Full text of "Annual report of the Police Commissioner for the City of Boston"

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THE MISSION STATEMENT OF THE
BOSTON POLICE DEPARTMENT

We dedicate ourselves to work in partnership with the

community to fight crime, reduce fear and improve the

quality of life in our neighborhoods.

Our mission is NEIGHBORHOOD POUCING

Boston Police Department at a glance

Organ i/xd

Sworn Officers

Recruit Officers

Total Officers

Civilian Personnel

Budget

Rank Structure

Median Age

Mean Years of Service

Facilities

Marked Patrol Vehicles

Unmarked Sedans

Motorcycles

Bicycles

Boats

Horses

Canines

Bomb Disposal Vehicles

Total Police Calls for Service

185-4

2036

175

2211

820

166 Million (FY96)

Police Commissioner

Superintendent

Deputy Superintendent

Captain/Captain Detective

Lieutenant/Lieutenant Detective

Sergeant/Sergeant Detective

Police Officer/Detective

Recruit Officer

Student Officer

13.7

470

453

515,535

Boston at a glance

Founded

Government

City Budget

City Funded Employees

Area

Population

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

Hospitals

Congressional Representatives

1630

Mayor and 13-member City Council

1.4 billion (FY 96)

8,689*

48.2 square miles

574,283

1 per 260 residents

11,914 per square mile

242,517

White: 59%

Black: 23.8%

Hispanic Origin: 10.8%

Asian: 5.2%

Other: 1.2%

30.4

$37,907

3.70%

$160,100

$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

Report

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

Photography:

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

Authority

City of Boston Printing Division

Mayor's Press Photographer

and all those who helped to bring this
publication to completion

Cover:

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

Boston

P o

I c e

1996 Annual Report Jf

Boston Police Department

Oii^ganizatioii

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n Review
DMslon

Antt-
ComiptkHi
OMskHi

Ftaoij Internal
^ Oivtsion '

Staff
InapecUgn
Division

{

Facilities

Management

Division

Finance
Division

s Support
Services
Division

Central
Supply
Division

Haciiney
Division

Iniormation

Technology

Division

Fleet

Management

Division

Training &
Education
Division

r Bureau of
Internal

Bureau of

Administrative

Services

Office of the
Chief

1 Night
Cofnnftand '

t Support i

[ Services |

Division !

Team 1

IMwical
Services
Division

Youth

Violence

Strike

Force

Tactical
Support
Group

I EmAuiiuUj
Qiav

Sdnd

Ftfce
Safely

; District i

1 *■' i

1 1

1 District i
i B-2 I

L. 1

District ;
C-6

District
D-4

I District
I Attorney's
' Office

^ Homicide

umt

Central

Drug

Depository

TnteHlgence

J Sexual
' Assault
UnH

u Domestic

VMence

Unit

- Aison
. S<iuad

Aula
Squad

LahoraloryJ

and
Photigraphy!

B*in|

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"

Cityjoumal

'Murders Sink To 30-Year Low'

the Boston Herald

miiwwiiinin.

'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

Mayoir

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.

Sincerely,

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-
ed.

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
success.

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

Neighborhood

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
atmosphere
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^.

EDENTIFICAnON UNIT

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.

BALLISTICS UNIT JH

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

fell

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.

HOMICIDE UNIT

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.

LICENSED PREMISE UNIT

"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.

SEXUAL ASSAULT UNIT

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.

DOMESTIC VIOLENCE UNIT

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.

DRUG CONTROL UNIT

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

DERARTMENT INITIATtVES

OPERATION SQUEEZE

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.

DEPARTMENT INITIATIVES

GRAFFITI

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
another.

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
personnel.

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
Policing.

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.

TECHNOLOGY

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

developed

whereby police

and youth

interact with one

another... to

bridge the gap

between juvenile

offenders and

police officers. "

HACKNEY ^

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-
try.

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.

FACILITIES

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.

FINANCE

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.

TRAINING AND EDUCATION

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-
logue.

J[^ Boston Police 1996 Annual ReportJ

DEPARTMENT INITIATIVES

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
Department.

BII is made up of the Internal Affairs
Division, Auditing and
Review Division, Staff
Inspection Division, and
Anti-Corruption
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
Department.

INTERNAL AFFAIRS
DIVISION

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

AUDITING & REVIEW DIVISIONS

''...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-
dence.

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

ANTI-CORRUPTION DIVISION J

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-
munity.

Boston Police 1996 Annual Repor

DEPARTMENT INITIATIVES

BUREAU OF INTERNAL INVESTIGATIONS AND
NEIGHBORHOOD POLICING

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

500

200

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

USE OF FORCF;

VIOLATION OF GRIM

VIOLATION Of

EGULATIONS 32°

OTHER VIOLATIONS 3'1

OFFENSIVE LANGUAGE 21 "o

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

1996

'LAINTS 90,59"

OFFICERS WITH 1 CO

□ OFFICERS WITH 2 COMPLAINT 0.95%
B OFFICERS WITH 3 COMPLAINT 0.22%

OFFICERS WITH 4 COMPLAINT 0.18%

□ OFFICERS WITH 6 COMPUINT 0.04%

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

1996

.^aARKING VIOLATJONS 4°

DOMESTIC VIOLENCE 2%

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 0 complaints recorded in this category.

oston Police 1996 Annual Report

Racial Analysis of

All Boston Police Officers

1996

WHITE
69.06%

BLACK
23,26%

ASIAN
1.41°o

1 HISPANIC
1 6.47%

'i!' ■r:;H!|

Boston Police 1996 Annual Repor

Age Distribution of BPD Officers
Against Wliom Complaints Are Filed

■ Itll

20-25
1,59%

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

5USTAINED 14°

<ONERATED12°o

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.

