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A Report to the People of Boston 

Raymond L. Flynn 
Mayor of Boston 


Francis M. Roache 
Police Commissioner 


Letter from the Commissioner 2 

Command Staff Photo 3 

OVERVIEW Rebuilding the Force 4 

A Return to the Neighborhoods 4 

Upgrading Technology and Equipment 5 

Reshaping the Department 5 


A Strengthened Chain of Command 6 

Improved Training 7 

In-Service Training 7 

A RETURN TO THE Reopened Neighborhood Stations 8 

NEIGHBORHOODS x, r^ , , di q 

New Deployment Plan y 

A Commitment to Education and Prevention 10 

Expanded Crime Watches U 

UPGRADING Enhanced 9-1-1 Computer Aided Dispatch of Officers 12 

TECHNOLOGY AND ., . , ^^ , ^^ , n 

T-/-v¥ TTr« *i-xT-T- Mobilc Dispuy Termmals 1^ 


Fleet Management 13 

Investigative Tools 13 

RESHAPING THE Field Services 14 


Command Areas 14 

Team Police 15 

Special Operations 16 

Bureau of Neighborhood Services 17 

Investigative Services 18 

Criminal Investigations 18 

Professional Standards 19 

Administrative Services 20 

Awards 21, 22 

Charts 23 

Organizational Chart 24 



Police Commissioner Francis M. Roache 

Francis M. Roache has been with the Boston Police Department for the past 
eighteen years. He het^an his career as a patrol officer anil worked his way 
up to Lieutenant, the rank he held until he was appointed Commissioner in 
February of 1985. Commissioner Roache was also the first Commander of 
the Community Disorders Unit . formed in 1978. Commissioner Roache is 
only the second member of the uniformed force to rise to that rank. He is 
highly regarded on the national police scene as an innovative police admin- 
istrator who combines traditional police management theory with progres- 
sive community-based policing. 

''My goal in these two years has 
been to return the Department to 
the neighborhoods, while restor- 
ing professionalism and modern- 
izing our equipment. ^^ 


I am pleased to present this progress report 
covering my first two years as Commis- 
sioner of the Boston Police Department. 

My goal in these two years has been to 
return the Department to the neighbor- 
hoods, while restoring professionalism and 
modernizing our equipment. 

This report provides an overview of the 
new police stations in the neighborhoods 
which have been completed or are under 
construction — a total of six new or reno- 
vated stations which had been closed by 
Proposition 2 1/2. The report also portrays 
the rigorous training our recruits must 
complete before becoming Boston Police 
Officers. These young men and women 
will one day comprise 76 percent of the 
Boston Police Department — a department 
which will be one of the youngest and best 
trained in the nation. Technological ad- 

vances and new equipment, designed to 
speed police services to your neighbor- 
hood, are described within this report. 
Most importantly, I hope this report will 
convey to you the values and standards of 
the Boston Police Department. I encourage 
you to attend the Police Department Com- 
munity Meetings held regularly in your 
neighborhood. Furthermore, I urge you to 
develop a relationship with the officers 
working in your neighborhood — they are 
anxious to make a real difference in your 

I want to express my appreciation for the 
kindness, patience, and support that you 
have accorded me personally and the ma- 
jority of Boston Police Officers in reaching 
our goal. We will continue to be dedicated 
to serving you and your families with the 
respect and dignity you deserve. 


Back Row, Left to Right: 1) Deputy Roy 
Hechavarria,2) Deputy Edward Eager, 
3)Deputy Paul Bankowski,4) Deputy 
Maurice Flaherty, 5) Deputy William 
Celester,6) Deputy Edward Walsh, 
7) Deputy Willis Saunders, 8) Deputy Ann 
Marie Doherty,9) Deputy Joseph Saia,10) 
Deputy Robert Hayden.ll) Deputy Arthur 
Morgan, 12) Deputy Ronald Conway, 
13) Deputy Joseph Dunford.M) Deputy 
James Claiborne 

Front Row, Left to Right: 15) Superintendent 
Albert Sweeney, 16) Superintendent Paul 
Evans, 17) Commissioner Francis M. 
Roache,18) Superintendent John Gifford,19) 
Superintendent Joseph Carter. 

Not Pictured: Peter Welsh, Director, Bureau 
of Administrative Services, and Deputy 
Superintendent Robert O 'Toole 



The Boston Police Department is commit- 
ted to an aggressive program of rebuilding 
by increasing its uniformed strength, insur- 
ing that new officers are given the best 
training possible, and re-establishing a 
chain of command through timely promo- 
tions and supervision of personnel. 

The Department is at a crucial point in 
time. It is estimated that over the course of 
the next eight years, nearly three-quarters 

of the force will be replaced. During this 
period, the Department will make the tran- 
sition to a force which is younger, more 
diverse and which reflects the changes that 
have occurred in the City and in law en- 
forcement. Even as retiring officers are 
replaced the Department is striving to make 
gains in its numbers of sworn officers. 
During this transition, the Department will 
out of necessity give increased attention to 
the training and supervision of personnel. 


Re-opening neighborhood police stations is 
just the beginning of an aggressive pro- 
gram to improve the manner in which the 
Boston Police Department interacts with 
and serves the neighborhoods. The Boston 
Police Department is committed to the 
development of local Crime Watches, to 
cooperation with civic associations and 
neighborhood groups, and the important 
work of reaching out to the schools to pre- 
vent drug abuse. 

