As in the area of false statements, the Panel notes that the CCPC has made repeated and robust recommendations for how the Department can improve its handling of OIDV cases. According to the CCPC, however, the Department has not yet implemented its recommendations. The Panel’s own analysis of OIDV disciplinary cases from 2016 and 2017, discussed above, confirms that assessment.

C.             The Department Lacks an Integrated Case Management System

Currently, the NYPD lacks a single, centralized case management system capable of logging and tracking disciplinary cases from beginning to end. Instead, each of the several bureaus involved in the Department’s internal disciplinary process maintains its own case management system that is effectively siloed from the others (i.e., data from one system cannot automatically be shared with another system).

While the Department historically has dedicated an extraordinary amount of resources to its information technology (“IT”) systems related to traditional policing, it has not prioritized the IT systems used in its internal disciplinary system. Notably, none of the case management systems maintained by the various bureaus involved in the disciplinary process was created or substantially improved in the last five years.

The lack of integration between these several case management systems produces significant inefficiencies and unnecessary delays. For example, when IAB completes its investigation of a disciplinary case, its case file cannot automatically be sent to DAO’s case management system. Instead, an IAB investigator must download the relevant case file from IAB’s case management system and send it to DAO where a DAO attorney must then manually input the data from IAB’s case file into DAO’s separate case management system. In addition to creating inefficiency, the Department’s ability to analyze data and statistics as they relate to the various stages of the NYPD’s disciplinary process is hampered by the lack of a single case management system.

The lack of a centralized case management system may also undermine the Department’s risk management efforts. Since November 2017, RMB has incrementally rolled out its own electronic system, called the Risk Assessment Information Liability System (“RAILS”), to identify and track uniform and civilian members of the service who may be more likely to commit disciplinary offenses. When a member of the service reaches a threshold with respect to predetermined criteria indicative of high-risk behavior, RAILS will trigger and send an alert to the member’s commanding officer. Factors currently monitored by RAILS include CCRB cases, civil litigation, dismissal probation, and Command Discipline. At present, however, RAILS cannot easily obtain all relevant information and data relating to an ongoing disciplinary case due to the lack of a single case management system.[111] Hence, the lack of a centralized case management system hinders the Department’s ability to effectively and proactively manage risk.

[111] The Panel understands that the Department is currently in the process of creating a centralized electronic personnel system, called TRAILS, which the Department expects to be fully functional within the next three months. While the implementation of TRAILS will likely help facilitate the Department’s risk management goals, it nonetheless remains the case that, without a single, integrated case management system, RAILS must query several different systems in order to obtain information relating to ongoing disciplinary cases.