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Boston  Police 

2002  Annual  Report 


MISSION  STATEMENT 

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  policing. 


THE  VALUES  OF  THE 

BOSTON  POLICE  DEPARTMENT 

I.  Guarantee  the  Constitutional  Rights  of  All  Citizens 

II.  Maintain  the  Highest  Standards  of  Honesty  and  Integrity 

III.  Promote  Professionalism  of  the  Boston  Police  Department 

IV.  Enhance  the  Working  Relationship  between  the  Department 
and  the  Neighborhoods 

V.  Improve  the  Quality  of  Life  in  our  Neighborhoods 


CONTENTS 


Produced  by 

The  Office  of  the  Police  Commissioner 

Bruce  Blake,  Editor 

Sgt.  Det.  Brendan  D.  Flynn,  Proiect  Manager 


At  a  Glance 

1 

Editorial  Staff 

Message  from  the  Mayor 

2 

Bruce  Blake 

Message  from  the  Police  Commissioner 

3 

Sgt.  Det.  Brendan  D.  Flynn 

Office  of  the  Police  Commissioner 

4 

Donald  McGough 

Bureau  of  Administrative  Services 

6 

Robert  G.  Neville 

Bureau  of  Investigative  Services 

8 

Gregory  Mahoney 

Bureau  of  Professional  Development 

10 

Bureau  of  Internal  Investigations 

12 

Cover  Design  &  Photo 

Part  One  Crime  Statistics 

16 

Gregory  Mahoney 

Bureau  of  Field  Services 

18 

Graphic  Design 

Area  A  -  District  1 

20 

Robert  G.  Neville 

Area  A  -  District  7 

22 

Gregory  Mahoney 

Area  B  -  District  2 

24 

Elizabeth  Clairwood 

Area  B  -  District  3 

26 

Marc  Vaillancourt 

Area  C  -  District  6 

28 

Lisa  Perry 

Area  C  -  District  11 

30 

Christopher  Croke 

Area  D  -  District  4 

32 

Area  D  -  District  14 

34 

Photography 

Area  E  -  District  5 

36 

Gregory  Mahoney 

Area  E  -  District  13 

38 

Elizabeth  Clairwood 
Marc  Vaillancourt 

Area  E  -  District  18 

40 

Lisa  Perry 

Operations  Division 

42 

Richard  Neville 

Bureau  of  Special  Operations 

44 

Identification  Unit 

The  Boston  Strategy  II 

46 

City  Hall  Photography 

Special  Events 

48 

Democratic  National  Convention 

49 

Statistical  Data 

Harbor  Patrol 

50 

Office  of  Research  &  Evak 

Sailing  Project 

51 

Carl  A.  Walter  -  Director 

Profiling  Issues 

52 

Special  Thanks  to 

English  as  a  Second  Language 

53 

Detective  Mary  Mclnness 

Crime  Laboratory 

54 

Clara  Ruggiero 

Domestic  Violence  Unit 

55 

Edward  P.  Callahan 

Awards 

56 

James  Jordan 

Boston  Police  Department  Retirees 

59 

Lt.  Det.  Francis  T.  Miller 

In  Memorium 

60 

Supt.  Ann  Marie  Doherty 

Directory 

61 

Supt.  Thomas  A.  Dowd 

Boston  Police  Department  Organization 

62 

Mary  Jo  Harris 

Taylor  Small 

Massachusetts  State  Police 
Marilyn  Sferrazza 


AT  A  GLANCE 


City  of  Boston 

Founded 

Government 

City  Budget 

Area 

Open  Space 

Altitude  (In  feet  above  sea  level) 

Average  Annual  Temperature 

Rainfall  (in  inches) 

Resident  Population 

Daytime  Population 

Median  Income 

Police  Officer/Population  Ratio 

Public  Safety  Spending  per  Capita 

Population  Density 

Registered  Voters 

Average  Median  Selling  Price  for  Homes 

Residential  Property  Tax  per  IK 

Commercial  Property  Tax  per  IK 

Paved  Streets  (miles) 

Sidewalks  (miles) 

Parks  &  Recreation  Facilities 

Private/Parochial  School  Population 

Public  School  Population 

Per-Pupil  Spending 

Public  Schools 

Charter  Schools 

Non-Public  Schools 

Pilot  Schools 

Colleges  &  Universities 

Hospitals 

Major  Newspapers 

Television  Outlets 

MBTA  Travelers 

Languages  Spoken  in  Boston  Homes 

Ethnicity  in  Boston 


1630 

Mayor/City  Council 

$1.8  billion 

48.9  Sq.  Miles 

19.27  percent 

28 

50.6  F. 

45.89 

589,141 

2  Million 

$52,792 

1  per  276  Residents 

$661.06 

12,166 

263,026 

$289,000 

$11.29 

$30.33 

784 

1,500 

541 

20,600 

62,400 

$10,026 

131 

14 

72 

13 

41 

21 

2 

8 

1.2  Million  Boardings  Daily 

140 

More  than  100  Types 


Boston  Police  Department 

Organized  1854 

Sworn  Officers  2,138 

Civilian  Personnel  819 

Budget  $220  Million 

Median  Age  44 

Mean  Years  of  Service  19 

Facilities  25 

Patrol  Vehicles  744 

Specialty/Support  Vehicles  89 

Motorcycles  69 

Water  Craft  6 

Horses/Ponies  14 

Canines  14 

E-911  Calls  623,930 

Call  Screening  (Non-Emergency)  20,274 

Total  Calls  Recorded  644,204 

W/ireless  911  Calls  87,025 

Calls  in  Foreign  Languages  58 

Special  Events  Policed  425 


Dear  Fellow  Bostonians: 


^^ft ,1-,^!^ 


We  have  made  great  strides  in  Boston  over  the  last  year,  and  we 
continue  to  strengthen  the  city's  reputation  as  one  of  the  best  places 
to  live,  work  and  conduct  business.  Much  of  this  progress  stems 
from  the  steady  and  measurable  gains  made  by  the  Boston  Police 
Department.  As  you  look  through  this  report,  you  will  notice  that 
violent  crime  in  Boston  is  at  its  lowest  in  three  decades.  We  thank 
our  police  officers  for  their  unwavering  commitment  to  protecting  the 
quality  of  life  in  our  neighborhoods. 

There  is  no  doubt  that  the  Boston  Police  Department  is  among  the 
finest  in  the  nation  and  shines  as  a  beacon  for  police  departments 
across  America.  As  host  of  the  Regional  Community  Policing 
Institute,  Boston  also  shares  its  successful  community  policing 
strategies  with  other  police  forces  throughout  New  England. 

Now  we  face  the  difficult  challenges  of  the  national  recession,  and 
we  must  do  more  with  less.  I  am  determined  to  do  everything 
possible  to  protect  our  city  services  and  build  on  the  foundation  of 
past  improvements.  Despite  these  budget  realities,  however,  we 
have  much  to  anticipate  in  the  coming  years.  Our  great  past  paved 
the  way  for  an  even  better  future.  The  Big  Dig  is  nearing  completion, 
several  major  development  projects  are  underway,  and  we  will  open 
three  new  schools  this  year.  We  rely  heavily  upon  the  Police 
Department  for  the  implementation  and  execution  of  public  safety 
measures  to  serve  as  the  backbone  of  these  endeavors. 


As  Boston  continues  to  grow  and  flourish,  you  and 
your  neighbors  are  still  our  strongest  partners  in 
our  efforts  to  reduce  crime  in  each  of  your 
neighborhoods.  We  all  have  an  important  role  to 
play  in  making  Boston's  streets  safer.  I  look  to 
you,  the  people  of  Boston,  to  maintain  your 
cooperation  and  collaboration  with  each  other  and 
with  the  Police  Department,  to  make  Boston  the 
safest  city  in  America. 

Let  us  always  remember  that  Boston  is  America's 
birthplace.  The  seeds  of  democracy  and  freedom 
were  planted  and  cultivated  here.  I  salute 
Commissioner  Evans  and  the  Boston  Police 
Department  for  their  daily  professionalism  and 
courage  as  they  carry  on  these  ideals  on  behalf  of 
us  all. 


Sincerely, 


k^^--^ 


Thomas  M.  Menino 
Mayor  of  Boston 


Dear  Neighbor: 

As  Bostonians,  we  can  all  take  pride  in  the  fact 
that  despite  difficult  times,  our  City  remains  a  very 
safe  place  to  live,  work,  and  visit.  Our 
neighborhoods  remain  vital,  vibrant,  and  diverse 
places  to  do  business,  go  to  school,  or  raise  a 
family.  This  is  due  in  large  part  to  the  strength  of 
our  police-community  partnerships,  and  the  spirit 
of  cooperation  they  help  to  promote  through- 
out Boston. 


These  successes  have  not  come  easily  for  our  Department  or  our  city 
as  a  whole.  We  have  all  been  deeply  affected  by  the  changed 
realities  of  our  post-9/11  world.  As  our  Department's 
responsibilities  have  grown,  our  numbers  have  diminished,  but  our 
resolve,  professionalism,  and  commitment  have  not.  Department 
personnel  continue  to  provide  Bostonians  with  the  very  best  in  public 
safety  services.  Through  their  daily  use  of  superior  training, 
techniques,  and  equipment,  their  diligent  efforts  are  emblematic  of 
our  Department's  "First  In  the  Nation"  status,  and  a  source  of  pride 
for  grateful  Bostonians. 


In  recent  years  we  had  begun  to  see  increases  in 
crime  for  the  first  time  in  a  decade.  These  modest 
increases  seemed  to  underline  the  fact  that 
changing  times  had  brought  with  them  a  new  set 
of  challenges.  Our  crime  rates  had  fallen  so  far 
for  so  long,  that  some  people  wondered  if  we  had 
reached  the  bottom  point  in  a  cycle,  or  if  crime 
might  already  be  starting  to  creep  back  up,  despite 
our  best  efforts. 


Certainly  there  is  still  much  more  for  us  to  do-both  as  a  Department 
and  as  a  community.  New  challenges  will  require  new  ways  of  doing 
business,  but  our  core  mission  remains  the  same.  As  a  Department 
we  pledge  to  continue  working  with  you  to  fight  crime,  reduce  fear, 
and  improve  the  quality  of  life  in  our  neighborhoods.  Our  joint 
efforts  have  been  successful  thus  far,  and  with  your  continued 
support  and  participation,  we  look  forward  to  doing  everything  we 
can  to  make  Boston  the  safest  city  it  can  be. 


I  am  pleased  to  tell  you  that  this  is  not  what  has 
happened.  As  you'll  see  in  this  report,  during 
2002,  Boston's  crime  statistics  again  returned  to 
their  encouraging  downward  trends.  We  saw 
decreases  not  only  within  specific  major 
categories,  such  as  shootings  and  homicides,  but 
also  in  Part  I  Crime  taken  as  a  whole.  Even  more 
encouraging,  our  rate  of  violent  crime  in  Boston 
dropped  to  a  level  not  seen  here  in  over 
three  decades. 


Sincerely, 


Paul  F.  Evans 
Police  Commissioner 


Superintendent-in-Chief  James  M.  Hussey 

OFFICE  OF  THE  POLICE 
COMMISSIONER 


Community  Disorders  Unit 

Graphic  Arts  Unit 

Office  of  Administrative  IHearings 

Office  of  Communication 

Office  of  Family  Assistance 

Office  of  labor  Relations 

Office  of  tfie  Legal  Advisor 

Office  of  Media  Relations 

Office  of  Researcfi  and  Evaluation 

Office  of  Strategic  Planning  and 
Resource  Development 


•  A  comprehensive  personnel-utilization  study  was 
conducted  that  will  guide  the  Department's 
ongoing  re-organization  efforts  in  the 
months  and  years  to  come.  As  part  of  this 
process,  a  consulting  firm  with  a  background  in 
public  administration  was  engaged  to  perform  an 
audit  of  every  position  in  the  entire  Department. 
From  this  data,  recommendations  were  provided 
to  Commissioner  Evans  on  how  the  Department 
could  gain  additional  street-level  patrol  staff  by 
eliminating  redundancies  and  consolidating 
administrative  positions. 


As  Boston's  public  safety  needs  have  grown  increasingly  complex, 
the  Office  of  the  Police  Commissioner  (OPC)  has  continued  to  lead 
and  support  the  efforts  of  BPD  personnel  citywide.  OPC's  strong 
research,  policy  development,  planning,  and  community  and 
employee  relations  capabilities  help  to  guide  the  Department's 
overall  provision  of  core  policmg  services.  They  also  shape  the 
organization's  ability  to  successfully  adapt  to  changing  circumstances 
in  preparation  for  the  many  new  challenges  that  lie  ahead.  Though 
their  functions  are  quite  diverse,  OPC  staff  members  all  work 
together  toward  the  Department's  overall  mission  of  working  in 
partnership  with  the  community  to  fight  crime,  reduce  fear,  and 
improve  the  quality  of  life  in  Boston's  neighborhoods. 

To  do  this,  OPC  staff  members  work  directly  with  other  Department 
employees,  with  a  variety  of  state,  local,  and  federal  agencies,  and 
with  a  broad  spectrum  of  community  members  and  civic  leaders. 
Strong  police-community  partnerships  play  an  important  role  in 
creating  successful  crime-prevention  and  problem-solving  strategies, 
so  maintaining  close  ties  with  numerous  individuals,  agencies,  and 
organizations  is  essential.  In  several  key  areas,  these  collaborative 
efforts  are  being  used  to  build  upon  the  Department's  recent 
successes,  while  also  clearing  a  path  for  new  initiatives.  During  the 
year  2002  some  of  these  innovative  efforts  included: 


•  The  fourth-annual  series  of  BPD  Violence 
Prevention  Grants  awarded  $500,000  to  over  45 
community-based  partner  organizations.  These 
organizations  share  common  goals  with  the 
Department,  which  they  are  asked  to  articulate  via 
a  rigorous  screening  process.  Those  selected  then 
use  their  awards  to  fund  a  diverse  set  of 
neighborhood-based  crime  prevention  programs 
throughout  the  community. 

•  OPC's  Office  of  Family  Assistance  continued  to 
provide  support  to  the  spouses,  parents,  children 
and  other  family  members  of  active  and  retired 
BPD  personnel  who  are  injured,  disabled,  or 
demised.  It  also  acts  as  the  Commissioner's 
liaison  to  groups  such  as  the  Boston  Retired  Police 
Officers  Association,  and  Mass.  Chapter,  Concerns 
of  Police  Survivors. 

•  The  Office  of  Strategic  Planning  and  Resource 
Development  helped  the  Department  to  secure  and 
manage  an  additional  $25  million  in  new  and 
continuing  program  grants  from  federal,  state,  and 
private  donors,  including  a  $2.8  million  Port 
Security  Grant,  and  a  million  dollar  Department  of 
Justice  grant  to  create  a  new  Boston  Juvenile 
Re-entry  Initiative. 


•  OPC's  Security  Unit  hosted  and  provided 
dignitary  protection  for  a  number  of  high  ranking 
visiting  and  local  officials  including:  Mayors, 
Members  of  Congress,  a  number  of  visiting  Police 
Chiefs/Commissioners,  and  delegations  from 
Israel,  Singapore,  Pakistan,  New  Zealand,  and 
Brazil  among  others.  Numerous  advance  planning 
and  security  considerations  for  city  officials 
were  accomplished. 

•  OPC's  Office  of  Research  and  Evaluation  briefed 
the  United  States  Attorney's  Office  and  other 
Anti-Terrorism  Task  Force  members  on  BPD's 
consequence  management  and  plume  modeling 
technologies  used  in  the  assessment  of  potential 
terrorist  threats.  ORE  also  trained  numerous 
Department  employees,  including  members  of 
Special  Operations,  HazMat  and  the  Explosive 
Ordnance  Unit,  on  the  use  of  its  Consequence 
Assessment  Tool  Set  Mapping  and  Management 
application. 

•  The  Office  of  Research  &  Evaluation  provided 
detailed  crime  briefings  for  the  Commissioner  and 
command  staff  at  regularly  scheduled  Crime 
Analysis  Meetings.  It  also  provided  research  and 
other  technical  support  for  the  Department's 


ongoing  Gang  Assessment  Initiative,  Unsolved  Shooting  Project, 
Personnel  Analysis  Meetings,  and  Operation  Safe  City  emergency 
response  reports,  as  well  as  over  500  citizen  requests  for  localized 
crime  analysis  information. 

•  Community  Disorders  Unit  personnel  investigated  a  total  of  331 
bias-motivated  cases  in  2002,  down  from  402  in  2001,  a  16 
percent  decrease. 

•  Using  new  technologies.  Graphic  Arts  personnel  and  the  Medical 
Examiner's  Office  worked  together  to  develop  composite  facial 
reconstructions  in  cases  involving  unidentified  skeletal  remains. 
With  $20,000  of  seed  funding  from  the  Bureau  of  Investigative 
Services  for  specialized  computer  equipment,  and  assistance  from 
Boston's  Museum  of  Science  and  Beth  Israel  Deaconess  Medical 
Center,  they  successfully  developed  innovative  new  methodologies 
that  may  eventually  be  utilized  by  law  enforcement  and  forensic 
personnel  across  the  country.  Additionally,  they  support  the 
multi-media  requirements  of  the  entire  Department  and  some 

city  agencies. 

•  The  Office  of  Media  Relations  fielded  thousands  of  inquiries  in 
2002,  both  from  media  outlets  all  over  the  world,  as  well  as  local 
citizens.  These  included  phone,  email,  and  written  requests  for 
statistics.  Freedom  of  Information  Act  documents,  and  other  BPD- 
related  information.  Media  Relations  also  hosted  numerous  press 
conferences,  generated  225  press  releases,  and  hosted  40  "Call  the 
Cops"  television  shows  on  the  Boston  Neighborhood  Network. 


Bureau  Chief  William  J.  Good,  III 

BUREAU  OF 

ADMINISTRATIVE 

SERVICES 


The  Bureau  of  Administrative  Services  includes: 

•  Central  Supply  Division 

•  Evidence  Management  Division 

•  Facilities  Management  Division 

•  Finance  Division 

•  Fleet  Management  Division 

•  Human  Resources  Division 

•  Information  Technology  Division 

•  Licensing  Division 


The  Department's  Bureau  of  Administrative  Services  (BAS)  provides 
the  essential  support  services  which  BPD  personnel  depend  on  to  do 
their  jobs  throughout  Boston  each  day.  The  Bureau  is  responsible 
for  a  range  of  planning,  human  resources,  finance,  licensing,  and 
information  technology  functions.  They  manage  the  physical  plant 
and  equipment  including  fleet  vehicles,  supplies,  property,  evidence 
and  building  maintenance  and  repair.  There  is  a  strong  focus  on 
customer  service,  covering  both  internal  units  and  employees  and 
the  general  public. 