Most importantly, the Department is devel- 
oping a new field deployment plan that is 
centered on the City's neighborhoods. 
Convinced that successful policing is de- 
pendent on community relationships, the 
Boston Police Department will re-orient its 
deployment to develop and sustain long- 
term contact between the patrol officers 
and Boston's neighborhoods. 

The effectiveness of a police department 
depends not only on its personnel but also 
on the equipment necessary to do the job. 
Technological advances have the potential 
to increase the effectiveness of the depart- 
ment in a variety of ways by improving the 
quality of routine patrol, expediting infor- 
mation needed for criminal investigation, 
decreasing emergency response time and 
increasing the average life-span of depart- 
mental equipment. 

The Boston Police Department has taken 
steps to implement an Enhanced 9-1-1 Sys- 
tem which would permit automatic tele- 
phone number identification and location 
on incoming emergency calls. A new com- 
panion computer-aided dispatch system 

will upgrade and support aspects of deploy- 
ment, record-keeping and communica- 
tions. A pilot program of Mobile Data 
Terminals will enable officers on patrol to 
tap into computer files with inquiries such 
as outstanding warrants and stolen vehi- 
cles. The Boston Police Department will 
also participate in an Automatic Finger- 
print Identification System. 

The Department is also making "low tech" 
improvements which impact on officers 
every day. Every officer has been issued a 
radio and a protective safety holster. A 
regular program of fleet replacement and 
preventive maintenance has been instituted 
and is already improving availability and 
reliability of departmental vehicles. 


A good organization must be able to meet 
today's challenges and to predict tomor- 
row's. To do this, it may be necessary to 
streamline, reorganize, and recognize 
when a structure no longer functions well . 

The Boston Police Department has under- 
gone just such a reorganization. The Com- 
mand Staff has been reduced to 19 from its 
previous complement of 29. Two new bu- 
reaus have been established: the Bureau of 
Professional Standards and the Bureau of 

Neighborhood Services. A third, the Bu- 
reau of Administrative Services is now 
headed by a civilian and charged with in- 
creased responsibility. Four key units have 
undergone expansion and intensive restruc- 
turing. They are the Operations Unit, 
which is headed by the Department's first 
female Deputy Superintendent, the Drug 
Unit, the Sexual Assault Unit, and the 
Hackney Unit. 



NEW Mayor Flynn and Commissioner Roache 
OFFICERS are committed to the development of a 
strong police force. In just the past two 
years, working aggressively to refill posi- 
tions vacated through attrition, the Boston 
Police Department has put 326 new police 
officers on the street. This past November 
the Department appointed an Academy 
Class of 160 recruits. Another class of 75 is 
scheduled for July of 1987. 

The Boston Police Department has made a 
firm and unequivocal commitment to build- 
ing a Department which accurately reflects 
the diversity of this City. This has been 
demonstrated in an aggressive minority 
hiring rate. Of the 199 recruits graduated 
from the Academy in 1985 and 1986, 
nearly 45 percent were minority. As of 

January 1987, the patrol force includes 385 
Black officers, 50 Hispanic officers and 10 
Asian officers bringing the cumulative 
minority officer share to 20 percent of the 
patrol force. 

Women currently constitute over 6 percent 
of the sworn personnel. This number con- 
tinues to rise as recruitment efforts attract 
more women. During 1985 and 1986, 22 
percent of the officers graduating from the 
Police Academy were women. Equality of 
opportunity extends to the highest ranks of 
the Department where we boast the first 
female Deputy Superintendent in the De- 
partment's history and among the recently 
promoted Sergeants, 1 8 percent were fe- 


In June 1985, the Boston Police Department administered the 
first Sergeant's examination since February 1978. As a result 
of this examination, the Commonwealth's Department of Per- 
sonnel Administration produced a certified list of officers 
eligible for promotion to the position of Sergeant. From the 
list, 65 officers have been promoted. In total, there are now 
190 Sergeants in the Boston Police Department, all of whom 
hold permanent rank. 

Where previously there was only one Black officer with the 
permanent rank of Sergeant, there are now 19 minority offi- 
cers — 15 Black, 3 Hispanic, 1 Asian. Where previously the 
department had only 3 women holding permanent rank of 
Sergeant, today this number stands at 10. 

Training to become a police officer has 
changed over time to reflect the complexity 
of our society. At one time, training could 
be covered in twelve weeks. Today, the 
work encompasses a demanding course of 
study which barely fits into a twenty-week 
program. The course work is highly techni- 
cal, and blends criminal, constitutional, 
motor vehicle and municipal law with a 

battery of police sciences (e.g. firearms, 
report writing, defensive driving, water 
safety, first aid). The program includes a 
grueling regimen of physical training, and 
a host of social and psychological issues 
including ethics, decision-making, domes- 
tic violence, suicide, and hostage negotia- 


Throughout their career in the Department, 
officers and civilian employees will receive 
ongoing training and in-service sessions. 
Complementing these programs are a vari- 
ety of external training opportunities which 
are made available to the staff. These pro- 

grams and seminars, along with collabora- 
tive programs developed with Northeastern 
University and the University of Massa- 
chusetts/Boston, help the Department to 
keep up with changing regulations, polic- 
ing methods and community needs. 




