cials and told he was under suspicion as a drug trafficker. ``They did not want this investigation to exist,'' he said. (New York Times,April 3,1993: p.5) It was at this time that New York City police commissioner, at the time, Raymond Kelly announced a series of organizational changes, including a larger staff and better-coordinated field investigations, intended to improve internal affairs. His critics say those changes don't go far enough. Much of that happened after Kelly's reforms had been announced. The Mollen Commission is recommend the establishment of an outside monitoring agency, a move that Kelly and other police brass have expressed some reservations about. “No group is good at policing itself,” says Knapp Commission counsel Armstrong. “It doesn't hurt to have somebody looking over their shoulder.” An independent body, however, might be less effective at getting co-operation from cops prone to close ranks against outsiders. “You have to have the confidence of officers and information about what's going on internally,” says former U.S. Attorney Thomas Puccio, who prosecuted a number of police-corruption cases. (New York Times,April 3,1993:p.5) Getting that information was no easier when officers were encouraged to report wrongdoing to authorities within their own department. In many cities that have them, internal affairs divisions are resented within the ranks for getting cops to turn in other cops -- informers are even recruited from police-academy cadets -- and for rarely targeting the brass. “One of the things that has come out in the hearings is a culture within the department which seems to permit corruption to exist,” says Walter Mack, a one time federal prosecutor who is now New York's deputy commissioner of internal affairs. “But when you're talking about cultural change, you're talking about many years. It's not something that occurs overnight.” (New York P...
