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	Since its inception, the Commission has completed 35 substantive reports on various issues related to the NYPD's corruption fighting methods. These studies can be generally categorized as studies and audits involving either IAB programs or the Police Department's disciplinary system. Annual Reports 2009 Reports Monitoring Study: A Review of Investigations Conducted by the NYPD's Borough and Bureau Investigative Units 2006 Reports and Accomplishments A Follow-Up Review of The New York City Police Department's Performance Monitoring Unit 2005 Reports and Accomplishments Review of the Background Screening Process of New Recruits Internal Affairs Bureau Recruitment and Retention Review of the Background Screening Process of Civilian Employees 2004 Reports and Accomplishments Police Reporting in "Death in Custody" Cases (November 2004) Follow-up to The Prosecution Study of the Commission (March 2004) 2001 Reports and Accomplishments The New York City Police Department's Non-IAB Proactive Integrity Programs (December, 2001) Review of the New York City Police Department's Recruitment and Hiring of New Police Officers (December 2001) 2000 Reports and Accomplishments The New York City Police Department's Prosecution of Disciplinary Cases (July 2000) The New York City Police Department's Internal Affairs Bureau: A Survey of Former IAB Members (March 2000) The Performance Study: the Internal Affairs Bureau's Integrity Testing Program (March 2000) Performance Study: A Review of the Internal Affairs Bureau Interrogations of Members of the Service (March 2000) Performance Study: The Internal Affairs Bureau's Investigative Review Unit (March 2000) 1999 Reports and Accomplishments Follow-Up Review of the How the Department Disciplines Its Members Who Make False Statements (August 1999) Performance Study: A Follow-Up Review of the Internal Affairs Bureau Command Center (August 1999) A Review of the New York City Police Department's Methods for Gathering Corruption-Related Intelligence (August 1999) Performance Study: A Review of the New York City Police Department's Background Investigation Process for the Hiring of Police Officers (January 1999) 1998 Reports and Accomplishments In The New York City Police Department's Disciplinary System: How the Department Disciplines Its Members Who Engage in Serious Off-duty Misconduct (August 1998) The New York City Police Department's Disciplinary System: How the Department Disciplines Probationary Police Officers Who Engage in Misconduct (August 1998) 1997 Reports and Accomplishments Monitoring Study: A Review of Investigations Conducted by the Internal Affairs Bureau (October 1997) Performance Study: Internal Affairs Bureau Command Center (October 1997) 1996 Reports and Accomplishments How the Department Disciplines Its Members Who Make False Statements (December 1996) The New York City Police Department Random Integrity Testing Program (December 1996) The New York City Police Department: Role and Utilization of the Integrity Control Officer (December 1996)

Annual Reports
	The Commission has, since its inception, and in accordance with its Executive Order, released annual reports detailing its activities for each past year. The annual reports also include follow-up reviews of recommendations made in Commission studies, including the Department's ongoing handling of off-duty misconduct cases and discipline of officers who have made false official statements. These reports are: Eleventh Annual Report of the Commission, February 2009 (in PDF) Tenth Annual Report of the Commission, February 2008 (in PDF) Ninth Annual Report of the Commission, February 2006 (in PDF) Eighth Annual Report of the Commission (in PDF) Seventh Annual Report of the Commission, February 2004 (in PDF) Sixth Annual Report of the Commission, December 2001 (in PDF) Fifth Annual Report of the Commission - February 2001 (in PDF) Fourth Annual Report of the Commission - November 1999 (in PDF) Third Annual Report of the Commission - August 1998 (in PDF) Second Annual Report of the Commission - October 1997 First Report of the Commission - April 1996 [back to top]
2009 Reports
	Monitoring Study: A Review of Investigations Conducted by the NYPD's Borough and Bureau Investigative Units (in PDF) In this report, the Commission reviewed cases handled by the Department's Borough and Bureau Investigation Units, which are units that investigate the majority of allegations involving less serious misconduct. The Commission reviewed ninety-two cases from twenty-five investigation units for this study and found that generally, case dispositions were appropriate and investigators were conducting all of the necessary steps in a timely and thorough manner. However, the Commission noted areas in which these investigations could be improved and made several recommendations. Since most cases did not have formal supervisory reviews, the Commission recommended that supervisors conduct regular, written reviews of the investigative files to determine that investigators are diligently investigating the cases and not missing any important investigative actions. In addition, the Commission found that in more than half of the cases it reviewed, two or more weeks elapsed before they were assigned to an investigator. The Commission recommended that the Department attempt to assign cases quickly so that complainants and witnesses may be contacted when their memories of the events are more recent. Further, the Commission observed that complete background checks were not being performed on all parties to the incident. To address this issue, the Commission recommended that background checks, including criminal checks, be conducted on every witness as this could disclose that the subject officer is socializing with someone who has a criminal history in violation of Department regulations, resulting in a new log for an allegation of Criminal Association. Finally, the Commission commented that groups should made the necessary attempts to ensure that all witness interviews are recorded, full background checks on subject officers are obtained, and clear and complete documentation of investigative steps are included in each file.