On Saturday, October 18. 1986 the Brigh- 
ton Neighborhood Police Station — Dis- 
trict D14 reopened. This marked the first 
of six such events where neighborhood 
police stations, closed as a result of Propo- 
sition 2 1/2 are being reopened. East Bos- 
ton — District A7 will reopen on June 27, 
1987. Mattapan — District B3 will reopen 
in the winter of 1987. Construction will 
begin in the near future in Jamaica Plain — 
District El 3 and South Boston — District 

hood stations is an important step in 
renewing the partnership between the city 
and the neighborhoods and between the 
police department and the community. 
These stations will include permanently 
assigned patrol officers and district detec- 
tives, along with command and supervi- 
sory personnel. These stations will also 
include accomodations for housing pris- 
oners, a vehicle pool for patrol and investi- 
gative services, as well as a data and voice 
communication network. 

Having long been a concern of neighbor- 
hood residents, the reopening of neighbor- 
































Calls for Service 







•• V. 











X '•• 


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Jan Feb Mar April May June July Aug Sept Oct Nov Dec 

"For well over a decade, the 
Department has developed its 
patrol or deployment plans 
based upon workload analy- 
sis of 9-1-1 calls for service, 
particularly with great em- 
phasis on rapid response to 
emergency calls for service. 
Unfortunately, this manage- 
ment oriented and analytical 
response to policing the 
neighborhoods of the City 
failed to increase public satis- 
faction. The new deployment 
plan, when implemented, will 
greatly improve our ability to 
respond to calls for service. " 

The Commissioner is convinced that the De- 
partment cannot afford to be perceived as 
independent and alienated from the citizens 
and the neighborhoods . He has sought to de- 
sign a deployment system in which the police 
interact with people of the neighborhoods 
while learning about their frustrations and 
listening to their concerns, all the while alert 
to any information that might help to solve a 
crime, or better yet, predict and prevent a 
criminal undertaking. 

While the reopening of the neighborhood 
police stations is the primary and most visible 
component of this project, the new plan will 
revolve around two concepts of policing: 
Differential Response and Sector Integrity. 

Differential Response utilizes state of the art 
technology to prioritize and dispatch calls. 

Aided by a new classification system of 
incoming calls and the development of 
service options, the Department will 
have the ability to manage its force in a 
more pro-active manner. Sector Integ- 
rity assigns and holds officers to sectors 
in their patrol area. Coupled with Sector 
Integrity, Differential Response will 
result in the return of the "neighborhood 
cop". Police patrol will become a more 
preventive and focused exercise than it 
is under the current Rapid Response 
plan where patrols are primarily reac- 
tive. The norm will be toward managed 
patrol allowing the patrol officer and the 
community to establish a relationship, 
build trust, and learn more. Of course 
emergencies will always receive an im- 
mediate response. 





SPECDA is an eight-week, drug-abuse 
prevention program in which children in 
the fifth and sixth grades learn about peer 
pressure, consequences of drug abuse, and 
positive alternatives to drug use. It also 
provides accurate information about legal 
and illegal drugs and their effects. This 
program, modeled on the SPECDA Pro- 
gram in New York City, is particularly 
effective in that it is a team effort taught by 
a uniformed police officer and a school 
faculty member. 

PAL is patterned on the success of pro- 
grams which have operated in major cities 
and towns for over fifty years. The pro- 
gram's goal is to reduce juvenile crime in 
local neighborhoods. The program has 
enjoyed some great successes including the 
development of neighborhood youth ath- 
letic competitions and activities sponsored 
by the Boston Police Department, which 
are staffed by volunteer officers. 

In recognition of the escalation of handgun 
violence in our streets and schools, the 
Boston Police proposed a series of initia- 
tives to representatives of law enforcement 
agencies from around the state and commu- 
nity groups in Boston. With the support of 
these individuals and neighborhood organi- 
zations, the Boston Police Department has 
launched a three-pronged attack aimed at 
reducing handgun violence in Boston. The 
approach involves: 

1 . ) Legislation before the 
Massachusetts Legis- 
lature which would 
provide further penal- 
ties for the use of 
firearms in the com- 
mission of a drug- 
related or violent 


"The Police Department, 
under Commissioner Roache, 
has worked to move beyond 
enforcement to the important 
agenda of education and aim 
at prevention:" 

2.) Diligent enforcement 
of the laws already on 
the books. 

3.) Education programs 
in cooperation with 
the SPECDA pro- 
gram aimed at school 
children and educa- 
tion aimed at adults 
through the Crime 
Watch Program. 


Throughout 1986, the demand from the 
neighborhoods of Boston for the services 
offered by the Neighborhood Crime Watch 
Program has increased. Woricing with a 
wide variety of neighborhoods and groups 
representing diverse racial, ethnic and 
socio-economic backgrounds, the Bureau 
of Neighborhood Services has been ex- 
tremely effective in this effort. 

Working closely with community groups 
and the Neighborhood Justice Network, the 
Department has had a number of neighbor- 
hood victories. Many of these efforts have 
yielded tangible proof of the value of part- 
nerships for crime prevention. Specifi- 


In Jamaica Plain, the School 
Street Crime Watch working 
with a special Boston Police 
task force reclaimed the street 
from drug dealers. 