EXONERATED

FILED

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

The matter is placed on file without any
disposition.

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

COMPLAINT
RECEIVED

RESOLVED AT
INTAKE

IAD DETERMINES
DISTRICT OR IAD
INVESTIGATION

DISTRICT
INVESTIGATION

IAD
INVESTIGATION

INVESTIGATOR

SUBMITS REPORT

AND RECOMMENDS

FINDING

INVESTIGATION

REVIEWED BY IAD

CHAIN OF

COMMAND

REVIEW BY

DEPARTMENT

LEGAL ADVISOR

EMPLOYEE

NOTIFIED OF

FINDING

COMPLAINANT

NOTIFIED OF

FINDING

HEARING

COMMUNITY

APPEALS

BOARD

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-
gies.

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
implementation

of citywide
policing

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.

NEIGHBORHOOD CRIME
WATCH 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.

YOUTH SERVICE OFFICERS

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-
nesses.

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
Policing.

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.

SENIOR RESPONSE UNIT

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
Policing.

SPECIAL EVENTS UNIT

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,...^-.,.

'■rs.

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
agencies.

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

DEPARTMENT INITIATIVES

OPERATION NIGHT LIGHT

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

DEPARTMENT INITIATIVES

OPERATION CEASE FIRE & BOSTON GUN PROJECT

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.

OPERATION CEASE FIRE

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
cocaine.

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-
fiscated.

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.

THE BOSTON GUN PROJECT

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
telephone.

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
service.

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
calls.

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.

ssaSBw^eeEnKU-tsssssra

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

residents...

in identifying

problems..."

Deputy Superintendent

Philip M. Vitti

Commander

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-
grams.

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
Coordinator.

Deputy Superintendent

William Johnstoti

Commander

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.

TACTICAL SUPPORT
GROUP

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
innovative
outreach
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.

ENVIRONMENTAL SAFETY GROUP

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
materials.

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.

YOUTH VIOLENCE STRIKE FORCE ^

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.

SCHOOL POLICE SAFETY
COORDINATOR ^

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

DEPARTMENT INITIATIVES

YOUTH & STUDENT ATHLETE PROGRAM

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

DEPARTMENT INITIJkTtVES

YOUTH SERVICES PROVIDERS NETWORK (YSPN)

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.

^<t^!F■m'■yv•■V^■

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
1996.

"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

Department

residents identified

problems,

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 .

issues...

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-
ings.

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-
ties.

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
offenses.

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

neighborhoods

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

fef?

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

management

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

Report

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-
ings.

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
services.

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

Neighborhood"

concept. . . district

officers

coordinated

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.

"Truancy
Reduction
Program...
returning
students to
school, and

involving

parents in their

children's

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
stops.

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-
vided.

3=:)^

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-
ously.

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
hearings.

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

impact

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-
guage.

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
Trade.

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
year.

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-
hood.

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.

"Throughout
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-
borhoods.

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

1996

Crime

1995

1996

95/96

Violent Crime

9,568

9,154

-4%

Properly Crime

42,709

35,557

-17%

Homicide

-39%

Rape & Attempted

379

414

Robbery & Attempted

3,597

3,470

-4%

Aggravated Assault

5,496

5,211

-5%

Burglary & Attempted

6,671

5,052

-24%

Larceny & Attempted

26,002

21,234

-18%

Veh. Theft & Attempted

10,036

9,271

-8%

Total

52,277

44,711

-14%

Location

1995

1996

95/96

District A-1

7,355

5,653

-23%

District A-7

2,047

2,000

-2%

District A- 15

1,101

1,043

-5%

Area A

10,503

8,696

-17%

Location

1995

1996

95/96

District B-2

7,805

6,555

-16%

District B-3

4,011

3,800

-5%

Area B

11,816

10,355

-12%

Location

1995

1996

95/96

District C-6

2,726

2,578

-5%

District C- 11

5,621

5,293

-6%

Area C

8,347

7,871

-6%

Location

1995

1996

95/96

District D-4

10,800

8,645

-20%

District D-14

4,275

3,470

-19%

Area D

15,075

12,115

-20%

Location

1995

1996

95/96

District E-5

4,310

3,560

-17%

District E-18

2,226

2,114

-5%

Area E

6,536

5,674

e p o r

-13%

Boston Po

lice

1 9 9

6 Annual R

Boston Police Relief Association

Awards

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
a"ward.

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

teMei»oi4am

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

miiMa^

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

Headquarters

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

Dorchester

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

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