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We dedicate ourselves to work in partnership with the 

community to fight crime, reduce fear and improve the 

quality of life in our neighborhoods. 



Boston Police Department at a glance 

Organ i/xd 

Sworn Officers 

Recruit Officers 

Total Officers 

Civilian Personnel 


Rank Structure 

Median Age 

Mean Years of Service 


Marked Patrol Vehicles 

Unmarked Sedans 






Bomb Disposal Vehicles 

Total Police Calls for Service 






166 Million (FY96) 

Police Commissioner 


Deputy Superintendent 

Captain/Captain Detective 

Lieutenant/Lieutenant Detective 

Sergeant/Sergeant Detective 

Police Officer/Detective 

Recruit Officer 

Student Officer 













Boston at a glance 



City Budget 

City Funded Employees 



Police Officer/Population Ratio 

Population Density 

Registered Voters 

Population by race 

Median Age 

Mean Household Income 

Unemployment Rate 

Avg. Single Family Home 

Property Tax Rate per Thousand 

Public School System 

Colleges and Universities 


Congressional Representatives 


Mayor and 13-member City Council 

1.4 billion (FY 96) 


48.2 square miles 


1 per 260 residents 

11,914 per square mile 


White: 59% 

Black: 23.8% 

Hispanic Origin: 10.8% 

Asian: 5.2% 

Other: 1.2% 





$1378 (residential) 

$42.59 (commercial) 

60,646 students 



Senator Edward M. Kennedy 

Senator John F. Kerry 

Representative J. Joseph Moakley 

Representative Joseph R Kennedy, II 

♦excluding School & Hospital Ucpartments 

Boston Police 1996 Annua 


l^bls of Centente 

Organizational Chart 2 

News Clips 3 

Message from the Mayor 4 

Message from the Commissioner 5 

Office of the Police Commissioner 6 

Bureau of Investigative Services 8 

Department Initiatives: Operation Squeeze 12 

Department Initiatives: Graffiti 13 

Bureau of Administrative Seirvices 14 

Department Initiatives: Crime Analysis Meetings . . .19 
Bureau of Internal Investigations 20 

Department Initiatives: BU & Neighborhood Policing . . .21 
Bureau of Field Services 28 

Department Initiatives: Operation Night light 33 

Department Initiatives: Operation Cease Fire and 

Boston Gun Project 34 

Operations Division 36 

Special Police Division 37 

Special Operations Division 38 

Department Initiatives: Ybuth & Student Athlete Program . 4 2 

Department Initiatives: Youth Service Providers Netivork . . 43 

District A-1 44 

District A-7 45 

District B-2 Ad 

District B-3 47 

District C-6 48 

District C-11 49 

District D-4 50 

District D-14 51 

District E-5 52 

District E-13 53 

District E-18 54 

Part One Statistics 55 

Awards 56 

Retirees 60 

In Memoriam 61 

Department Directory 62 

Produced By: 

The Office of the Police Comm, 
William J. Good, III 
Lt. Del. Laurence J. Robicheau 
P.O. Brendan D. Flynn, 
Project Manager 

Editorial Staff: 

P.O. Brendan D. Flynn 
William J. Good, III 
Stephanie McLaughlin 
Robert G. Neville 
Blake L. Norton 
Dominic P. Abbatangelo 

Cover Design: 

Robert G. Neville 

Project Editor: 

Graphic Arts, Layout, 
Computer Graphics 

Gregory Mahoney 

Assistant Project Editors: 

Louis D. Bevaqtii 
Marc D. Vaillancourt 


Gregory Mahoney 
Cadet John E. McNulty 

Statistical Data: 

Luis Garcia 
Seth Maloff 

Special Thanlts To: 

Superintendent Joseph C. Carter 

Deputy Superintendent 

William M. Casey 

Sergeant Detective 

Maureen E. Parolin 

Sergeant Detective Margot H. Hill 

Police Officer Chris D. Rogers 

Rotuild P Mason 

Edward P. Callahan 

Stacey Larkin 

Alva Ware-Bevaqui 

Joyce Papa-Amoroso 

Boston Redevelopment 


City of Boston Printing Division 

Mayor's Press Photographer 

and all those who helped to bring this 
publication to completion 


Officer Chris Rogers plays a game of 
basketball with Sean Flynn, Philip Bell, 
Hurl Booth, Francisco DePina,and 
Vilgrain Richetnond 



P o 

I c e 

1996 Annual Report Jf 

Boston Police Department 


n Review 


Ftaoij Internal 
^ Oivtsion ' 









s Support 









Training & 

r Bureau of 

Bureau of 



Office of the 

1 Night 
Cofnnftand ' 

t Support i 

[ Services | 

Division ! 

Team 1 







I EmAuiiuUj 



; District i 

1 *■' i 

1 1 

1 District i 
i B-2 I 

L. 1 

District ; 



I District 
I Attorney's 
' Office 

^ Homicide 






J Sexual 
' Assault 

u Domestic 



- Aison 
. S<iuad 







Boston Police 1996 Annual ReportJ 

*I]i Boston, Nothing Is Something' 

The New York Times 

'Boston's Falling Murder Rate' 

The Boston Globe 

'PoUce BuUding A-1 Bond With District' 

The Boston Tab 

"A Grant To Enforce The Laws Of Nature' 

The Boston Globe 

'Boston Homicide Rate Hits A Low' 

The Boston Globe 

'In Full Force" 


'Murders Sink To 30-Year Low' 

the Boston Herald 


'Evans Wias Fans - V^thout Fanfare' 

The Boston Herald 

'Children, Parents Are J.P. Captain's Top Priority 

Ihe Boston Herald 

[b oston Police 1996 Annual Report -J 

_ J 

Mayor Thomas M. Menii/o 

Message from the 


Dear Fellow Bostonians: 

As residents of Boston, we all have many reasons to be proud. Certainly one of our greatest 
strengths is our commitment to public safety. 

As this report details, 1996 was a banner year for the Boston Police Department. Boston record- 
ed its lowest levels of violent crime in more than 25 years - with the homicide rate reaching its low- 
est point in 30 years. We should be especially proud of our efforts to reduce juvenile crime. After 
all, Attorney General Janet Reno and President Clinton have singled out Boston as a national model 
for a community-based approach to youth violence prevention. 

These achievements are a testament to the hard work and dedication of Commissioner Paul Evans 
and the men and women of the Boston Police Department. But they alone cannot prevent crime. 
Our progress is the result of tremendous partnerships with business people, community groups, 
and local crime watches. Together, we are taking back our neighborhoods - one house, one street, 
one block at a time. 

In order to sustain and expand the momentum behind our Neighborhood Policing Program, the 
Boston Police Department completed its Strategic Planning Initiative last year. This process brought 
the people of Boston together like never before to identify our greatest public safety challenges - 
and to develop solutions that will create a safer city in the years ahead. With the opening of a new 
state-of-the-art Police Headquarters in Roxbury this fall, we will be extremely well-equipped to 
implement our plans city-wide and continue our track record of success. 

As Mayor, I will continue to do all that I can support Commissioner Evans, the Boston Police 
Department, and all of you in our efforts to make Boston the safest city in America. 


Thomas M. Menino 

Photograph courtesy of Molly Lynch ofWCVB TV Channel 5 

Boston Police 1996 Annual Report 

Message from the 

Police Goiaam^skm^r 

(Commissioner Paul F. Evans 

In my messages in the prior Annual Reports since I was appointed Police Commissioner in 1994, 
I stressed initiatives which were being undertaken to implement Neighborhood Policing in Boston 
and the changes which were taking place within the Department and in its relationships with the 
community we serve. This year, I am pleased to report that our efforts have begun to bear fruit. 

In February of 1996, we completed the Strategic Planning Initiative. 16 teams produced reports 
that served as the blueprints for problem solving and partnerships with the police, residents and 
other stakeholders agreeing on the problems facing each neighborhood and accepting a role in 
addressing them. The results have been significant. In 1996, Boston had its lowest overall number 
of Part One crimes in 30 years. There were 7,566 fewer victims of these seven major crimes than in 
the previous year. 

Equally important, and also a result of the collaborative efforts which form the core of 
Neighborhood Policing was the City's success in dealing with the problem of youth violence, partic- 
ularly involving handguns. We worked with community organizations and agencies such as the 
Police Activities League, the Boys and Girls Clubs and the YMCA to provide alternative activities for 
our young people; we partnered with businesses such as John Hancock Financial Services to pro- 
vide job training and mentoring programs for older youths and with the Bureau of Alcohol Tobacco 
and Firearms to disrupt the flow of illegal handguns on our streets, thus affecting both supply and 
demand; and when enforcement was necessary, we worked with other police agencies through the 
Youth Violence Strike Force and with prosecutors from local, state and Federal levels to ensure that 
apprehension and punishment for criminals was both swift and certain. 

A great deal of attention was paid to the City's success this past year. As Commissioner I am 
pleased and proud of the recognition which has come to the men and women of the Boston Police 
Department: Recognition which we share gladly with the individuals, businesses and institutions 
who have worked so hard to make Neighborhood Policing a reality in Boston; with Mayor Thomas 
M. Menino who has provided the Department with the resources necessary to implement our plans 
including the support of the other City departments to help us in dealing with quality of life issues 
outside the normal responsibilities of the Police Department; and with our partners in law enforce- 
ment at the local, state and Federal levels who have gone beyond traditional competition and "turf" 
issues to focus on results and have shared success with us. 

What happened in Boston in 1996 was not success but progress. We had significant accomplish- 
ments but we have a long way to go. We did not find a single strategy or a "silver bullet" to solve 
our problems. We did demonstrate that when a community brings to bear all of its resources in a 
comprehensive approach to a problem there can be positive outcomes which can serve as the basis 
for even more effective partnerships in the future. This report will share some of our strategies and 
successes. I invite you to review it and I welcome you to become a participant in our Neighborhood 
Policing Initiatives as we move forward, building on this year's efforts. 

Sincerely Yours 

Office of the 

Police C&taa^s&i&nmr- 

The officers and civilian personnel 
that comprise the Office of the 
Police Commissioner (OPC) ensure not 
only that the Police Commissioner has 
adequate support in a variety of areas, 
including legal, strategic planning, 
research, media, and resource issues, but 
also that the Commissioner's decisions 
and planning are efficiently implement- 

In 1996, the OPC's pri- 
mary focus ^vas to put 
into effect the Strategic 
Plan for Neighborhood 
Policing: a plan created 
to improve the quality of 
life for all Boston citizens 
by reducing citizens' fear 
of crime. This blueprint 
for Neighborhood 
Policing, unveiled in the 
summer, was an initiative 
of the OPC and the result 
of a collaboration 
between sixteen Strategic 
Planning teams made up 
of police officers, church 
leaders, business people, 
and concerned citizens from Boston's 
diverse neighborhoods. 

All the offices of the OPC, which 
includes the Chief of Staff and the offices 
under his control, the Office of the Legal 
Advisor, the Office of Administrative 
Hearings, Department Chaplains and the 
Office of the Night Superintendent, work 
diligently on making the Strategic Plan a 

The Chief of Staff manages and coordi- 
nates the activities of the Police 
Commissioner's staff and assists the 

the OPC's 

primary focus was 

to put into effect the 

Strategic Plan for 


Policing, apian 

created to improve 

the quality of life 

for all..." 

C:bief of Stnjf William J. Good, III 

Commissioner in revie"wing, evaluating, 
and implementing orders and decisions. 
Offices under the Chief of Staff's control 
are the OfFice of Strategic Planning and 
Resource Development, the Office of 
Research and Analysis, the Office of 
Informational Services, and the Office of 
Labor Relations. 

The Office of Strategic Planning and 
Resource Development examines and 

develops new initiatives and 
strategies, assists the 
Commissioner in communi- 
cating policy to the commu- 
nity, identifying and acquir- 
ing external funds, and act- 
ing as a liaison between the 
OPC and its counterparts in 
other local, state, and feder- 
al law enforcement organi- 
zations. In 1996, the office 
created the $1.4 miillion 
Strategic Planning 
Implementation Grant 
Program as part of the 
Strategic Plan for 
Neighborhood Policing. 
This program supports 
community organizations 
working with the Department in its 
neighborhood policing efforts. Also, as a 
result of the office's eflforts, the OPC 
received more than $500,000 in state 
and federal funds to support a compre- 
hensive strategy in partnership ^vith com- 
munity organizations designed to reduce 
and prevent domestic violence. 

The Office of Research and Analysis 
conducts quantitative and qualitative 
research and analysis, such as evalua- 
tions and surveys, for the Department 
and also maintains and updates all offi- 

Boston Police 1996 Annual Rep o r t ^ 

Siipci -ill ten dent 

Robei-t P. Faherty 

Chief, Night Command 

Superin tenden t 
Joseph C. Carter 

Administrative Henrinns Officer 

Deputy Superintendent 
Florastine Creed 
Labor Relations 


Lieutenant Dctectii^e 

Laurence J. Robicheau 

Special Assistant to the Commissioner 

James 1. Jordati 
Director, Strategic Planning 


LaDoniia Unttoii 
Legal Advisor 

cial police publications. In 1996, the 
office was praised for its work on the 
1995 Boston Public Safety Survey, called 
"the most comprehensive citizens survey 
on public safety ever conducted in the 
city" by the Boston Globe. Results from 
this survey were used to develop the 
Neighborhood Policing concepts out- 
lined in the Strategic Plan. 

By representing the Police 
Commissioner and the Department to 
the media, the Office of Informational 
Services keeps the public informed about 
important public safety issues and 
Department initiatives. Always concerned 
w^ith making the Department accessible 
to citizens, this year the office televised 
48 one hour call-in talk-shows on 
Boston's Cable Netw^ork, the most popu- 
lar show on the channel. 