In Dorchester, the Westville 
and Dahlgren Street Crime- 
watches working with the 
Area C anti-crime units were 
successful in the arrest of a 
burglary suspect who had 
committed more than 200 
house breaks in their neigh- 

In Roxbury, the Madison 
Park Crime Watch working 
with their Community Service 
Officer, Area B anti-crime 
units and the Bureau of 
Neighborhood Serx'ices were 
successful in the arrest of a 
person suspected of terroriz- 
ing the neighborhood and 
breaking into a number of 

In Mattapan, the Halbom 
Street Crime Watch , working 
with their Community Service 
Officer was successful in the 
arrest of a person suspected 
of breaking into dozens of 
homes in the area. 

In Dorchester, a special anti- 
crime hotline was established 
in the Fields Comer/ Ashmont 
area, to aid twenty-five estab- 
lished crime-watches. 

Citywide, the crime watches have provided 
numerous tips to the Drug Unit, the Com- 
munity Disorders Unit and the District 
Commanders. These tips, which have pro- 

vided valuable investigative leads or infor- 
mation have enabled the Police Depart- 
ment to take preventive measures. 

1 1 


The Department has nuulc a 
sizcible investment in upgrad- 
ing cifuipmcnt and introduc- 
ing the benefits of new tech- 
nology to the Department. 
During the past two years, 
over $3.5 million has been 
spent on equipment ranging 
from the purchase of radios 
for every officer to the devel- 
opment of a new, multi-mil- 
lion dollar Enhanced 9-1-1 


The "9-1-1 System" is perhaps best 
described as the point of contact for citi- 
zens experiencing an emergency and the 
public safety agencies charged with their 
protection. The function is, at first glance, 
relatively straightforward. It is an easily 
remembered three-digit phone number 
through which calls for help are funneled 
and public safety resources are dispatched. 

The 9-1-1 system is, however, much more 
than computers, telephones operators and 
dispatchers. Representing to many, the 
best, if not the only, point of access con- 
necting the average citizen to the City's 
public safety resources, the 9-1-1 system 
has enormous impact both in terms of pub- 
lic safety response and public peace of 

Recognizing the importance of this aspect 
of Boston's public safety system, the 
Mayor and the Police Commissioner estab- 
lished a Blue Ribbon Committee to exam- 
ine Boston's emergency response system. 

determine problem areas and recommend 
improvements. The 9-1-1 Committee, 
comprised of neighborhood residents, pub- 
lic officials, business executives and aca- 
demics, developed a series of 
recommendations which were approved by 
the Mayor and are being implemented by 
the Police Commissioner. 

Now being put in place is one of the most 
important recommendations made by the 
Commission: the purchase and implemen- 
tation of a new 9-1-1 system called En- 
hanced 9- 1 - 1 or E9- 1 - 1 . Employing 
advanced technology, the E9-1-1 system 
immediately displays the caller's address 
and telephone number. This enables calls to 
be successfully answered by people who 
cannot provide their address due to a lan- 
guage barrier, a medical condition, age, 
fire, or other circumstances. Another inno- 
vation of the E9-1-1 system will enable the 
Department to call back to verify a call or 
to receive additional information. 


One of the most exciting areas of techno- 
logical improvement is in computerized 
mobile data terminals. Mobile Data Termi- 
nals or MDT's will test the ability of new 
technology to assist the officer on patrol. 
The Department will pilot their use, install- 
ing keyboards and digital display screens in 
thirty vehicles. This technology will enable 
officers on patrol to communicate instantan- 
eously with computer files containing 

such information as stolen vehicle records 
and outstanding warrants. This will pro- 
vide officers with needed information more 
quickly and reduce traffic on the Depart- 
ments airwaves. In the future, applications 
will include information about past crim- 
inal activity in specific areas, hazardous 
conditions (e.g. stored chemicals, explo- 
sives), and communication links with other 
law enforcement agencies. 


At the point that Commissioner Roache 
took command of the Police Department, 
there had not been a vehicle purchase since 
1983. The fleet of nearly 600 vehicles was 
in disrepair and the ability of the patrol 
force to function was impaired. Because of 
their expertise in fleet management, the 
Commissioner turned to the New England 
Telephone Company requesting an in-depth 
report and a set of recommendations re- 
garding the state of the Department's fleet 
replacement and repair program. The New 
England Telephone Company completed 
this pro bono project in the spring of 1985. 
The report has served as the basis of a ma- 
jor initiative to improve the number of 
units available and the reliability of those in 

To insure that the Department does not 
once again find itself with an outmoded 
fleet, the Bureau of Administrative Serv- 
ices has moved to a scheduled vehicle re- 
placement program. During the period of 
FY85-FY87 the Department purchased 284 
vehicles at the cost of $3,356,200. Cur- 
rently 68 percent of the vehicles perma- 
nently assigned to the patrol force are 
either 1985 or 1986 models. The goal, 
which is close to being met, is that one- 
third of the marked vehicle fleet will be 
replaced each year, resulting in a situation 
where no vehicle is more than three years 


Increasingly, technological advances are 
aiding police in the area of criminal investi- 
gation. In Boston, the Department has re- 
cently introduced a departmental ballistics 
computer which keeps records of firearms' 
issues, licenses, and weapons used in 
crimes. This tool enables the Department 
to do background checks on weapons, as 
well as individuals, and to discover 
whether a particular weapon has been in- 
volved in more than one crime. 