During  2002,  the  BAS  Finance  Division  continued  to  support  the 
Department's  overall  mission  through  its  supervision  of  the 
Department's  fiscal  resources.    Finance  Division  personnel  are 
responsible  for  ensuring,  via  diverse  internal  controls  and  a 
prescribed  reporting  structure,  that  the  Department  operates  in 
compliance  w/ith  the  budget  approved  for  it  each  year  by  Boston's 
elected  City  Council.  In  2002,  this  important  function  included 
oversight  of  an  Operating  Budget  of  $220  million,  External  Funds  of 
$10  million,  and  $30  million  in  Paid  Police  Detail  funds. 


The  Finance  Division  has  made  notable 
improvements  to  facilitate  better  use  of  the 
Department's  financial  resources  during  recent 
years.  During  2002,  the  Department  began 
modifying  much  of  its  internal  business-process 
technology,  specifically  the  PeopleSoft  Financial 
and  Payroll  System.  These  comprehensive 
changes  now  enable  Finance  personnel  to  provide 
real-time  reports  to  the  Department's  senior 
leadership  on  a  range  of  fiscal  issues. 
Additionally,  the  Finance  Division  is  also  working 
to  assist  in  the  conversion  of  the  current  financial 
system  to  a  web-based  version,  scheduled  for 
implementation  in  2003.  This  improvement  will 
enhance  the  overall  availability  of  financial 
information,  and  will  also  provide  improved 
management  access  to  an  online  database  used 
for  tracking  both  Operating  and  Grant-based 
budgetary  funds. 

In  addition  to  its  responsibility  for  the 
maintenance  of  BPD's  194,000  sq.  ft.  Headquarters 
at  One  Schroeder  Plaza,  Facilities'  personnel 
continued  to  care  for  11  neighborhood  police 
Stations,  as  well  as  thirteen  additional  specialized 
unit  locations.  Even  with  all  of  these 
responsibilities,  Facilities'  personnel  found  time  to 
engage  in  several  new  initiatives. 


Major  renovations  and  other  improvements  at  several  of  the 
Department's  heavily  used  neighborhood  stations  figured  prominently 
among  these  new  projects.  Such  construction  projects  would  require 
professional  supervisory  capabilities  if  conducted  anywhere,  but 
required  even  more  planning  and  close  attention  to  detail  given  the 
24/7  nature  of  the  policing  activities  conducted  at  these  facilities. 
In  District  E-5  (West  Roxbury),  the  improvements  include  a  newly 
upgraded  HVAC  system,  a  completely  renovated  cell-block  area,  an 
addition  that  will  house  new  office  and  locker  space,  and  an  on-site 
fitness  center.  Improvements  in  District  C-11  (Dorchester)  included 
a  renovated  HVAC  system,  along  with  improvements  to  detectives' 
and  other  office  spaces.  In  East  Boston,  Facilities  worked  with  local 
personnel  on  an  exterior  beautification  project  which  included  the 
planting  of  flowers  and  trees  outside  the  District  A-7  station. 

The  Central  Supply  Division,  while  always  an  essential  service 
provided  to  the  Department,  was  called  into  action  post  9-11. 
The  Department  was  faced  with  providing  officers  with  "new  tools 
of  the  trade".  The  Central  Supply  Division  was  commissioned  to 
provide  emergency  equipment,  i.e.  gas  masks,  nitrile  gloves,  surgical 
masks,  etc.,  for  sworn  personnel  to  prepare  for  responses  to 
critical  incidents. 


Along  with  supplying  emergency  equipment  the  Central  Supply 
Division  has  been  continuing  its  body  armor  replacement  program. 
This  program's  main  goal  is  to  keep  the  officers  on  the  street 
protected  by  replacing  their  bulletproof  vests  every  five  years. 

The  Central  Supply  Division  not  only  keeps  officers  equipped  but  also 
maintains  and  manages  all  department  records  and  archives, 
processes  lost  and  found  property,  and  conducts  auctions  to  dispose 
of  surplus  department  and  unclaimed  vehicles  and  found  property. 

In  keeping  with  the  spirit  of  "Community  Policing,"  the  Central  Supply 
Division  donates  bicycles  to  the  "Bikes  not  Bombs"  program.  This 
program  gives  young  people  ages  12  to  18  the  opportunity  to  earn 
the  donated  bicycles  by  repairing  them.  Instructors,  ages  16  to  18, 
teach  safety  and  mechanics  while  the  youths  earn  wages  and  gain 
vocational  skills. 


Superintendent  John  F.  Gallagher,  Jr. 

BUREAU  OF 
INVESTIGATIVE  SERVICES 

The  Bureau  of  Investigative  Sen/ices  includes: 

•  Drug  Control  Division 

•  Forensic  Technology  Division 

•  Honnicide  Unit 

•  Investigative  Planning  Division 

•  Major  Investigations  Division 


The  Bureau  of  Investigative  Services  (BIS)  highly  trained  staff  is 
called  upon  daily  to  deal  with  a  wide  variety  of  cases  requiring  their 
diligence  and  expertise.  During  2002,  bank  robberies  remained  a 
high  priority,  even  though  many  of  them  were  committed  by  suspects 
who  did  not  show  a  weapon.  To  address  this  problem,  BIS 
personnel  convened  a  city-wide  meeting  among  the  FBI  Bank 
Robbery  Task  Force  and  local  bank  security  managers  to  share 
information  and  plan  new  strategies.  BIS  personnel  also  met  with 
additional  bank  representatives  via  the  Massachusetts  Bankers 
Association.  Together,  these  meetings  resulted  in  a  number  of 
innovative  recommendations  to  deter  future  robberies  and 
apprehend  repeat  offenders.    As  a  result,  local  banks  experienced 
17  percent  fewer  robberies,  and  the  joint  Bank  Robbery  Task 
Force  identified  35  suspects  wanted  for  95  percent  of  all  of  the 
robberies  committed. 

A  cooperative  effort  among  the  Bureau's  Homicide,  Sexual  Assault, 
Crime  Lab,  and  Identification  Units  led  to  the  identification  and 
arrest  of  suspects  wanted  for  numerous  serious  crimes.  In  one 
case,  investigators  solved  a  1997  Roxbury  homicide  after  the  Crime 
Lab  developed  a  DNA  profile  from  blood  samples  collected  at  the 
crime  scene.  When  submitted  to  a  Massachusetts-wide  database, 
the  DNA  profile  identified  a  suspect  who  was  subsequently  indicted. 

The  trend  for  criminals  to  perpetrate  "techno-frauds"  such  as  identity 
theft  is  a  growing  concern  for  law  enforcement  agencies  across  the 
country.  The  Major  Case  Unit  provided  a  strong  local  response  to 
these  issues  through  a  number  of  notable  investigations  and  arrests 
in  2002.  In  one,  Major  Case  Unit  personnel  investigated  a  seemingly 
simple  but  deceptive  ATM-banking  scam.  In  it,  unwitting  customers 
were  directed  to  swipe  their  bank  cards  into  an  alternate  device 
while  the  customary  equipment  was  supposedly  inoperative.  The 
suspects  would  later  retrieve  the  device  to  download  the  victims' 


vital  personal  information.  Major  Case  Unit 
investigators  caught  and  arrested  2  individuals  for 
this  scheme  and  seized  their  illegal  computer 
equipment  as  evidence. 

The  Ballistics  Unit  achieved  notable  success  during 
2002  through  their  efforts  to  identify  weapons  and 
other  ballistics  evidence  used  in  multiple 
shootings.  Teaming  up  with  the  Office  of  Research 
and  Evaluation,  Ballistics  Unit  personnel  analyzed 
evidence  submitted  through  the  National 
Integrated  Ballistic  Identification  Network,  or 
NIBIN,  to  identify  trends  and  patterns.  This 
information  assisted  investigators  in  solving 
numerous  related  homicide  and  aggravated 
assault  cases.  Ballistics  also  improved  their 
evidence-tracking  and  data-sharing  capabilities 
with  help  from  BPD's  Information  Systems  Group 
(ISG).  An  ISG  programmer  worked  closely  with 
Ballistics  personnel  to  create  a  customized,  web- 
based  "Ballistics  Case  Management"  database. 

Given  the  events  of  September  2001,  the  need  for 
cooperative  exchange  of  sensitive  law 
enforcement  information  is  critical.  In  2002,  the 
Intelligence  Unit  hosted  the  47th  annual  Law 
Enforcement  Intelligence  Unit  (LEIU)  conference, 
attended  by  over  140  delegates  from  all  over  the 
world.  It  provided  a  forum  for  discussion  of  key 
issues  and  fostered  the  development  of  positive 
relationships  which  facilitate  the  easy  exchange  of 
sensitive  information  and  intelligence. 

The  number  of  reported  auto  thefts  continued  to 
decrease  throughout  the  city  in  2002  due  to 
several  key  factors.  These  included  the 
implementation  of  a  new  reporting  policy  to  deter 
fraud  and  promote  cooperation  with  the  insurance 
industry,  the  assignment  of  district-specific  auto 
theft  investigators,  and  the  ongoing  efforts  of  the 
Auto  Theft  Unit.    With  assistance  from  the  Major 
Case  Unit,  Auto  Theft  Unit  personnel  successfully 
identified  "hot  spot"  areas,  deployed  "bait" 
vehicles,  and  obtained  other  equipment  to 
significantly  reduce  auto  thefts  and  arrest 
offenders. 


The  Bureau  of  Investigative  Services  has  also 
continued  to  develop  new  ways  to  reach  out  to  the 
victims  of  crime.  BIS  personnel  train  both  recruit 
officers  and  domestic  violence  advocates  on  topics 
such  as  crisis  intervention,  conflict  resolution, 
and  victims'  rights.  They  provide  victim  assistance 
literature  in  readily  accessible  areas  of  district 
stations,  and  have  also  created  their  own 
pamphlets  on  identification  theft,  sexual  assault, 
and  domestic  violence. 


In  2002,  the  Sexual  Assault  Unit  initiated  a 
program  known  as  BASIN,  or  Boston  Area  Sex 
Investigators  Network.  The  network  includes 
state,  local,  and  university  police  departments. 
The  primary  goal  of  the  group  is  to  share 
intelligence,  strategies,  and  resources  to  enhance 
sexual  assault  investigations  in  the  greater  Boston 
area.  The  group  also  seeks  to  provide  individuals 
at  the  highest  risk  of  being  sexually  assaulted-- 
youths  between  the  ages  of  15-24--with  easy 
access  to  comprehensive  information  about  sexual 
assault  and  the  resources  available  to  victims  of 
this  crime.  In  collaboration  with  BASIN,  Emerson 
College  staff  and  students  established  a  web  page, 
SurviveRape.org.  The  web  site  is  hosted  by  the 
City  of  Boston  and  contains  links  to  service 
providers  and  the  BASIN  network  members. 


The  Domestic  Violence  Unit  hosted  a  training  program  for  police 
officers  and  others  on  trauma  response.  The  Trauma  Center,  funded 
through  a  grant  from  the  Commonwealth's  Department  of  Mental 
Health,  provides  training  focused  on  ways  to  communicate  with 
grieving  youth  and  families.  Basic  and  advanced  concepts  of 
traumatic  stress  associated  with  child  abuse,  homicide,  and  other 
incidents  are  included  in  the  4-day  training,  as  well  as  discussion 
of  the  cumulative  impact  of  such  trauma  on  detectives  and 
responding  officers,  and  strategies  they  can  use  for  self-care 
and  stress  reduction. 

The  Bureau's  Drug  Control  Division  (DCD)  continued  to  have  a 
serious  impact  on  the  distribution  of  controlled  substances 
throughout  the  city  by  disrupting  several  organized  groups  involved 
in  illegal  drug  trafficking.  One  investigation  targeted  the  distribution 
of  so-called  "club  drugs"  after  receiving  intelligence.  A  coordinated 
effort  by  Drug  Control  Division,  the  Drug  Enforcement  Administration, 
and  the  US  Customs  Service  led  to  the  seizure  of  a  significant 
amount  of  ketamine,  methamphetamine,  ecstasy,  and  GHB.  As  a 
result,  the  investigators  also  arrested  one  individual  believed  to  be  a 
major  distributor  of  these  drugs  in  Boston-area  nightclubs. 


Superintendent  Ann  Marie  Doherty 
Superintendent  Robert  R  Dunford 

BUREAU  OF 

PROFESSIONAL 

DEVELOPMENT 

The  Bureau  of  Professional  Development  includes: 

•  Training  &  Education  Division  (Academy) 

•  Regional  Roundtables  on  Ethics 
and  Integrity  (RRT) 

•  Regional  Community  Policing  Institute  of 
New  England  (RCPI/NE) 


The  Boston  Police  Department's  diverse  training  needs  are  managed 
by  its  Bureau  of  Professional  Development.  Through  it,  new  recruits 
and  seasoned  veterans  alike  receive  the  best  training  available.  This 
training  prepares  officers  for  the  growing  challenges  they  face  in 
their  patrol,  investigative,  or  specialized  duties.  In  addition  to  the 
Boston  Police  Academy  itself,  the  Regional  Roundtables  on  Ethics 
and  Integrity,  and  Regional  Community  Policing  Institute  of  New 
England  also  help  the  Department  to  work  closely  with  other 
jurisdictions  throughout  New  England.  Together  they  continue  to 
develop  and  implement  innovative  training  programs  for  law 
enforcement  personnel  across  the  country. 

Recruit  Class  39-02  graduated  48  new  officers  in  2002,  after 
receiving  31  weeks  of  intense  training.  It  was  the  first  incoming 
recruit  class  to  go  through  the  Department's  comprehensive 
Weapons  of  Mass  Destruction  (WMD)  framing.  The  WMD  training 
was  also  provided  to  veteran  officers  and  encompassed  both  the 
Domestic  Preparedness  Awareness  program  created  by  Department 
of  Justice,  as  well  comprehensive  training  in  the  Incident  Command 
System,  or  ICS.  Commanders  received  as  much  as  two  additional 
days  of  Incident  Command  instruction,  including  joint  training  and 
tabletop  exercises  with  members  of  the  Boston  Fire  Department, 
Boston  Emergency  Medical  Services,  and  the  MBTA,  Cambridge,  and 
Brookline  Police  Departments.  The  in-depth  exercises  successfully 
explored  a  variety  of  detailed  "what  if"  scenarios  that  could  involve 
public  safety  and  other  officials  from  jurisdictions  throughout  the 
metropolitan  Boston  area. 


Modifications  to  the  Department's  use  of  force 
policies  required  new  training  for  all  officers  in 
this  important  area  during  2002.  The  training  is 
ongoing,  and  will  be  undertaken  in  three  phases. 
The  first  phase  was  delivered  via  an  informational 
videotape  played  at  roll  calls  and  addressed 
changes  in  the  BPD's  policy  on  the  "Use  of  Deadly 
Force."    In  the  second  phase,  officers  received 
instruction  on  use  of  force  options,  and  the 
specifics  of  the  Department's  policy  concerning  its 
use.  In  the  final  phase,  officers  will  receive  bi- 
annual scenario-based  training  requiring  them  to 
use  their  judgment  regarding  use  of  force  in 
realistic  exercises.  These  exercises  are  designed 
to  challenge  and  strengthen  their  judgment, 
decision  making  skills,  proper  threat  assessment, 
and  other  issues  relating  to  the  Department's 
warranted  use  of  force  options. 

Under  the  Regional  Roundtable  on  Ethics  and 
Integrity,  a  Police  Executive  Development 
Roundtable  emerged.  During  2002,  a  sub-group  of 
this  executive  roundtable  formed  a  new  group  to 
focus  on  concerns  which  directly  impact  law 
enforcement  agencies  within  Massachusetts  who 
serve  larger  populations.  This  group,  which 
includes  the  BPD,  seeks  to  share  best  practices 
and  build  upon  existing  positive  inter-agency  and 
cross-discipline  relationships. 


10 


The  Boston  Police  Department's  Developmental  Round-table  Review 
(DRR)  process  was  inaugurated  in  January  of  2002.  All  sworn 
members  of  the  Department  received  an  initial  orientation  on  the 
process  during  their  annual  in-service  training  session.  In  it  they 
learned  that  Developmental  Roundtable  Review  is  a  Department- 
wide  mentoring  initiative  designed  to  help  individual  officers  improve 
their  skills  throughout  their  law  enforcement  careers. 


During  2002,  the  Regional  Community  Policing 
Institute  of  New  England  (RCPI/NE)  furthered  the 
design  and  delivery  of  four  additional  curricula 
targeted  towards  police  chiefs  and/or  senior 
policy  makers.  These  courses  included  the  Use  of 
Force  in  a  Community  Policing  Environment, 
Citizen  Complaint  Intake  and  Investigation,  Early 
Identification  and  Intervention  Systems,  and  Racial 
Profiling:  Issues  and  Dilemmas.  Instructors  are 
currently  being  trained  to  conduct  these  executive 
level  seminars  nationwide  in  2003,  under  the 
auspices  of  the  Community  Oriented  Policing 
Services  Office  within  the  Department  of  Justice. 


Throughout  the  rest  of  the  year,  this  initiative  was  conducted  via 
one-on-one  employee  meetings  with  their  supervisors,  the  use  of 
coaching  techniques,  focused  goal  setting,  and  the  regular  evaluation 
of  progress  toward  those  jointly  developed  professional  goals.  By 
creating  a  written  action  plan  together,  supervisors  and  direct- 
reports  work  to  make  planned  improvements  and  structured  moves 
toward  skill  development.  Developmental  Round-table  Review  is  also 
expected  to  be  a  useful  tool  for  commanders,  enabling  them  to 
review  and  better  assess  their  entire  staff's  future  training  needs. 


11 


Superintendent  Thomas  A.  Dowd 

BUREAU  OF  INTERNAL 
INVESTIGATIONS 


The  Bureau  of  Internal  Investigations  includes: 
J  Internal  Affairs  Division 
'  Anti-Corruption  Division 

•  Auditing  &  Review  Division 

•  Recruit  Investigation  Division 


During  2002,  the  Bureau  of  Internal  Investigations  (BII)  continued  to 
augment  and  streamline  its  services  throughout  the  Department. 
This  was  particularly  true  for  its  Auditing  and  Review  Division,  which 
sought  to  increase  the  technical  proficiency  of  its  personnel  through 
education  and  training.  This  included  graduate-level  instruction  on 
internal  auditing  methods  at  Bentley  College's  Graduate  School  of 
Business.  As  one  result,  this  enhanced  auditing  capability  now  aids 
BII's  overall  ability  to  evaluate,  interpret,  and  improve  the 
effectiveness  of  various  Department  management  practices. 