The Office of Labor Relations repre- 
sents the Commissioner at employee col- 
lective bargaining negotiations, confer- 
ences and grievance discussions, as well 
helping develop policies in labor rela- 
tions and negotiations. This year, the 
office once again kept command staff 
w^hich includes bureau chiefs, superin- 
tendents, deputies, captains, as w^ell as 

the Police Commissioner informed about 
all grievance and arbitration matters 
w^hich directly impact the OPC's ability to 
execute the Strategic Plan. 

The Office of the Legal Advisor, w^hich 
is integral to the OPC's efficient opera- 
tions provides legal service to the 
Department by formulating legal opin- 
ions on policy matters, giving legal 
advice to members of the Department, 
and representing the Department in 
selected civil litigation. The Office of 
Administrative Hearings manages the 
departmental disciplinary hearings and 
rules on pre- and post-hearing motions. 
The OPC's Office of the Night 
Superintendent oversees and supervises 
police services during the evening and 
night tours of duty. 

By working in unison, all of these 
offices make carrying out the 
Commissioner's decisions and the 
Strategic Plan for Neighborhood Policing 
possible. In 1997, the OPC will continue 
its efforts in encouraging greater citizen 
involvement through Neighborhood 
Policing by providing continued support 
to the Police Commissioner. 

Boston Police 1996 Annual Report 

Bureau of 

Superintendent John P. Boyle, Bureau Chief 


The Bureau of Investigative Services 
used the Department's Strategic 
Planning Initiative to develop goals 
which identified the ways in ■which the 
Bureau could support the Neighborhood 
Policing efforts of the eleven Police 
Districts. The following are examples of 
initiatives to enhance the investigative 
support for crime reduction efforts; 
Identification and targeting of repeat 
domestic violence offend- 
ers; Addressing specific 
targets designated as 
problems by District 
Captains, including bring- 
ing in external partners, 
w^here necessary; Planning 
for tw^o-day detective 
supervisor's retreat to, 
clarify expectations/roles, 
outline ne"w procedures 
for exchange of informa- 
tion, dialogue on improv- 
ing detective supervision: 
brainstorm on "best detec- 
tives-best practices" 

In addition to develop- 
ing new goals, the Bureau took steps to 
improve its procedures and practices, 
including completely revising In-Service 
training for Detectives, and equipping 
each of the new^ly trained officers crime 
scene kits. Data bases on gang activities 
have been shared in partnership -with 
other police agencies, expanding their 
information and their value exponential- 
ly. A DNA lab has been added to tfie 
Bureau's technical resources and Federal 
funds have been received for a new, 
expanded Crime Lab. 

"The objective is 
to... create an 
where criminals 
know that their 
arrest is likely" 

The Bureau of Investigative Services 
also took full advantage of the 
Partnerships aspect of Neighborhood 
Policing, working with Federal, state and 
local agencies on a variety of task forces 
and joint investigations. 

The Bureau of Investigative Services is 
made up of a number of technical and 
investigative units all of w^hich operate to 
support the Departments 
Neighborhood Policing mis- 
sion. Highlights of the 
1996 accomplishments of 
just a few of those units are 
provided below^. 



Since 1995, all prisoners 
arrested in the City of 
Boston have been booked 
through the Integrated 
Identification Imaging sys- 
tem. Through the imaging 
system, the Boston Police 
Identification Unit w^as the 
first in the country to elec- 
tronically send fingerprints to the FBI In 
October, 1996, the Identification Unit 
officers started classifying fingerprints 
and performing verifications on finger- 
prints obtained from all arrests by the 
MBTA Police. The Identification Unit 
processed over 28,000 prisoner bookings 
for the year 1996. 


In 1996, the Ballistics Unit received a 
total number of 1,300 cases w^ith evi- 
dence from shootings, ^vhether bullets, 
shell casings or guns, including 1,141 


Boston Police 1996 Annual Repo, 

Captain Detective David I. Wahh 
Assistant Bitreatt Chief 


seized weapons. 1,131 of these cases 
were entered in IBIS [Integrated 
Ballistics Imaging System] resulting in 
33 matches. The unit has w^orked hard 
to build our database to include all 
shooting incidents since January, 1995, 
all homicides since January, 1994, and 
mini databases for cold cases as far back 
as 1991. 

The Ballistics Unit w^orks closely with 
the Bureau of Alcohol, Tobacco and 
Firearms to impact gun trafficking 
through the firearms tracing program. 
All weapons coming into the possession 

of Boston Police Department are traced 
back to the original point of sale. This 
information has been used successfully 
in several gun trafficking cases. 


The City of Boston experienced a near 
record low sixty-one homicides in 1996. 
Included in this number w^ere tw^o 
assaults from previous years which 
resulted in death during 1996. The 
Homicide unit professionally and aggres- 
sively investigated each of these homi- 
cides solving thirty-nine w^ith the expec- 

Jhe Integrated Ballistics Identification System (IBIS). 

^^Boston Police 1996 Annual Report ^ 

tation of indictments in additional cases. 
The Homicide Unit was assisted by the 
cooperation of Districts, Divisions and 
Units which have supported its investiga- 
tive efforts, with particular recognition to 
the Youth Violence Strike Force and the 
Technical Services Division. 



"Quality of Life" issues are a key com- 
ponent of Neighborhood Policing in 
Boston. This unit placed an emphasis 
on responding to complaints concerning 
licensed premises from District Captains, 
neighborhood associations, universities, 

Ihe gathering of evidence by a Homicide Unit Sergeant Detective. 
The gathering of evidence by a Homicide Unit Sergeant Detective 


Boston Police 

19 9 6 

Annual Reportj| 

and Mayor's Office of Neighborhood 
Services, and the Hcensing division. 
They proposed new^ procedures to 
resolve a regulatory problem which 
enabled licensed premises to increase 
their patron capacity w^ithout neighbor- 
hood input. The unit also did outreach 
training for District Supervisors to 
expand the frequency and effectiveness 
of licensed premise inspections. 


A new state Sexual Offender Registry 
was created in 1996. In response, the 
Bureau established a Sexual Offender 
Registry Section within the Sexual Assault 
Unit. A new computer program was 
developed -with the capability to store 
and analyze data on offenders and pro- 
vide the public reports required under 
the law. 


The unit has established a solid work- 
ing relationship with dozens of external 
groups and agencies concerned w^ith 
every facet of Domestic Violence. In 
1996, the PANEC program . Through the 
RANEC program, victims at risk of abuse 
from former partners w^ere provided 'with 
cellular phones with 9-1-1 capabilities, 
for use in emergencies. The unit partici- 
pates in round table discussions and 
training sessions, as well as maintaining 
informative statistics for domestic vio- 
lence, broken down by various criteria. 


In 1996, there was a 50% increase over 
the 1995 figures in the number of search 
w^arrants executed -within the city for 
drug violations, a 29% increase in arrests 
for cocaine trafficking, an esti- 
mated 60 evictions from drug 
houses as a result of search 
warrant executions, and 31 
firearms seized. 

The new Crime Kit. 

1^ Boston Police 1996 Annual Report jfjf 



It was a long held impression that the crime of prostitution and its relat- 
ed criminal activity was a problem only in the core of American cities. 

Based on a city-u>ide survey of Boston's neighborhoods by the Office of 
Research & Analysis, prostitution surprisingly was high on the list in many 
neighborhoods as a quality of life issue that drove the "fear of crime. " 

Operation Squeeze was designed to alleviate this issue. Teams of Boston 
Police Officers, male and female, assumed the roles of "streetwalkers" and 
"Johns" in the impacted areas. Once the "streetwalker" was approached 
and solicited, back up officers in the team, upon signal, moved in and 
made the arrest. During the past year, over 800 arrests were made in sever- 
al of Boston's neighborhoods. In a new tujist introduced last year identities 
of those arrested were released to the press. While the major news outlets 
were reluctant to publish the names and home cities/towns of the "Johns" 
and prostitutes, the smaller local newspapers and one of Boston's major 
radio stations did cooperate. This approach became much more of a deter- 
rent when Boston 's Cable television cameras were introduced into the 
courtroom on the day of arraignment. 

The courts responded with suitable and unique punishments ranging 
from fines, court costs, mandatory AIDS education, and hours of communi- 
ty services including su^eeping and cleaning the very streets that the offend- 
ers frequented. 



Before the 1980s, graffiti could best be observed in the prehistoric 
exhibit of Boston's Museum of Fine Arts, the product of cave dwellers or 
on a tree here and there expressing the amorous feelings of one for 

Into the 1990s, the emergence of wall writings in the City began to 
show in all of the neighborhoods and business districts. The markings by 
themselves had no real meaning in the beginning. The perpetrators were 
individuals without an identity using the behavior as a means of 
expressing power and rebellion. Others use the markings to express 
racism, hatred and obscenities and perhaps the most feared of all, the 
"taggings" identifying members in a gang. It is that latter term that dri- 
ves the issue to the forefront: the fear of crime. 

Realizing the impacts that the continued practice would have on the 
City was instrumental in passing legislation regulating the sale of the 
products used to produce the markings. Realizing that to ignore the pro- 
liferation of graffiti would be a signal that it was somewhat an accept- 
able practice, the department attacked the problem immediately. 
Detectives in the Districts responded to the sites, photographed the mark- 
ings, recorded as much evidence as possible and then removed the mark- 
ings as soon as possible. Thereafter, they consulted with police officers of 
the Massachusetts Bay Transportation Authority, a transit system that 
had a major problem with graffiti, who are considered experts in this 
crime. Working in partnership in Allston/Brighton, one particular neigh- 
borhood plagued by. graffiti, the officers garnered enough information to 
seek a warrant for the search of an apartment for evidence of the crime. 
The service of that warrant led to the arrest of a college student attend- 
ing one of America 's premier universities. He and others arrested in 
other neighborhoods, was brought before the courts where stiffi punish- 
ment, including removing his own graffiti, was ordered. 

The danger of the appearance of graffiti and the associated crime that 
it fosters is emphasized to neighborhood groups to increase their under- 
standing of the crime. 

|,B oston Police 1996 Annual Report jf^ 

Bureau of 

Administrative Services 

Siijin-itttcndnit Joseph V Sain, }r. Bureau C'Mief 

The primary function of the Bureau is 
to serve as a support system to the 
Department by providing technical, 
financial, training, communications and 
other logistical and administrative assis- 
tance to the Police Department as it con- 
tinues to achieve its goal of Community 
Policing. The Divisions within the 
Bureau of Administrative 
Services consist of: 
Central Supply, Facilities, 
Finance, Fleet, Hackney, 
Human Resources, 
Information Technology, 
Communications, Support 
Services, and Training and 
Education ^vith an overall 
staff of approximately 70 
sworn and 240 civilian 

installed in police cruisers. Another 
component of the systein allows the 
"stacking" of calls for service to individ- 
ual police service units, allowing officers 
to remain in their assigned sectors, an 
integral part of the Same Cop, Same 
Neighborhood aspect of Neighborhood 

During calendar year 
1996, the Bureau of 
Administrative Services, in 
conjunction with the Unit 
managers, made signifi- 
cant improvements within 
the Bureau which ulti- 
mately contributed to the 
overall efficiency of the 
Department, while main- 
taining the necessary level 
of support. 


The Information Technology Group 
completed Phase II of the Computer- 
Aided Dispatch (C.A.D.) project. The 
completion of this project allows the 
Operations Center to dispatch data from 
the C.A.D. system to the police officers in 
the field through Mobile Data Terminals, 

"...a foundation 

has been 


whereby police 

and youth 

interact with one 

another... to 

bridge the gap 

between juvenile 

offenders and 

police officers. " 


The Taxi Inspection 
Program for Safety (TIPS), 
w^hich was initiated in 
September 1996, is 
designed to promote safety 
and reduce fear among 
licensed cab drivers by 
allowing police officers to 
periodically stop cabs and 
check the safety of the dri- 
ver. All taxicabs participat- 
ing in the program have 
decals affixed to each rear 
side window and in the 
interior passenger compart- 
ment, w^hich informs pas- 
sengers riding in the taxi- 
cabs about the program. 
The program 'was created in 

TIPS - Officer checks on Taxi Operator 


Boston Police 1996 Annual 

R e p o r t|| 

Ron Mason 
Assistant Bureau Chief 

Deputy Superintendent 

Paul F. Bankowski 
Training & Education 

Deputy Superintendent 

William M. Casey, Jr. 

Information Systems Group 

partnership with the Boston taxi indus- 

Thus far the program appears to be 
very successful due to the decrease in 
the number of serious incidents involv- 
ing Boston taxicabs from the same time 
the previous year. Although it may be 
too early to attribute the lower crime sta- 
tistics to the TIPS program, feedback 
from the industry indicates that pro- 
grams such as this do help to fight fear. 


Although the Facilities Division is 
responsible for the maintenance and 
management of 25 Police buildings, the 
major on-going effort is preparation for 
the opening of the ne-w Boston Police 
Headquarters scheduled for the fall of 

1997. The Ne^v Headquarters, located 
just a few miles from the current 
Headquarters at 1199 Tremont Street, 
Roxbury, will be a modern state-of-the art 
facility that w^ill continue to serve the 
needs of the Boston Police Department 
w^ell into the ne^v^ millennium. The 
building will house all of the Units/ 
Divisions/Bureaus that are located at the 
current Berkeley Street Police 
Headquarters, as well as several other 
units. The building will have a new 
Crime Lab equipped with the latest in 
DNA technology to assist with the resolu- 
tion of certain crimes, a modern commu- 
nications/dispatch center, and a user- 
friendly public service counter to assist 
all visitors. 

The entire process, from the initial 
planing stages to opening day, has incor- 

An artist's rendition of the new Boston Police Headquarters building scheduled to open in October 1997. 

|Boston Police 1996 Annual Report XS 

porated the theme of Neighborhood 
Pt)licing by involving neighborhood 
groups, academic neighbors, such as 
Northeastern University and Roxbury 
Community College, and other commu- 
nity stakeholders. 