2006 Reports and Accomplishments
	A Follow-Up Review of The New York City Police Department's Performance Monitoring Unit (in PDF) The Commission previously reported on the Performance Monitoring Unit in its 2001 report, The New York City Police Department's Non-IAB Proactive Integrity Programs. In that report, the Commission found that there were various areas where improvement was needed in order for PMU to achieve its goals and the Commission made a number of recommendations aimed at improving the overall effectiveness of PMU's monitoring efforts. In this review, the Commission noted some improvement in several areas of PMU's performance including: enhanced interaction with some Department units; more supervisory reviews of monitored officers; and the timelier receipt of substantive performance profiles. The Commission, however, believes that continued improvement in these areas could be achieved. It also makes the following recommendations: Although the Commission noted some increase in interdepartmental communications, PMU should further increase its coordination with other Department units when a monitored officer has a case or investigation pending against him or continues to exhibit problematic behavior; PMU should regularly update department records on monitored officers as they are a pertinent source of information on the officer; and given the length of time it takes the Department to investigate and adjudicate disciplinary cases, the Commission recommends that the Department explore ways to commence the disciplinary monitoring of an officer closer to the date of the triggering event. The Commission believes a stronger PMU can significantly enhance the Department's efforts to improve the performance of its officers and help direct the resources of the Department to those most in need of additional supervision.
2005 Reports and Accomplishments
	Review of the Background Screening Process of New Recruits (in PDF) Internal Affairs Bureau Recruitment and Retention (in PDF) Review of the Background Screening Process of Civilian Employees (in PDF) [back to top]
2004 Reports and Accomplishments
	Police Reporting in "Death in Custody" Cases (November 2004) (in PDF) In this report, the Commission examined the ability of the New York City Police Department ("NYPD") to investigate cases involving deaths of civilians in police custody or as a result of police action. In these situations, the officers responsible for the death of the civilian typically do not prepare reports or provide immediate statements to the Department. This is often at the request of the local prosecutor due to legal concerns that such statements or reports could jeopardize a future criminal prosecution. The Commission was concerned that the lack of reports and statements impeded the Department's ability to investigate cases and afforded officers an opportunity to collude in their testimony. The Commission explored whether changes could be made to the system, either through a change in the Patrol Guide or through a change in prevailing law to better enable the Department to obtain immediate statements or reports. After reviewing applicable case law and speaking with local prosecutors and NYPD executives, the Commission determined that the constraints of existing law present significant obstacles to any changes in Department procedures. Furthermore, a review of a number of cases involving the death of a civilian indicated that the Department is able to adequately investigate these incidents and is generally able to obtain sufficient information from civilian and police officer witnesses about what transpired. [back to top] Follow-up to The Prosecution Study of the Commission (March 2004) (in PDF) The Commission re-examined the qualifications, training and supervision of the Department Advocates and the preparation and presentation of cases in the Department's trial rooms to determine whether the administrative disciplinary system had improved since the release of the Commission's original report: The New York City Police Department's Prosecution of Disciplinary Cases in July of 2000. To make this determination, the Commission examined 103 closed disciplinary cases that were prosecuted by the Advocates and observed disciplinary proceedings in the Department trial rooms on a regular basis from October 2000 to March 2004. The Commission also compiled statistical data on 1532 closed cases and tracked the progress of cases throughout the disciplinary process. In this report, the Commission found that significant delays still existed in the disciplinary process which negatively impacted upon the prosecution of cases. Major areas of delay included the time it took Advocates to commence trials and the amount of time it took for Trial Commissioners to issue decisions at the conclusion of hearings. These delays were often further compounded by the inefficient scheduling of trials in the trial room. During the course of this study, the Department implemented a new time frame for the issuance of decisions by the Trial Commissioners which appeared to be decreasing some of the delay in this area. The Commission also recommended that the Department develop a better case tracking system and more efficient scheduling method for the trial rooms. In the original report, the Commission found that although the Advocates appeared to be knowledgeable about the basic facts of their cases, they seemed to be doing minimal work to develop evidence necessary to support their cases. The Commission recommended that the Department hire more experienced civilian attorneys rather than assigning members of the service to the Advocates Office. In this study, the Commission found that insufficient case enhancement continued to be a considerable problem. This appeared to be caused by the inexperience of the Advocates and the lack of substantial supervisory oversight. During this study, the Department began to hire experienced civilian trial attorneys. The Commission recommended that the Department continue its practice of hiring civilian attorneys and that supervisors should conduct more substantial case reviews and spend additional time in the trial rooms observing proceedings. [back to top]