The Boston Police Department will be one 
of the first agencies to participate in the 
new Automatic Fingerprint Identification 
System. This system permits the Depart- 
ment to make much more effective use of 
fingerprints in investigating and solving 




Upon taking office. Commissioner Roache 
conducted an extensive review of the De- 
partment's command personnel, organiza- 
tional structure and resource allocation. 
During the course of his first two years as 
Commissioner, the Boston Police Depart- 
ment has altered its shape to incorporate 
new bureaus, while putting additional 
funds and manpower into the operation of 

Man Power 

others. The Command structure has been 
streamlined and functional areas have been 
more clearly defined. The result has been 
an increase in responsiveness to the com- 
munity, improved performance in key pub- 
lic safety areas, and a structure which can 
take the Department into its next phase of 


1985 1986 • 

* 1986 figure includes 54 recruits in Ihe academy 


The Bureau of Field Services is the Bureau 
responsible for the patrol and delivery of 
police services to Boston's neighborhoods. 
When a resident dials 9-1-1 , files a report, 
receives a moving violation, or is involved 
in a crime, the Bureau that he or she will 
come in contact with is that of Field Serv- 

"There has never been a 
more opportune time, in the 
history of the Department, to 
remove the barrier that has 
existed between the police 
and the neighborhoods. Why? 
Because this City is feeling 
good about itself. There is a 
sense of pride in the richness 
and diversity of our City — 
and we, the police, are mak- 
ing strides in communicating 
with the public. 

ices. Charged with the command of police 
personnel assigned to the neighborhood 
areas, the Bureau also manages the Team 
Police, Special Operations and the Opera- 
tions Division . Simply put. Field Services 
is the front line of the Boston Police De- 


Area A 

District 1 40 New Sudbury SI , Boston, MA 

District 7 69 Paris St.. E Boston, MA 

District 15 City Square, Charlestown, MA 

Area B 

District 2 
District 3 

135 New Dudley St., Roxbury, MA 
1163 Blue Hill Ave., Maltapan, MA 

Area C 

District 6 100 W. Broadway, S. Boston, MA 

Detectives 273 "D" Street, S Boston, MA 

District 11 11 Gibson St., Dorchester, MA 

Area D 

District 4 
District 14 

7 Warren Ave,, South End, MA 
301 Washington St., Brighton, MA 

The Bureau is organized into 
five policing areas which 
divide the City geographi- 
cally: Area A, encompassing 
East Boston, Charlestown, 
the North End, Beacon Hill 
and Downtown; Area B, con- 
sisting of Roxbury, Mattapan, 
and parts of Dorchester; Area 
C, comprised of Dorchester 
and South Boston; Area D, 
covering South End, Back 
Bay, and Brighton-Allston; 
and Area E, which includes 
West Roxbury, Jamaica Plain, 
Hyde Park, Roslindale, and 
Readville. Diverse in terrain, 
population, concerns, and 
size, these boundaries serve 
to delineate Area Command. 

Area E 

Area E 1708 Centre St., W, Roxbury, MA 

District 5 1249 Hyde Park Ave., Hyde Pk., MA 

District 13 3345 Washington St., J. P., MA 

Existing Stations 
^3 To Be Constructed 

To Be Renovated 

The largest change in the Department's COMMAND 

policing will occur when the new deploy- AREAS 

ment plan is fully operational. However, 
changes and improvements have already 
been instituted. Neighborhood stations are 
reopening and Rapid Response units have 
been returned to the five Area Commands, 
bringing additional resources to the neigh- 

Preventive patrols have been put into place 
also. In the past, alterations in staffing 
patterns were made seasonally. Now, the 
Department responds quickly to signals of 
neighborhood difficulty, allowing police 
officers to move into a preventive position 

This citywide patrol has primary responsi- TEAM 

bility for the policing of public housing POLICE 

developments in the City. Despite the loss 
of $1 .6 million in federal funding which 
originally underwrote this activity, the 
Department has continued to fund the pro- 



Historically, the Special Operations Divi- 
sion, incorporating the specialized units of 
Mobile Operations Patrol, Canine, Explo- 
sive Ordinance, Threat Management, Hos- 
tage Negotiation, Harbor Patrol, Technical 
Services, Dignitary Protection and Hazard- 

ous Enforcement has served an emergency 
response role within the Department. To- 
day, this Division has shifted to a more 
preventive role with increased activity in 
areas such as traffic control. 

The Mobile Operations Patrol 
Unit (MOP) has increased ac- 
tivities in the area of traffic en- 
forcement with the continuation 
of Project S.T.E.P (Selected 
Traffic Enforcement Program). 
The goal of these efforts is to 
improve traffic flow in the City. 
This past year, the Boston Police 
Department issued 147,656 
citations for moving violations 
and other traffic-related misde- 
meanors, an increase of 39 per- 
cent over last year's activity. 

