This audit conducted on the Roosevelt Island Operating Coorporation determines whether the cooporation financed and maintained the landmarks at Roosevelt Island. All landmarks received attempts to obtain funding, but only four out of the five landmarks were adequately maintained. The corporation promised to stabilize all landmarks and further rehabilitate the island.
From an audit done on the Department of Transportation in 2003, the department assured that private ferry operators complied with the provisions of their Permits and License Agreements. The department also took recommendations into account and stated that fees and bills will be properly adjusted in the upcoming fiscal year.
From an audit done on the NYCServ Project, aimed at consolidating the Department of Finance's customer services, the project complied with requirement and laws and is available for innovation. However, the implementation of the product has been delayed, as certain applications and concerns have not been implemented or addressed.
From an audit conducted on the Department of Health and Mental Hygiene, it was determined that the department's Electronic Death Registration System is not functional. It could not be determined whether business and system requirements and goals were met and whether the design allows for innovation. In addition, reports of the system's development were falsified and the development was not checked for quality assurance. The department must follow rules and provisions to address these issues.
From an audit conducted on the Department of Health and Mental Hygiene, it was found that the department's Disease-Tracking System, the Person Registry Information Management Environment system, is obsolete and was terminated. The system did not meet its business and system requirements, seek advice from quality consultants, or comply with Procurement Policy Board regulations.
An audit report of Community School District 5 to see if said district complied with the Department of Education's procedures for purchasing, funding, and timekeeping.
An audit of the development and implementation of the Department of Health and Mental Hygiene’s Disease-Tracking system, the Person Registry Information Management Environment system (PRIME). The system automates the collection, tracking, and analysis of disease reports in New York City.
The FDNY has adequate controls over the billing and collection of inspection fees and whether it charges the correct fees. The FDNY billed $35.6 million in BFP inspection fees and collected $34.6 million.The FDNY has not changed its fee schedule in more than a decade. FDNY has a number of internal control weaknesses that can affect billing and collection practices.
The Housing Preservation and Development Information System has become a multi-module system with a central repository of information on private and City-owned residential properties and registered property owners. The system design allowed for future enhancements and upgrades. It also met overall goals as stated in the original system justification. However, it did not follow a formal system methodology.A user satisfaction survey revealed that 57 percent of respondents would like to see changes made to HPDInfo.Lastly, the Department does not have procedures in place to ensure that security violations are recorded, documented, and reviewed.
This follow-up audit report is to determine whether the NYC Health and Hospitals Corporation(HHC) implemented the recommendations made in an earlier audit. The previous audit made 22 recommendations to HHC. Of the 22, only 11 were implemented, three were partially implemented, one was not implemented, and seven were no longer applicable. This audit found that HHC has improved its billing and collection procedures. HHC still needs to improve its posting of initial payments into its computer system and the timliness of its initial billings to HMOs. Several recommendations are listed to address the problems noted in this report.
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 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 prior six Police Academy classes.
This report details its activities for the past year. The annual report also includes 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.
The annual report details its activities for this past year. It also includes 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.
The Commission examined the qualifications, training, and supervision of the Department 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).
This survey involved the interview of 40 former Internal Affairs Bureau members. The study revealed that most investigators found their IAB experience to be positive and that they believed IAB conducted high quality investigations.
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.
The Commission followed up its initial investigation into the Command Center by evaluating a sampling of calls and found that operators generally performed better in competently handling allegations.
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 provided that precinct commanding officers be informed of allegations against members within their precinct.
For this study, the Commission examined a sample of the NYPD candidate background investigations that were conducted by the Department's Applicant Processing Division (“APD”).
The Commission has, since its inception, and in accordance with its Executive Order, released annual reports detailing its activities for each past year.
This report analyzed disciplinary cases involving probationary police officers. New officers serve a probationary period of two years and during this period may be dismissed without a Department trial.