2001 Reports and Accomplishments
	The New York City Police Department's Non-IAB Proactive Integrity Programs, December 2001 (in PDF) In this study the Commission evaluated the effectiveness of non-IAB groups, both at the headquarters level and at the command and borough levels, in proactively identifying and deterring misconduct and corruption. In its review, the Commission determined that while these units are a valuable part of the Department's anti-corruption program, they should operate in a more aggressive and proactive manner. Specifically, the main unit responsible for monitoring problematic officers does not appear to be fulfilling its central mandate of developing proactive strategies to monitor officers by making recommendations to the commands and coordinating monitoring efforts with other units within the Department. At the borough and command level, Integrity Control Officers and Borough Investigations Units are only spending a limited amount of time on proactive duties, such as patrol monitoring. While at times this was due to a lack of resources and other responsibilities, the Department should provide these units with enough resources so that they are able to operate proactively in dealing with the individual needs of the commands for which they are responsible. [back to top] Review of the New York City Police Department's Recruitment and Hiring of New Police Officers, December 2001 (in PDF) In this report, the Commission analyzed the Department's Applicant Processing Division's ("APD") background investigation process and compared various statistics compiled and supplied by the Department regarding the academic and disciplinary performances of the last six Police Academy classes. It also contains a review of the Department's current recruitment methods. The Commission found a significant number of cases in which the Department failed to obtain background information prior to the candidate's appointment to the Academy. Even when this information was obtained, it often provided only minimal insight into the character and background of the candidate. Accordingly, the Commission recommended that all investigative background steps should be completed prior to the candidate's appointment to the Department and that APD make personal contact with neighbors who are familiar with the candidate's lifestyle as well as employers and academic institutions especially when inconsistent or derogatory information is obtained. Additionally, given the statistical data from the recent Academy classes, the Commission recommended that the Department closely monitor future classes to determine whether a negative trend is emerging, and if so, determine what necessary changes in its hiring criteria and background investigations would be appropriate. [back to top]
2000 Reports and Accomplishments
	The New York City Police Department's Prosecution of Disciplinary Cases (July 2000) (in PDF) The Commission examined the qualifications, training and supervision of Departmental Advocates and evaluated how disciplinary cases were prosecuted, including the preparation and presentation of cases in the Department's trial rooms and at the Office of Administrative Trials and Hearings (OATH). In this report, the Commission found that while the Department is capable of effectively disciplining its members, significant delays in the disciplinary process exist which impact negatively on the viability of prosecutions, deterrence, fairness to members of the service and the public's perception that the Department is capable and willing to discipline its own. The Commission also concluded that the structure, management and staffing of the Department's prosecution offices lead to a number of problems, including how cases are prepared and presented. In connection with the report, the Commission made a series of recommendations, including that the prosecution of CCRB cases should be handled by CCRB, with the ultimate responsibility for disciplinary decisions, including the right to approve or reject plea agreements, remaining with the Police Chairman. The Commission also recommended that the Advocate's Office be staffed and operated like a legal office rather than a police bureau. Furthermore, the Commission recommended that the Department make more timely and substantive contact with its witnesses, better prepare cases for trial and increase the training and supervision of the Advocates. [back to top] The New York City Police Department's Internal Affairs Bureau: A Survey of Former IAB Members (March 2000) (in PDF) This survey involved the interview of 40 former Internal Affairs Bureau members. The Commission wished to explore former members' perspectives concerning their assignment to IAB after noticing a high turnover in IAB personnel. The Survey of Former IAB Members reveals that most investigators found their IAB experience to be positive and that they believe IAB conducts high quality investigations. However, the Commission found that many members of IAB did not want to be assigned there and wished to leave immediately following their mandatory two-year term and, while this turnover did not immediately impact on investigations, it does create training issues and potential long-term risks if the turnover trend continues. The Commission recommended that IAB tours be extended to three years and that the Department explore ways to increase compensation for qualified investigators and thus enhance the attraction of such an assignment. [back to top] The Performance Study: the Internal Affairs Bureau's Integrity Testing Program (March 2000) (in PDF) This study evaluated how the Department conducted its random and targeted integrity tests. The Commission found that IAB's integrity testing program is a sophisticated investigative tool that can greatly assist in the investigation of corruption allegations. The Commission also found that IAB needs to employ integrity tests that are more realistic and that reflect scenarios that officers see regularly. The Commission also recommended that IAB personnel take greater