In  another  portion  of  this  ongoing  improvement,  Auditing  and  Review 
also  significantly  expanded  its  areas  of  inquiry  during  2002.  These 
areas  now  include  the  monitoring  of  all  Paid  Police  Detail  and 
Overtime  assignments  to  ensure  compliance  with  contractual 
limitations  on  hours  worked.  They  also  check  for  any  potential 
conflicts  that  might  arise  from  such  instances,  recommend 
preventive  /  remedial  measures,  and  then  monitor  their  compliance 
once  implemented. 

The  Auditing  and  Review  Division  has  also  worked  diligently  to 
develop  and  implement  a  new  computerized  monitoring  system  for 
employee  disciplinary  measures,  designed  to  ensure  consistency  and 
fairness  in  their  application  throughout  the  Department.  This  new 
system  is  already  making  it  much  easier  to  track  this  data,  to  quickly 
flag  any  unusual  circumstances,  and  then  to  generate  useful  reports 
from  the  data  in  a  more  timely  and  user-friendly  fashion.  This  aids 
both  BII  staff,  and  the  senior  managers  throughout  the  Department 
who  depend  on  this  data  to  monitor  the  changing  needs  of  their 
command  and  its  personnel. 


Computerized  case-tracking  improvements,  along 
with  the  addition  of  new  personnel  also  aided  BII's 
Internal  Affairs  Division.  The  new  case-tracking 
system  not  only  allows  better  data  collection  and 
analysis  regarding  citizen  complaints,  but  also 
provides  more  up-to-date  information  for  use 
during  the  Department's  regular  Personnel 
Analysis  Meetings.  The  Personnel  Analysis 
Meeting  (PAM)  was  modeled  after  the 
Department's  highly  successful  Crime  Analysis 
Meeting  (CAM).  CAM  uses  the  analysis  of  crime 
data  to  identify  problems  and  develop  innovative 
solutions.  Similarly,  PAM  involves  the  analysis  of 
personnel  data  such  as  the  use  of  sick  time,  citizen 
complaints,  and  even  Department  commendations 
to  assist  supervisors  in  identifying  and  solving 
problems  involving  employees,  or  in  some  cases 
preventing  such  problems  from  developing. 

Internal  Affairs  has  also  improved  its  response  to 
domestic  violence  situations  involving  Department 
employees  by  creating  specialized  investigative 
teams  for  an  immediate  response. 

During  2002,  the  Bureau's  Anti-Corruption  Division 
continued  to  create  new  partnerships  to  effectively 
investigate  allegations  of  corruption  made  against 
City  of  Boston  employees.  Members  of  the 
division  reached  out  to  community  members  and 
other  agencies  such  as  Suffolk  University  and  the 
FBI  via  classes  and  other  training  sessions  they 
conducted  to  explain  their  mission  and  goals.  In 
addition  to  this  outreach  work,  the  Anti-Corruption 
Division  also  continued  to  maintain  strong 
investigative  and  prosecutorial  partnerships  with 
the  FBI,  the  Massachusetts  State  Police,  the 
Commonwealth's  Office  of  the  Attorney  General, 
the  Suffolk  County  District  Attorney's  Office,  and 
the  U.S.  Attorney's  Office  as  well. 


12 


IAD  Complaints  1998  -  2002 


150 


i 

CM 

(0 

■ 

00 
(M 

N 
(0 

■ 

(0 
CM 

(M 
M 

1998    1999    2000    2001    2002 

I  Complaints  Against  Civilian  Employees/  Outside  Agencies 
I  Complaints  Against  Police  Officers 


Number  of  Complaints 
Per  Employee 

7%  -  Complaints 


93%  -  No  Complaints 


Total  Number  of 
Internal  Affairs  Cases  -  2002 


43%  -  Internally  Generated 


COMPLAINTS 

EMPLOYEES 

PERCENTAGE 

Zero  Complaints 

2,763 

93.2% 

One  Complaint 

174 

5.9% 

Two  Complaint 

24 

.8% 

Three  or  More  Complaints 

4 

.1% 

TOTAL: 

2,965 

100% 

57%  -  Externally  Generated 


CASES 

EMPLOYEES 

PERCENTAGE 

Internally  Generated 

106 

43% 

Externally  Generated 

139 

57% 

TOTAL: 

245 

100% 

13 


Types  of  Situations 
from  which  Complaints  Arose  -  2002 


20%  -  Miscellaneous  Police  Services 


1 3%  -  Arrest  at  Scene 


1 0%  -  Traffic  Stop 


2%  -  Booking  Station 

3%  -  Parking  Violations 
3%  -  Insubordination 
5%  -  Radio/Patrol  Duty 
6%  -  Paid  Details/OT 

6%  -  Threshold  Inquiry 


7%  -  Drug  Testing 


7%  -  AWOL/Tardy/lnjured/Sick 


9%  -  Domestic  Violence 


9%  -  Off-Duty  Misconduct 


Allegations  Against 
Department  Personnel  -  2002 


17%  -  Respectful  Treatment 


1 5%  -  Negligence/Abuse  of  Discretion 


14%  -  Excessive  Force 


2%  -  Details/Overtime 

2%  -  Self  Identification 
3%  -  Untruthfulness 

3%  -  Duties  &  Responsibilities 
3%  -  Directives  &  Orders 

5%  -  Alcohol  &  Substance  Abuse 


7%  -  Attendance/Reporting  for  Duty 


9%  -  Conduct  Unbecoming 


10%  -  Conformance  to  Laws 


10%  -  Miscellaneous  Rules  Violations 


Discipline  Administered  -  2002 


5  Terminations 

4  Ninety  +  Day  Suspensions 
2  Sixty  to  Ninety  Day  Suspensions 

1 1  Forty-Five  Day  Suspensions 

8  Six  to  Thirty  Day  Suspensions 


4^esignations  with  Charges  Pending 
1 1  Oral  Reprimands 

7  Written  Reprimands 


25  One  to  Five  Day  Suspensions 


77  Total  Officers  Disciplined 

LJ  Suspensions         H  Reprimands         H  Resignations         H  Terminations 


14 


Reported  Use  of  Service  Baton, 
O.C.  Spray,  and  Bean  Bag  1998  -  2002 


Firearm  Discharges  1998-2002 


5G 

CM 

in 

1 

CO 

0) 

' 

1. 

CO 

^ 
^ 

25 

0 

0) 

0 

T- 

1 

(A 

C 

v 

■D 

00 

U 

c 
o 

19 

98 

19 

99 

20 

00 

2001 

2002 

I I  Service  Baton    H  O.C.  Spray    H  Bean  Bag 

NOTE:  The  term  "service  baton"  also  encompasses  the  use 
of  other  impact  weapons  used  under  exigent  circumstances 
in  place  of  a  service  baton,  e.g.,  flashlight. 

Bean  Bag  -  The  BPD  began  using  this  less  lethal  force 
option  in  2001. 


20 


1998    1999    2000    2001    2002 

I I  Fatal  Incidents      H  Accidental  Incidents      H  Total  Incidents 


After  researching  a  complaint  against  an  officer,  the  Internal  Affairs 
Division  investigator  prepares  a  report  and  submits  it  with  his/her 
recommendation  to  the  IAD  Team  Leader.  After  further  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. 

There  could  be  multiple  allegations  within  one  case,  with  varied 
dispositions.  The  hierarchy  for  how  a  decision  or  finding  is 
categorized  is: 


Dispositions  of  Individual  Allegations 
Against  Sworn  BPD  Officers  -  2002 


200 


150 


100 


Sustained       j      Unfounded      |  Filed 

Not  Sustained  Exonerated  Pending 


SUSTAINED:  Sufficient  evidence  supports  the  complainant's 
allegations  and  personnel  are  subject  to  disciplinary  action.  This 
finding  may  reflect  a  need  for  some  action. 

NOT  SUSTAINED:  Investigation  failed  to  prove  or  disprove  the 
allegations.  The  weakest  finding,  as  it  reflects  the  inability  to  prove 
or  disprove. 


EXONERATED:  Action  complained  of  did  occur  - 
however,  action  was  reasonable,  proper  and  legal. 
May  reflect  a  need  for  training  or  a 
change/creation  of  a  policy. 

FILED:  The  matter  is  placed  on  file  without  any 
disposition. 


UNFOUNDED:  Investigation  reveals  action  complained  of  did  not 
occur. 


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


15 


CRIME  STATISTICS 

Measuring  Progress  Toward  A  Safer  City 


The  Boston  Police  Department  gathers  many  types  of  data  in  order 
to  develop  the  specific  crime-fighting  and  prevention  strategies  it 
uses  to  carry  out  Its  important  mission  each  day.  These  examples 
illustrate  the  kinds  of  statistical  information  which  Department 
personnel  use  to  identify,  analyze,  understand,  and  successfully 
address  local  crime  trends  and  patterns: 

Crime  Trends 

Boston's  2002  crime  statistics  showed  improvement  in  all  areas  of 
serious  crime,  including: 

•  Violent  Crime  fell  to  a  record  31-year  low  (Figure  1). 

•  Homicides  decreased,  and  were  24  percent 
below  the  City's  20-year  average  (Figure  2). 

•  Part  I  Crime — which  the  FBI  defines  as  homicides, 
rapes,  robberies,  aggravated  assaults,  burglaries, 
larcenies,  and  vehicle  thefts  —  was  down  by 

4.5  percent  from  2001,  the  third  lowest  rate  since 
1967  (Figures  3  &  4). 

•  Shootings  dropped  28  percent  below  the  City's  10-year 
average,  with  45  fewer  incidents  than  in  2001.  Several 
Department  strategies  highlighted  in  this  report, 
including  the  Boston  Re-entry  Initiative  and  the 
Unsolved  Shootings  Project,  have  been  designed  to 
achieve  further  reductions  in  this  important  area 
(Figure  5). 


FIGURE  1:  Violent  Crime  1983  -  2002 


16,000 

14,000 

12,000 

10,000 

8,000 

6,000 

4,000 


V 

^ 

' 

>« 

IT) 

U) 

CO 

O) 

o 

^ 

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n 

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(0 

N 

CO 

0> 

o 

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00 

00 

CO 

GO 

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m 

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0) 

0) 

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a> 

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FIGURE  2:  Homicide  1983  -  2002 


150 


100 


50 


20  Year  Average:  79.4 


n<jtfjtONOOff)0»-CMn^inioNooffiOT-cj 

OOCOOOC0000000010)0>0?)0)0)a)0>0>000 


FIGURE  3:  Part  One  Crime  1983  -  2002 


80,000 

70,000             ^^.^^       L^ 

60,000    ^^^                              > 

50,000 

1 

■^ 

V 

40,000 

\ 

s 

_^  1 

30,000         ,     , 

s 

1 j.    -.U 

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20.nno 

16 


n 

<t 

in 

(A 

N 

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CM 

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^ 

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Ol 

o 

CM 

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00 

CO 

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Ol 

01 

01 

01 

0> 

01 

01 

01 

01 

01 

01 

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01 

01 

01 

01 

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01 

01 

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01 

0) 

01 

01 

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Ol 

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esj 

^ 

FIGURE  4:  Part  One  Crime  Comparison 
2001  -  2002 


►►CRIME  TYPES 

01 

02 

%  Chg. 

►►Homicide 

66 

60 

-9.1% 

►►Rape* 

361 

369 

2.2% 

►►  Robbery* 

2,524 

2,533 

0.4% 

►►Aggravated  Assault       4,412  3,994  -9.5% 

►►Burglary*                         4,222  3,830  -9.3% 

►►Larceny*                      |  17,608  17,824  1.2% 

►►Vehicle  Theft*                  8,194  7,096  -13.4% 

►►TOTAL  PARTI                 37,387  35,706  -4.5% 
*lncludes  "Attempts" 


FIGURE  5:  Shootings  1993  -  2002 


The  Department  received  a  total  of  514,379  calls 
for  service  during  2002  (Figure  6).  Calls  for 
service,  an  indicator  of  demand  for  police  services, 
fell  four  percent  from  tfie  previous  year.  At  the 
same  time,  the  number  of  these  calls  being 
handled  by  the  Department's  Neighborhood 
Interaction  Unit  (NIU)  increased  11  percent  to 
19,910  (Figure  7).  The  NIU  takes  reports  of  less 
serious  crimes  over  the  phone  from  citizens  who 
wish  to  file  a  report,  but  do  not  request  that  an 
officer  respond  in  person.  Such  reporting  frees  up 
the  time  of  officers  patrolling  Boston 
neighborhoods,  allowing  them  to  engage  in  more 
preventive  strategies. 

Public  Safety  Survey  Results 

In  addition  to  using  crime  statistics,  the 
Department  also  conducts  regular  citizen  opinion 
polls  to  identify  and  solve  crime-related  problems 
and  assess  overall  performance.  The  Boston 
Public  Safety  Survey  h3S  been  conducted  bi- 
annually  by  the  Department  since  1995  for  this 
purpose.  It  helps  to  identify  neighborhood  crime 
issues,  potential  problem  areas,  and  the  impact  of 
crime  and  other  factors  on  Bostonians' 
perceptions  of  their  relative  safety  and  overall 
quality  of  life. 

Results  from  the  most  recently  conducted  survey 
in  2001,  show  that  nearly  80  percent  of  Boston's 
residents  feel  safe  walking  alone  in  their 
neighborhoods  at  night.  This  percentage  has 
increased  42  percent  since  1995,  and  has 
remained  constant  since  1999  (Figure  8). 

A  broader  measure  of  community  concerns  can  be 
seen  in  residents'  impressions  of  the  quality  of  life 
in  their  neighborhood.  The  citywide  rating  for 
quality  of  life  increased  slightly  from  1999  to  2001. 
With  residents  ranking  it  on  a  scale  of  1  to  10,  it 
rated  a  7.3  in  1999  and  increased  to  7.4  in  2001. 
Nearly  three-quarters  of  all  respondents  in  2001 
gave  their  quality  of  life  a  rating  of  seven  or  higher 
on  this  scale. 


500 
400 
300 
200 
100 


10  Year  Average:  248 


a)9)0)9>O)G)O>OOO 
0)0)00)0)9)0)000 


FIGURE  6:  Calls  for  Service  1998  -  2002 

600,000 


500,000 


1998   1999   2000   2001   2002 


FIGURE  7:  Calls  for  Service  Handled  by  the 
Neighborhood  Interaction  Unit 
1998-2002 


20,000 


15,000 


10,000 


5,000 


1998   1999   2000   2001   2002 


FIGURE  8:  Percentage  of  Residents  Who 
Feel  Safe  Walking  Alone  in  their 
Neighborhood  at  Night 


1995 


1997 


1999 


2001 


17 


Superintendent  Bobbie  J.  Johnson 

BUREAU  OF  FIELD 
SERVICES 

The  Bureau  of  Field  Services  includes: 

•  District  Commands: 

Area  A/ Districts  1  &7 
Area  B  /  Districts  2  &  3 
Area  C  /  Districts  6  &  1 1 
Area  D/ Districts  4  &  14 
Area  E  /  Districts  5, 13,  &  18 
'>  Operations  Division 

•  Special  Police  Division 

•  Support  Services  Division 


As  the  largest  section  of  the  Boston  Police  Department,  the  Bureau 
of  Field  Services  (BFS)  includes  approximately  two-thirds  of  its  total 
sworn  staff.  These  personnel  provide  essential  public  safety 
services  from  11  neighborhood  police  stations  on  a  round-the-clock 
basis.  In  addition  to  this  key  patrol  function,  BFS  also  encompasses 
the  Court  Unit,  the  Special  Police  Division,  the  Neighborhood  Crime 
Watch  Unit,  the  Special  Events  Planning  Unit,  the  Operations 
Division,  and  the  City's  Juvenile  Detention  Facility.  Together,  all  of 
these  varied  personnel  work  toward  the  Department's  larger  goal  of 
promoting  successful  community  policing  efforts  throughout  Boston. 

In  2002,  BFS  engaged  in  a  number  of  collaborative  partnerships  to 
provide  new  types  of  training  for  its  officers.  For  example,  teaming 
up  with  the  Boston  University  Medical  School  the  Bureau  provided 
officers  with  specialized  training  to  identify  senior  citizens  suffering 
from  Alzheimer's  Disease,  as  well  as  the  means  to  access  the 
specialized  services  necessary  for  their  care  and  safety. 


Complaints  regarding  overloaded  trucks  traveling 
through  city  streets  provided  the  catalyst  for  a 
unique  collaborative  initiative  conducted  with  the 
Massachusetts  State  Police.  Officers  were  first 
trained  in  commercial  vehicle  regulations.  Then 
they  used  portable  truck  weighing  scales  to  gauge 
and  fine  those  responsible  for  broken  underground 
pipes,  recurring  street  surface  destruction,  and 
other  damage  caused  by  their  illegal  use. 

In  September  of  2002,  BFS  and  Special  Operations 
personnel  worked  together  with  the 
Massachusetts  Registry  of  Motor  Vehicles  to 
perform  a  citywide  vehicle  safety  check.  This 
focused  inspection  of  126  private  vans  and  buses 
used  to  transport  Boston  school  children.  It 
discovered  numerous  safety  and  licensing 
violations.  A  total  of  155  citations  were  issued, 
and  additional  inspections  are  planned  to  make 
sure  these  vendors  will  remain  in  compliance  with 
the  relevant  safety  regulations. 


18 


For  over  a  decade,  Boston  has  participated  in 
National  Niglit  Out.  It  is  a  program  which 
highlights  the  community's  efforts  to  work  with 
police  to  fight  and  prevent  crime  in  their 
neighborhoods.  The  Neighborhood  Crime  Watch 
Unit  coordinates  this  multi-day  celebration  which 
takes  place  at  numerous  events  held  at  diverse 
venues  all  across  Boston..  In  each  of  the  last  ten 
years,  and  again  in  2002,  Boston  has  been 
recognized  as  one  of  the  Top  Ten  Cities 
participating  nationwide. 


BFS  personnel  have  also  continued  with  Operation 
Crosswalk,  an  innovative  program  which  enhances 
pedestrian  safety  on  Boston's  busy  streets  by 
targeting  motor  vehicle  offenses  at  selected 
dangerous,  high-incident  intersections.  Since  its 
inception  in  2001,  BFS  personnel  have  issued 
13,119  citations.  This  helped  to  reduce  pedestrian 
accidents  by  51  incidents,  and  motor  vehicle 
accidents  by  327  incidents  in  2002. 


