable investigators to search any and all files for the names of subjects and witnesses, types of complaints, locations (by both numbered address and cross street), vehicles (by both description and license number), and phone numbers. PRIDE automatically queries itself when important new information is introduced in any case. . . . Commanders must review the cases and sign off on the new assessment decisions made (NYPD Strategy NO. 7, 1995).

The IAB Corruption Prevention and Analysis Unit monitors corruption trends and points out officers who have multiple complaints. This unit also prepares profiles for precinct commanders that show factors that appear repeatedly in complaints (NYPD Strategy No. 7, 1995).

The IAB today uses all available investigative techniques including pattern identification and analysis, surveillance, targeted integrity testing, confidential informants, undercover officers, and liaisons with other departments and federal law enforcement agencies. Integrity testing is now conducted with the use of high quality video and audio equipment. Targeted observations are being made with IAB group commands conducting integrity tests throughout the Department, increasing the frequency of these tests. The IAB also now uses state of the art surveillance technology and skilled experts in surveillance.

IAB now responds to police shootings, death in custody, and criminal force complaints 24 hours a day, seven days a week through the use of a nighttime response group, sector groups in IAB's criminal investigation division, and a group that only looks at police use of force. The NYPD is now also conducting more than 12,000 Dole (drug) tests a year. These tests can be random, tests for new employees, promotional tests, and tests for cause.

SUPERVISION

Promotional training for sergeants now takes place before promotion, not afterward. Also, the final examination is now an in-depth assessment of leadership knowledge and supervisory skills. Failure for a second time results in the officer not being promoted. In addition, sergeant candidates must have been on patrol for a minimum of three years before being selected from the civil service lists.

Beginning in 1993 the Basic Management Orientation Course was replaced by the Basic Leadership Course and the number of training hours was increased to 39 hours-compared to 17 hours in 1992 and 30.5 hours in 1993. In 1994 the new Sergeant's Academy integrated the following new material: ethics and values, professionalism, discipline, developing leaders, and desk officer workshop. In late 1994 and 1995 the following training elements were also introduced: an increase in realistic interactive training and use of role playing, small group training, instruction on practical supervisory and leadership skills, instruction on ethical leadership skills and qualities, real world discussions with excellent field supervisors, and IAB selected real world cases of failed leadership.

Video tapes are now being revised to focus on New York specific issues like officer unfit for duty due to alcohol, verbal abuses by a citizen, unauthorized meals, etc. Surveillance tapes from closed cases will also be presented. Speakers from the Mayor's Commission to Combat Police Corruption and IAB will address sergeant candidates. In addition, the Basic Leadership Course will include training in Verbal Judo and operational and attitudinal issues confronting the Housing and Transit Bureaus of the NYPD (NYPD Strategy No. 7, 1995).

The Lieutenant Advanced Leadership Course is also receiving an upgrade. In 1994 integrity training was increased from one to seven hours and in 1995 it included 27 hours of integrity/leadership training. The Middle-Manager Leadership Workshop now addresses assertiveness, delegation, motivation, and leadership in motivating high performance through integrity and respect. All topics and testing procedures from the Basic Leadership Course are also incorporated into the Advanced Leadership Course. In addition, during prepromotional training, candidates participate in the Police Commissioner's Executive Staff and Crime Control Strategy Meetings (NYPD Strategy No. 7, 1995).

In 1995 the Chief of the Department conducted training for all incumbent sergeants on managing situations where corruption, brutality, and threats to officer safety can occur. Every sergeant received two days of classroom and street conditions training. The behavioral ability of supervisors were assessed and corrected and supervisors received interactive training. Supervisors worked on problem solving, team building, increasing confidence, and training to enable officers under their command. Supervisors also received training on day to day operations involving technical operations (foot posts, car stops, and high risk incidents) (NYPD Strategy No. 7, 1995).