care in the documentation and memorialization of integrity tests. Further, the Commission endorsed IAB's view that continued priority be placed on targeted tests and that random tests be conducted only to the extent that quality is maintained. [back to top] Performance Study: A Review of the Internal Affairs Bureau Interrogations of Members of the Service (March 2000) (in PDF) This study involved the review of how IAB conducted interrogations of police officers. The study found that while IAB conducted most interrogations competently, in some instances there was a failure to explore all of the allegations in the case and to ask appropriate follow-up questions. The Commission found that IAB investigators need to develop interview goals before going into the interrogations and that IAB supervisors need to review investigative interview strategies before the interrogations so that interrogations are used more effectively. Further, the Commission recommended that IAB supervisors review interview tapes for training purposes, enhance interrogation training and utilize IAB's self-review unit to further review investigative interviews. [back to top] Performance Study: The Internal Affairs Bureau's Investigative Review Unit (March 2000) (in PDF) This study examined the effectiveness of IAB's own internal quality control procedures. The Commission found that the Investigative Review Unit effectively reviewed closed cases but could enhance its function by providing more explanations in its written review of investigations. Further, the Commission recommended, and IAB has already adopted the policy, that the Investigative Review Unit evaluate PG-118-9 interview tapes and integrity tests as part of its case review function. [back to top]
1999 Reports and Accomplishments
	Follow-Up Review of the How the Department Disciplines Its Members Who Make False Statements - August 1999 (in PDF) This report reviewed all disciplinary cases disposed of by the Department in 1998 that involved false statements. The Commission found improvement in the Department's handling of such cases since the initial false statement report had been completed. The Commission also found some inadequacies in documentation regarding the reasons for not terminating officers who had been found to have lied. Further, the Commission, in some instances, did not agree with the Department's decision not to pursue termination of officers who had lied. The Commission recommended that formal protocols be implemented by which prosecutors and Corporation Counsel attorneys would report to the Department whenever they believe an officer has lied in the course of testimony in criminal or civil proceedings. [back to top] Performance Study: A Follow-Up Review of the Internal Affairs Bureau Command Center - August 1999 (in PDF) The Commission followed up its initial investigation into the Command Center by evaluating a sampling of calls made between May and July 1998. In its Performance Study: A Follow-Up Review of the Internal Affairs Bureau Command Center, the Commission found that the Department had implemented a higher standard of overall performance and that operators generally performed better in competently handling allegations. However, the Commission recommended that the Department commit itself to addressing continuing problems such as appropriate operator demeanor and minimization of the time in which callers are placed on hold. [back to top] A Review of the New York City Police Department's Methods for Gathering Corruption-Related Intelligence - August 1999 (in PDF) This review is a study in which the Commission evaluated IAB's Corruption Prevention Division, the Voluntary Assistance and Operative Units, the IAB debriefing program and the Department's "policy of inclusion" which provides that precinct commanding officers be informed of allegations against members within their precinct. The Commission found that the current mechanisms provide the Department with a credible means for gathering and disseminating corruption-related intelligence information but that the policy of inclusion should be formally changed so that it is applied on a case-by-case basis. [back to top] Performance Study: A Review of the New York City Police Department's Background Investigation Process for the Hiring of Police Officers - January 1999 (in PDF) In this study, the Commission examined a sample of the NYPD candidate background investigations that were carried out by the Department's Applicant Processing Division ("APD"). In its review, the Commission found that all applicants within its review sample had met the preliminary eligibility requirements and the Department's discretionary in-house criteria, but that key steps in the investigation background checks had not been taken prior to the candidates hire, and in some cases, not at all. The Commission recommended that the Department review its hiring criteria with a view towards more restrictive requirements; ensure that APD makes contact with individuals and institutions who know the candidate personally; stagger the hiring process to allow for smaller classes and consider the possibility of outsourcing some of the background check requirements to private companies. Further, the Commission advised the Department to consider the use of pre-employment polygraph testing. [back to top]
1998 Reports and Accomplishments