The Threat Management Unit 
and the Hostage Negotiation 
Team have been aided by new 
equipment purchases, including 
barrier trucks, video units, bal- 
listic shields and a new special- 
ized robot which is sent into 
hostage situations in which po- 
lice personnel are physically 

The Explosive Ordinance Unit 
now includes the most up-to- 
date bomb transportation and 
detection devices. In conjunc- 
tion with Natick Labs, the Bos- 
ton Police Department has 
developed and implemented the 
use of new bomb suits to better 
protect Explosive Ordinance 

• The Dignitary Protection Unit, 
called to protect an average of 
two to three dignitaries each 
week, serves the needs of the 
international city that Boston has 

• The Hazardous Material En- 
forcement Unit is responsible 
for the removal of hazardous 
waste from areas within the 
City. This past year, they 
worked with the neighborhoods 
of Dorchester and Roxbury to 
remove poisonous materials 
which had been easily accessi- 
ble to children. 

• The Mounted and Canine 
Units serve Boston and the 
vicinity in searches for missing 
children and adults. Exemplary 
in their work, these two Units 
have trained similar units 
throughout the New England 
area and serve as role models 
for newly organized units 
across the country. 

The Harbor Patrol, handling 
crime investigation and patrol 
in the Boston Harbor, now in- 
cludes fifteen to eighteen scuba 
divers who are equipped with 
the most up-to-date underwater 
technology. The addition of a 
new boat and equipment such 
as an aquatic sled, has enabled 
the Department to achieve safe 
and successful arrests of over 
100 drug offenders operating in 
Boston Harbor. 


The Operations Division is the communica- 
tions center for the Bureau of Field Serv- 
ices. Operations receives emergency calls 
for service, determines the proper response 
for such calls, and directs the deployment 
of rapid response units. Receiving nearly 
one million calls each year, the Operations 
Division is staffed by dispatchers and oper- 
ators who work around the clock to provide 
the emergency connection between the 
caller in distress and the police officer on 

As a result of recommendations of a Blue 
Ribbon Committee formed to review the 
City of Boston's emergency public safety 
response system, the Operations staff has 
been increased and has received the benefit 
of an extensive pre-employment and in- 
service training program. Also following 
on the recommendations of the Committee, 
the Department has worked to reduce thou- 
sands of unnecessary calls received each 
year, promoting instead the alternative 
725-4500 number for calls which do not 
require a police response. 



"The Bureau of Neighborhood 
Services will play an important 
role in terms of pulling together 
citizens from every neighborhood 
in the city to work with us in 
forging a new relationship 
based on mutual respect. 

Established in May of 1985, the Bureau 
of Neighborhood Services is concerned 
with crime prevention and the victim of 
crime. The Bureau is responsible for the 
following: monitoring of civil rights 
violations, crime prevention and interven- 
tion. The Bureau includes units which 
focus on: Victimization, Domestic 
Violence, Senior Response, Victim- 
Witness Assistance, Community 
Disorders, and Crime Prevention. 

The Domestic Violence Unit is charged 
with reducing the number of assaults and 
homicides that often occur in domestic 
situations. Arrests, counselling and is- 
suance of restraining orders are the 
primary weapons in the Unit's arsenal. In 
the past year, over 2,300 restraining 
orders were issued to curb domestic 
violence and several arrests were made. 

The Victim/Witness Assistance Unit is 
responsible for handling the physical, 
emotional, social and legal needs of 
violent crime victims and witnesses. 

Selected as a national pilot program by 
the National Organization of Black Law 
Enforcement Executives, Boston's Unit 
has received invaluable technical 
assistance in developing a program which 
aggressively reaches out to support vic- 
tims and witnesses. During this past year 
alone the Unit worked with 150 

The Community Disorders Unit in- 
vestigates and takes action when a 
citizen's rights may have been infringed 
upon by violence, threat or harassment. 
In existence since 1978, the Unit has been 
highly successful and is nationally 
renowned. In the past year the Unit has 
been able to reduce tensions in several 
neighborhoods through the use of 
surveillance, field interviewing, 
neighborhood cooperation, restraining 
orders and arrests. Since 1978, the 
number of repeat incidents investigated by 
the CDU has decreased from 50 in 1978 
to only 3 in 1986. 



"The Boston Police Depart- 
ment is entering a new era of 
investigative work where the 
amazing potential of new 
technology will be applied to 
the problems of crime detec- 
tion and solution." 

Citywide Drug Arrests 1984 - 1986 



'I'll". 1, 











The Bureau of Investigative Services is 
ciiarged with the responsibility of conduct- 
ing investigations into criminal offenses, 
and seeks to identify, apprehend and aid in 
the prosecution of individuals who have 
broken the law. Comprised of three divi- 
sions, Criminal Investigations, Intelligence 
and Technical Services, the Bureau has 
undergone major operational changes dur- 
ing the two-year period that Commissioner 
Roache has commanded the Department. 

In response to the public's concern, the 
Bureau has focused on drug enforcement 

and sexual assault investigations and pur- 
sued a new, more collaborative approach 
with other law enforcement agencies oper- 
ating at the state and federal levels. In the 
last two years, under Commissioner 
Roache, the Boston Police Department has 
reached out to work with these agencies, 
improving the Department's investigative 
capability and developing excellent work- 
ing relationships with the federal Drug 
Enforcement Agency, the F.B.I., the State 
Police, and the Organized Crime Strike- 
force, to name a few. 


Incorporating a number of investigative 
units, the Criminal Investigations Division 
has been an area where the Commissioner 

has been able to increase staffing to target 
particular problems of concern to the City. 