The Finance Division has made 
notable changes and improvements in 
order to manage the Department's signif- 
icant fiscal growth in recent years and 
still meet the daily demands. One 
notable improvement has been the adap- 
tation of technology to replace outdated 
reporting methods with real-time report- 
ing generated by various software pack- 
ages. Overtime, grant, and operating 
budget reports are produced on a regu- 
lar basis to notify the cost center/ project 
managers and senior management of 

their financial status. Additionally, the 
Finance Division has organized and auto- 
mated all contracts and has designed a 
utility report which tracks utility usage at 
all 25 Police facilities. 

The Police Department budget has 
increased significantly in both the oper- 
ating and external funds to meet the 
needs of an expanding and changing 
police mission. That significant growth 
is documented in the following chart: 

Fiscal Year Operating Budget External Funds 

94 $ 128,310,000 $1,628,419 

97 $ 166,980,400 $9,292,052 

% Increase 29.46% 570.62% 

The members of the Finance Division 
are continually striving to improve its 

Boston Police department state-of-the-art Mobile Corntnand Post. 


Boston Police 1996 Annua 

R e p o r t I 

operation to better serve the Department 
as a whole. The Strategic Planning 
Initiative plays a meaningful role in many 
of the decisions that are made within the 
Finance Unit. The Strategic Planning 
Goal for Finance,: To develop an enforce- 
able budget that ensures sufficient 
resources and personnel to Achieve the 
BPD mission is essential for the 
Department's success because it allow^s 
the command staff to move forward w^ith 
its mission of Neighborhood Policing. 


In addition to its responsibility for the 
Boston Police Academy's six month 
recruit training process and in-service 
training, the Training and Education 
Division has been involved in many new 
initiatives. During 1996, 253 Boston 

Police Department student officers and 
field training officers participated in the 
Facing History and Ourselves program. 
This nationally recognized program has 
trained students and educators at various 
levels in an examination of racism and 
prejudice over the past tw^enty years. 

Also in keeping 'with the Neighbor- 
hood Policing Initiative was the imple- 
mentation of the "Make Peace with 
Police" teaching program. The program 
is an interactive teaching program that 
unites student officers and juvenile 
offenders to "break down" the negative, 
stereotyped images the two groups tradi- 
tionally hold of each other. 

Along the same lines as the Make 
Peace with Police Program is the new^ 
course entitled "Juvenile Issues", intro- 

Pedestrian Safety training for children. 

I Boston Police 1996 Annual Report jf^ 

Cadets bead the Dorchester Day Parade. 

duced to 98 student officers in the 
Boston Police Academy in 1996. The 
course permitted student officers to 
attend weekly group sessions with juve- 
nile offenders at the Massachusetts 
Department of Youth Services' Judge 
Connelly facility. In addition, the 
Juvenile Issues course brought six incar- 
cerated youths to the Academy for an 
entire day of role-playing exercises. The 
role plays w^ere written by the youths 
and described some of their past nega- 
tive experiences with the police. 

As a result, a foundation has been 
developed w^hereby police and youth 
interact with one another and are able to 
develop relationship building techniques 

in order to bridge the gap between juve- 
nile offenders and police officers. Police 
are one of the key resources available to 
these young people. Several student 
officers have since encountered these 
former juvenile offenders after their 
release and the officers were gratified at 
how quickly these young folks 
approached them to begin an open dia- 

J[^ Boston Police 1996 Annual ReportJ 


Crime Anaiysis Meetings 

Crime Analysis Meetings are used as a forum to address Part One crimes 
and various quality of life issues, such as loud parties, youths congregat- 
ing, public drunkenness, vandalism, etc. It is the goal of these meetings to 
share the different crime prevention and control strategies used by the 
Districts and Special Units. Furthermore, these meetings foster the habit of 
thorough examination of crimes and possible trends that may develop. By 
sharing this information, it is found that other Districts may experience 
similar difficulties, and in turn may also institute similar strategies within 
their area of command. 

How is this information provided? Using a sophisticated incident and 
mapping database, the Department's Research and Analysis Office provides 
Part I information in various formats. These formats include line and bar 
graphs depicting the total number of crimes sorted by month, day, and 
time of day. Maps of each District are created to give a visual quality so 
personnel are able to determine the sector, neighborhood, and street where 
these crimes are occurring. By organizing the information in such a fash- 
ion, that numbers are no longer seen as abstract figures; they are given 
substance and placed into a working context. This information is given to 
the District Captains, and members of the Command Staff, which is not to 
say that the District personnel are restricted from this information. To the 
contrary, it is encouraged that the Captains review this information with 
members of their staffs which include all levels of personnel. 

Once this data is received by the Captain it is reviewed for any crime 
trends occurring in a particular sector or neighborhood. If a pattern is 
identified the specific incident reports are pulled to determine any rela- 
tionship in the crimes being examined. From this thorough examination 
the Captain and his/her staff may then begin to develop strategies that may 
resolve these problems. These "Best Practices" are then discussed during 
the Crime Analysis Meetings and shared throughout the Department. 

|Boston Police 1996 Annual Report jf_9 

Bureau of 

Superintendetit Anil Mnric Dobcrty, Bureau Chief 

By insuring that the highest standards 
of integrity and professionalism are 
maintained, the divisions of the Bureau 
of Internal Investigations (BII) promote 
the professionalism of the entire 

BII is made up of the Internal Affairs 
Division, Auditing and 
Review Division, Staff 
Inspection Division, and 
Division. BII personnel 
proactively utilize vari- 
ous investigative/ man- 
agement tools and 
expertise found -within 
its Units to assist other 
Bureaus within the 
Department. The 
Bureau provides a con- 
tinuum of investigative 
evaluation processes to 
accomplish the values of 
the Boston Police 


assist in completion of its caseload. IAD 
proudly reports that there is a decrease 
in the number of cases received from 
previous years. 


''...we do work 

with the 
individuals that 

we come in 

contact with to 

instill in them a 

feeling of 

confidence in 

the Boston Police 

Department. . . " 

The Auditing and Review Division con- 
tinued to evaluate depart- 
mental performance. The 
Division initiated depart- 
ment-wide audits and 
review of the following pro- 
cedures to ensure compli- 
ance with various 
Department Rules and 
Procedures including: 
Search Warrants, Parking 
Tickets, Confidential 
Informant records, MA'^ 
Pursuit Reports, Ballistic 
Unit evidence and records, 
Tow Lots, District Records, 
Property and Evidence 
Rooms. Auditing also 
developed a transfer proce- 
dure and assisted in reloca- 
tion of Drug Depository evi- 

Last year, the Internal Affairs Division 
(IAD) continued to manage all com- 
plaints received concerning personnel 
and the Department's operational proce- 
dures or policies. Through the use of 
the Early Intervention System, the 
Division has continued to enhance the 
quality of potentially troubled officer's 
personal and work life. IAD also super- 
vises the Recruit Investigation Unit in 
processing and testing individuals for the 
position of Police Officer. IAD has con- 
tinued to utilize a case tracking system to 


The Anti-Corruption Division (ACD) 
continued to monitor issues that involve 
the integrity of the Department and to 
investigate allegations of corruption and 
criminal abuse of authority. The ACD 
also provides training and guidance on 
the Department's Public Integrity Policy 
to both the police and general com- 


Boston Police 1996 Annual Repor 



In keeping with the spirit of Neighborhood Policing, much of the work of 
the Bureau involves working with other law enforcement agencies. 

The Bureau embraces the themes of planning and partnership, actively 
forming relationships with many other law enforcement agencies at the 
local, state, and federal levels. The Bureau's IAD unit also conducts class- 
es at the Citizen 's Police Academy. 

In a unique partnership, the Bureau participated in a joint application 
with the Boston Police unions to obtain funding for a stress reduction pro- 
gram for officers and their families; funding for this project is still being 
pursued. During the fall of 1996, staff from the Internal Affairs Division 
conducted classes on the Internal Affairs process. The instructions consist- 
ed of a breakdown of the different units that make up the Bureau of 
Internal Investigations and explanation of the process for complaints filed 
and the standards that are used to arrive at a recommendation relative to 
the complaint. 

Although the Anti-Corruption Division (ACD) does not have any day to 
day contact with specific neighborhood or community groups, It. Det. 
Dowd states "we do work with the individuals that we come in contact 
with to instill in them a feeling of confidence in the Boston Police 
Department through aggressive and thorough investigations into allega- 
tions of corruption. " The most important partnerships formed are those 
with various prosecuting agencies. The ACD continuously and successfully 
works with the Offices of the Suffolk County District Attorney, the 
Massachusetts Attorney General, and the United States Attorney during all 
stages of investigation and prosecution. Through the Division's work with 
the ATP, State Police, and others they have a greater scope of investigative 
tools and practices to enhance their job performance. 

The Boston Police Department utilizes the Anti-Corruption Division to 
facilitate open communication between all employees in order to work 
towards a corruption free work environment. This process is accomplished 
by meetings with District Commanders to discuss issues of concern, train- 
ing at the Police Academy during Professional Development and promo- 
tional training to emphasize direct communication between ACD individ- 
ual employees and supervisory staff. 

^B oston Police 1996 Annual Report 21 

IAD Complaints 1988 - 1996 



1988 1989 1990 1991 1992 1993 1994 1995 1996 

Complaints Against Boston Officers 
Other Complaints Received 

1996 shows a small decrease in total complaints received. Of those filed, 
27% were initiated by fellow officers or supervisors; in 1991, only 11% of all 
complaints were internally generated. 

Types of Alleged Violations 
By Boston Police Officers 







Boston Police Department Officers 


* These reflect miscellaneous categories of allegations. No one category 
amounts to 3% of the total 

Boston Police 1996 Annual Repor 

Percentage of BPD Officers by 

Number of Complaints Received 


'LAINTS 90,59" 





The number of officers with multiple complaints decreased significantly since 1992. 
Through an increase in supervisors, ongoing training and identification through 
the Early Intervention System, the Boston Police Department hopes to see this 
improvement continue. 

Types of Situations from which Complaints 

Against BPD Officers Arose 




Complaints against officers can arise firom many different situations. 
*The Domestic Violence percentage does not include those situations where a spouse 
initiates a restraining order, subsequently has it dismissed and does not participate 
in IAD investigation. Two other categories of situations reflected in earlier years are 
not noted. One is "Booking/Station" there was only 1 complaint (.41%) and the 
other is "Threshold Inquiry" as there were complaints recorded in this category. 

oston Police 1996 Annual Report 


Racial Analysis of 

All Boston Police Officers 





1 6.47% 

'i!' ■r:;H!| 



Boston Police 1996 Annual Repor 

Age Distribution of BPD Officers 
Against Wliom Complaints Are Filed 









■ Itll 


26-30 31-35 36-40 41-45 46-50 51-55 56-65 
21.42% 24,61'>o 22.63'o 13.20''o 7.93°o 3.97°o 4.75°o 

j^B oston Police 1996 Annual Report 2_5 

Dispositions of 1996 Complaints 
Against BPD Officers 



Upon completion of an investigation of a complaint against 
an officer, the I.A.D. investigator compiles a report and submits 
it with his/her recommendation to the I.A.D. Team Leader. After 
review, the reports are forwarded through the chain-of-command 
to the Chief of the Bureau of Internal Investigations (B.I.I.) . After 
the Chief of B.I.I, reviews and accepts the reports, the completed 
report with a recommended finding is forwarded to the Legal 
Advisor for the Boston Police Department; and ultimately to the 
Police Commissioner. 

Every allegation of misconduct is assigned one of the follow- 
ing findings by the Police Commissioner: 

SUSTAINED Sufficient evidence supports the com 

plainant 's allegations and the offending 
officer is subject to disciplinary action. 

NOT SUSTAINED Investigation failed to prove or disprove 
the allegations. 

UNFOUNDED Investigation reveals complained of 
action did not occur. 



Complained of action did occur - hoivever 
action was reasonable, proper and legal. 

The matter is placed on file without any 

If a citizen is not satisfied with the investigative process he/she 
may make an appeal to the Community Appeals Board. 


Boston Police 1996 Annual Report 





























I B oston Police 1996 Annual Report 27 

Bureau of 

Superintendent James M. Claiborne, Bureau Chief 

The Bureau of Field Services (BFS) is 
the largest Bureau in the Police 
Department, consisting of 1,797 sworn 
officers and 351 civilian personnel, 
including 175 recruit officers who gradu- 
ated from the Boston Police Academy 
during 1996. Its primary responsibility is 
to translate the Department's 
Neighborhood Policing philosophy into 
practical policing strate- 

The Bureau is orga- 
nized into 11 full-service 
neighborhood police sta- 
tions: the Operations, 
Special Operations, and 
Special Police Divisions, 
the Special Events Unit, 
and the Neighborhood 
Crime Watch Program. All 
divisions report directly to 
the Bureau Chief. 

The main goals of BFS 
are to provide efficient, 
effective delivery of police 
services and to foster 
problem solving strategies and tech- 
niques for patrol officers as they work 
with their community partners. 

The three tenets of the Department's 
Neighborhood Policing strategy; 
Partnership, Problem Solving, and 
Prevention, are best illustrated by the 
BFS organization model. Partnership is 
the foundation of the design and imple- 
mentation of citywide policing strategies. 
The importance of teamwork, account- 
ability, and ownership are emphasized 
w^ith both sworn and civilian personnel. 