	In The New York City Police Department's Disciplinary System: How the Department Disciplines Its Members Who Engage in Serious Off-duty Misconduct - August 1998 (in PDF) The Commission looked at the most serious instances of off-duty misconduct - those cases involving discharge or display of a firearm, domestic abuse or other violent behavior. The Commission also examined officers who committed acts of misconduct while intoxicated by alcohol consumption. While the Commission found that the majority of such cases were handled appropriately, it also found that changes in departmental policies were warranted. Specifically, with regard to officers who unjustifiably and deliberately discharge their weapons and fail to report the incident, the Commission recommended that they be terminated, absent exceptional circumstances. The Commission also called for stronger language in the Patrol Guide to discourage officers from consuming alcohol while carrying a weapon. Further, the Commission recommended that any officer found intoxicated while armed should be separately charged and required to undergo mandatory counseling and dismissal probation. Further, the Commission recommended that the determination of "fitness-for-duty" be made at the time of the alleged misconduct (based on Breathalyzer and witness statements, where available) and that, where possible, a breathalyzer test be used to determine intoxication. Finally, the Commission advised the Department to consolidate all charges and consider, where appropriate, the imposition of consecutive sentences for discrete charges. [back to top] The New York City Police Department's Disciplinary System: How the Department Disciplines Probationary Police Officers Who Engage in Misconduct (August 1998) This report analyzed cases involving probationary police officers. Such officers serve a probationary period of two years, and during this period may be dismissed without a full-blown Departmental trial. While the Commission found that most of those probationary officers who committed misconduct were terminated in a timely fashion, it recommended that the Department work to speed the resolution of such cases, and impose suspensions without pay whenever it becomes clear that the Department is likely to terminate the officer. [back to top]
1997 Reports and Accomplishments
	Monitoring Study: A Review of Investigations Conducted by the Internal Affairs Bureau (October 1997) This study involved the review of approximately 80 closed IAB investigations. The monitoring study found that as a general matter the Internal Affairs Bureau performs its investigations in a reliable and competent manner. In some cases reviewed, however, investigators should have taken additional steps before closing the investigation. The Commission therefore recommended increased investigative instruction such as further training in how an officer should debrief arrestees and interview witnesses in order to enhance an investigation and assist in the identification of subjects. Additionally, the Commission recommended that IAB enhance its supervision of IAB personnel conducting such investigations. [back to top] Performance Study: Internal Affairs Bureau Command Center (October 1997) (in PDF) This study reported on IAB's Command Center, the Department's central clearinghouse for all allegations of corruption and misconduct against members of the service. The Command Center is a 24-hour hotline, operated by IAB, that is designed to take complaints from civilians and Department personnel against members of the service. In its study the Commission found that the Department had taken steps to improve its Command Center since criticism of its operation by both the Commission to Investigate Allegations of Police Corruption and the Anti-Corruption Procedures of the Police Department (the "Mollen Commission") issued July 7, 1994 and the Commission to Combat Police Corruption [see First Report of the Commission (April 1996)] and these steps have resulted in noticeable improvements. However, the Commission also found that problems, such as failing to elicit information from complainants, failing to record pertinent information in logs and failing to create a welcoming environment conducive to complaints, still existed. The Commission recommended that the Department utilize "intake sheets"and examine whether other fundamental changes, such as staffing the Center with civilians, should be implemented. [back to top]

1996 Reports and Accomplishments
	How the Department Disciplines Its Members Who Make False Statements (December 1996) (in PDF) In connection with the release of this report, the NYPD issued a policy mandating that, absent exceptional circumstances, members of the service who make false official statements will be terminated. The Commission's report found that the penalties in a number of cases involving false statements were insufficient and, with some exceptions, the penalties for false statements generally did not involve termination. The Commission also recommended more severe punishments for those who failed to report the misconduct of others. [back to top] The New York City Police Department Random Integrity Testing Program (December 1996) The Commission conducted an earlier study and issued this report with respect to random integrity tests. In that report, the Commission reviewed the random integrity testing program and found it to be a positive attempt to enhance integrity within the Department. While the Commission found it difficult to determine the deterrent effects of the program, it believes that simply having such a policy creates a sense of IAB omnipotence that is likely to have some deterrent effect. The Commission recommended that the Department continue to conduct significant numbers of integrity tests but that it should focus on the targeted tests rather than random tests. Further, the Commission advised the Department to aim for more realistic scenarios in its targeted testing, increase the complexity in its random tests and utilize such tests whenever there is some level of suspicion of improper conduct. [back to top] The New York City Police Department: Role and Utilization of the Integrity Control Officer (December 1996) This report examined the role of Integrity Control Officers (ICOs) within the NYPD's anti-corruption systems. It found that the role of the ICO is an important one in identifying corruption problems at the precinct level. However, the Commission also found that the pro-active corruption fighting potential of ICOs is not being recognized because these individuals are overburdened with administrative functions and responsibilities. The Commission recommended that ICOs be required to spend fifty percent of their time out of the station house on patrol and in developing contacts within the community. [back to top]

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