PATROL

In 1994 officers received in-service training and precinct level training on gun anatomy and drug arrests, which included proper procedures, truthful reporting, and court testimony. During 1995 officers received training on illegal drug use by Department members and reinforced the Department's zero tolerance policy. Also in 1995 the Department began to train trainers who will administer the Verbal Judo course. In 1995 Commissioner Bratton created the Training Advisory Board to evaluate all recruit, in-service, precinct-level, and executive development training. In the fall 1995 cycle of Borough-based training a revised curriculum was instituted. A precinct-level course on the 150 year history of the NYPD began in 1995 which covered the proud traditions as well as corrupt practices of the Department. And, the Patrolmen’s Benevolent Association, the Sergeant's Benevolent Association, and the Lieutenants Benevolent Association sponsored the production of a videotape series reinforcing the unions' zero tolerance policy on corruption, brutality, and perjury (NYPD Strategy No. 7, 1995).

In April 1995, a new performance-appraisal form was introduced which measures impact on crime, disorder, and fear through overall activity, activity specifically directed at solving problems stipulated by supervisors, appearance, community service, and respect for both the public and fellow officers (NYPD Strategy No. 7, 1995).

Officers now use a redesigned Monthly Performance Report to show overall activity and activity directed toward specified problems by precinct commanders and supervisors. The performance, appearance, and quality of service provided each month by officers under a patrol sergeant's direction is now recorded on a standard Squad Supervisor's Recapitulation form. Also, at the beginning of every month officers initiate to address specific problems to their supervisors. The status of the identified problem is then reviewed by the supervisor who ensures that the officer is performing his or her duties with integrity and respect (NYPD Strategy No. 7, 1995).

The NYPD has incorporated seven separate centralized performance monitoring programs. "Taken together, these are designed to identify and track individuals having discipline problems and/or personal difficulties which may have an impact [on] their job performance" (NYPD Strategy No. 7, 1995). The Early Warning System generates cases when a member receives a negative performance appraisal, accumulates twenty points, is suspended, or involved in an off-duty incident. Quarterly evaluation reports must be submitted by those being tracked. Those being tracked are also referred to Departmental or outside agencies for assistance. The Penalty Held in Abeyance Program defers a portion of a penalty given by the Commissioner and allows for the offender's commanding officer to excuse the remaining penalty with work performance improvement. The Discipline/Dismissal Probation Program tracks those who will be terminated upon receipt of one or more serious command discipline or charges and specifications. These individuals are tracked for a year by their own commanding officer and interviewed by the commanding officer of the Employee Management Division. The Chronic Complaint Monitor Program tracks those for whom positive discipline has failed. The commanding officer for these individuals must submit quarterly reports and offenders are interviewed by a captain from the Employee Management Division. If the behavior continues or gets worse the individual is subject to discipline or placement in the Special Monitoring. The Special Monitoring Program occurs before termination. Any complaint against an officer in this program is investigated by IAB. Officers are monitored by a board consisting if the First Deputy Commissioner, Chief of Personnel, and Chief of Internal Affairs. Officers who receive a modified assignment are automatically subject to the Suspended/Modified Review Committee which meets with the First Deputy Commissioner on a monthly basis to recommend whether an officer should be returned to full duty or put in the Special Monitoring Program. The Force Monitoring Program reviews any officer found guilty by the Department on charges of force in the last five years, anyone with four complaints in the last two years, anyone with five or more complaints in the last four years, or anyone recommended by his or her commanding officer or the Chief of Personnel. Officers receive a comprehensive investigation, as well as their commanding officer and supervisors being subjected to interviews.

The NYPD has also undertaken the task of improving their long and drawn out disciplinary process. Schedule A command disciplines are now adjudicated by the commanding officer of the charged individual. Schedule B disciplines, which include the more serious offenses, are now prepared by the Department Advocate, who prepares all the forms and provides the official charges. The precinct commander signs and forwards the charges within 48 hours to the borough commander who endorses and returns the charges within three business days to the Department Advocate. The charges are then sent to the charged individual's attorney within two weeks and the negotiations can begin. A Special Prosecutor has been appointed to prioritize cases and interrogate officers who are witnesses or subjects to pending criminal cases. In addition, the Department has created a Disciplinary Assessment Unit to review staffing levels and operational efficiency of the disciplinary system (NYPD Strategy, No. 7, 1995).
References

New York City Police Department. (1995, June). Police Strategy No. 7: Rooting Out Corruption; Building Organizational Integrity in the New York Police Department. New York: New York City Police Department.

Police Integrity

Emergence of the problem

Problem assessment

Deciding what to do

Implementation

Evaluation

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