Drug Unit — Since February of 
1985, the Drug Unit has steadily 
grown from 28 officers to 60 
officers. Training for drug in- 
vestigators has been expanded to 
include officers and detectives 
not assigned to the Drug Control 
Unit. The results have been 
rewarding. Arrests for 1985- 
1986 have more than doubled, 
compared with arrests made in 

Sexual Assault Unit — One of 
the most significant changes 
within the Criminal Investiga- 
dons Division occurred with the 
establishment of the Sexual As- 
sault Unit which began in July of 
1984. Headed by a Lieutenant 
and staffed with eleven officers, 
this unit works to prevent, edu- 
cate and intervene in, as well as 
solve sexual assault crimes. 



"Though some will find this 
hard to understand, the newly 
established Bureau of Profes- 
sional Standards is the Bu- 
reau which will, over time, 
restore integrity, bring back 
discipline, and ultimately 
raise morale." 

Commissioner Roache established the Bu- 
reau of Professional Standards with a 
strong conviction that members of the Bos- 
ton Police Department have a responsibil- 
ity to police themselves and to conduct 
themselves in a professional manner, which 
is above reproach. Rather than relying 
solely on the tools of investigafion, the 
Bureau has worked to promulgate rules and 
regulations which clarify the standards of 
conduct for Department personnel . 

The Bureau of Professional Standards con- 
sists of three divisions: Internal Affairs, 
Staff Inspection, and Anti-Corruption. The 
Internal Affairs Division is responsible for 
the departmental disciplinary process, 
including investigation of complaints of 
police misconduct and recommends disci- 
plinary action for rules violation. In the last 
two years, the Internal Affairs Unit has 
focused its attention on reducing com- 
plaints from the public and raising the De- 
partment's standard of service to the 

The Staff Inspection Division is responsi- 
ble for the evaluation of performance, the 
relevance and adequacy of Rules and Regu- 
lations and the development of recommen- 
dations for change. This Division performs 
periodic inspections of units and areas to 
assess the level of performance, staffing 
and needs. 

The Anti-Corruption Division investigates 
and prosecutes corruption in the Depart- 
ment. The Anti-Corruption Unit has been 
and will continue to be, responsible for 
aggressively pursuing those employees 
suspected of violating the laws, as well as 
the values and ethics of the Boston Police. 



"The Boston Police Depart- 
ment has come to understand 
that as a multi-million dollar 
agency, the effectiveness of its 
bureaucracy has a major 
impact on the cop on the 

Photograph. Ilene Perlman 
Reprinted from BOSTON 
MAGAZINE, June 1987 

The Bureau of Administrative Services has 
been restructured to provide the necessary 
managerial and logistical support to the 
service Bureaus. One major benefit of this 
reorganization has been to coordinate and 
elevate the non-enforcement functions such 
as recruiting, hiring, training and manage- 
ment services within the department. At 

the present time. Administrative Services 
incorporates five divisions: Administra- 
tive, Fiscal, Personnel, Maintenance and 
Planning and Research. 
During the past twelve months, the Bureau 
of Administrative Services has focused its 
efforts on the implementation of four major 

An Enhanced 9-1-1 System and 
a new, computer-aided dispatch 
(CAD) will allow the Depart- 
ment to phase out its ten-year- 
old system with a state of the art 
operation. This new system will 
support an improved deploy- 
ment plan, record-keeping and 
communication programs. 

An upgrade of Operations Divi- 
sion Personnel has been made 
alongside of the investments in 
9-1-1 equipment to improve the 
city's emergency response sys- 
tem. This included job classifi- 
cation and initiation of formal 
orientation and training. 

• Fleet Management, has under- 
gone major improvements 
through the institution of both a 
regular fleet replacement sched- 
ule and a preventive mainte- 
nance program which will 
permit work to be done prior to 
problems developing. This pro- 
gram will result in the replace- 
ment of one-third of the marked 
fleet each year. 

• Use of Mobile Data Terminals 
(MDTs) will test the ability of 
new technology to assist the 
officer on patrol. MDTs will 
enable thirty officers on patrol to 
communicate instantaneously 
with computer systems contain- 
ing records such as stolen vehi- 
cle information and outstanding 

• The Hackney Carriage Unit has 
implemented an ambitious plan 
to improve taxi regulation such 
as instituting a dress code for the 
drivers and conducting more 
frequent inspections. New train- 
ing programs for drivers, both 
new and experienced, have been 
implemented . The Unit has also 
improved the process of grant- 
ing a cab license. To better re- 
spond to concerns and 
complaints from customers, the 
Department instituted a TAXI 
hotline (536-TAXI). 


Uniform Crime Report 


































Total 1985 

Total 1986 










Agg. Assault 









Auto Theft 






The Uniform Crime Report (UCR) is a report on Part I crimes for the 
United States compiled by the FBI. This chart represents Part I crime 
statistics for the City of Boston for 1985 and 1986. 