In keeping with Commissioner Evans' 
promise to assign the same officer in 
each neighborhood for each shift. The 
Bureau of Field Services implemented a 
new patrol plan and strategy, know^n as 
"Same Cop/Same Neighborhood", on 
July 1, 1996. This re-sectoring created a 
staffing plan of 54 beats throughout the 
City allowing one officer to personally 
patrol the same neighbor- 
hood beat for the first time 
in decades. The plan 
became fully operational in 
all 1 1 Districts across the 
city on July 10, 1996. 

the design and 

of citywide 

strategies. " 

This "Same Cop/Same 
Neighborhood" philosophy 
provides the necessary sup- 
port for the officers and 
residents to effectively solve 
crimes and eradicate fear in 
their neighborhoods. The 
problem solving process is 
intended to identify signifi- 
cant and chronic crime and 
disorder in a given sector. 

Beat officer in the neighborhood. 

1 office' in the /jer«.T.'-,: V^io^; 


Boston Police 1996 Annual Report 

Deputy Sitpcrinteiident 

Donald L. Devitie 
Assistant Bureau Chief 

Deputy Superintendent 

Edwad R. Eajjar, Jr. 

Ni/j/jt Command 

By identifying and working with commu- 
nity based organizations, recreational 
facilities and other local institutions, offi- 
cers serve as resources for solutions. 

Monthly audits of the "Same Cop/Same 
Neighborhood" program began in 
September to monitor the compliance by 
District and shift. Initial reports found 
that compliance w^as in the 70-75 per- 
centile range in each District. The audit 
conducted for November 1996 showed 
the average to be 87 percent, with six 
Districts reporting as high as 90 percent 
compliance. This represents a major 
change in the operational and organiza- 
tional culture of the Department. 

In similar fashion, 98 student officers 
conducted field problem solving exercis- 
es throughout the City's 11 neighbor- 
hood business districts during the 1996 
holiday season, adding significantly to 
the normal holiday patrols. The mem- 
bers of recruit class 33-96 were assigned 
to the same beats each shift throughout 
the month of December. 

Beat profiles and problem solving 
reports w^ere provided to each student 
officer on each beat during the busy holi- 
day shopping season. The officers were 
encouraged to meet the merchants, busi- 
ness people and residents of the neigh- 
borhoods as well as the thousands of vis- 
itors and shoppers in the downtown 
area. Partly due to the effort of the stu- 
dent officers, the City enjoyed one of the 
safest holiday seasons on record during 
the 1996 season. 

Deputy Superintendent 
Gerard McHale 
Ni£iht Command 


Deputy Superintendent 

PenHs Ryans 

Niffht Command 

Three programs, vital to the successful 
implementation of Neighborhood 
Policing, are coordinated from the Office 
of the Chief of the Bureau of Field 
Services: the Neighborhood Crime Watch 
Program, the Youth Service Officers and 
the Senior Response Program. 


The Neighborhood Crime Watch Unit 
contributes to the overall implementa- 
tion of neighborhood policing. Now in 
its 12th year, the Neighborhood Crime 
Watch Unit of the Boston Police 
Department has over 900 crime watch 
groups throughout the City of Boston. 
Crime Watch groups are one of the most 
effective tools for building partnerships 
that really w^ork between residents and 
police and for reducing fear in the neigh- 
borhoods of Boston. They bring people 
of diverse backgrounds together with 
one common goal: safer neighborhoods. 

Boston Police 

1 9 9 

Crime Watch participants work with 
their neighborhood beat officers to pre- 
vent criminal activity and in doing so, 
play an active role in reclaiming their 
"sense" of neighborhood. They are the 
eyes and ears of the neighborhoods and 
help officers solve crimes by providing 
valuable information to police. 


The Boston Police Youth Service 
Officers (YSO) are coordinated out of the 
Bureau of Field Services, Office of the 
Chief. Youth Service Officers must con- 
structively alter attitudes towards and 
perceptions of drug abuse, gang affilia- 
tion, violence, crime and the role the 
police officer in a civilized society. 

Youth Service Officers in the Boston 
Police Department take an active role in 
addressing the increasing problem of 
gangs, drugs and youth violence in 
Boston by implementing and teaching 
the Gang Resistance Education and 
Training (GREAT) Program and the Drug 
Awareness and Resistance Education 
(DARE) Program. 

These officers are trained to help ele- 
mentary and middle school children set 

At the P.A.L. gym. 

goals for themselves, resist peer pres- 
sure, learn how to resolve conflict and 
understand how gangs, drugs and youth 
violence negatively impact the quality of 
their lives 

Since 1994, Youth Service Officers 
have provided GREAT and DARE training 
to over 40,000 youngsters in the Boston 
School System. These programs are 
made possible through partnerships w^ith 
the Federal Bureau of Alcohol, Tobacco 
and Firearms (ATF), the Massachusetts 
Executive Office of Public Safety (EOPS), 
the Boys and Girls Clubs of Boston, 
Police Activities League (PAL) , the Suffolk 
County District Attorney's Office, the 
Department of Youth Services, the 
District Courts of Boston, the Outw^ard 
Bound Program and numerous other 
community organization and local busi- 

Both programs aim to educate young 
children about the dangers associated 
with drug abuse & gang affiliation. In 
complete cooperation w^ith the Boston 
School Department, a fully uniformed 
officer enters classes in grades 3,4,5, and 
7 to instruct the students on the dangers 
of drug abuse and gang affiUiation. 
These programs allow officers to remain 
in contact with the classes 
throughout the entire year. 

The Youth Service Officers re- 
affirm the lessons taught during 
the school year through educa- 
tional programs and recreation- 
al activities during school vaca- 
tions. The activities, such as 
w^hite v^ater rafting, ski trips, 
and Outward Bound excur- 
sions, impart a strong sense of 
accomplishment, skill and con- 
fidence, and provide a "safety 
net" that is unequivocally the 
essence of Neighborhood 


Boston Police 1996 Annual Report 

Youth Service Officer in school. 

The Youth Service Officers also collab- 
orated with numerous municipal and 
private agencies to provide athletic 
leagues and youth-oriented social events. 
Youth Service Officers are involved in 
basketball leagues, a boxing program, 
several karate programs, a volleyball 
league, several street hockey, baseball, 
and soccer leagues. Officers are also 
involved with three Boston Police 
Explorer Scout Troops and a "Youth and 
Student Athlete" Program with area col- 
leges and universities. 

The overall goal of the Youth Service 
Officers is to establish working relation- 
ships, trust, and understanding between 
police, neighborhood youth, and the 
community by maintaining an open dia- 
logue. The relationships established 
between the YSOs and their students 

provides the Department w^ith an insight 
into the concerns that the young resi- 
dents of Boston face each day. 


The Senior Response Unit is currently 
made up of eight specially trained Senior 
Response Officers (SRO) responsible for 
providing direct assistance to elderly res- 
idents of the City of Boston. The Senior 
Response Officer responds to any and all 
crimes against the elderly within their 
District and conducts safety and security 
programs for the elderly. The Unit also 
acts as a liaison to the various City and 
state departments that deal specifically 
with senior citizen concerns and meets 
regularly with the Elderly Affairs 
Commission. This collaboration helps 
the SROs and the Commission to solve 

Jb oston Police 1996 Annual Report 3-^ 

problems affecting the elderly communi- 
ty together. 

The Senior Response Officers also pro- 
vide safety inspections of all public and 
private elderly housing units for the 
Inspectional Services Department of the 
City of Boston. In order to perform 
these inspections, the officer must have 
attended the eighty hour Crime 
Prevention Officer School provided by 
the Massachusetts Criminal Justice 
Training Council. Due to the increasing 
number of elders in our society, the 
Senior Response Program has become an 
important facet of Neighborhood 


The Special Events Unit designs opera- 
tional plans and the deployment of per- 
sonnel for major special events and dig- 
nitary visits taking place within the City 
of Boston. 

All special events that occur in the City 
require planning and coordination 
around traffic patterns, crow^d control, 
and most importantly, public safety for 

Typical day for Mounted Patrol Hostlers,...^-.,. 


participants, spectators, and event hosts. 
Some of the largest events that occurred 
in Boston during 1996 include the 100th 
running of the Boston Marathon, the US 
Olympic Trials, and the National Hockey 
League All-Star Game at the Fleet Center. 

The Special Events Unit is also respon- 
sible for organizing site locations, motor- 
cade routes, and coverage for all digni- 
tary visits. These visits require an 
immense amount of planning and coor- 
dination with other agencies, such as the 
US Secret Service, State Department 
Officials, and various 
other law enforcement 

The Special Events 
Unit has been able to 
ensure the highest 
degree of security and 
public safety for the spe- 
cial events, dignitaries, 
event participants, as 
well as the local and fed- 
eral law^ enforcement 
personnel involved. 

Mother Theresa visits Boston. 

^2 Boston Police 1996 Annual Repor 



In a ground-breaking collaboration between probation officers and the 
Boston Police Department, Operation Night Light aims to make communi- 
ties safer by involving police, parents, and peers in ensuring that young peo- 
ple on probation do not stray back into trouble. 

Operation Night Light sends police and probation officers on nightly visits 
to the homes of youths on probation to ensure that they are in compliance 
with the terms of their probation. The teams make regular home, school, 
and w^ork site visits to enforce curfews or court-designated area restrictions. 
These house calls serve simultaneously to provide for a more interactive 
relationship between the probation officers, get the parents involved in the 
child's probation, and serve notice to other youths that police and probation 
officers are serious about their mission. Communication with the Boston 
School Department and w^ith area social agencies is also essential to the suc- 
cess of the program, as the officers also make it a top priority to discuss sub- 
stance abuse prevention and treatment w^ith each probationer. 

Since its implementation, the number of Boston probationers w^ho com- 
ply w^ith their probation has increased dramatically. One probation officer 
has commented that from 1990 to 1994, 68 of his youthful clients had been 
murdered. Since 1995, he reports that three have been murdered. By involv- 
ing the community and encouraging responsibility. Operation Night Light 
has proved to be a dramatic success. 

A probation ujjicer. accumjianiea ay noston Police Officers, visits the home of a probationer. 

Boston Police 1996 Annual Report 33 



The prevalence of gangs in some of Boston's neighborhoods has directly 
and adversely affected the quality of life for the residents of those com- 
munities. Sometimes lured into gangs with the promise of "family, " com- 
panionship, and safety, gang members often resort to vicious, destructive 
behavior. Under the Anti-Gang Strategy partially funded by the 
Department of Justice, Boston has implemented Operation Cease Fire, a 
two-part. Zero Tolerance gang strategy in Roxbury, Dorchester, Mattapan 
and the South End. 

Through this operation, the Youth Violence Strike Force (YVSF) has 
attempted to disrupt the organizational structure and criminal activity 
of street gangs in an effort to reduce fear and improve the quality of life 
for the residents. 


One such operation was developed to address the criminal enterprise 
of the Intervale Street Posse, a notorious street gang operating in the 
Intervale Street, NormandyStreet and Brunswick Street area. Recognized 
as one of the first and most violent organized street gangs to emerge in 
Boston in the late 1980s, this gang operated a lucrative crack distribution 
organization in that area, controlling it through years of threats, intimi- 
dation, and violence. Their feuds with neighboring gangs have constantly 
plagued the neighborhood with gunfire and bloodshed. 

Beginning in February of 1996, gang members were approached by offi- 
cers and informed that unless the acts of violence and shooting incidents 
ceased, the police would remain in the area, arresting them for any and 
all infractions of the law. In the following months, undercover drug buys 
were made from Intervale gang members, ranging from street level 
amounts of crack, to larger purchases of three and four ounces of crack 

YVSF officers continued to be a daily presence in the area, arresting all 
individuals wanted on outstanding warrants and working closely with 
other law enforcement agencies to ensure that gang members who violat- 
ed court imposed conditions were removed from the street. 

In August, things began to heat up in the neighborhood. Intervale 
began another bout of violent feuds u^ith rival gangs, subsequently the 
YVSF secured indictments against 22 Intervale Street Posse gang members. 

^4 Boston Police 1996 Annual Report]} 

At 4:00 a.m. on August 29th, approximately 100 lau^ enforcement person- 
nel from Boston, State, DEA, and ATF stood roll call and received their 
assignments to apprehension teams. At 5:30 a.m., all teams were in place, 
near their primary locations and, at the given time, simultaneously hit ten 
different locations resulting in the arrest of nine of the intended targets. 

When it was all over, 22 gang members were arrested, five vehicles and 
$6,800 in cash seized, four handguns ujere recovered and hundreds of 
grams of crack cocaine with a street value of $100,000 to $200,000 was con- 

Currently all the gang members are awaiting trial. Fifteen were indicted 
on federal drug-related charges; the remaining seven u>ere indicted on state 
drug charges. If convicted, sentences would range from a minimum often 
years imprisonment to a maximum of life in prison. 

At last, peace has been restored to a neighborhood. 


As part of a strategy focusing on "hot spots, " the Boston Police 
Department has implemented another interagency project, the Boston Gun 
Project, to focus on the supply side of gun crimes. 

The work of the Boston Gun Project is integrated into the overall 
"Operation Cease Fire " strategy. Firearms have played an increasing role in 
the rates of crime committed by and against youths throughout the City. In 
Boston, information about the way youths illegally acquire firearms is used 
to shape a crackdown on this "market". The Boston Gun Project uses 
increased emphasis on the Bureau of Alcohol Tobacco & Firearms (ATF) 
traces and post-arrest debriefings to identify the sources of illegal firearms. 

In collaboration ujith the Suffolk County District Attorney's Office, the 
U.S. Attorney's Office, ATF and researchers from the Kennedy School of 
Government at Harvard, increased enforcement efforts are directed against 
those u>ho supply or traffic in illegal firearms, both in-state and interstate. 
By using federal firearms laws, the project makes the market much less hos- 
pitable by strategically removing the most dangerous gang and drug offend- 
ers from the streets, and stemming theflou) of firearms into Massachusetts. 

The Boston Gun Project has also cracked down on felons who are prohib- 
ited from owning firearms, and severely punishes those who put guns into 
the hands of juveniles and older gang members. With the ongoing sharing of 
information about both the supply and demand for firearms, the Gun 
Project is targeting its resources for maximum impact. 