In  November  2002,  the  BFS  employed  the 
Community  Anti-terrorism  Training  Institute  ("CAT- 
Eyes")  to  come  to  Boston  and  train  police  officers 
and  Crime  Watch  personnel  in  community  anti- 
terrorism-awareness  teaching  methods.  During 
2003,  the  Department's  Community  Service 
Officers  will  implement  this  program  by  providing 
free  preparedness  presentations  to  community 
groups  throughout  the  City.  The  Boston  Police 
Department  is  believed  to  be  the  first  major  police 
department  in  the  New  England  region  to 
implement  a  CAT-Eyes  program. 


19 


DISTRICT  A-1 

Captain  Bernard  P.  O'Rourke 

40  New  Sudbury  Street 

Boston,  Massachusetts  02114-2999 

(617)  343-4240 


During  2002,  District  A-1  personnel  used  a  variety 
of  innovative  measures  to  continue  to  promote  the 
concepts  of  neigtibortiood  policing  throughout  the 
Downtow/n,  Beacon  Hill,  Charlestown,  Financial 
District,  Chinatown,  and  North  End  neighborhoods. 

Since  September  11th,  District  A-l's  personnel 
have  remained  particularly  cognizant  of  the  fact 
that  Boston  has  become  a  potential  target  for 
future  acts  of  terrorism.  Together  they  protect  the 
thousands  of  people  w/ho  live,  work,  and  shop  in 
the  district's  neighborhoods,  as  well  the  many 
sites  with  historic  and  symbolic  significance  along 
the  Freedom  Trail,  among  downtown's  large 
concentration  of  office  buildings,  and  throughout 
the  area's  burgeoning  maze  of  new  transportation 
infrastructure.  During  2002,  these  growing 
security  duties  included  intricate  protective 
measures  for  several  Liquefied  Natural  Gas 
tankers,  which  made  numerous  heavily  escorted 
journeys  through  Boston's  inner  harbor.  District 
A-1  personnel  provided  an  extensive  land-based 
security  presence  via  observation  posts  in 
locations  along  the  waterfront,  all  strategically 
placed  to  afford  maximum  protection  during  the 
safe  passage  of  each  tanker. 


District  A-1  staff  continue  to  work  closely  with  groups  such  as  the 
Midtown  Park  Plaza  Neighborhood  Association,  formed  by  local 
residents  and  businesses  to  combat  drug-related  crime  m  the 
Theater  District.  Together  they  discuss  quality  of  life  issues,  crime 
prevention,  and  other  community-related  concerns  in  a  joint  attempt 
to  eradicate  illegal  drug  dealing.  At  the  same  time,  comprehensive 
anti-crime  initiatives  such  as  "Operation  Vice  Grip"  and  "Operation 
Wilbur"  have  effected  numerous  drug-dealing  and  prostitution 
arrests  in  the  Theater  District  and  nearby  Bay  Village  and  Chinatown 
neighborhoods. 

Operation  Vice  Grip  was  used  in  conjunction  with  the  ongoing 
Operation  Squeeze  to  target  prostitutes  in  addition  to  their  would-be 
customers.  Operation  Wilbur  has  also  been  an  ongoing  strategy, 
focusing  specifically  on  drug  arrests  in  the  Theater  District.  In  2002, 
four  hundred  and  fifty-six  drug  arrests  were  made  as  a  result  of 
these  combined  efforts,  due  to  significant  cooperation  among  the 
District's  patrol  officers,  its  Drug  Control  Unit,  the  BPD  Citywide  Drug 
Control  Unit,  and  the  Youth  Violence  Strike  Force. 


Reported  Part  One  Crime  1993  -  2002 

10,000  I        I        I        I        I        I        I        I        I 


8,000 


6,000 


4. OOP 


lOYearlW8^§8fftB2?^ 


1993  1994  1995  1996  1997  1998  1999  2000  2001  2002 


20 


District  A-l's  Drug  Control  Unit  also  performed  "Operation  Cordo-N- 
Grato"  which  targeted  heroin  dealing  in  the  North  End.    It  resulted  in 
twelve  additional  arrests,  along  with  the  execution  of  two  search 
warrants.  Working  in  cooperation  with  other  investigative  units 
throughout  the  Department,  District  A-l's  Drug  Control  Unit 
further  assisted  the  Massachusetts  State  Police  in  a  criminal 
investigation  known  as  "Operation  Neighbor  Hoods"  in  the  North  End. 
This  initiative  recovered  numerous  firearms,  included  the  execution 
of  five  search  warrants,  and  resulted  in  the  arrests  of  several 
high-level  organized  crime  figures.  District  A-l's  warrant  arrests 
increased  by  35  percent,  with  total  drug  arrests  rising  by  V  percent 
from  last  year. 


Part  One  Crime  Comparison  2001  -  2002 

►>A-1                                          01           02     %Chg. 

^►Homicide 

4 

4 

0% 

►►  Rape* 

34 

41 

21% 

►►Robbery* 

363 

351 

-3% 

►►Aggravated  Assault 

407         400 

-2% 

►►Burglary* 

613         448 

-27% 

►►  Larceny* 

3,661      3,840 

5% 

►►Vehicle  Theft* 

734         610 

-17% 

►►Total  Part  1 
*lncludes  "Attempts" 

r  5,81 6      5,694 

-2% 

In  2002,  District  A-l's  calls  for  service  increased  10  percent  from 
67,245  to  74,424.  This  increased  workload  was  also  complemented 
by  enhanced  performance  from  District  personnel,  with  emergency 
response  times  in  Charlestown  dropping  to  the  lowest  in  the  entire 
city-just  four  minutes  for  the  most  urgent  "Priority  1"  calls. 

At  the  same  time,  regular  meetings  of  the  District  A-1  Advisory 
Committee  helped  A-1  personnel  to  work  with  representatives  from 
neighborhoods  throughout  the  district  to  improve  quality  of  life  and 
crime  issues.  In  addition  to  these  representatives,  district  personnel 
also  continued  to  work  closely  with  members  of:  the  Downtown 
North  Association;  the  Chinatown,  Charlestown,  and  North  End 
Safety  Committees;  the  Bay  Village,  and  Leather  District's 
Neighborhood  Associations;  and  the  Lower  Washington  Street,  and 
Charlestown  Youth  Task  Forces  on  a  regular  basis. 


Calls  for  Service  1998  -  2002 


oil 

y 

N 

y 

n^ 

1998 

1999 

2000 

2001 

2002 

DISTRICT  A-7 

Captain  James  M.  Claiborne 

69  Paris  Street 

East  Boston,  iUlassachusetts  02128-3053 

(617)-343-4220 


During  2002,  District  A-7  personnel  continued  to  use  a  variety  of 
innovative  measures  to  promote  ttie  concepts  of  neighborhood 
policing  throughout  East  Boston. 


Among  these,  the  special  emphasis  A-7  personnel  have  continued  to 
place  on  outreach  to  a  variety  of  community  groups  has  been 
particularly  well  received.  The  Latino  community  comprises 
approximately  42  percent  of  East  Boston's  population,  and  so  a 
monthly  meeting  with  representatives  of  the  various  Latino  social 
service  agencies  in  East  Boston  provides  a  regular  opportunity  for 
outreach  and  networking  within  this  important  segment  of  the 
community.  At  the  same  time,  these  kinds  of  pro-active  meetings 
and  strategy  sessions  help  A-7  staff  members  to  gain  a  growing 
understanding  of  the  Latino  community's  concerns.  The  closer 
working  relationships  they  help  to  foster  also  encourage  the 
cultivation  of  ongoing  partnerships,  as  well  as  police-community 
crime-prevention  measures  throughout  East  Boston's  neighborhoods. 


Officers  from  District  A-7  have  established  an 
excellent  working  relationship  with  the  City's 
Inspectional  Services  Department  (ISD).  During 
the  past  year  this  partnership  resulted  in 
numerous  inspections  at  local  businesses.  In 
several  instances,  multiple  violations  of  local 
Building,  Health,  Environmental,  and  Safety  codes 
were  discovered.  Citations  were  issued,  and  in  one 
case  an  entire  residence  had  to  be  condemned  for 
safety  reasons.  This  partnership  has  proven  very 
successful  in  rooting  out  negligent,  absentee 
landlords  and  other  unscrupulous  vendors,  and 
makes  an  important  contribution  to  an  improved 
quality  of  life  for  those  who  live  and  work  in 
East  Boston. 


Reported  Part  One  Crime  1993  -  2002 

2,500 
2,000 


1,500 


i,ooo 


1993  1994  1995  1996  1997  1998  1999  2000  2001  2002 


Being  responsive  to  the  community  concerns  noted  in  its  Strategic 
Plan  remains  a  high  priority  for  District  A-7.  This  can  be  seen  in  its 
continued  dedication  to  roadway  safety  through  the  use  of  a  T-55 
traffic  enforcement  car,  Speed  Board,  and  radar  guns  in  high  volume 
areas.  In  2002,  three  additional  officers  were  trained  to  use  this 
equipment,  and  together,  A-7  officers  totaled  11,419  motor  vehicle 
citations  and  7,477  parking  violations. 

One  particularly  effective  policing  effort  in  2002  concerned  an  officer 
who  observed  a  suspicious  motor  vehicle  being  operated  in  Maverick 
Square.  After  further  investigation,  the  officer  arrested  the  vehicle's 
driver  on  numerous  drug  warrants.  Still  sensing  that  something 
wasn't  right,  he  then  had  the  motor  vehicle  towed  to  District  A-7, 
where  it  was  legally  inspected  more  closely. 


As  a  result,  $7,000.00  in  hidden  U.S.  currency  and 
a  package  believed  to  be  one  kilo  of  cocaine  were 
discovered.  This  one  arrest  alone  prevented 
cocaine  with  an  estimated  street  value  of 
approximately  $150,000,  along  with  an  additional 
$3,200  in  illicit  U.S.  currency  (which  the  suspect 
had  on  his  person)  from  reaching  East  Boston's 
streets. 

District  A-7  personnel  also  increased  their 
monitormg  of  licensed  premises  in  2002.  In  a 
series  of  random  checks  initiated  by  Captain 
Claiborne,  "Operation  Butt  Out"  used  officers  and 
three  teenage  volunteers  to  visit  numerous 
establishments.  Their  purpose  was  to  ensure 
regulatory  compliance  with  Massachusetts 
General  Laws  prohibiting  the  sale  of  tobacco 
products  to  minors.  Perhaps  as  a  result  of  the 
publicity  surrounding  this  program,  almost  all  of 
these  establishments  were  found  to  be  in 
compliance. 


Part  One  Crime  Comparison  2001  -  2002 

►►A-7  I        01    1        02     %  Chg. 


►►Homicide 

4 

3 

-25% 

►►Rape* 

15 

18 

20% 

►►Robbery* 
►►Aggravated  Assault 
►►Burglary* 

110 
236 
258 

115 
213 
193 

5% 
-10% 
-25% 

►►Larceny* 

615 

591 

■4% 

►►Vehicle  Theft* 

432 

356 

-18% 

►►Total  Part  1 
*lncludes  "Attempts" 

1,670 

1,489 

-11% 

Calls  for  Service  1998  -  2002 


1998   1999   2000   2001   2002 


DISTRICT  B-2 

Captain  Albert  E.  Goslin 

135  Dudley  Street 

Roxbury,  Massachusetts  02119-3203 

(617)  343-4270 


During  2002,  District  B-2  personnel  continued  to  use  a  variety  of 
innovative  measures  to  promote  the  concepts  of  neighbortiood 
policing  ttirougfiout  Roxbury  and  North  Dorchester. 

In  late  spring,  District  B-2  personnel  unveiled  their  comprehensive 
new  Crime  Reduction  Strategy.  To  execute  it,  teams  of  officers, 
detectives,  and  supervisors  worked  closely  with  a  diverse  set  of 
partner  agencies.  They  developed  and  implemented  crime 
prevention,  intervention,  and  enforcement  measures  tailored  to  the 
needs  of  specific  neighborhoods.  These  teams  include  members  of 
the  Probation  Department  from  Roxbury,  Dorchester,  West  Roxbury, 
and  the  Boston  Municipal  Court,  as  well  as  representatives  from  the 
Massachusetts  Parole  Board,  the  Department  of  Youth  Services,  the 
Boston  Housing  Authority  Police,  and  the  Roxbury  Youth  Works. 

Together  these  teams  planned,  conducted,  and  then  analyzed  the 
results  of  a  coordinated  set  of  ongoing  anti-crime  activities.  These 
measures  included  numerous  warrant  apprehensions  as  well  as 
increased  patrols,  both  visible  and  undercover,  within  known 
neighborhood  "hot  spots."  Mutli-agency  teams  also  conducted  joint 
visits  to  local  probationers'  and  parolees'  homes  to  see  if  they  were 
abiding  by  the  terms  of  their  court-mandated  return  to  their 
neighborhoods.  If  found  to  be  non-compliant,  these  individuals  were 
immediately  targeted  for  additional  prosecution.  For  those  willing  to 
make  more  productive  choices,  home  visits  provided  additional 
opportunities  for  officers  to  provide  positive  reinforcement  to  these 
individuals  and  their  families  as  they  began  to  reintegrate 
themselves  back  into  the  community. 


District  B-2  personnel  also  began  implementing  a 
focused  set  of  measures  designed  to  address 
shootings  in  the  Grove  Hall  area  during  2002. 
Known  as  the  Grove  Hall  Initiative,  its  four- 
pronged  strategy  tracked  and  targeted  specific 
behaviors,  territories,  times,  and  persons  involved 
in  drug  trafficking  and  other  violent  activities. 
Armed  w/ith  this  information,  officers  then  removed 
these  dangerous  individuals  from  the 
neighborhood  via  several  major  sweeps.  For 
example,  in  a  second  phase  of  "Operation  Steel 
Curtain",  five  firearms  were  seized  as  the  result  of 
eight  arrests  for  a  variety  of  drug  offenses. 
Conducted  in  cooperation  with  the  Youth  Violence 
Strike  Force,  "Operation  Halls  of  Justice",  resulted 
in  another  12  arrests,  and  the  seizure  of  four 
additional  firearms.    Together,  these  initiatives 
and  others  like  them  have  significantly  diminished 
the  number  of  shootings  and  aggravated  assaults 
in  the  neighborhood,  while  also  removing  armed 
criminals  and  their  weapons  from  the  streets. 


Reported  Part  One  Crime  1993  -  2002 
10,000        11''                  11 

8,000 

k 

1 

10  Year  Average:  6,282 

- 

6,000  L||l|||| 

\ 
1 

\ 

^^^^^^^^^^H 

4,000 

^ 

* 

1993    1994    1995    1996    1997    1998    1999   2000   2001    2002 

Calls  for  Service  1998  -  2002 


1998   1999   2000   2001   2002 


Part  One  Crime  Comparison  2001 

►►B-2                                          01             02      % 

■2002 

Chg. 

►►Homicide 

18 

17 

-6% 

►►Rape* 

67 

I        ^8 

16% 

►►Robbery* 

415 

368 

-11% 

►►Aggravated  Assault 

880 

832 

-5% 

►►Burglary* 

575 

549 

-5% 

►►  Larceny* 

1,970 

1,822 

-8% 

►►Vehicle  Theft* 

\  1,388 

1,265 

-9% 

►►Total  Part  1 
*lnclucles  "Attempts" 

5,313 

4,931 

-7% 

25 


Captain  Pervis  Ryans,  Jr. 

1165  Blue  Hill  Avenue 

Dorchester,  Massachusetts  02124-3914 

(617)  343-4700 


Reported  Part  One  Crime  1993  -  2002 


5,ooo 


4,000 


3,000 


2.000 


1993  1994  1995  1996  1997  1998  1999  2000  2001  2002 


During  2002,  District  B-3  personnel  continued  to 
use  a  variety  of  innovative  measures  to  promote 
the  concepts  of  neigfiborhood  policing  throughout 
Dorchester  and  Mattapan. 

Detectives  working  on  domestic  violence  cases 
found  their  efforts  bolstered  in  2002,  both  through 
enhanced  training,  and  the  addition  of  some  useful 
new  tools.  A  threat-assessment  software  package 
now  aids  investigators  in  finding,  tracking,  and 
intervening  when  necessary  to  prevent  repeat 
offenders  from  harming  their  intended  victims. 
Digital  cameras  also  allow  them  to  provide 
immediate,  on-scene,  visual  documentation  of  any 
injuries  to  victims,  as  well  as  other  evidence  found 
at  crime  scene  locations. 


Part  One  Crime  Comparison  2001 

►►B-3                                          01             02      % 

-2002 

Chg. 

►►Homicide 

12 

15 

25% 

►►Rape* 

57 

48 

-16% 

►►Robbery* 

215 

266 

24% 

►►Aggravated  Assault 

655 

566 

-14% 

►►Burglary* 

312 

287 

-8% 

►►  Larceny* 

926 

1,056 

14% 

►►Vehicle  Theft* 

836 

699 

-16% 

►►Total  Part  1 
*lncludes  "Attempts" 

3,013 

2,937 

-3% 

This  type  of  documentation  has  been  a  key  to 
prevention  efforts  and  successful  prosecutions 
alike.  In  both  areas,  District  B-3  personnel 
continued  to  work  closely  with  the  District 
Attorney's  Office.  Together,  their  efforts  were 
further  facilitated  by  the  Dorchester  District  Court. 
One  of  only  three  of  its  kind  in  the  nation,  the 
Court's  specialized  programs  were  created  as  a 
prototype  for  new  methods  of  domestic  violence 
prevention  and  prosecution  efforts  by  the 
Department  of  Justice. 


Preventing  auto-theft  has  also  been  a  continuing  area  of  focused 
effort.  Worlcing  closely  with  patrol  staff  and  state  officials,  B-3 
detectives  now  enter  every  auto  theft  into  a  database,  and  analyze  it 
for  emerging  trends.  They  conduct  routine  investigations  at  local 
auto  shops,  and  gather  intelligence  from  concerned  citizens  and 
legitimate  business  owners.  This  wealth  of  data  helps  them  to 
identify  at-risk  vehicles,  potential  theft  locations,  and  the  players 
who  may  be  involved  in  vehicle  theft,  insurance  fraud,  the  re-sale  of 
stolen  parts,  and  illegal  dumping  of  abandoned  vehicles  onto 
neighborhood  streets.  Captain  Ryans  has  also  used  this  information 
pro-actively  to  mail  out  a  "Stolen  Car  Alert"  full  of  anti-theft  tips  to  all 
local  vehicle  owners  determined  to  be  in  high-risk  categories. 