Service Units Dispatched by Month, 1985 

















Jan Feb Mar April May June July Aug Sept Oct Nov Dec 



In 1985, The Boston Police Department Awards Board selected the following personnel as being worthy 
recipients of the Medals and Awards designated: 

Top Recipient: Detective Thomas J. Gleason, 
Area C, was selected to receive the following: 

The Schroeder Brothers Memorial Medal 

The Department Medal of Honor 

The Boston Police Relief Association Memorial Award 

The Thomas F. Sullivan Award 
The Boston Bank Award 

Detective Bruce A. Holloway, Bureau of Neighborhood Services, was selected to receive the following: 

The Walter Scott Medal The Thomas F. Sullivan Award 

The Department Medal of Honor 

The Boston Police Relief Association Memorial Award 

The Boston Bank Award 

The Department Medal of Honor, the Boston Police Relief Association Memorial Award, the Thomas F. 
Sullivan Award and the Boston Bank Award were received by the following: 

Officer Harold E. Quinn, Area D 

Officer Randolph G. Lamattina, Explosive Ordinance Unit 

Detective Joseph C. Britt, Burglary Task Force 

Officer Christopher A. Hartgrove, Burglary Task Force 

Officer Richard E. Clancy, Area D 

Officer Paul T. Sanders, Area D 

Officer William P. Dunn, Team Police 

Officer Kevin A. Woodside, Team Police 
Officer Joseph P. Lally, Area B 
Officer Roudolphe P. Szedga, Area B 
Officer Laurence G. Fahey, Area D 
Officer Paul G. Mahoney, Area D 
Officer John J. Megnia, Area B 

The William J. Taylor Meritorious Service Award and The Boston Bank Award were received by 
the following: 

Lieutenant Gerald V. Douchette, Warrant Unit 
Officer James P. O'Shea, Warrant Unit 

The Commissioner's Unit Citation award was recieved by: 

The Staff of the Boston Police Academy 

Commissioner's Special Citations were received by the following: 

Sergeant Detective William Johnston, Community Disorders Unit 

Sergeant Stanley T. Philbin, Area B 
Officer Eduardo Dominquez, Jr. , Area D 
Officer Ruben M. Tully, Area D 
Detective Donald E. Brown, Area B 
Detective Ellis E. Thornton, Area B 
Detective Edward F Doyle, Area B 
Officer James M. Cook, Area D 
Officer William B. Evans, Area D 
Officer Carl E. Elledge, Area D 
Officer Suzanne E. James, Area B 

Officer Raymond R. Mosher, Area B 

Officer William Lopez, Area B 

Officer Joseph P. Duca, Operations 

Officer Deborah C. Auzenne, Area E 

Detective Charles M. Carroll, Area A 

Detective Eugene J. Murphy, Area A 

Officer Carol A. O 'Neil, Area A 

Police Cadet Michael J . Linskey, Operations 

Thomas F Sullivan, Building Maintenance Section 



In 1986, The Boston Police Department Awards Board selected the following Department personnel as being 
worthy recipients of the Medals and Awards designated: 

Top recipient: Officer Terrace L. Avery, Drug Control Unit was selected to re- 
ceive the following: 

The Schroeder Brothers Memorial Medal 
The Department Medal of Honor 
The Boston Police Relief Association Memorial Award 
The Thomas F. Sullivan Award 
The Boston Bank Award 

The Walter Scott Medal, the Department Medal of Honor, the Boston Police Relief Association Memorial 
Award, the Thomas F. Sullivan Award and the Boston Bank Award were received by the following: 

Detective Robert B. Kenny Jr. , Area E 
Detective Peter N. Doherty, Area E 

The Department Medal of Honor, the Boston Police Relief Association Memorial Award, the Thomas F. 
Sullivan Award and the Boston Bank Award were received by the following: 

Officer Richard J. Kelley, Area E Detective James M. Fong, Area D 

Sergeant John H. Kefeyan, Area D Detective M. Lambert, Area D 

Officer Richard E. McCarthy, Area D Detective Brian P. O 'Rourke, Area D 

Officer Stephen E Blair, Area D Officer Robert M. Tally, Drug Control Unit 

Officer Francis K. Matthews, Team Police Officer John J. Lyden, Area B 

Officer John A. Klokman , Area A Officer Terrace Avery, Drug Control Unit 

Officer Daniel J. Downey, Special Operations-Canine Unit Officer Robert Flynn, Drug Control Unit 

The Mayor's Medal of Excellence, the Boston Police Relief Association Memorial Award, the Thomas F. 
Sullivan Award, the Boston Bank Award were received by: 

Officer William F. Carroll, Area D 

The William J. Taylor Meritorious Service Award and the Boston Bank Award were received by 
the following: 

Officer William P. Dunn, Team Police 
Officer Richard F. Harrington, Team Police 

Cominissioner's Special Citations were received by the following: 

Detective Walter F Robinson ,AreaE Officer Leo J. Ronan , AreaB 

Detective James J. Solari, Area E Officer Martin J. Brooks, Area B 

Officer Francis P. Walsh , Area C Officer Kim Gaddy, Area B 

Sergeant Walter L. Canney, Area A Officer Dino Gonzalez, Area B 

Detective Joseph F. Fiandaca, Area A Detective Richard W. Walsh, Homicide Unit 

Detective Joseph C. Mugnano, Area A Detective Paul J. Murphy, Homicide Unit 

Officer Joseph C. Joyce, Area A Officer Paul G. Mahoney, Area D 

Detective Larry C. Hobson, Drug Control Unit Officer Stephen P. McGrath, Area A 

Detective Joseph H. Lundbohm, Area C Officer Gerard P. McHale, Area A (Received two citations) 

Officer Jack D. Marotta, Area B Civilian Mary Ellen McHale 


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