Boston Police 1996 Annual Report -?^ 

operations Dii^ision 

The Operations Division has con- 
tributed to the Department's com- 
mitment to Neighborhood Policing 
through its active involvement in "Same 
Cop/Same Neighborhood" plan. 

In 1996, Enhanced 9-1-1 (E-911) was 
introduced to the City of Boston. Unlike 
its counterparts in other communities in 
the state where only one telephone 
exchange is dominant; 
Boston's system had to be 
designed using multiple 
exchanges. It was the 
largest E-911 project in 
New England. The imple- 
mentation of the program 
provides the police with 
an identity of the caller 
and alloAPvs for the dis- 
patch without a word 
being exchanged over the 

The Computer Aided 
Dispatch (CAD) system 
was reprogrammed so 
that it suggests only one 
unit to respond to low 
priority calls within an 
assigned beat. If the sug- 
gested unit is engaged, the 
call is held (stacked) until 
the unit is free. 

In addition, w^henever 
possible, Operations routes 
the lower priority calls to 
the Neighborhood 
Interaction Unit (NIU). 
The NIU takes police 
reports from citizens w^hose 
call for service do not 
require a police officer to 
respond in person. Each of 
these calls handled by the 
unit saves approximately 

'...Operator is 

responsible for 

calling citizens 

back to give them 

the option of 

reporting the 

incident by 

telephone... " 

Captain Frederick Daniels, Commander 

one hour of a police officer's time in the 
field adding up to as much as 21,600 
hours of police services a year. The CAD 
system notifies NIU when projected unit 
assignment times have not been hon- 
ored. The NIU operator is responsible 
for calling citizens back to give them the 
option of reporting the inci- 
dent by telephone or have 
the system recalculate the 
estimated time of police 

Boston found that 60% of 
the E-9 1 1 calls were gener- 
ated from only 10% of the 
city's addresses. In 
response a monthly com- 
puter printout of the high 
call for service addresses is 
produced. The officers use 
this information in a proac- 
tive attempt to resolve the 
situation that induces the 

An E-911 dispatcher. 

^^ Boston Police 1996 Annual ReportJ 

Special Police Di^^ion 

The Special Police Division is a coordi- 
nated effort of the Boston Housing 
Authority Police and elements of the Boston 
Municipal Police to provide police services 
to the City's twenty-seven family housing 
developments . 

In addition to normal patrols throughout 
the City, one strategy employed by the 
Division involved a sweep team targeting 
one or two public housing developments 
in each neighborhood of the City for "quali- 
ty of life" sweeps each w^eek, continuously 
patrolling the designated 
area from dusk until dawn. 


These sweeps, planned 
with input from community 
leaders, targeted street level 
drug dealers, public 
drinkers, disorderly per- 
sons, trespassers, and pros- 
titutes. A "zero tolerance", 
arrest-on-site approach to 
quality of life crimes was 
employed. Instead of sim- 
ply reacting to calls for ser- 
vice from citizens, the team 
actively involved residents 
in and around the develop- 
ments, in identifying prob- 
lems, gathered the 

resources needed to address the problems, 
and targeted offenders. This aggressive, 
proactive effort lead to a significant reduc- 
tion in calls for service to public housing in 
1996, down 25% from 1995. 

In addition, each Boston Housing 
Authority (BHA) family development is no^v 
assigned a regular neighborhood beat offi- 
cer who is responsible for both crime and 
quality of life issues within his or her 
assigned development. 

Based on input from residents, man- 
agers, and officers, and on the analysis of 

"Instead of simply 

reacting to calls 

for service from 

citizens, the team 

actively involved 


in identifying 


Deputy Superintendent 

Philip M. Vitti 


crime statistics, the Special Police Division 
revised the traditional hours of deployment 
of the officers. Most officers currently work 
either 10:00 a.m. to 6:00 p.m. or 6:00 p.m. 
to 2:00 a.m.. These revised hours allow for 
deployment of high visibility foot patrols, 
bicycle patrols, and cruiser patrols during 
peak activity hours. 

Development-based policing teams con- 
sisting of the neighborhood beat officer, the 
development manager, and 
the development youth w^ork- 
er have been formed, and 
meet monthly to devise 
strategies and to evaluate 
problem-solving efforts at the 
particular development. The 
beat officers, working closely 
w^ith management, have been 
able to sigruficandy increase 
the number of drug arrests in 
the developments, and have 
been able to identify and 
arrest numerous drug users 
who trespass onto BHA prop- 
erty to buy drugs or to prey 
on the development's inhabi- 
tants. Officers also work Mdth 
housing management to assure the eviction 
of residents who are convicted of commit- 
ting crimes within the developments. 

The development-based policing teams 
also meet with the tenant task forces and 
residents of their respective developments 
on a regular basis to keep the lines of com- 
munication open between the police and 
the community. In these meetings, tenants 
and police share information, define priori- 
ties, solve problems, and coordinate activi- 
ties, particularly youth activities. 

Boston Police 1996 Annual Report 


special Operations Div^ion 

Aside from offering its specialized ser- 
vices in patrol, tactical, and selective 
enforcement operations in times of cri- 
sis, the Units that comprise the Division 
are educating and training the communi- 
ty through innovative outreach pro- 

The Units that make up Special 
Operations respond to sit- 
uations requiring a high 
degree of specific know^l- 
edge. Special Operations is 
divided into four distinct 
areas: the Tactical Support 
Group, Environmental 
Safety Group, Youth 
Violence Strike Force, and 
School Police Safety 

Deputy Superintendent 

William Johnstoti 


requests for traffic enforcement from 
neighborhood groups throughout the 
City. By enforcing motor vehicle laws, the 
Unit has made Boston's streets safer for 
pedestrians and drivers. The Unit has 
also been represented at many neighbor- 
hood meetings and has participated in 
events, such as parades, rallies, and chil- 
dren's presentations. 


The Tactical Support 
Group is comprised of the 
Mobile Operations Patrol 
Unit, the Entry and 
Apprehension Team, the 
Canine Unit, and the 
Mounted Patrol Unit. 

The Mobile Operations Patrol Unit is 
the Department's motorcycle unit, used 
for traffic enforcement, routine patrol, 
dignitary protection, and some tactical 
operations. The Unit's goal is to ensure 
public safety and to mitigate instances of 
community complaints. The Unit's efforts 
to reach out to the community include 
training programs as well as high visibili- 
ty in the community. The Mobile 
Operations Unit has responded to many 

"...aside from W 
offering services in 
times of crisis, the 
units that comprise m 
the division are •'* 
educating and 
training the 
community through 
programs. " 

The Entry and 
Apprehension Team is 
trained in tactics, physical 
training, qualifies with 
weapons, utilizes equip- 
ment, and responds to situ- 
ations involving suspected 
armed and dangerous indi- 
viduals or groups. In addi- 
tion, the Team responds to 
barricaded suspects and 
hostage situations. 
Committed to Neighbor- 
hood Policing by support- 
ing the Department in 
these hazardous situations, 
the Entry and 
Apprehension Team has 
also collaborated w^ith 
other Units in Special 
Operations. For example, 
the team has w^orked w^ith 
the Youth Violence Strike Force to secure 
premises, making potentially dangerous 
forced-entry situations more safe for 
District police officers. 

The Canine Unit responds to City-^vide 
situations that require the use of special- 
ly trained dogs in search procedures and 
other specialized operations. The 
Mounted Patrol Unit provides and coor- 
dinates horses and mounted police offi- 


Boston Police 1996 Annual Report 

cers to patrol a variety of areas in 
Boston, particularly those inaccessible to 
cars. The Unit also takes care and trans- 
ports horses needed by the mounted 
police officers of each District. This year, 
in addition to increasing their visibility in 
the downtown areas, both of these Units 
formed new partnerships with communi- 
ty organizations, which in turn helped 
them improve the Units and upgrade 
their facilities. The Units w^orked togeth- 
er -with Boston University to create infor- 
mational aids, including a Canine Unit 
training video and a publication that out- 
lines the animal and equipment dona- 
tion process. 


Another group within Special 
Operations, the Environmental Safety 

Group, consists of the Harbor Patrol 
Unit, Hazardous Materials Response 
Unit, and the Explosive Ordnance Unit, 
all of which are committed to respond- 
ing to environmental threats in Boston, 
while educating the public about envi- 
ronmental safety issues. 

The Harbor Patrol Unit patrols the 
waterways in Boston Harbor, enforcing 
all laws and regulations pertaining to the 
w^ater. In addition, the Harbor Patrol Unit 
has made a commitment to helping arbi- 
trate harbor issues between residents 
and operators that use the Boston 
Harbor. In 1996, the Unit successfully 
helped resolve complaints from live- 
aboard residents on a ship in the East 
Boston waterfront and the operators of a 
high-speed passenger ferry service. The 
Harbor Patrol Unit is committed to edu- 

Mounted Patrol officers. 

Boston Police 1996 Annual Report 39 

Mobile Operations Patrol Color Guard. 

eating its officers and the community. It 
is currently developing two new pro- 
grams that will introduce teens to the 
underw^ater world. One will offer diving 
lessons; the other will be a field trip-ori- 
ented marine education program. 

The Hazardous Materials Response 
Unit responds to emergencies involving 
hazardous materials found in Boston. 
This Unit also enforces environmental 
law^s regarding the proper storage, trans- 
portation, and disposal of hazardous 

The Explosive Ordnance Unit, or 
Bomb Squad, not only handles potential- 
ly dangerous bomb threat situations, but 
is involved in educating the community 
about bomb threat management. In 

1996, the Bomb Squad created presenta- 
tions for the business community that 
effectively explained how^ to handle a 
telephone bomb threat. These presenta- 
tions were praised by business communi- 
ty members for their ability to make busi- 
nesses feel less defenseless in these 
panic-invoking situations. The Bomb 
Squad also produced and distributed a 
publication that helps teach District 
patrol officers w^hat to do on the scene of 
a bomb threat; this publication is espe- 
cially important since District police offi- 
cers frequently arrive at the scene first. 


The goal of the nationally recognized 
Youth Violence Strike Force is to eradi- 
cate gang-related violence and crime in 


Boston Police 

19 9 6 

Annual Repor \M 

Boston's neighborhoods. In an effort to 
reduce fear and improve the quality of 
life in areas plagued by gangs, the Youth 
Violence Strike Force disrupts the organi- 
zational structure and criminal activity of 
these gangs. Among the Unit's greatest 
accomplishments in 1996 w^as the arrest 
and indictment of the Intervale Street 
Posse. In conjunction with the U.S. 
Attorney's Office, the Suffolk County 
District Attorney's Office, and the Drug 
Enforcement Agency Task Force. The 
Youth Violence Strike Force arrested 
twenty-two members of one of the most 
violent organized street gangs. The 
Intervale Street Posse operated a lucra- 
tive crack-cocaine distribution business 
in the Intervale Street area, and used 
threats, intimidation, and violence to 
keep the organization thriving and the 
neighborhood in fear. The Unit has 
made, and continues to make, the neigh- 
borhoods of Bostonsecure by infiltrating 
and eradicating violent gangs. 


The fourth area in Special Operations, 
the School Police Safety Coordinator, is 
charged with keeping Boston Public 
Schools safe. The Unit, ^vhich reports 
both to the Department and the Boston 
School Committee, ensures that the 
Department and the School Committee 
are communicating and collaborating in 
promoting a safe learning environment 
for all Boston Public School students. 

Each of these Units plays a vital role in 
keeping Boston neighborhoods safe 
w^hether from gang violence, environ- 
mental disasters, or traJBfic violators. 
Their role in educating and training 
Boston's citizens is just as important. By 
doing more outreach to the community, 
Special Operations has contributed sig- 
nificantly to the Department's goal of 
reducing fear of crime in all of Boston's 
neighborhoods and giving the communi- 
ty back to its residents. 

Harbor Patrol. 

Boston Police 1996 Annual Report 




The "Youth and Student Athlete Program" is a partnership betiveen the 
Police Department's Youth Service Officers and athletes from five area col- 
leges: Boston College, Boston University, Harvard University, the University 
of Massachusetts at Boston and Northeastern University. 

Youth Service Officers identify kids between the ages of ten and fourteen, 
in the need of guidance. The youth are transported by the Youth Service 
Officers to a university or college where they will interact with student ath- 
letes. This is accomplished through campus tours, sporting clinics and 
admission to sports events, such as football and basketball games. 

This program has been a tremendous success. Not only have youth 
gained valuable knowledge and made neu) friends, but some of the college 
athletes have traveled off-campus to volunteer their services at local com- 
munity centers. 

Last April, the Youth Service Officers received a call from Boston 
University's Assistant Athletic Director Larry Fudge. He said that football 
coach Tom Masella would like to host a group of local youth to a spring 
football practice and cook-out with the team. Among the 100 youth that 
attended was a thirteen-year-old paraplegic named Milton. 

Milton needed a leg prosthesis and crutches to get around. During the 
football clinic with the players, Milton had to remain in the stands. Coach 
Masella directed several of the players to hang out with him in the stands. 
They gave him a game shirt autographed by the entire team. After the clin- 
ic and tivo games of touch football with the players, everyone enjoyed a 
cook-out. On the ivay home, Milton told his Youth Service Officer that it 
had been the best day of his life. 

Coach Masella invited the group back to Nickerson Field for a cook-out 
and the last football game of the season. When Coach Masella saw Milton 
in his shirt, he invited him to stay on the sidelines with the team for good 
luck and inspiration. Boston University may have lost their game that day, 
but fifty odd players and Coach Masella ivere huge ujinners in the eyes of a 
hundred youth and sixteen Youth Service Officers. Final score for the 
Student Athlete Program: 167 wins and no losses. 