In  response  to  growing  tensions  and  the  threat  of  escalating 
violence  within  local  schools,  B-3's  Community  Service  Office  helped 
to  create  a  process  to  resolve  the  problem.  Officers  quickly  brought 
together  a  coalition  of  concerned  groups  including:  students, 
parents,  school  administrators,  the  BPD's  School  Police  Unit  and 
Youth  Violence  Strike  Force,  local  clergy  and  community  leaders,  and 
representatives  from  multiple  City  and  State  agencies.  These 
diverse  groups  came  together  to  jointly  identify  the  problem  and  its 
causes,  ask  each  other  for  input  and  assistance,  and  then  to  pool 
their  resources  to  work  out  a  solution. 


\1  I 


Calls  for  Service  1998  -  2002 


50,000 


1998   1999   2000   2001   2002 


27 


DISTRICT  C-6 

Captain  Robert  Cunningham 

101  West  Broadway 

South  Boston,  l\/lassachusetts  02127-1017 

(617)  343-4730 


During  2002,  District  C-6  personnel  continued  to  use  a  variety  of 
innovative  measures  to  promote  the  concepts  of  neighborhood 
policing  throughout  South  Boston. 


Highlighting  the  year  in  District  C-6,  was  an  all  out  effort  to  control 
illegal  parking  on  both  the  side  streets  and  major  thoroughfares  of 
South  Boston.  This  effort  had  been  long-planned  via  a  series  of 
meetings  with  neighborhood  residents,  city  officials,  and  local 
community  leaders.  However,  a  tragic  fire  in  October  of  2002, 
resulting  in  the  death  of  an  eight-year-old  girl,  became  the 
unexpected  catalyst  for  its  implementation.  Spearheaded  by 
officers  from  District  C-6,  this  comprehensive  effort  quickly  gained 
the  attention  of  residents  and  business  owners  throughout  the 
community.  During  2002,  District  C-6  personnel  issued  over  22,000 
parking  violations,  an  increase  of  30  percent  over  2001. 


District  C-6  personnel  also  redoubled  their  efforts 
to  serve  arrest  warrants  in  an  expeditious  manner. 
To  do  this,  the  warrants  are  now  broken  down  by 
geographical  location.  With  this  information  in 
hand,  the  responsibility  for  service  is  then 
assumed  by  the  appropriate  Beat  Team  Leaders 
and  the  response  units  assigned  to  that  particular 
sector.  LInder  this  program,  warrant  service  has 
increased  75  percent,  with  31  warrant  arrests  in 
December  alone. 


Reported  Part  One  Crime  1993  -  2002 


3,ooo 


2,500 


2,000 


1,500 


1993  1994  1995  1996  1997  1998  1999  2000  2001  2002 


District  C-6  also  re-established  its  presence  on  the 
World  Wide  Web  by  registering  its  updated 
website:  southbostonpolice.com,  and  adding  new 
content.  The  site  now  includes  a  "Most  Wanted" 
page,  a  traffic  and  parking  update,  and  even  a 
contest  page  which  awards  an  "official  District  6 
T-shirt"  to  one  lucky  winner  each  week. 

The  District's  Drug  Control  Unit  continued  its 
efforts  to  remove  illegal  drugs  and  associated 
criminal  activity  from  the  neighborhoods.  Working 
undercover,  together  with  members  of  the  BPD 
Major  Case  Unit,  the  Massachusetts  State  Police, 
and  the  Salem,  New  Hampshire  P.D.,  the  District 
C-6  Drug  Unit  executed  a  search  warrant  where 


31  kilos  of  cocaine  and  over  $130,000  in  U.S.  currency  were  seized. 
By  itself,  this  one  operation  was  the  largest  single  seizure  of  drugs 
and  drug  money  in  Boston  during  2002. 

Members  of  the  C-6  Community  Service  Office  continue  to  form  and 
maintain  close  working  partnerships  with  numerous  community, 
business  and  non-profit  organizations.  CSO  personnel  assisted  in  the 
planning  for  the  2nd  Annual  South  Boston  Street  Festival,  which  had 
over  15,000  attendees.  They  also  continued  to  work  with  local  youth 
by  supporting  job-development  activities,  sports  programs,  and  Gang 
Resistance  Education  and  Training  (GREAT)  programs.  Also,  at  the 
request  of  the  Department  of  Defense,  District  C-6  personnel  trained 
over  1,000  South  Boston  federal  employees  in  a  customized 
"street-smarts"  awareness  and  crime  prevention  program,  which 
earned  them  a  Special  Merit  Award  from  the  federal  government. 


In  addition  to  its  police  officers.  District  C-6  also  counts  two 
clinical  social  workers  among  its  staff  members.  They  are  part  of 
the  Department's  citywide  participation  in  the  Youth  Service 
Providers  Network  which  targets  at-risk  young  people.  Together 
they  provided  counseling  to  nearly  150  young  people  and  their 
families  in  2002,  many  of  whom  had  been  referred  to  them  by  the 
C-6  Drug  Control  Unit. 


Part  One  Crime  Comparison  2001  -  2002 


►»C-6 

MHomicide_ 

►►Rape* 


01 


17 


02 
0 


%  Chg. 
-100% 


►►Robbery* 

75 

111 

48% 

►►Aggravated  Assault 

235 

236 

0% 

►►Burglary* 

212 

225    1 

6% 

►►Larceny* 

1,122 

1,137 

1% 

►►Vehicle  Theft* 

494 

431 

-13% 

►►Total  Part  1 

2,157 

2,166 

0% 

*lncludes  "Attempts" 


Calls  for  Service  1998  -  2002 


50,000 


1998   1999   2000   2001   2002 


29 


DISTRICT  C-11 
Captain  Thomas  F.  Lee 
40  Gibson  Street 
Dorchester,  MA  02122-1223 
(617)  343-4330 


During  2002,  District  C-11  personnel  continued  to  use  a  variety  of 
innovative  measures  to  promote  the  concepts  of  neigtiborhood 
policing  throughout  Dorchester. 

Drug  trade  in  Dorchester  took  a  direct  hit  as  a  result  of  an 
undercover  investigation  known  as  Operation  Crossbow.  Over  the 
course  of  six  months,  C-11  Drug  Control  Unit  and  federal  Drug 
Enforcement  Administration  personnel  worked  together  to  make  a 
series  of  undercover  buys.  Through  them  over  70  grams  of  heroin 
were  purchased.  This  led  to  the  arrest  of  two  suspects  and  the 
seizure  of  over  200  additional  grams  of  heroin.  A  subsequent  search 
warrant  prompted  a  further  seizure  of  14  grams  of  heroin,  assorted 
production  and  packaging  paraphernalia,  and  monies  thought  to  be 
drug  proceeds.    Together,  the  drugs  seized  in  this  investigation 
represented  a  possible  street  value  in  excess  of  $70,000. 


Reported  Part  One  Crime  1993  -  2002 


7,000 


6,000 


5,000 


4,000 


10  Year  Average:  4,968 


3, OOP 


1993  1994  1995  1996  1997  1998  1999  2000  2001  2002 


Since  the  summer  of  2002,  personnel  from  District 
C-ll's  Community  Service  Office  have  worked 
closely  with  the  Colonel  Daniel  Marr  Boys  and 
Girls  Club  on  a  promising  new  program  known  as 
"Street  Smarts."  The  idea  behind  it  is  to  bring 
local  young  people  together  with  the  officers  who 
serve  their  community  in  a  safe,  fun,  and  relaxed 
setting.  This  opportunity  encourages  them  to 
learn  first  hand  what  a  police  officer's  work-day 
really  entails-in  contrast  to  the  many  non-factual 
stereotypes  they  may  have  heard  about,  or  seen 
on  television.  It  also  gives  the  young  people  a 
chance  to  develop  positive,  long-term  relationships 
with  adults  who  are  willing  to  act  as  mentors  and 
positive  role  models  for  their  group.    Thus  far, 
over  30  pre-teens  have  participated. 

Many  of  District  C-ll's  successes  in  lowering 
crime  district-wide  can  also  be  seen  in  the 
mirrored  success  of  Dorchester's  ongoing  Safe 
Neighborhood  Initiative.  Through  it,  police 
personnel  continue  to  work  closely  with 
representatives  from  the  Massachusetts  Attorney 
General's  Office,  the  Suffolk  County  District 
Attorney's  Office,  the  Department  of  Youth 
Services,  and  neighborhood-based  health  centers. 


Part  One  Crime  Comparison  2001  -  2002 

►►c-11                                      01  1        02   ,%Chg. 

►►Homicide 

7 

10 

43% 

►►Rape* 

55 

57 

4% 

►►  Robbery* 

412         356 

-14% 

►►Aggravated  Assault 

688         576 

-16% 

►►Burglary* 

516         524 

2% 

►►  Larceny* 

1,793      1.661 

-7% 

►►Vehicle  Theft* 

1,217      1,062 

-13% 

►►Total  Part  1 
*lncludes  "Attempts" 

4,688      4,246 

-9% 

30 


Through  this  collaboration  they  meet  regularly  with  community 
members,  provide  increased  opportunities  for  education  and 
awareness,  and  have  also  put  in  place  several  badly  needed 
community  liaison  personnel  to  reach  out  to  the  growing  Vietnamese 
community  in  Dorchester. 

A  newly  renovated  station  house  now  aids  C-11  personnel  in  their 
mission.  After  five  months  of  working  in  nearby  trailers,  the 
construction  resulted  in  new  and  expanded  space  for  the  district's 
detectives,  its  domestic  violence  programs,  and  the  C-U  Community 
Service  Office.  Using  this  new  space  as  a  springboard,  officers  have 
continued  to  target  some  of  the  most  difficult  problems  in  the 
neighborhoods  they  serve  via  ongoing  initiatives  such  as  the 
"Close  To  Home"  domestic  violence  prevention  program. 
A  summertime  "Party  Line"  directs  a  dedicated  patrol  car  to  noisy 
addresses  so  that  other  patrol  staff  can  focus  on  more  pressing 
emergencies,  while  after-school  youth  programs  and  others  geared 
toward  the  specific  needs  of  senior  citizens  remain  popular  with 
community  residents. 


Calls  for  Service  1998  -  2002 


1998   1999   2000   2001   2002 


DISTRICT  D-4 

Captain  Edward  C.  Wallace 

650  Harrison  Avenue 

Boston,  MA  02118-2423 

617-343-4250 


During  2002,  District  D-4  personnel  continued  to  use  a  variety  of 
innovative  measures  to  promote  the  concepts  of  neighborhood 
policing  throughout  the  Back  Bay,  South  End,  Lower  Roxbury,  and 
Fenw/ay  neighborhoods  of  Boston. 

D-4  personnel  marked  the  passage  of  2002  by  successfully 
overseeing  numerous  large-scale  events.  Often  these  events  were 
unplanned,  and  many  required  a  significant  police  presence  to  be 
deployed  on  short  notice.  Tensions  related  to  a  janitors'  strike 
focused  on  several  downtown  office  buildings  with  marches, 
protests,  and  blockades  at  several  locations.  In  each  case,  District 
4  personnel  protected  the  strikers'  rights  to  peacefully  assemble 
and  air  their  views,  while  also  addressing  the  concerns  of  nearby 
businesses,  schools,  and  residential  areas.  Working  closely  with 
the  leaders  of  the  strike  and  protest  groups,  business  leaders,  and 
other  City  agencies,  D-4  personnel  made  sure  local  residents  were 
able  to  go  about  their  daily  lives  without  undue  interruption  or 
fear  of  violence. 


District  D-4  personnel  continued  to  maintain  a 
positive  presence  with  the  young  people  of  their 
district,  particularly  during  the  summer  months  of 
school  vacation.  Their  stepped-up  efforts  to 
prevent  youth  violence  paid  off  with  a  significant 
reduction  in  violent  incidents.  Violent  crime  in 
District  4  dropped  15  percent  from  2001,  while 
firearm-related  arrests  almost  doubled,  resulting 
in  a  138  percent  increase  in  recovered  firearms. 

District  4  also  continued  to  maintain  close 
relationships  with  numerous  civic  and 
neighborhood  groups.  Approximately  fifteen  to 
twenty  of  these  groups  meet  monthly  to  share 
information  and  talk  about  neighborhood 
crime-fighting  strategies.  Most  every 
neighborhood  is  represented,  including:  the 
Hurley  Block  Neighborhood  Association,  the 
Parkland  Management  Advisory  Committee 
(Southwest  Corridor),  the  Roxbury  Crossing 
Neighborhood  Association,  the  East  Fenway  and 
West  Fenway  Police  Panels,  the  South  End  Police 
Panel,  and  the  Back  Bay  Neighborhood 
Association.  These  meetings  are  always  well 
attended  and  help  D-4's  officers  to  cultivate 
cooperative,  long-term  relationships  with  these 
groups.  Their  active  members  continue  to  be  the 
"eyes  and  ears"  of  the  community,  and  by 
providing  vital  information  leading  to  arrests,  they 
remain  an  important  key  to  the  overall  success  of 
D-4's  neighborhood  policing  efforts. 


Part  One  Crime  Comparison  2001 

»^^D-4                                   1         01           02      % 

-2002 

Chg. 

►^Homicide 

5|          2    1 

-60% 

►►Rape* 

34           42 

24% 

►►Robbery* 

485         468 

-4% 

►►Aggravated  Assault 

495         444 

-10% 

►►Burglary* 

623         635 

2% 

►►Larceny*  

►►Vehicle  Theft* 
►►Total  Part  I 
'Includes  "Attempts" 


4,226 
1,160 
7,028 


3,887 

843 

6,321 


-8% 
-27% 
-10% 


The  Youth  and  Police  in  Partnership  (YPP)  program  continues  to 
support  at-risl<  youth  in  District  4  through  its  Youth  Council.  This 
program  has  been  very  successful  during  the  past  seven  years, 
having  served  hundreds  of  local  youth,  and  has  now  been  expanded 
to  include  six  additional  police  districts.  Numerous  BPD  volunteers 
donate  their  time  to  the  program,  and  their  efforts  have  also 
promoted  close  partnerships  with  organizations  such  as 
Northeastern  University's  Law  School  and  College  of  Criminal  Justice, 
the  Huntington  Theatre,  the  Department  of  Youth  Services,  and 
Harvard  University.  Through  these  ongoing  developments,  the 
program  continues  to  fulfill  its  mission  as  a  comprehensive  citywide 
youth  service  program. 

Reaching  out  to  the  community  is  a  common  theme  in  District  4,  and 
so  it  was  perhaps  unsurprising  that  D-4  personnel  were  able  to 
share  their  knowledge  and  expertise  with  residents  in  other  parts  of 
Boston  during  2002.  After  a  high  incidence  of  attacks  on  women  in 
adjacent  Brighton  and  the  North  End,  its  officers  conducted  self 
defense  and  safety  awareness  classes  for  interested  residents. 
Using  Rape  Aggression  Defense  techniques,  they  taught  classes 
designed  to  increase  potential  victims'  chances  of  surviving  an 
attack.  These  classes  were  overwhelmingly  successful,  with 
approximately  300  attendees. 


Reported  Part  One  Crime  1993  -  2002 


12,000 


1  o,oog 


8,000 


6, OOP 


1993  1994  1995  1996  1997  1998  1999  2000  2001  2002 


Calls  for  Service  1998  -  2002 


1998   1999   2000   2001   2002 


DISTRICT  D-14 

Captain  William  B.  Evans 

301  Washington  Street 

Brighton,  Massachusetts  02135-3301 

(617)  343-4260 


During  2002,  District  D-14  personnel  continued  to 
use  a  variety  of  innovative  measures  to  promote 
the  concepts  of  neigfiborfiood  policing  tfirougtiout 
Allston  and  Brighton. 

D-14  personnel  were  particularly  active  in  their 
ongoing  partnership  w/ith  the  City  of  Boston's 
Inspectional  Services  Department.  Together,  ISD 
and  BPD  personnel  routinely  conducted 
inspections  of  suspect  properties  for  health, 
safety,  and  other  local  code  violations.  Often 
these  buildings  are  sub-standard,  multi-family 
dw/ellings.  Typically  they  provide  poorly  maintained 
and  over-priced  housing  to  large  numbers  of 
college  students.    The  inspections  program  has 
helped  to  correct  violations  that  have  been  ignored 
by  unscrupulous  absentee  landlords,  and  to  fine 
them  for  what  appears  in  some  cases  to  have 
been  years  of  such  neglect.  Some  properties  were 
found  to  be  so  hazardous  upon  entry  that  they  had 
to  be  evacuated  and  even  condemned  to  ensure 
the  occupants  safety  from  vermin,  faulty  utilities, 
exposed  wiring,  rotting  trash,  and  other  dangers. 


Maintaining  strong  partnerships  with  neighboring  schools  such  as 
Boston  College,  Boston  University,  and  Harvard  University,  has  also 
remained  a  key  part  of  District  D-14's  overall  crime  prevention 
strategy.  In  addition  to  providing  Captain  Evans  with  opportunities 
to  speak  to  their  incoming  students  on  a  variety  of  public  safety 
issues,  university  administrators  now  participate  in  regular  weekend 
ride-alongs  with  District  personnel.  These  joint  efforts  seek  to 
prevent  underage  drinking  by  finding  and  eliminating  boisterous 
off-campus  parties  before  they  can  create  unwanted  problems  for 
the  students  or  their  neighbors.  At  the  same  time,  this  tactic  also 
helps  to  lessen  or  prevent  other  crimes  too,  such  as  vandalism, 
assault,  disorderly  conduct,  and  drunken  driving.  It  may  also  help  to 
explain  positive  trends  such  as  D-14's  reduction  of  auto  thefts  by  17 
percent,  break-ins  by  seven  percent,  and  sexual  assaults  by  25 
percent  in  2002. 