^2 Boston Police 1996 Annual ReporjyJ 



In July of 1996, acknowledging the need to establish a more organized 
method of reaching the at-risk youth of the Mattapan community. Area B-3 
hired a civilian clinical manager to create and organize innovative ways 
of providing social services and referrals to Boston 's most at-risk youth 
and families. 

The Youth Service Providers Network (Y. S.P.N.) is a partnership between 
the Boston Police Department and the Boys and Girls Clubs of Boston. 
This network provides police officers ujith a referral mechanism for at risk 
youth and their families. Through this mechanism, police officers can 
make referrals to community social service providers. 

The Y.S.P.N. gives officers another tool they can use to help youth and 
families in their community. Member agencies within the network have 
developed a Case Management Referral Mechanism that allows police offi- 
cers to help serve youth and families with just one phone call. The officer 
simply calls the netivork with the name and phone number of a youth in 
need of service and the netu>ork begins outreach to the youth and his or 
her family. 

The Network provides at-risk youth and their families with intensive 
case management services including daytime and evening recreation, 
tutoring, job training and placement, emergency housing, drop-out preven- 
tion, domestic violence and rape crisis counseling, and youth leadership 
training and counseling on a variety of subjects including substance 
abuse, mental health and HIV prevention. 

The Network is made up of some of the most successful youth-serving 
agencies in the City of Boston specializing in youth problems. These sub- 
jects can range from drop-out and youth violence prevention programming 
to mentoring or a job. Services are targeted at youth ages 12 to 20 living 
in Roxbury, Mattapan and Dorchester. 


Boston Police 1996 Annual Report 


40 New Sudbury Street 

Boston, Massachusetts 02114-2999 

(617) 343-4240 

District A-1 initiated "Family Fun 
Days" in Charlcstown, Chinato^vn 
and the North End during the summer of 

"Family Fun Days" were designed to 
increase community involvement 
between the Department, community 
residents, and business people in a posi- 
tive w^ay Each event averaged over 500 
participants of all ages. These events 
opened up lines of com- 
munication and broke 
down some of the barriers 
that existed between resi- 
dents and the police offi- 
cers who participated in 
these events. The "Family 
Fun Days" consisted of 
cookouts, a Boston Police 
K-9 show, the Boston 
Police Mounted Unit, the 
District A-1 Bicycle Patrol 
Unit, and pony rides. 
These events also includ- 
ed portrait caricatures, 
face painting, balloons, 
rides, games, and raffles 
which have helped make 
"Family Fun Days" a very special social 
event in the neighborhoods. 

Captain Ronald X. Conway 


"Through meetings 

imth the 


residents identified 


priorities and 

quality of life 

District A-1 officers addressed the issues 
of crime and the fear of crime, youth vio- 
lence, substance abuse, prostitution, and 
homeless problems through proactive 
policing and implementing the neighbor- 
hood policing concept of "Same 
Cop/Same Neighborhood" to develop 
stronger ties with the community. 

Officers have used all other available 
resources to help ease the burden of 

prostitution and other relat- 
ed quality of life issues such 
as illegal drug activity and 
traffic congestion in these 
neighborhoods . 


The Community Service Office of 
District A-1 has maintained crime statis- 
tics and arrest records involving sub- 
stance abuse and other related crimes. 
These statistics are available to all neigh- 
borhood groups for their monthly meet- 

Through meetings with the 
Department, residents identified prob- 
lems, priorities, and quality of life issues 
that affected them most. Last year, 

A major component of 
this strategy has been 
Operation Squeeze, vi^hich 
has logged 1,800 arrests 
since 1985, the year it was 
introduced. With all of its 
available resources. District 
A-1 targeted high priority 
areas with neighborhood 
foot patrol officers, service 
units, rapid response units 
and bicycle patrol units. To 
help maintain sector integrity in these 
neighborhoods, the use of mobile data 
terminals (MDTs) became an invaluable 
tool for District officers, as they priori- 
tized calls in their sectors. 

Additionally, District A-1 has main- 
tained the Neighborhood Advisory 
Council w^hich is made of residents, busi- 
ness people, and police officials who 
meet on a monthly basis at Suffolk 
University to address concerns and issues 
that effect the areas of District A-1, where 
these council members live, work, and 
are involved on a daily basis. 


Boston Police 1996 Annual Report 

69 Paris Street 

East Boston, Massachusetts 02128-3053 

(617) 343-4220 

The East Boston Safe Neighborhood 
Initiative, the District A-7 
Community Service Office, and the 
Boston Youth Connection Peer Leaders 
hosted an after school program at the 
Holy Redeemer Church Hall for neigh- 
borhood youth. The program ran from 
April to June in 1996, 3:30pm-7:00pm. 
Several neighborhood children attended 
daily through the drop-in attendance 
policy. This program was 
designed to create a safe 
haven for East Boston 
youth to participate in 
positive activities. The 
activities included home- 
work help, flash cards, a 
reading program, ping- 
pong, board games, arts 
and crafts, and gym activi- 

This program w^as so 
successful that the District 
started it earlier this year. 
The winter program start- 
ed in February 1996 and 
continued for 3 months. 
There vv^as such an over- 
whelming response at reg- 
istration, that a waiting list 
has been established. 

Ne-w to the curriculum for the after 
school program are Crime Prevention 
Workshops, including drug education, 
gang resistance, Stranger Danger, and 
9-1-1 instruction, a Safety Program, guest 
speakers; and, volunteers from the East 
Boston Golden Age Club. The Safety pro- 
gram incorporates several city agencies 

\..we have sought 

out Parents as 

Volunteers and 

the East Boston 

Golden Age Club 

to bridge the gap 

between our 

youth and the 

elderly. " 

Captain Robert Cunningham 

including the K-9 Unit and the Mounted 
Patrol Unit of the Police Department, the 
Fire Department, the Transportation 
Department, Health and Hospitals, the 
School Traffic Supervisors, and the East 
Boston Health Center. 

Additionally, District A-7 has sought 
out Parents as Volunteers and the East 
Boston Golden Age Club to bridge the 
gap between our youth and the elderly. 
The seniors assist with 
reading, arts and crafts, 
board games, conversations 
and ^vhatever skills or inter- 
est they might have. 

As a result of this need 
for youth activities for 
inner-city and under-privi- 
leged youth, the Affordable 
Child Care for Everyone 
(ACE) organization and the 
Parents United for Child 
Care (PUCC) have taken an 
interest in our program and 
^vould like to sustain it. 

In response to the high 
number of breaking and 
entering incidences in the 
Eagle Hill section of East 
Boston, the Community Service Unit sent 
out a mailing to 3,000 East Boston resi- 
dents in November of 1996. This mail- 
ing included crime prevention tips, a 
home security test, and offered residents 
an opportunity for an in depth security 
sux^ey if interested. 

Boston Police 1996 Annual Report 


135 Dudley Street 

Roxbury, Massachusetts 02119-3203 

(617) 343-4270 

District B-2 received a $125,000 
award from the Common^vealth of 
Massachusetts "Same Cop/Same 
Neighborhood" grant program for pro- 
grams in Uphams Cilorner. 

Operation SCAT was conceived w^ith 
one goal: to identify, arrest, seize the 
contraband and prosecute to the fullest 
extent of the law, the perpetrators 
responsible for damaging 
the quality of life in the 
neighborhood by selling, 
transporting, or posses- 
sion of illegal drugs. 

In just two months, the 
officers in Operation SCAT 
made 48 drug-related 
arrests, seized approxi- 
mately $2,000 cash and 
544 bags of heroin. Also 
seized w^ere 90 bags of 
cocaine, six bags of mari- 
juana, and almost a dozen 
dosages of Percocet. In 
addition, several search 
w^arrants were executed 
and 30 people were sum- 
monsed for drug-related 

In practicing positive 
community values, the drug culture has 
becomes less attractive to those persons 
w^ho violate the drug statutes of the 
Commonwealth. In District B-2, pro- 
posed legislation w^ould make an impor- 
tant change to Chapter 94c, Section 32 j, 
of the Criminal Laws of Massachusetts. 

Presently, this chapter and section 
mandate a two year sentence of incarcer- 

"... drastic 

measures are not 

only needed, hut 

are demanded, 

by those 

communities and 


that are most 

affected by the 

scourge of drugs. " 

Captain John D. Ferjjuson 

ation for any person convicted of pos- 
sessing, manufacturing, or selling of a 
controlled substance -within 1000 feet of 
a school or 100 feet of a playground. 

The proposed legislative change being 
sponsored by State Representative Kevin 
Fitzgerald, in partnership with the 
District B-2 strategic planning commit- 
tee, would add the following amend- 
ments to ch.94c, sect 32j; 
"church, synagogue or 
other place of worship, day 
care center, library, elderly 
or special needs designated 
housing, and community 
meeting location." 


The net effect of this pro- 
posed legislation, in a heav- 
ily populated urban area 
such as District B-2, would 
ensure that regardless of 
the location of the arrest 
within the geographic area, 
a person convicted of vio- 
lating this chapter and sec- 
tion vi^ould incur a manda- 
tory minimum term of 
imprisonment of two years 
in a house of correction. 

Although at first glance 
this seems a severe punishment, it w^as 
clearly stated by the committee that dras- 
tic measures are not only needed, but 
are demanded, by those communities 
and neighborhoods that are most affect- 
ed by the scourge of drugs. 


Boston Police 1996 Annual 

R e p o r tjj 

Deputy Superintendent 
Robbie J. Johnson 
C Aiiiniinnder, Area B 
(Districts B -2 &-B-3) 

Captain John S. Sullivan 


1165 Blue Hill Avenue 

Dorchester, Massachusetts 02124-3914 

(617) 343-4700 

The Youth Service Providers Network 
is a network of service providers in 
the Roxbury, Mattapan, and Dorchester 
neighborhoods who have come together 
in partnership w^ith the Boston Police 
Department to serve at-risk youth and 
their families. 

The member agencies ^vithin the net- 
work have developed a case manage- 
ment referral mechanism 
w^hich allows police offi- 
cers to help serve youth 
and families by making 
just one phone call. 
Officers simply place a call 
with the name and phone 
number of a youth in 
need of service, and the 
network begins outreach 
to the youth and family. 

The Youth Service 
Network will provide fam- 
ilies w^ith coordinated, 
intensive case manage- 
ment services including 
daytime and evening 
recreation tutoring, job training and 
placement, mentoring, case manage- 
ment, emergency housing, drop-out pre- 
vention, youth leadership training, and 
counseling services that encompass sub- 
stance abuse, mental health, HIV preven- 
tion, and many other areas. 

The Netw^ork is made up of some of 
the most prominent youth service orga- 
nizations 'Within the City of Boston spe- 
cializing in youth problems ranging from 
teenage runaw^ays, to drop-out and youth 
violence prevention programming. 

''Theyoulfo service 

network will 

provide families 

with coordinated, 

intensive case 


The Network serves youth between 
the ages oi 12 and 20 years of age, resid- 
ing or attending school in Roxbury, 
Mattapan, and Dorchester as well as 
other youth w^ho need prevention or 
intervention services. 

The programs designed by District B-3 
Community Services for the adult popu- 
lation of the Mattapan community are 
aimed to^vard improving 
the relationship between 
District B-3 and the com- 
munity at large w^hile pro- 
viding to the participants 
informative, practical, and 
enjoyable activities. 

District B-3 offers a 
Friday night ride-along pro- 
gram to members of the 
community groups and 
associations Avith which we 
services..." have formed long-term 

partnerships. The program 
,; consists of a two- to three- 

hour ride with a Com- 
munity Service Officer, 
observing response units in action to 
selected calls. During the ride, police 
procedures, radio protocol, and the E- 
911 response system are thoroughly 
explained to the participants. 

The program w^as conceived in 
response to the many misperceptions of 
police v^ork held by the general public. 
Participants receive a hands-on, realistic 
observation of hov^^ the police do their 
jobs, and w^hy. All participants are 
required to sign a Department approved 
w^aiver of liability. 

Boston Police 1996 Annua 



101 West Broadway 

South Boston, Massachusetts 02127-1017 

(617) 343-4730 

Nearly 20 percent of the residents of 
South Boston live in one of three 
public housing developments. In the 
past year District C-6 officers made a 
concerted effort to formalize partner- 
ships with residents and management. 

Officers began weekly meetings ^vith 
the managers of the, Mary Ellen 
McCormack, West 
Broadw^ay and Old 
Colony Developments. 
Copies of all incident 
reports w^ithin the respec- 
tive development are 
given to the manager and 
ongoing problems are dis- 
cussed. When necessary, 
special documentation is 
provided to facilitate 
Tenant/Management hear- 

In an attempt to imple- 
ment the Same Cop, Same 
Neighborhood concept in 
the developments, District 
officers coordinated ser- 
vices with the Municipal 
and Housing Police forces. 
This greatly reduces dupli- 
cate coverage and ensures 
an efficient and much 
more effective delivery of 

Civilian CSO Dennis Flaherty works 
closely with the Youth/Street Workers 
assigned to the developments. A tele- 
phone hot line is in place and has been 
used to notify and combine resources 
when an incident appears to have poten- 
tial for follow-up. This has been effective 


Boston Po 

I c e 

Captain Thomas J. Crowley 

in quelling rumors that may exaggerate a 
reported incident. When these incidents 
occurred, the Police were more effective 
in communicating with the youths. 

One of the major findings of District 
C-6 strategic planning process was the 
reality of a low crime rate versus the per- 
ception that the streets aren't safe, and 
an exaggerated fear of crime on the part 
of elderly. Senior Response 
Officer Dale O'Donnell and 
CSO Dennis Flaherty, along 
w^ith the entire Community 
Service Office staff, have 
made a special effort to 
provide extra services to 
seniors. The Youth Service 
van has been used exten- 
sively during school hours 
for transporting seniors in 
organized groups on day 
trips. Special efforts have 
been made to identify 
seniors in need of services 
especially those living 
alone, separate from Senior 
Housing. The Community 
Service Office contacts all 
Seniors who are victimized 
in any manner. CSOs also 
created a special program 
that fosters communication 
betw^een seniors and young 
people. Young volunteers 
assist seniors on household chores that 
they may not be able to complete on 
their own, e.g., removing/installing air- 
conditioners, heavy lifting and 
groundskeeping chores. 

1996 Annual Rep 

"In an attempt to 

implement the 

"Same Cop, Same 


concept. . . district 



services tvith the 

Municipal and 

Housing Police 

brces. " 


Bisect €^11 

40 Gibson Street 

Dorchester, Massachsetts 02122-1223 

(617) 343-4330 

Truancy is one of the first indicators 
that a young person is giving up and 
is in need of help. Truancy is a gateway 
to crime and one of the most powerful 
predictors of juvenile delinquent behav- 
ior. It is estimated that 50% of daytime 
crime is committed by young people tru- 
ant from school. Truancy not only leads 
to criminal behavior but is also a sign of 
larger problems ranging from alienation, 
family problems, drug and 
alcohol abuse, and other 
social and emotional ills. 
In order to address this 
problem District C-11 ini- 
tiated the Truancy 
Reduction Program in 
September, 1995. 

students to 
school, and 


parents in their 


school life. " 

Captain Rohett P. Dtmford 

If the youth is younger then sixteen years 
of age a Field Investigation and 
Observation (FIO) report is made out on 
the spot. The FIO is turned into the sta- 
tion w^hich tracks all truancy sweep 

The School Police maintain a truancy 
and attendance data base. 

If school officials ascer- 
tain that the truancy 
requires further action, 
some or all of the follow^ing 
steps are taken: parents are 
notified, school counselors 
meet with the student, 
intervention and support 
programs are suggested, 
and immediate help is pro- 


The program is aimed 
at reducing criminal 
behavior, returning stu- 
dents to school, and 
involving parents in their 
children's school life. The 
program is a four step 
program involving the 
School and Police 
Departments in a collabo- 
rative ejBfort to get kids 
back in school. 

Truancy S"weeps occur 
randomly during morning hours 
between 9 a.m. and noon, three days a 
week. A team consisting of a Police 
Officer and either a Supervisor of 
Attendance or a School Police Officer will 
patrol a designated area stopping school 
age youths during the target hours. The 
youth is asked his or her name, age, 
school, and why they are not in school. 

oston Police 1996 Annual Report 

The District's "HOT 
SPOT" Directed Patrol 
Program has been main- 
tained resulting in target 
enforcement and police 
presence at random times 
at pre-selected problem 
locations. The program has 
reduced gang related and 
drug activity and increased 
citizens' perception of safe- 
ty and security in their neighborhoods. 


7 Warren Avenue 

Boston, Massachusetts 02116-6199 

(617) 343-4260 

Concerns surrounding quality of life 
issues are a focal point of District 
D-4's Strategic Plan for Neighborhood 
Policing. How to deal with issues such 
as panhandling and graffiti are the main 
emphasis of the District D-4 Strategic 
Planning Team. However, the team was 
confronted with the reality that judges 
may not take the same offenses as seri- 

The District D-4 Team 
and the Suffolk County 
District Attorney's Office 
decided that a process 
w^as needed to promote 
community impact state- 
ments presented at court 

On December 5, 1995, 
several members of the 
District D-4 Strategic 
Planning Team finished 
their first draft of a quality 
of life impact statement. 
In mid-January of 1996, 
District D-4 officers arrest- 
ed four men for vandalism 
(graffiti) . 

At a meeting w^ith the Suffolk County 
District Attorney and the local chief jus- 
tice, the District D-4 Team expressed 
their concerns regarding quality of life 
issues and the need for more severe sen- 
tences to be inflicted on the individuals 
'who violate these concerns. 

With the help of the District Attorney's 
office, a plan to address these concerns 
w^as put into action. In this case, a hear- 
ing date w^as set, and a contingent of 
District D-4's civic, business, and politi- 
cal leaders show^ed up for the hearing to 
make an impact statement. On the 

Captain Charles J. Cellucci 


local community 

groups...explain ^ 

how to write & 

file community 


statements" 'tI 

arraignment day, the same group show^ed 
up, and the judge issued what was 
view^ed by the District D-4 Team as a siz- 
able sentence. The individuals charged 
were ordered to pay a large sum of resti- 
tution and to serve a substantial number 
of community service work hours. 

The success of this impact statement 
has prompted the District Attorney's 
Office to organize a board that will hold 
w^orkshops for local com- 
munity groups to explain 
how to write and file com- 
munity impact statements. 
Youth Service Officers in 
District D-4 and the local 
churches endeavored to 
involve youth in pro-social 
enterprises. Specifically, the 
U.M.U.S. Program (United 
Methodist Urban Services) 
will continue to expand its 
youth outreach. District D- 
4 is one of the first tw^o 
sites for this mentor pro- 
gram in which officers and 
youth, working together, 
will attempt to resolve community 
issues. Identifying neighborhood prob- 
lems through problem solving method- 
ologies, creating a collaborative effort 
between all parties, enhancing interper- 
sonal trust and understanding and 
demonstrating a shift tow^ard proactive 
Neighborhood Policing are among the 
foremost goals of the U.M.U.S. Program. 

These accomplishments reflect a direct 
result of the Boston Police Department's 
City-wide success of maintaining an 
unblemished record of ZERO youth 
homicides in the City of Boston in 1996. 


Boston Police 1996 Annual Repor 

Bis^^e^ B-14 

301 Washington Street 

Brighton, Massachusetts 02135-3357 

(617) 343-4260 

In another program to educate the 
community about certain laws of the 
City and the Commonweakh and to 
improve the quaHty of Ufe and fight 
crime through voluntary compliance, 
District D-14 has compiled a "Guide to 
Life." This "Guide" is modeled after 
handbooks provided to incoming college 
students. The "Guide" identifies la-ws and 
ordinances governing 
noise, trash, pets, parking, 
public and private towing, 
and the purchase and con- 
sumption of alcohol. The 
law^s are presented in sim- 
ple, understandable lan- 

This "Guide" has been 
translated into Spanish 
and has recently been 
included as an insert in 
the Spanish Yello^v pages, 
a telephone directory dis- 
tributed to thousands of 
Spanish-speaking resi- 
dents of Massachusetts. 
District D-14 has also 
been invited to publish 
the "Guide" in a resource 
directory distributed by 
the Brighton Board of 

District D-14 officers have been 
encouraged to apply creative solutions to 
the problem of residential breaking and 
entering which is Allston/Brighton's most 
persistent serious crime. 

District D-14 officers have devised sev- 
eral programs, chief among them. 
Reduction In Burglary Statistics (RIBS), 

"The 'Guide" 

identifies laws 

and ordinances 

governing noise, 

trash, pets, 
parking, public 

and private 

towing, and the 

purchase and 

consumption of 

alcohol " 

Captain Margaret S. O'Mallcy 

which provides a thorough investigative 
effort to residential break-ins. RIBS pro- 
vides crime scene processing, finger- 
printing, and careful scrutiny of pawn 
shop records, and has led to the arrest of 
more than a dozen burglars. 

The District's Community Service staff 
also designed a bright orange crack and 
peel sticker warning resi- 
dents against "buzzing" in 
strangers, a method used to 
gain entry to large apart- 
ment complexes. The stick- 
ers are an effective notice 
to residents that breaking 
and entering is a real prob- 
lem, and that they should 
secure their apartments 
before leaving for work or 
school. The District has 
worked with the 
Massachusetts Board of 
Realtors and several local 
property managers to dis- 
tribute almost one thou- 
sand stickers in the past 


A third solution to break- 
ing and entering, also 
devised by the CSO staff, is 
a letter campaign aimed at 
residents of those neighbor- 
hoods where the incidence 
of B&E is highest. The letters explain the 
problem, suggest a variety of w^ays to 
secure a home, and offer a further secu- 
rity survey if needed. The initial mailing 
targeted the Cleveland Circle neighbor- 

Boston Police 19 9. 6 Annual Report 


Distt4ct E--5 

1708 Centre Street 

West Roxbury, Massachusetts 02132-1542 

(617) 343-4560 

The issue of most concern with a 
committee made up of police offi- 
cers and neighborhood members was 
loud music and unreasonable noise com- 
ing from motor vehicles. The committee 
decided to target the business district 
around Roslindale Center. 

Community members distributed 
leaflets in the area inform- 
ing the residents of the 
City's noise ordinance and 
advising them the police 
w^ould be enforcing all 
noise violations coming 
from motor vehicles and 
disorderly houses. Several 
articles appeared in the 
West Roxbury Transcript 
and Roslindale Gazette 
explaining the ordinance 
and the area that would 
be targeted. Community 
Service Officers supplied 
printed notices in Spanish 
and English to be placed 
in the window^s of 
Roslindale businesses 
informing the public. 
District E-5 patrol and 
walking officers stopped 
motor vehicles and issued 
citations in the targeted 
area when they observed any vehicle fail 
ing to comply ^vith the ordinance. 

Captain William L. Parian 

the West Roxbury and Roslindale area in 
hopes of reducing car breaks. In 1995, 
the Boston Police conducted a safety sur- 
vey of area residents to find out what 
their perception of crime was and w^hat 
types of crimes needed more police 
enforcement. Last fall, the business areas 
of West Roxbury and Roslindale were tar- 
geted by sector cars and walking officers 
on a daily basis tagging cars 
w^ith CarSafe tickets notify- 
ing the vehicle owners of 
unlocked and/or unattend- 
ed vehicles, personal prop- 
erty in plain view, cellular 
phone in view, keys left in 
the ignition, or other valu- 
ables. In three months the 
officers issued a total of 272 
CarSafe Tickets. 


1996, area patrol 

and walking 

officers issued 

CarSafe tickets in 

the West Roxbury M 

and Roslindale 

area in hopes of 

reducing car 
breaks. " 

During a review of the targeted 
enforcement, community members felt 
that the program was a success and have 
discussed targeting another area. 

Throughout 1996, area patrol and 
w^alking officers issued CarSafe tickets in 

Analysis and comparison 
of data w^ith the previous 
year revealed that car 
breaks in West Roxbury 
dropped by eighty percent 
and Roslindale had a 
decrease of thirty percent 
during the CarSafe 
Program. Public safety 
through community aw^are- 
ness was a major contribu- 
tor to the drastic reduction 
in area car breaks. The program also 
reduced the fear of crime in the commu- 
nity and improved the quality of life in 
the West Roxbury and Roslindale neigh- 


Boston Police 1996 Annual Repor 

Distinct £-13 

3345 Washington Street 

Jamaica Plain, Massachusetts 02130-2639 

(617) 343-5630 

1996 \vas unique for Jamaica Plain in 
both planning and partnership suc- 
cesses. On October 12, 1996, the new 
Jamaica Plain Neighborhood Police 
Station (E-13) 'was opened. The old 
District E-13 on Seaverns Ave. had been 
closed since 1980. Since that time, 
Jamaica Plain had been policed out of 
the West Roxbury District 
Station (E-5). 

Gaptain Mary Evmis 

necessary to take a bus or train trip to 
the West Roxbury District Station or 
Police Headquarters do^vnto^vn to utilize 
most police services. 

The three sectors that make up 
Jamaica Plain each receive full service 
police support on all shifts, including a 
Sector Officer, rapid response cars to 
handle crime-in-progress 
calls, a transport -wagon, 
and several beat officers. 

Walking officers now 
cover Egleston Square, 
Hyde Square, Jackson 
Square, and Jamaica Plain 
Center. In the next year 
beats w^ill be added for the 
South St. Housing 
Development area as well. 
Plain clothes "anti-crime" 
units are fielded on a regu- 
lar basis as needed to deal 
w^ith special problems in 
the District. 

The combined efforts of 
residents and neighbor- 
hood groups, local busi- 
nesses and business 
groups, elected officials, 
the City, and the police 
department planning 
together brought about 
the construction, staffing, 
and ultimately the reopen- 
ing of the station. After 
years of planning and 
input from the communi- 
ty, and ^vith the help of 
the Mayor and the City 
Council, the 

Commissioner w^as able to 
announce the opening of 
the new station. The 
District E-13 station 
opened with a staff of 82, 
^vith a goal of 1 10. 

The station is a full ser- 
vice police district, including both patrol 
and neighborhood service functions. 
Citizens of Jamaica Plain can now visit 
the station at Washington and Green 
Streets (one block from the MBTA Green 
St. Sub^vay Station) for meetings, to 
make reports, ask questions, and receive 
all police related services. It is no longer 

oston Police 1996 Annual Report 

"Citizens of 

Jamaica Plain 

can now visit the 

station at 

Washington and 

Green Streets... 

for meetings, to 

make reports, ask 

questions and 
receive all police 
related services. " 

The primary goal of a 
ne^y formed Strategic 
Planning team is to isolate 
and identify those goals and 
objectives pertinent to the 
new District. This group 
identified court issues as an 
interest and arranged to 
meet quarterly to continue 
working together -with West Roxbury 
District Court to bring about better com- 
munications with the courts. 


1249 Hyde Park 

Hyde Park, Massachusetts 02136-2891 

(617) 343-5600 

In 1912, Hyde Park was the last of the 
neighborhoods to be annexed to 
Boston. It is a community %vith many 
open spaces, woods, ponds, parks, man- 
sions of the 19th century, and one of the 
nation's foremost "Donald Ross" golf 
courses. Nearby Readville was the equiv- 
alent of today's Cape Cod ^vith it's sum- 
mer cottages for Boston's elite. The pris- 
tine neighborhoods of English, Irish, 
Italian, Lebanese, Polish 
and Russian immigrants 
remained much the same 
until the middle nineties. 