Reported  Part  One  Crime  1993  -  2002 

5,000 

\ 

i             '             1             I             1 

\             ' 

1* 

4,000 

^^ ' 

^ 

\ 

10  Year  Aver 

age:  3,323 

^ 

1 

3,000 

^m 

\ 

-\^ 

2,000 

"^ 

1993    1994    1995 

199 

6    1997    1998    1999   2000   2001    2002 

Reducing  crime  while  worl<ing  in  partnership  with  organizations 
throughout  the  community  has  also  continued  to  play  an  important 
part  in  District  14's  ongoing  efforts  to  address  Allston-Brighton's 
quality  of  life  concerns.  For  example,  local  liquor  stores  have 
continued  to  work  with  D-14  undercover  personnel  as  part  of 
"Operation  Keg,"  and  the  Governor's  Highway  Safety  Task  Force's 
"Cops  In  Shops"  program.  Together,  these  programs  prevent 
underage  drinking  by  targeting  the  illegal  purchase  and  distribution 
of  alcohol  to  minors.  D-14  personnel  make  arrests,  confiscate  the 
products,  and  the  illegal  identification  which  is  often  used  to  secure 
them.  At  the  same  time,  aggressive  traffic  enforcement,  via  15,246 
citations  issued  in  2002,  has  contributed  to  a  reduced  rate  of  auto 
accidents  citywide. 


Part  One  Crime  Con 

►►D-14 

iparison  2001  -  2002 

01           02     %  Chg. 

►►Homicide 

2 

1 

-50% 

►►  Rape* 

20 

15 

-25% 

►►  Robbery* 

84 

173 

106% 

►►Aggravated  Assault 

157         182 

16% 

►►Burglary* 

473         439 

-7% 

►►  Larceny* 

1,319      1,485 

13% 

►►Vehicle  Theft* 

462         384 

-17% 

►►Total  Part  1 
•Includes  "Attempts" 

11,517      2,679 

6% 

Calls  for  Service  1998  -  2002 


35 


DISTRICT  E-5 

Captain  Timothy  J.  Murray 

1708  Centre  Street 

West  Roxbury,  Massachusetts  02132-1542 

(617)  343-5630 


During  2002,  District  E-5  personnel  continued  to 
use  a  variety  of  innovative  measures  to  promote 
tfie  concepts  of  neighborfiood  policing  throughout 
Roslindale  and  West  Roxbury. 

One  key  element  of  E-5's  overall  plan  has  been  to 
provide  staff  with  the  best  possible  tools  for  their 
difficult  work.  This  can  be  seen  in  the  creative 
new  floor-plan  of  their  recently-renovated  facility 
in  West  Roxbury.  It  now  includes  amenities  such 
as  a  lunchroom  and  gym,  in  addition  to  office 
space  for  individual  detectives,  and  an 
interrogation  room  with  full  videotaping 
capabilities.  Detectives  at  E-5  were  also  the  first 
to  display  their  "most  wanted"  suspects  on-line 
for  all  to  see.  These  steps  have  all  contributed  to 
the  Department's  highest  solve  rate,  along  with  a 
reduction  of  Violent  Crime  by  11  percent,  and  a  25 
percent  increase  in  overall  arrests  by  District  E-5 
personnel  during  2002. 


Perhaps  in  part  because  of  the  District's  changing  demographics,  the 
number  one  quality  of  life  concern  voiced  by  E-5  residents  in  2002 
remained  traffic  enforcement.  This  important  area  of  police  and 
community  collaboration  had  been  clearly  articulated  in  the  District's 
Strategic  Plan,  and  so  it  has  been  a  major  goal  for  E-5 
personnel  in  recent  years.  Armed  with  the  positive  results  of  a 
related  study  they  conducted  in  2001,  District  personnel  dramatically 
increased  their  motor  vehicle  stops  again  in  2002.  With  more  than 
12,000  vehicle  stops.  District  E-5  personnel  tallied  a  50  percent 
increase  since  2000,  which  also  prompted  a  corresponding  30 
percent  decrease  in  motor  vehicle  accidents.  As  a  further  result, 
District  E-5  also  noted  the  fewest  vehicular  accidents  citywide. 


Part  One  Crime  Comparison  2001  -  2002 


►►E-5 

01 

02 

%  Chg. 

►►Homicide 

0 

4         100% 

►►  Rape* 

11 

8 

-27% 

►►Robbery* 

88 

74 

-16% 

►►Aggravated  Assault 

130 

117 

-10% 

►►Burglary* 

187 

161 

-14% 

►►Larceny* 

490 

506 

3% 

►►Vehicle  Theft* 

346 

383 

11% 

►►Total  Part  1 

1,252 

1,253 

0% 

♦includes  "Attempts" 


Reported  Part  One  Crime  1993  -  2002 


2,000 


1,500 


6  Year  Average:  1 ,309 


1,000 


1993    1994    1995    1996    1997    1998    1999    2000    2001    2002 
NOTE:  Prior  to  1997  District  e-13  was  a  section  of  District  E-5 


District  E-5  personnel  also  continued  to  work  closely  with 
community  residents  to  keep  them  abreast  of  their  efforts,  and  to 
encourage  new  collaborations  and  partnerships  in  crime  prevention. 
Dozens  of  neighborhood-based  Crime  Analysis  and  Prevention 
Meetings  gave  Captain  Murray  the  opportunity  to  provide  local 
residents  with  the  same  up-to-the-minute  crime  statistics  and  trend 
information  shown  to  the  Department's  senior  commanders  at  their 
Headquarters  briefings.  These  extremely  visual  and  factual 
presentations  use  PowerPoint  and  crime  mapping  software  to  vividly 
depict  recent  crime  trends  in  a  specific  neighborhood  or 
geographical  area.  Their  use  also  helped  to  spur  the  creation  and 
ongoing  participation  of  Crime  Watch  groups,  as  well  as  increased 
participation  in  targeted  anti-car-theft  programs. 

District  E-5  personnel  conducted  another  highly  successful  year  of 
their  "Operation  Pick-Off"  in  2002,  which  resulted  in  numerous 
warrant  arrests.  This  was  in  turn  part  of  a  larger  plan,  which 
sought  to  reduce  crime  by  actively  targeting  repeat  offenders  before 
they  could  commit  additional  crimes.  This  strategy  paid  off 
handsomely.  During  2002,  E-5's  personnel  posted  a  79  percent 
increase  in  warrant  arrests,  along  with  corresponding  14  percent 
and  16  percent  decreases  in  burglaries  and  robberies,  to  leave 
District  E-5  with  the  lowest  crime  rate  in  the  City  for  the  second 
straight  year. 


Calls  for  Service  1998  -  2002 

30,000 

25,CK)0       i 

1 

20,000 

15,000 

10,000 

5,000 

0 

MUM 

^^1 

m5m 

w 
0 

1998       1999       2000       2001       2002 

37 


DISTRICT  E-13 

Captain  Robert  M.  Flaherty 

3347  Washington  Street 

Jamaica  Plain,  Massachusetts  02130-2639 

(617)  343-5630 


During  2002,  District  E-13  personnel  continued  to  use  a  variety  of 
innovative  measures  to  promote  the  concepts  of  neighbortiood 
policing  ttiroughout  Jamaica  Plain. 

District  personnel  w/orked  closely  with  a  unique  cross-section  of 
community  groups  and  concerned  citizens  to  achieve  many  of  the 
shared  goals  that  they  had  established  in  the  District's  Strategic 
Plan.  One  new  project  brought  to  fruition  in  2002  was  the  creation 
of  a  Community  Mediation  Program.  Its  goal  is  to  assist 
neighborhood  residents  in  peacefully  resolving  civil  disputes-such  as 
landlord/tenant  issues,  disagreements  among  neighbors, 
parent/juvenile  issues,  and  other  family  disputes  before  they  can 
become  contentious  or  lead  to  violence.  The  program  received 
operating  space  through  an  ongoing  partnership  with  the  Egleston 
Square  Main  Streets  organization,  and  now  includes  the  services  of 
two  E-13  officers  who've  been  trained  and  certified  as  professional 
mediators. 

District  13's  detectives  also  took  a  considerable  bite  out  of  the 
incidence  of  car-breaks,  the  District's  number  one  crime,  by  working 
closely  with  Beat  Team  supervisors  and  patrol  officers  on  each  shift. 
Together  they  made  over  20  arrests  for  this  specific  type  of  offense 
alone.  They  also  assisted  in  the  successful  prosecution  of  a 
notorious  scam  artist  who  had  been  preying  upon  Jamaica  Plain's 
elderly  community.  The  detectives  were  instrumental  in  the 
prosecution  of  a  serial  burglar,  by  using  DNA  evidence  they'd 
collected  from  a  1998  break-in  to  secure  a  conviction.  One  positive 
result  of  these  focused  efforts  and  others  like  them  was  a  district- 
wide  decrease  in  violent  crime  of  11  percent  during  2002. 


Continuing  to  target  motor-vehicle-related 
offenses  and  the  associated  quality-of-life 
concerns  they  often  engender  was  another  high 
priority  for  E-13  personnel  in  2002.  In  traffic 
enforcement,  officers  issued  11,660  moving 
citations,  an  increase  of  over  1,200  citations. 
Parking  violations  also  increased  to  10,690,  with 
an  increase  of  over  2,000  violations  issued. 

The  District's  successful  automobile  noise 
reduction  campaign  continued  as  well.  In  addition 
to  improving  citizens'  quality-of-life  by  significantly 
decreasing  the  volume  of  noise  disturbances, 
"Operation  Sound  Off"  generated  an  additional 
positive  side  effect:  In  these  stops  officers  often 
discovered  motorists  who  were  operating  vehicles 
while  unlicensed,  many  of  which  were  unmsured, 
or  unregistered. 


Part  One  Crime  Comparison  2001 

►►E-13                                          01           02      % 

-2002 

Chg. 

►►Homicide                               8 

2 

-75% 

►►Rape*                                    30 

17    1 

-43% 

►►Robbery*                             151 

161 

7%        1 

►►Aggravated  Assault          272 

228 

-16% 

►►Burglary*                             221 

212    1 

-4% 

►►Larceny*                              901 

1,136 

26% 

►►Vehicle  Theft*                    670 

642 

-4% 

►►Total  Part  1                        2,253 

♦Includes  "Attempts" 

2,398    1 

6% 

Community  members  have  been,  and  will  continue 
to  be  valued  partners  in  many  of  Jamaica  Plain's 
ongoing  crime-prevention  and  community-building 
efforts.  This  can  be  seen  in  the  close  cooperation 
among  District  personnel  and  groups  such  as  the 
Jamaica  Plain  Business  Association,  the  Urban 
Edge  Community  Development  Corporation,  the 
Egleston  Square  Y.M.C.A.,  and  the  Hyde  Square 
Task  Force.  E-13's  Community  Service  Officers 
have  also  maintained  close  relationships  with 
non-profit  elderly  service  organizations  such  as 
Ethos  and  IVIatch-Up.  District  13  personnel  were 
pleased  to  see  that  a  Jamaica  Plain  neighborhood 
crime  watch  group  was  recognized  as  one  of  the 
Top  Ten  in  the  entire  City  of  Boston  by  the  Police 
Commissioner,  Mayor  Menino,  and  the 
Department's  Neighborhood  Crime  Watch  Unit. 


Reported  Part  One  Crime  1993  -  2002 


2,500 


L 


2 ,  OOO    6  YeaT  Averagef2T 


1,500 


1993  1994  1995  1996  1997  1998  1999  2000  2001  2002 

NOTE:  Prior  to  1997  District  E-13  was  a  section  of  District  E-5 


Calls  for  Service  1998  -  2002 


1998   1999   2000   2001   2002 


39 


DISTRICT  E-18 

Captain  Frederick  J.  Danieis 

1249  Hyde  Parle  Avenue 

Hyde  Park,  IMassacliusetts  02136-2891 

(617)  343-5600 


During  2002,  District  E-18  personnel  continued  to 
use  a  variety  of  innovative  measures  to  promote 
the  concepts  of  neighborhood  policing  in  Hyde  Park 
and  Readville,  as  well  as  portions  of  Mattapan  and 
Jamaica  Plain. 

Drug  interdiction  came  to  Cleary  Square  during 
2002  in  the  form  of  "Operation  Clear-E."  This 
initiative  resulted  in  the  arrest  of  four  street 
dealers  for  marijuana  sales,  as  well  as  the  seizure 
of  large  quantities  of  marijuana,  $4,390  in  cash, 
and  a  firearm.  The  E-18  Drug  Control  Unit  also 
successfully  closed  down  a  brazen  storefront 
drug-sales  operation  by  targeting  an  establishment 
known  as  Smoke  and  Grooves  2.  Several  thousand 
dollars  of  drug  paraphernalia,  over  $1,000  dollars 
in  cash,  and  additional  large  amounts  of  marijuana 
were  seized. 

District  18  personnel  discovered  that  the  shop  had 
also  been  selling  illegal  CD's.  This  matter  was 
turned  over  to  the  Massachusetts  Attorney 
General's  Office  for  prosecution.  Throughout  the 
course  of  the  year,  these  and  other  cooperative 
efforts  like  them  netted  over  $30,000  in  seized 
drug  proceeds,  19  handguns,  and  one  machine  gun. 


E-18  personnel  also  revitalized  their  theft  prevention  and  anti-crime 
measures  to  address  the  District's  number  of  car-breaks  in  several 
important  ways.  First,  innovative  new  prevention  measures  included 
a  focused  awareness  campaign.  It  targeted  two  important  groups: 
motorists  and  the  vendors  who  service  their  vehicles.  Automotive 
shops  and  other  local  businesses  were  asked  to  display  anti-theft 
literature  and  posters  warning  of  the  penalties  for  receiving 
stolen  property. 

Motorists  were  also  warned  when  they  were  observed  to  be  at 
risk  by  leaving  valuables  unattended  in  unlocked  vehicles.  Pamphlets 
which  resembled  a  parking  ticket  were  issued  to  these  motorists 
advising  them  of  the  dangers  of  this  type  of  behavior.  Further,  the 
District's  Anti-Crime  Unit  was  deployed  on  the  morning  watch,  to 
specifically  address  the  issue  of  larceny  from  motor 
vehicles,  and  worked  closely  with  neighboring  jurisdictions.  Over  40 
arrests  were  effected,  and  a  significant  amount  of  stolen  electronic 
components  were  recovered. 


Reported  Part  One  Crime  1993  -  2002 


2.500 


2,000 


1,500 


1993  1994  1995  1996  1997  1998  1999  2000  2001  2002 


40 


Among  District  E-18's  most  important  achievements  in  2002  was  the 
cultivation  of  a  close  partnership  with  the  Boston  Transportation 
Department  and  groups  of  concerned  local  residents.  Several  senior 
citizen  residents  of  the  Blake  Estates  housing  complex  had  been 
seriously  injured  while  crossing  to  the  nearby  Shaw's  Supermarket 
on  Hyde  Park  Avenue.  To  heighten  safety  awareness  among  both 
area  motorists  and  pedestrians,  new  crosswalk  signage  and  flashing 
traffic  signals  were  added  and  re-timed.  The  local  Elks  Lodge  also 
donated  additional  pedestrian  crossing  signs,  which  Shaw's  and 
Blake  Estates  residents  worked  together  to  site  and  install  to  help 
prevent  future  accidents. 


Part  One  Crime  Comparison  2001  -  2002 


►►E-18 

01 

1        02 

%  Chg. 

^^  Homicide 

4 

2 

-50% 

►►  Rape* 

21 

19 

1      -10% 

»>  Robbery* 

126 

90 

-29% 

►►Burglary* 

232 

157   1 

-32% 

►►  Larceny* 

585 

703 

20% 

►►Vehicle  Theft* 

455 

421 

-7% 

►►Total  Part  1 

pT.680 

1,592    1 

-5% 

'Includes  "Attempts" 


Calls  for  Service  1998  -  2002 


35,OCX) 


1998 


999   2000   2001   2002 


OPERATIONS  DIVISION 

Deputy  Superintendent  William  H.  Bradley 

One  Schroeder  Plaza 

Boston,  MA  02120 

(617)  343-4600 


During  2002,  the  Emergency  Operations  Center 
received  623,930  emergency  9-1-1  calls-many  of 
these  in  foreign  languages.  Operations  personnel 
prepared  over  7,000  stolen  vehicle  reports,  and 
handled  more  than  60,000  towed  vehicles. 
Neighborhood  Interaction  Unit  (NIU)  personnel 
also  dealt  with  an  additional  19,910  non- 
emergency incident  reports  via  telephone,  while 
the  Operations  Tape  Librarian  created,  catalogued, 
and  compiled  over  3,800  cassette  tapes  for 
administrative  and  criminal  investigations,  and 
provided  testimony  in  numerous  court 
proceedings. 

The  Operations  Division  also  continued  its 
comprehensive  efforts  to  hire  and  train  43 
civilians  to  replace  police  officers  as  emergency 
dispatchers  in  2002.  Thus  far,  more  than  30 
civilian  Dispatchers  have  already  moved  into  these 
on-air  positions.  More  will  follow  them  as  they 
complete  their  training.  Over  the  course  of 
several  years,  as  this  change-over  to  civilian 
dispatchers  is  completed,  it  will  free  up  a  like 
number  of  police  officers  for  neighborhood  patrol 
assignments  and  other  duties  citywide.  The 
addition  of  their  presence  on  a  daily  basis  will  be  a 
significant  aid  to  the  Department's  community 
policing  efforts  throughout  Boston. 


The  Operations  Division's  primary  goal  has  always  been  to  provide 
professional,  emergency  dispatch  services  to  support  street-level 
officers  and  their  commanders  with  information  that  is  as  timely, 
accurate,  and  complete  as  possible.  Their  efforts  to  do  so  24-hours  a 
day,  every  day  of  the  year  resulted  in  nearly  50  commendations  for 
meritorious  service  among  Operations  Division  personnel  in  2003. 
The  following  is  but  one  example  among  many: 

At  approximately  01:36  hours  on  Tuesday  morning,  August  27,  2002, 
a  Police  Dispatcher  received  a  partially  garbled  radio  transmission 
indicating  a  possible  "officer-in-trouble"  distress  call.  The  Dispatcher 
immediately  cleared  the  channel  and  alerted  all  nearby  units.  After 
recognizing  the  radio  number  transmitted,  the  Dispatcher  sent 
back-up  units  to  the  A202A  unit's  last  known  location.  It  was  later 
learned  that  its  two  officers  had  observed  and  attempted  to  question 
a  suspect  which  earlier  bulletins  had  identified  as  likely  to  be  armed 
and  dangerous. 

When  approached  by  the  officers  on  foot,  the  suspect  opened  fire 
with  a  handgun,  striking  one  officer  in  both  the  arm  and  leg.  The 
officers  returned  fire,  but  the  suspect  was  able  to  flee  on  foot.  The 
Dispatcher  quickly  worked  to  piece  together  multiple  sources  of 
information  while  also  coordinating  the  arrival  of  additional  back-up 
units.  At  the  same  time,  the  fleeing  suspect  continued  to  fire  at 
pursuing  officers,  until  he  was  finally  wounded,  and  then  subdued. 
Throughout  this  emotional  incident,  the  Dispatcher  worked  calmly 
and  professionally  with  street  officers  to  provide  them  with  the 
information  and  other  resources  they  needed. 


42 


Emergency  Medical  Services  personnel  quickly  transported  both  the 
wounded  officer  and  the  arrested  suspect  to  area  hospitals  for 
life-saving  medical  treatments.  The  officer  continues  to  recover, 
while  the  suspect  remains  in  custody,  facing  attempted  homicide  and 
other  serious  charges. 

Operations  Division  personnel  have  always  prided  tinemselves  on 
their  close  professional  working  relationships  with  all  of  the  public 
safety  agencies  in  Boston,  as  well  as  those  throughout  the  region. 
Police  personnel  have  always  worked  shoulder  to  shoulder  with  their 
counterparts  at  the  Boston  Fire  Department  and  Emergency  Medical 
Services  at  the  street  level.  However,  since  September  11,  2001 
there  has  been  a  growing  urgency  to  more  closely  synchronize  the 
agencies'  efforts  at  the  dispatch  and  strategic  levels  as  well.  To 
accomplish  this  important  goal,  the  agencies  first  convened  a 
committee  to  set  up  a  Boston  Public  Safety  Inter-operability  Channel. 
Its  creation  provided  a  direct  operational  radio  link  among  personnel 
at  each  of  the  three  agencies,  as  well  as  the  Boston  Emergency 
Management  Agency. 


Using  this  link,  commanders  at  each  of  the 
agencies  can  now  contact  operational  staff  from 
any  of  the  other  agencies,  or  all  of  them  at  once. 
In  a  crisis  situation  this  capability  will  be 
invaluable  and  could  help  to  save  countless  lives, 
including  those  of  its  users. 

Since  its  creation,  this  group  has  supervised 
further  implementation,  testing,  and  maintenance 
of  this  emergency  radio  capability,  which  can  be 
made  operational  in  seconds.  Weekly  testing  is 
conducted  to  make  sure  that  interoperability 
function  of  this  channel  can  be  available 
immediately  if  it  is  ever  needed.  Additional 
phases  of  this  project  are  already  underway  to 
increase  communications  with  other  city  agencies 
as  well  (i.e.,  Parks  and  Recreation,  Public  Works, 
etc.),  and  to  any  neighboring  jurisdictions  who  may 
wish  to  participate  in  the  future. 


43 


Superintendent  Paul  F.  Joyce,  Jr. 

BUREAU  OF  SPECIAL 
OPERATIONS 

The  Bureau  of  Special  Operations  includes: 

•  Mobile  Operations  Division 

•  Tactical  Support  Division  (Mounted  Unit,  K-9  Unit) 

•  Youth  Violence  Strike  Force 

•  Environmental  Safety  Division  (Haz-Mat  Unit, 
Harbor  Patrol,  Explosive  Ordnance  Unit) 

•  School  Police  Unit 

•  Youth  Service  Officer  Unit 


As  its  name  implies,  the  Bureau  of  Special  Operations  (BSO)  consists 
of  several  highly  trained  units  that  are  frequently  called  upon  to 
address  many  of  the  Department's  most  challenging  and  potentially 
dangerous  assignments.  Whether  they  are  involved  in  executing 
high-risk  warrants,  rendering  safe  an  explosive  device,  testing 
potentially  hazardous  materials,  or  providing  security  at  a  high- 
profile  public  event  or  a  public  school,  BSO  personnel  successfully 
perform  a  surprisingly  diverse  set  of  public  safety  roles  throughout 
Boston  each  day. 

During  2002,  the  Youth  Violence  Strike  Force  (YVSF)  continued  its 
ongoing  efforts  to  successfully  track,  arrest,  and  prosecute  gang 
members  and  other  violent  felons.  Working  with  numerous  law 
enforcement  agencies  and  community  partners,  they  continued 
prevention,  intervention,  and  enforcement  initiatives  such  as 
Operation  Cease-fire  and  Operation  Night  Light.  As  noted  elsewhere 
in  this  report,  they  also  augmented  these  earlier  successes  with 
several  new  and  promising  companion  programs.  These  include  the 
multi-agency  Boston  Re-entry  Initiative,  and  an  intense  collaboration 
among  YVSF  and  other  BPD  investigative  personnel  to  solve 
shootings  where  further  incidents  of  retribution  are  thought  to  be 
likely.  The  effective  combination  of  these  efforts  were  again 
honored  by  the  United  States  Department  of  Justice,  through  its 
selection  of  Boston  for  its  Project  Safe  Neighborhood  Award  for 
violence  prevention. 


Dealing  with  the  unique  concerns  posed  by 
potential  terrorist  acts  has  also  remained  a  top 
priority  for  the  entire  Department  in  2002.  Several 
BSO  units  are  at  the  forefront  of  these  ongoing 
domestic  preparedness  efforts.  For  example,  in 
2002  the  Explosive  Ordnance  Unit  dealt  with  over 
200  calls  regarding  suspicious,  potentially 
explosive  devices.  New  bomb  suits,  sophisticated 
x-ray  and  containment  equipment,  and  training 
with  the  FBI  and  other  agencies  all  helped  them  to 
respond  safely  and  professionally  to  each  of  these 
calls.  Each  threat  was  rendered  harmless  without 
further  incident. 

Similarly,  the  Hazardous  Materials  Response  Unit 
continued  to  work  closely  with  diverse  state,  local, 
and  federal  agencies  to  plan,  train  for,  and 
maintain  the  constant  readiness  necessary  to  deal 
with  incidents  involving  chemical,  biological, 
radiological  and  other  hazardous  materials.  These 
ongoing  preparations  involved  the  research  and 
evaluation  of  complex  new  equipment,  procedures, 
and  training  methods,  as  well  as  planning  for 
numerous  "what  if"  eventualities.  Hazmat 
personnel  then  use  this  data  to  participate  in 
highly  detailed  drills  and  tabletop  exercises  with 
other  City  of  Boston  and  regional  public  health  and 
safety  agencies.  They  also  work  closely  with 
Boston  Police  Academy  staff  to  provide  up-to-date 
Weapons  of  Mass  Destruction,  and  critical 
Incident  Command  System  training  to  BPD 
personnel  on  a  regular  basis. 


44 


The  Mobile  Operations  Patrol  Unit's  (MOP)  Harley 
Davidson  motorcycles  provide  an  impressive  visual 
element  to  their  diverse  duties  throughout  the 
City.  During  2002,  these  duties  included  a  number 
of  arrests  for  disorderly  conduct  during 
demonstration  and  other  incidents  of  civil  unrest, 
as  well  as  those  resulting  from  their  daily  patrols, 
and  the  nearly  40,000  traffic  citations  they  issued 
throughout  the  year.  MOP  personnel  also  staff  the 
Department's  highly  skilled  Entry  and 
Apprehension  Team,  provide  extensive  dignitary 
protection,  crowd  control,  and  special  event  escort 
services,  and  have  also  been  heavily  involved  in 
the  elaborate,  security  measures  provided  for  the 
LNG  tankers  journeying  through  Boston  Harbor. 


The  primary  goal  of  the  School  Police  Unit  in  2002  continued  to  be 
providing  a  safe  and  secure  learning  environment  for  Boston's 
schoolchildren.  Using  Student  Threat  Assessment  Teams,  School 
Police  were  able  to  react  immediately  to  over  200  threats  against 
specific  schools  or  members  of  a  school  community.  These  teams 
included  psychologists  who  worked  with  officers,  school  officials,  and 
parents  to  create  an  appropriate  but  flexible  response  to  each 
threat.  Key  education  and  prevention  programs  also  encouraged 
young  people  to  make  positive  life  choices  before  they  become 
involved  gang  violence,  drug  abuse,  truancy,  and  other  unproductive 
behaviors.  As  a  result  of  these  collaborative  efforts,  Boston's 
schools  noted  an  almost  10  percent  drop  in  overall  incidents,  along 
with  a  30  percent  drop  in  the  number  of  recovered  weapons. 


45 


In  response  to  new  violent  crime  challenges  in  2001  and  2002,  the 
Boston  Police  Department  and  its  many  partners  developed  some 
important  -  and  promising  -  new  initiatives.  As  2002  drew  to  a  close, 
these  efforts  were  recognized  by  the  Bush  Administration.  Known 
collectively  as  "Boston  Strategy  11",  they  won  a  prestigious  Project 
Safe  Neighborhoods  Award  from  the  U.S.  Department  of  Justice. 
Project  Safe  Neighborhoods  is  the  federal  government's  signature 
firearm  violence  prevention  program  nationwide. 

Boston's  four-pronged  strategy  includes  the  following  ongoing 
initiatives: 

•  Unsolved  Shootings  Project 

•  Boston  Re-entry  Initiative 

•  District-based  Strategies 

•  Law  Enforcement/Community  Crime  Reduction  Strategy 

Using  a  balanced  approach,  these  programs  make  purposeful, 
combined  use  of  prevention,  intervention,  and  enforcement 
measures.  In  1994,  Commissioner  Evans  launched  a  new  direction 
for  policing  in  Boston,  emphasizing  that  "You  cannot  be  credible  on 
enforcement  if  you  are  not  credible  on  prevention."  This  philosophy 
still  holds  today,  and  can  be  seen  in  the  common  principles  guiding 
the  four  programs: 

•  Focused  intervention,  analysis,  and  prioritization 
of  offenders 

•  Fair  and  balanced  message 

•  Consistent  follow-through 

•  Strategic  collaboration 


The  Unsolved  Shootings  Project  (USP)  -  One  of  the 
most  promising  of  the  new  initiatives,  the  project 
uses  a  strategic  approach  to  firearm  violence 
prevention.  It  recognizes  that  a  relatively  small 
number  of  people  are  actively  involved  in 
perpetuating  firearm  violence.  Often  they  engage 
in  retaliatory  incidents,  driving  further  cycles  of 
violent  retribution.  By  focusing  intense  and  quick 
scrutiny  on  the  open  cases,  and  the  individuals 
most  likely  to  retaliate,  this  initiative  seeks  to 
break  these  dangerous  cycles  before  they 
can  grow. 

Partners  in  this  effort  include:  the  Boston  f'olice 
Department,  the  Suffolk  County  D.A.'s  Office,  and 
the  US  Attorney's  Office.  Key  officials  from  BPD's 
Bureaus  of  Investigative  Services,  Field  Services, 
and  Special  Operations,  along  with  the  Office  of 
Research  and  Evaluation  meet  with  prosecutors 
and  federal  law  enforcement  agencies  on  a  bi- 
weekly basis  to  examine  all  open  shooting  cases  in 
the  city.  Their  objectives  are  to: 


Solve  shooting  cases  in  which  witness 

and/or  victim  reluctance  is  hindering 

prosecution. 

Identify  the  suspects  who  are  driving 

the  shootings,  using  all  lawful  and 

constitutional  means  to  remove  them 

from  the  community. 


46 


At  each  meeting,  the  working  group  lool<s  at  the 
following  categories  from  the  previous  two-week 
period: 

•  firearm  arrests 

•  reported  firearm  incidents 

•  "shots  fired"  calls  for  service,  looking 
for  any  new  trends  or  patterns 

•  intelligence  data 

•  ongoing  investigations 

•  possible  evidence  matches  from  the 
ballistics  comparison  database 

•  suspect  activity  _ 

•  offenders  expecting  imminent  release 
from  incarceration 

A  significant  outcome  of  the  intensified  focus  on 
these  cases  has  been  a  reduction  in  shootings  and 
open  cases  during  2002.  The  Department 
recorded  27  percent  fewer  open  cases  in  calendar 
year  2002  versus  2001,  with  a  decrease  from  170 
to  128.  Shootings  were  also  down  by  20  percent, 
dropping  from  222  to  179. 

Boston  Re-entry  Initiative  -  This  initiative  seeks  to 
deter  repeat  offenders  by  supervising  high-risk 
criminals  as  they  return  to  the  community  from 


county,  state,  and  federal  prisons.  The  program 
began  by  addressing  the  highest-risk  offenders 
slated  for  release  from  the  Suffolk  County  House  of 
Correction.  It  has  since  expanded  to  include  both 
juveniles  and  adults  returning  from  the  state  and 
federal  systems  as  well.  The  program  is  young  and 
still  in  formation,  but  early  results  have  been 
promising. 

District-based  Initiatives  -  Partnerships  in  each  of  the 
city's  11  police  districts  include  representatives  from 
local  police,  parole,  probation,  the  District  Attorney's 
office  and  the  Department  of  Youth  Services.  They 
intentionally  mirror,  and  are  intended  to  actively 
support  the  successful  citywide  partnerships  which 
they  were  modeled  on  during  recent  years. 


Law  Enforcement-Community  Crime  Reduction  Strategy  -  The 

Department  is  leading  the  development  of  a  new  intensively  focused 
intervention  and  prevention  strategy  with  high-risk  individuals  and 
families  in  several  crime-impacted  neighborhoods.  This  goal  is  being 
achieved  via  close  working  relationships  with:  The  Boston 
Foundation,  Mayor  Menino's  Boston  Centers  for  Youth  and  Families, 
the  Commonwealth's  Executive  Office  of  Health  and  Human  Services, 
and  numerous  other  community,  faith-based,  and  criminal  justice 
partners. 

Research  and  experience  indicate  that  a  close  relationship  exists 
between  crime  problems  and  health  and  human  service  problems. 
As  a  result,  these  problems  are  often  found  clustered  together 
around  a  small  number  of  significantly  challenged  families  and 
individuals.  These  groups  may  be  involved  with  multiple  city  or  state 
agencies  at  any  given  time.  This  initiative  seeks  to  strengthen  the 
links  among  these  various  service  providers  in  order  to  give  affected 
families  and  individuals  a  greater  chance  to  break  the  cycles  of 
violence  they  find  themselves  in.  By  maximizing  their  opportunities 
for  community  support,  self-betterment,  and  the  creation  of  positive 
life-choices,  other  destructive  habits,  behaviors,  and  counter- 
productive choices  can  either  be  eliminated,  or  at  least  significantly 
diminished. 


47 


Although  the  Special  Events  Unit  does  much  of  its  work  "behind  the 
scenes",  its  function  within  the  Bureau  of  Field  Services  is  important. 
Each  year  the  Unit  devises  detailed  operational  plans  for  dozens  of 
major  events  and  hundreds  of  smaller  ones.  Some  of  the  major 
events-like  the  annual  St.  Patrick's  Day  Parade,  or  the  Caribbean 
Carnival-attract  hundreds  of  thousands  of  people,  and  require 
months  of  planning  with  district  personnel,  neighboring  jurisdictions, 
the  MBTA,  and  many  others. 


kept  apart  from  each  other  to  the  extent  possible, 
while  still  allowing  their  competing  views  to  be 
heard.  Sometimes  this  necessitates  the  rapid 
deployment  of  additional  specialized  personnel  and 
equipment.  If  necessary,  march  routes  can  be 
shifted,  or  physical  barriers  can  be  employed  to 
protect  the  participants,  police,  and  the  general 
public. 


In  recent  years,  and  particularly  since  September  11,  2001,  Special 
Events'  personnel  have  also  been  called  upon  to  plan  how  the 
Department  will  deal  with  the  growing  number  of  political 
demonstrations  and  protest  groups.  Often  a  protest  organized  by 
one  group  will  spur  a  counter-protest  by  another.  Or  an  unplanned 
demonstration  could  impede  pedestrian  or  motor  vehicle  traffic  on 
the  City's  streets,  or  create  difficulties  for  emergency-response 
personnel.  So  a  delicate  balancing  act  is  often  necessary  to  ensure 
that  1st  Amendment  rights  are  guaranteed  to  all,  while  also 
preserving  the  legitimate  public  safety  expectations  of  the  larger 
community. 

Such  complex  situations  sometimes  act  as  potential  catalysts  for  civil 
disobedience,  retributional  violence,  and  property  crimes,  so  the 
importance  of  prevention  through  proper  prior  planning  can  not  be 
overstated.  In  such  instances,  Special  Events  tries  to  work  with  the 
participants  well  beforehand  to  make  sure  that  opposing  groups  are 


Special  Events  Unit  personnel  work  closely  with  a 
large  number  of  internal  and  external  groups  to 
create  workable  plans  that  keep  everyone  safe. 
They  host  weekly  meetings  to  review  upcoming 
events  throughout  the  City,  and  then  plan  for  any 
special  measures  that  may  be  required  in 
cooperation  with  any  of  the  City,  state,  and 
regional  agencies  who  participate.  Community 
outreach  also  plays  an  important  role,  particularly 
for  groups  who  may  not  know  what  types  of 
permitting  or  advance  preparation  will  be 
necessary  for  their  event  or  gathering.  Though 
labor-intensive,  this  collaborative  approach 
continues  to  win  praise,  keep  the  peace,  and 
enable  groups  of  all  types  to  have  their  messages 
heard  in  a  safe  environment. 


In  the  fall  of  2002,  the  Democratic  National 
Committee  selected  the  City  of  Boston  to  host  its 
2004  convention.  "You  can  feel  the  energy  in  the 
city,"  noted  DNC  National  Chairman  Terry 
McAuliffe.  "There's  no  city  the  Democratic  Party 
would  rather  be  in  than  Boston."  The  DNC's 
selection  of  Boston  is  quite  an  honor,  since  it  has 
never  before  hosted  a  national  political  convention 
until  now. 

One  of  the  major  strengths  of  Boston's  successful 
DNC  bid  was  its  comprehensive  public  safety 
component.  This  detailed  content  was  particularly 
important,  since  dealing  with  potential 
demonstrations  and  terrorist  threats  is  now  a  key 
challenge  at  such  gatherings.  The  Department 
noted  its  depth  of  experience  in  handling  similar 
high-profile  national  events  in  the  past,  by  making 
peaceful  and  professional  use  of  its  existing 
capabilities. 


Some  of  the  positive  examples  noted  were:  the  New  England  Patriots 
Super  Bowl  victory  celebration,  the  2000  Presidential  Debate;  the 
1992  and  2001  Sail  Boston  Regattas;  the  Major  League  Baseball  All- 
Star  Game,  and  a  much-publicized  national  Biotech  Conference  which 
attracted  thousands  of  participants  and  demonstrators.  In  each  of 
these  cases,  the  Department  successfully  demonstrated  how  its 
extensive  planning,  community  relations,  intelligence,  and  crowd 
control  capabilities  all  combined  to  greatly  minimize  the  need  for 
confrontation,  violence,  and  mass-arrests.  This  expertise  has  also 
been  routinely  put  to  use  for  popular  annual  events  like  Boston's 
First  Night  celebration,  the  Boston  Marathon,  and  large  parades  and 
ethnic  festivals  which  draw  hundreds  of  thousands  of  attendees  from 
all  over  the  East  Coast.  The  Department  further  pointed  out  that  its 
personnel  regularly  coordinate  detailed  security  measures 
for  high-profile  international  dignitaries,  as  well  as  frequent 
Presidential  and  Vice  Presidential  visits. 