Gaptam Ronald Stapleton 

The influx of many 
from the Carribean now 
influence the neighbor- 
hood. Officers of District 
E-18, a great majority of 
whom live in or near the 
district, were instrumental 
in interweaving the new 
immigrants into the fabric 
of the neighborhood. 
Encouraging newcomers 
to join neighborhood 
councils, sports, police 
activities, churches, and 
community events with a 
concerted police partici- 
pation have been a key to this success. 

Hyde Park/Readville is also a commu- 
nity w^here families tended to stay, hand- 
ing down their property from generation 
to generation. Thus, many elderly com- 
plexes dot the landscape. These special 
residents require services unique to their 
position in the community. Officers of 
District E-18 have been instrumental in 
supporting the many neighborhood pro- 
grams that service our senior citizens 
and participate in many of their events. 

'One of the 
suggestions that 

the Council is 
working on with 
the District Youth , 
Sendee Officers is 
crafting a code of 
behavior for local 

^H^ adolescents." 

In District E-18, a Community 
Enhancement Council was formed from 
representatives of each Crime Watch pro- 
gram throughout the District. In regular 
meetings, the Council suggested that 
local neighborhood teens become 
involved so that the ideas behind the 
strategic plan can be conveyed to other 
neighborhood youth. 

One of the suggestions 
that the Council is w^orking 
on with the District Youth 
Service Officers is crafting a 
code of behavior for local 
adolescents. This is part of 
a goal established in 
District E-18 that would 
expect respectful behavior 
from adolescents in the 
neighborhood. This goal is 
carried out by increasing 
and strengthening youth 
activities; and developing a 
netw^ork of support for the 
Youth Service Officer. The 
District v^ould also like to 
establish a youth council 
and ask all community 
organizations and boards in 
the community to include a 

youth representative. 

The District vv^ould also like to encour- 
age an improved after-school climate in 
Cleary Square and discourage after 
school intimidation. To do this, the 
District will develop a partnership with 
schools, students, businesses and other 
local stakeholders to address the after- 
school problem and develop effective 
prevention strategies for kids at risk. 


Boston Police 1996 Annual Rep 

Reported Part One Crime in the City of Boston 

By Type and Location 






Violent Crime 




Properly Crime 








Rape & Attempted 




Robbery & Attempted 




Aggravated Assault 




Burglary & Attempted 




Larceny & Attempted 




Veh. Theft & Attempted 












District A-1 




District A-7 




District A- 15 




Area A 








District B-2 




District B-3 




Area B 








District C-6 




District C- 11 




Area C 








District D-4 




District D-14 




Area D 








District E-5 




District E-18 




Area E 



e p o r 


Boston Po 


1 9 9 

6 Annual R 


Boston Police Relief Association 


The Schroeder Brothers Memorial Medal 

Established September 25, 1975 the Schroeder Brothers Memorial Medal is the highest 
award given by the Boston Police Department. It is awarded once a year at the Annual 
Awards Presentation ceremony to an officer \vhose conduct in some situation is judged, 
by the Department Awards Board, to be the highest form of valor exhibited by an offi- 
cer during the previous year. It is aw^arded to only one officer a year and is accompa- 
nied by a letter of Commendation from the Commissioner setting forth the reason for 
the award. Because this award is the highest recognition of valor w^hich the 
Department can make, it may not be awarded every year but will be reserved for those 
particular acts of valor which are outstanding. 

Detective Jonathan Stratton, Canine Unit Police Officer Donald M. Lee, District A-1 

The Walter Scott Medal 

Under the terms of a gift made by Mr. Walter Scott, formerly of Boston, two thousand 
dollars ($2,000) was deposited with the Treasurer of the City of Boston, to be held in 
perpetual trust, and the annual income therefrom to be used in the purchase of solid 
gold medals to be known as the "Walter Scott Medal of Valor". It was further stipulated 
that one-half of the net income thereof annually be paid to the Police Commissioner of 
the City of Boston for the purpose of such medal, to be presented by him to the police 
officer who, in his judgement, distinguished himself for valorous conduct in some situ- 
ation during the previous year. Ordinarily, it is awarded to only one officer a year; 
however, upon recommendation of the Department Awards Board, more than one 
medal may be awarded. This should be the case only when the medal is being award- 
ed to officers whose conduct in the same situation ^vas equally valorous. The medal is 
accompanied by a Letter of Commendation from the Commissioner setting forth the 
reasons for the award. 

Police Officer Thomas J. Hennessey, District A-1 Police Officer Stephen W Green, District A-1 

Police Officer Richard Estrella, District A-7 

^^1 ^^1 The Department Medal of Honor 

Established by an act of the City Council on February 7, 1898 the Medal of Honor is 
given once a year at the Annual Awards Presentation Ceremony to officers cited for out- 
standing valor in situations occurring during the previous year. The medal is awarded 
by a letter of Commendation from the Commissioner setting forth the reasons for the 
award. The Medal of Honor is also awarded in memory of a select number of officers 
who have been slain in the line of duty. 


Police Officer Joseph Singletary, Jr., District B-2 

Boston Police 1996 Annual Report 

In Memory of Detective Roy J. Sergei 

Police Officer Steven W Byrne, District C-11 

In Memory of Detective Thomas J. Gill 

Police Officer Mary E. Lee, District C-11 

In Memory of Detective Sherman C. Griffiths 

Sergeant Robert W Ciccolo, Jr., District B-3 Police Officer Peter J. Savalis, District B-3 

Police Officer Michael J. Linskey Y.VS.F. Police Officer Charles L. Byrne, Y.YS.F. 

In Memory of Police Officer Louis H. Metaxas 

Police Officer Brian J. Reaney, District A-1 Police Officer Thomas J. Kelley District A-1 

Police Officer Emmet T. Walsh, District A-1 

In Memory of Police Officer feremiah J. Hurley, fr. 

Police Officer Rodney O. Best, Y.VS.F. Police Officer Craig D. Jones, Y.VS.F. 

In Memory of Police Officer Thomas F. Rose 

Detective Wayne R. Rock, District B-2 Detective Carmen N. Flaquer, District B-2 

In Memory of Detective fohn f. Mulligan 

Police Officer Edward J. Boylan, District A-7 

In Memory of Police Officer Berisford Wayne Anderson 

Sergeant Mark R. Handrahan, District B-2 Police Officer Mark S. Freire, District B-2 

Police Officer Leroy A. Streat, District B-2 Police Officer Stephen Cedrone, District B-2 

Police Officer John F. Hyslip, District B-2 Police Officer Curtis R. Carroll, Operations 

In Memory of Sergeant Richard F. Halloran 

Sergeant Detective Donald S. Gosselin, District A-7 

|Boston Police 1996 Annual Report ^7 

The Mayor's Medal of Excellence 

The Mayors Medal of Excellence was established on June 26, 1985 by the Police 
Commissioner. It is awarded annually at the Annual AAvards Presentation ceremony to 
a Police Officer or Officers who, in the previous year distinguished themselves and are 
judged for the highest form of superior merit in any form of police duties. 

Police Officer Jeffrey T. Bird, District E-5 

The William J. Taylor Meritorious Service Award 

The William J. Taylor Meritorious Service Award is the highest aw^ard available other 
than those awarded for valor or heroism. It is given once a year at the Annual Aw^ards 
Presentation Ceremony to distinguish a member w^hose performance over the previous 
year is in the highest traditions of Boston Police service. The award is given to one 
officer per year upon the recommendation of the Awards Board. It is accompanied by 
a letter of Commendation from the Commissioner explaining the reasons for the 

Sergeant Richard G. Daley, District D-4 Detective Andrew J. Gambon, District D-4 

Police Officer Stephen T. O'Brien 

Commissioner's Special Citation 

Special Citations, w^hen appropriate, are given at the Annual Presentation Ceremony to 
members of the department or the persons -whose conduct is laudable but who are not 
eligible to receive other aw^ards. Citations are awarded upon recommendation of the 
Department Awards Board and are accompanied by a letter of Commendation from the 
Commissioner setting forth the reasons for the award. 

Patrol Officer Walter J. Fahey 

Unit Citation 

The Unit Citation is given to a unit that has made an exceptional contribution to fulfill- 
ing the goals of the Boston Police Department. 

Youth Violence Strike Force of the Special Operations Division 

C^ Boston Police 1 9 9 6 A n n u a_J_ __^R.^P Q r tj 

The Theodore Roosevelt Association Police Award 

The Theodore Roosevelt Association Police Award for Boston is given annually to one 
police officer within the Department who has overcome a significant handicap and ren- 
dered outstanding service within the Department. 

Police Officer Richard L. Whalen, Office of the Police Commissioner 

President Clinton shakes hands with officers of the Youth Violence Strike force. 

j^B oston Police 1996 Annual Report _5^ 

Boston Police 

Over 30 Years of Service 

Police Officer Floyd L. Adams 

Police Officer Joseph F. Barbone 

Detective PaulJ.Bogue 

Police Officer Albert F. Charbonnier 

Sergeant Cecil C. Cox 

Police Officer George W Crawford 

Captain Henry B. Earl 

Police Officer Charles J. Famolare 

Lieutenant Michael A. Giardello 

Police Officer Richard J. Gibbons 

Detective Paul J. Hutchinson 

Sergeant William R. Joyce 

Sergeant Thomas P Kineavy 

Police Officer Daniel J. McCarthy 

Over 20 Years of Service 

Elizabeth Anderson 

Greta Andrew^s 

Police Officer Francis M. Callahan 

Patricia E. Craffey 

Sergeant Detective Edward Doherty 

Joseph J. Dorsey 

Theresa Dow^nie 

Police Officer Joseph R Ensko 

Catherine T. Farrell 

Anna Ferrara 

Ethel Finnegan 

Gladys M. Harding 

Ann Hughes 

Patricia Litterio 

Ralph McDonald 

Over lO Years of Service 

Fannie Abron 
Lorraine Baden 
Theresa Charbonnier 
Grace CiuUa 
William Donoghue 
Dolores Ford 
Paula Hamilton 
Patricia Harrigan 

Sergeant Gordon E. Morrison 
Police Officer Paul W Murphy 
Detective John Necco, III 
Police Officer Paul F. Norton 
Detective Robert O'Reilly 
Police Officer Robert F. Pugsley 
Police Officer Richard R Sheehan 
Police Officer Augustus J. Shoulla 
Detective James J. Solari 
Police Officer Robert C. Sprague 
Police Officer Thomas F. Varney 
Police Officer Thomas G. Walsh 
Detective Walter F. Warren 

Police Officer Rene Medina 

Detective Joseph Memmo 

Annie Morahan 

John Mullaley 

Pearl F. Murphy 

Eleanora Mustone 

Claire O'Brien 

Louise Petringa 

Police Officer Joseph Politano 

Lieutenant James Wood 

Superintendent Joseph Y Saia, Jr. 

Patricia Skarbinski 

Barbara Spillane 

Police Officer Edw^ard Toland 

Irene Mahan 

Frances Nee 

Police Officer Carol A. O'Neil 

Loretta Proctor 

Joseph Snow 

Sergeant Richard J . S^veeney 

Isidro Tautiva 


Boston Police 1996 Annual Report 


These active duty officers passed away in 1996 due to illness. 



Detective William Lydon 
Detective George Lynch 
lolice Officer Thomas Glover 

"Death is dreadful, but in ^e first springtime of youth, to he 
snatched forcibly from the banquet to which the individual has 
but just sat down is peculiarly appalling. " - Sir Walter Scott 

Boston Police 1996 Annual Report 


Executive Offices 

Office of the Police Commissioner 343-4500 

Bureau of Field Services 343-4300 

Bureau of Investigative Services 343-4497 

Bureau of Administrative Services 343-4577 

Bureau of Internal Investigations 343-4526 

Chief Administrative Hearings Officer . . .343-5043 

Key Operational Services 

Labor Relations 343-4545 

Training and Education 343-4410 

Informational Services 343-4520 

Strategic Planning & 

Resource Development 343-4507 

Legal Advisor 343-4550 

Research & Analysis 343-4530 

Finance 343-4665 

Human Resources 343-4677 

Fleet Management 343-4610 

Facilities Management 343-4379 

Communications Management 343-4620 

Neighborhood Crime Watch Program . . .343-4345 

Central Supply 343-4661 

Hackney Carriage 343-4475 

Key Investigative Services 

Criminal Investigations 343-4495 

Drug Control 343-5625 

Major Investigations 343-4483 

Technical Services 343-4517 

Homicide 343-4470 

Community Disorders 343-4527 

Sexual Assault 343-4400 

Domestic Violence 343-4350 

Anti Gang Violence 343-4444 

Ballistics 343-4465 

Crime Lab 343-4690 


154 Berkeley Street 

Boston, Massachusetts 02116-5196 

as of 10/97 

1199 Tremont Street 
Boston, Massachusetts 02120-2014 

Phone: (617) 343-4200 
Fax: (617) 343-4481 

Area/District Stations i 

A-l 40 New Sudbury Street 343-4240 

Boston, Beacon Hill, Charlestown, 

Chinatown, North End 

A-7 69 Paris Street 343-4220 

East Boston 

B-2 135 Dudley Street 343-4270 

Roxbury, North Dorchester 

B-3 1196 Blue Hill Avenue 343-4700 

Dorchester, Mattapan 

C-6 101 West Broadway Street . . . .343-4730 

South Boston 

C-11 40 Gibson Street 343-4330 


D-4 7 Warren Avenue 343-4250 

Back Bay, South End 

D-14 301 Washington Street 343-4260 

Allston, Brighton 

E-5 1708 Centre Street 343-4560 

Roslindale, West Roxbury 

E-13 3345 Washington Street 343-5630 

Jamaica Plain 

E-IS 1249 Hyde Park Avenue 343-5600 

Hyde Park, Mattapan, Readville 

Area G Operations Division 343-4680 

Area H Special Operations Division . . .343-5646 

Area I Special Police Division 635-0439 


Boston Police 1996 Annual Report