Boston's  public  safety  agencies  have  received  numerous  accolades 
from  federal  and  state  agencies,  convention  groups,  and  others  for 
their  professional  and  dedicated  coordination  of  major  events. 
However,  while  winning  the  convention  bid  should  bring  with  it  the 
prospect  of  national  attention  and  important  economic  development 
opportunities  for  Boston,  its  selection  is  only  the  beginning  of  a 
lengthy  and  complicated  planning  process.  Exhaustive  preparations 
for  the  event  itself,  as  well  as  the  safety  of  attendees, 
demonstrators,  and  the  City's  own  residents  are  already  well 
underway.  Additional  preparations  will  continue  throughout  2003. 
In  all  of  these  endeavors  the  Department's  goal  will  be  to  make  sure 
that  by  2004  we  are  prepared  to  support,  as  Mayor  Menino  has 
proclaimed,  the  "best  convention  in  DNC  history." 


49 


Boston  Harbor  has  always  played  a  key  role  in  the  City's 
development,  which  now  includes  four  centuries  of  seafaring  history, 
innovation,  and  commerce.  Policing  this  important  gateway  to 
Boston  and  the  entire  New  England  region  falls  squarely  onto  the 
shoulders  of  the  BPD's  Harbor  Patrol  Unit,  whose  commander  is 
Boston's  official  Harbormaster. 

Relying  primarily  on  four  vessels  ranging  in  size  from  22-83  feet  in 
length,  the  Harbor  Patrol  Unit  is  responsible  for  ensuring  the  safety 
of  44  square  miles  of  scenic,  but  busy  coastal  waterways.  Working 
in  close  cooperation  with  numerous  state,  local,  and  federal  agencies 
including  the  U.S.  Coast  Guard,  the  Harbor  Unit's  personnel  enforce 
maritime  codes  and  environmental  regulations,  supervise  2,000 
moorings,  and  also  provide  emergency  search,  rescue,  and  recovery 
services  as  needed. 


To  address  these  concerns,  the  Harbor  Unit  has 
already  increased  the  level  of  services  it  provides. 
These  include  additional  highly  visible  patrols,  as 
well  as  unannounced  spot  location  checks,  and 
underwater  explosives  security  sweeps.  They  also 
include  regular  security  details  for  Liquefied 
Natural  Gas  tankers  moving  through  Boston 
Harbor,  as  well  as  providing  escorts  for  some 
250,000  passengers  on  the  70  cruise  ships  which 
passed  through  and  berthed  in  the  harbor. 

As  part  of  its  planning  efforts  to  make  Boston's 
harbor  security  a  national  model,  the  Harbor 
Patrol  Unit  is  also  working  with  the  Department  of 
Transportation  to  outfit  the  unit  with  3  new 
vessels  via  its  Port  Security  Grant  Program.  Two 
IMightCat  Interceptor  boats  will  now  provide  BPD 
personnel  an  enhanced  high-speed  pursuit  and 


Since  September  11,  2001,  the  Harbor  Patrol  Unit's  responsibilities 
have  changed  and  grown  considerably.  The  Unit's  personnel 
continue  to  act  as  the  primary  law  enforcers  and  emergency  first- 
responders  in  drownings,  groundings,  and  other  maritime  and  harbor 
island  incidents  requiring  their  attention. 

At  the  same  time,  serious  domestic  preparedness  concerns  have 
now  become  an  important  round-the-clock  responsibility  as  well, 
since  the  United  States  Departments  of  Transportation  and 
Homeland  Security  have  rated  Boston  harbor  as  a  potential 
high-threat  area.  This  is  due  in  part  to  its  high  volume  of 
commercial  shipping,  use  as  a  fuel  energy  depot,  and  popularity 
as  a  tourist  destination. 


intercept  capability  that  will  be  useful  in  defending 
against  potential  terrorist  acts,  in  rescue  efforts, 
and  in  drug  interdiction  patrols. 

An  additional  57-foot  vessel  will  house  a  floating 
command  post  for  water-borne  critical  incident 
management.  In  addition  to  an  ambulance-like 
medical  suite,  this  vessel  will  also  aid  in 
underwater  hazard  detection,  environmental 
protection,  and  emergency  rescue  efforts.  Its 
advanced  electronics  will  also  facilitate 
inter-agency  satellite  communications  and 
precision  navigation  capabilities.  Federal  funds 
are  expected  to  cover  the  entire  cost  of  the  3 
ships'  combined  $3  million  price  tag,  and  delivery 
is  expected  to  take  place  in  late  spring  and  early 
fall  of  2003. 


50 


YOUTH  SUMMER 
SAILING  PROGRAM 


District  A-7  personnel  coordinated  a  new  Boston 
Police  Activities  League  (PAL)  Sailing  Program  at 
East  Boston's  Piers  Park  Sailing  Center.  The  idea 
for  the  program  came  about  as  the  result  of  a 
meeting  among  Department  personnel,  the 
leadership  of  PAL,  and  representatives  from  the 
Sailing  Center.  Together  they  formulated  a  plan 
that  builds  on  the  success  of  the  Department's 
popular  Junior  Police  Academy  program,  via 
$39,000  in  grant  funding  from  PAL. 

The  program  combines  sailing  lessons  with 
additional  instruction  in  topics  like  first  aid,  gang 
violence  prevention,  and  the  dangers  of  drug  use. 
It  also  helps  to  promote  values  like  self-respect 


and  cooperation,  and  gives  kids  and  cops  a  useful  opportunity  to 
meet  and  get  to  know  each  other  in  a  pleasant,  waterfront 
recreational  setting.  "It's  really  about  survival  skills;  surviving  on  the 
water,  surviving  in  the  city,"  noted  PAL  President  Gerald  Ridge. 

Approximately  100  young  people,  ages  11-14  from  East  Boston,  Hyde 
Park,  Roxbury,  Mattapan,  downtown,  and  Brighton  participated  in  the 
program's  inaugural  year.  For  many,  it  was  the  first  sailing 
experience  of  their  lives.  Partners  such  as  the  East  Boston  YMCA, 
and  Jamaica  Plain's  Italian  Home  for  Children  also  worked  closely 
with  District  A-7's  Community  Service  Office  to  make  the  program  a 
success,  so  much  so  that  it  has  already  been  funded  for  the  summer 
of  2003. 


51 


BPD  WORKING  PROACTIVELY 
TO  ADDRESS  PROFILING 
ISSUES  ^ 


Over  the  course  of  the  past  several  years  racial  profiling  has  become 
a  controversial  and  increasingly  important  nationwide  issue.  At  the 
same  time,  the  Boston  Police  Department  has  been  at  the  forefront 
of  the  law/  enforcement  agencies  working  to  successfully  address 
community  and  employee  concerns  surrounding  this  complex  issue  at 
the  state,  local,  and  federal  levels. 

In  the  area  of  policy  development,  BPD  has  been  one  of  the  leaders 
of  a  coalition  of  more  than  two-dozen  public  safety  agencies 
throughout  the  Commonwealth.  This  group  has  advised  the 
legislature,  the  Executive  Office  of  Public  Safety,  the  Massachusetts 
Attorney  General's  Office,  and  two  successive  Governors  on  law 
enforcement  issues  related  to  racial  profiling.  Together  they  worked 
on  the  implementation  of  new  legislation,  which  went  into  effect  in 
early  2001.  Through  it,  Massachusetts  enacted  a  new  statewide 
policy  addressing  police  practices  in  motor  vehicle  stops,  and 
specifically  mandating  the  collection  of  standardized  data  for  future 
analysis.  Additionally,  the  Department  has  advocated  for  and  worked 
on  improving  how  analysis  is  completed  once  data  is  collected. 

At  the  federal  level,  the  Department  has  also  facilitated  an  ongoing 
dialogue  between  the  Department  of  Justice  and  police  departments 
across  the  country.  These  activities  have  included  the  creation  of  a 
statewide  Police  Executive  Development  Roundtable  (PEDR)  group, 
designed  to  examine  and  address  issues  involving  police  integrity. 
Through  this  group,  and  others  such  as  the  Regional  Community 
Policing  Institute  of  New  England,  and  the  International  Association 
of  Chiefs  of  Police,  the  Department  has  advocated  for  improved 
nationwide  efforts  to  train,  supervise,  evaluate,  and  where 
necessary  to  discipline  law  enforcement  personnel  who  engage  in 
unlawful  racial  profiling  practices.  This  advocacy  has  taken  the 
form  of  curriculum  development  for  chiefs  and  senior  policy  makers 
on  issues  impacting  police  integrity,  including  racial  profiling  issues 
and  dilemmas. 


Much  of  the  work  done  by  Department  personnel 
has  centered  on  efforts  to  identify  best  practices 
and  then  to  create  the  appropriate  policies  and 
practices  necessary  to  strengthen  them.    This  can 
be  seen  in  the  revision  of  the  Department's  Field 
Interrogation  and  Observation  procedures.  A 
newly  revised  Department  rule  mandates  how  this 
activity  will  be  conducted,  while  a  new  form  and 
database  allow  for  standardized  and  streamlined 
data  collection.  While  the  Department  is 
responsive  to  the  community  in  collecting  data,  the 
Department  also  seeks  to  do  so  in  a  way  that 
supports  rather  than  hinders  officers'  community 
policing  efforts.  Over  the  course  of  time,  this  data 
will  further  assist  the  Department  in  gauging  the 
success  of  its  existing  policies  and  practices,  and 
then  fine-tuning  them  as  necessary. 

A  great  deal  of  emphasis  has  also  been  placed  on 
community  outreach  and  cooperation.  The 
Department  works  closely  with  each  of  the  various 
groups  already  mentioned  above  as  well  as  many 
others.  Their  joint  goal  is  to  keep  lines  of 
communication  open  so  that  they  can  develop  a 
mutual  understanding  of  the  issues  involved  which 
purposely  takes  into  consideration  the  diverse 
viewpoints  of  the  community  as  a  whole.  As  a 
result,  the  Department  maintains  strong 
collaborative  partnerships  with  a  diverse  set  of 
stakeholders  throughout  the  community. 


52 


The  Boston  Police  Department  continues  to  place  a 
special  emphasis  on  useful  crime  prevention  and 
intervention  activities,  along  with  its  more 
traditional  investigative  and  enforcement  roles. 
Doing  this  requires  a  w/illingness  to  challenge 
assumptions.  It  also  requires  an  ability  to  look  at 
the  Department's  larger  role  within  the  community 
it  serves  in  new  and  creative  ways. 

For  example,  during  2002  BPD  personnel  actively 
sought  new  ways  to  work  with  Boston's  diverse 
ethnic  communities.  In  particular  they  looked  to 
engage  those  who,  as  recent  immigrants,  were 
not  yet  entirely  familiar  with  the  laws  and  other 
criminal  justice  practices  of  the  Commonwealth. 
In  doing  so,  they  had  two  goals.  First,  they  used 
these  contacts  to  prevent  many  crimes  before  they 
could  happen.  Second,  BPD  officers  wished  to 
cultivate  strong,  long-term  ties  to  these  new  and 
growing  segments  of  our  community.  These  kinds 
of  relationships  promote  productive  two-way 
communication,  and  also  help  link  new  immigrant 
populations  to  the  kinds  of  public  safety, 
healthcare,  and  other  basic  services  that  their 
families  may  need,  but  may  not  know  how 
to  access. 


To  forge  these  kinds  of  ties,  Department  personnel  identified  areas 
where  they  found  needs  for  additional  attention,  support,  or 
services.  One  significant  unmet  need  identified  in  East  Boston  was 
for  English  classes  for  the  local  Latino  population.  This  need  was 
particularly  acute,  since  approximately  2,000  people  were  already  on 
waiting  lists  for  such  English  as  a  Second  Language  instruction. 

To  address  this  need.  District  A-7  personnel  submitted  a  detailed 
proposal  to  the  East  Boston  Foundation.  The  Foundation  awarded  an 
initial  grant  to  fund  English  as  a  Second  Language  instruction  for  35 
local  adult  Latino  residents,  using  a  Spanish-speaking  language 
instructor  assigned  to  District  A-7.  The  program  was  a  success. 
Media  outlets  including  the  Boston  Sunday  Globe  touted  the  positive 
aspects  of  police  officials  teaching  Latino  residents  the  English 
language.  On  July  18th,  Mayor  Thomas  M.  Menino  was  on  hand  to 
present  graduation  certificates  to  each  of  the  initial  35  graduates. 
He  lauded  the  program  for  its  efforts  to  promote  the  safety  and 
vitality  of  the  Latino  community  in  East  Boston  through  this  unique 
example  of  police-community  partnership  and  cooperation. 


53 


The  Bureau  of  Investigative  Services  achieved  a  number  of 
significant  accomplishments  during  2002.  Among  the  most  important 
of  these  accomplishments  was  the  Crime  Laboratory  Unit's  national 
accreditation  by  the  American  Society  of  Crime  Laboratory  Directors- 
Laboratory  Accreditation  Board  (ASCLD-LAB).    The  Unit  completed  a 
comprehensive  four-day  accreditation  inspection  performed  by  three 
ASCLD-LAB  inspectors  from  forensic  laboratories  in  Virginia,  Utah, 
and  South  Carolina.  This  type  of  accreditation  is  granted  only  after 
an  extremely  thorough  evaluation  of  a  laboratory's  management 
practices,  personnel  qualifications,  technical  procedures,  quality 
assurance  program,  and  facilities.  ASCLD-LAB  notified  the  Crime 
Laboratory  that  each  of  these  factors  had  not  only  been  met,  but  also 
exceeded  their  high  standards  for  accreditation. 


Crime  Laboratory  Unit  generated  422  DNA  profiles 
from  biological  evidence  for  input  into  the  CODIS 
database.  This  resulted  in  the  Lab  identifying  74 
case-to-case  "hits"  and  evidence  linking  29 
convicted  offender  profiles  which  were  already 
contained  in  the  database. 

Using  this  powerful  tool,  the  Crime  Laboratory  Unit 
also  began  a  Sexual  Assault  Cold  Case  Project  in 
the  summer  of  2002  in  partnership  with  the  Sexual 
Assault  Unit.  The  project's  objective  is  to  generate 
DNA  profiles  from  cases  identified  as  "no-suspect 
blitz  rapes."  The  profiles  generated  are  entered 
into  the  CODIS  database  to  provide  investigators 
with  potential  suspects  or  new  leads  via 


This  achievement  is  a  further  validation  of  the  Crime  Lab's  ability  to 
consistently  deliver  world-class  professional  forensic  services  to  the 
Boston  Police  Department  and  the  citizens  of  Boston.  Its  receipt 
comes  as  the  result  of  years  of  careful  preparation,  hard  work,  and 
dedication  by  the  Crime  Lab's  entire  staff.  The  accreditation  is  also  a 
direct  reflection  of  the  remarkable  teamwork  and  diligence  that  the 
laboratory  staff  exhibits  on  a  daily  basis  to  identify  and  aid  in  the 
prosecution  of  violent  criminals. 

One  tool  the  Crime  Lab  uses  to  do  this  is  the  Combined  DNA  Index 
System,  or  CODIS.  It  is  a  computer  database  that  contains  DNA 
profiles  from  unsolved  crimes,  as  well  as  DNA  profiles  from  a 
number  of  convicted  offenders.  The  database  links  information 
between  the  Boston  Police,  the  Massachusetts  State  Police,  and 
investigative  agencies  throughout  the  United  States.  The  Crime 
Laboratory  Unit  added  this  new  investigative  tool  to  its  battery  of 
existing  forensic  services  in  the  fall  of  2000.  By  the  end  of  2002,  the 


case-to-case  linkages.  The  scope  of  this  project 
included  approximately  500  cases  from  1984  to 
1993.  Cases  from  1994  to  1999  had  already  been 
processed  during  a  previous  CODIS  project. 
Casework  received  since  1999  had  already  been 
processed  as  part  of  the  Lab's  day-to-day  routine. 
Once  the  Sexual  Assault  Unit  had  identified  the 
cases  with  potential  biological  evidence,  they 
worked  with  the  Crime  Lab  to  review  them. 
Together  they  identified  200  cases  for  subsequent 
analysis  and  DNA  profiling.  By  the  end  of  2002, 
these  had  already  generated  36  new  DNA  profiles, 
resulting  in  three  convicted  offender  "hits"  and 
eight  new  case-to-case  linkages. 


54 


In  September  of  2000,  the  U.S.  Department  of 
Justice  provided  $5  million  in  funding  to  begin  the 
Judicial  Oversight  Demonstration  Initiative.  This 
innovative  domestic  violence  prevention  / 
prosecution  project  has  proven  to  be  a  significant 
catalyst  for  other  subsequent  improvements  as 
well.  Organized  by  the  Department's  Domestic 
Violence  Unit  and  its  many  community  and  law 
enforcement  partners,  these  additional  positive 
changes  now  include: 

•  The  Repeat  Call  Analysis  Program  - 
Allows  the  staff  to.  maintain  and 
distribute  regular  reports  from  a 
timesaving,  domestic  violence  offender 
database. 


•  Computer  connectivity  with  Dorchester  District  Court  - 
Allows  real-time  judicial  access  to  up-to-date  information 
on  the  violation  of  restraining  orders,  outstanding 
warrants  on  high-risk  repeat  offenders,  and  other 
relevant  databases. 

•  Government  Partnerships  -  The  Domestic  Violence  Unit 
commander  was  named  by  Attorney  General  John  Ashcroft 
to  the  National  Advisory  Committee  on  Violence  Against 
Women,  has  also  served  as  an  advisor  on  Gov.  Romney's 
Public  Safety  Committee,  and  works  closely  with  the 
Commonwealth's  Executive  Office  of  Public  Safety. 

•  Sex  Offender  Registration  Information  Unit  -  Now 
assisted  by  Domestic  Violence  Unit  detectives  in  tracking 
offenders  who  fail  to  register. 


•  Domestic  Violence  Advocates  -  Now  in 
place  at  each  of  the  Department's  11 
district  stations. 

•  High-Risk  Repeat  Domestic  Violence 
Offenders  -  Now  targeted  by  a  regular 
working  group  of  criminal  justice 
partners,  using  additional  federal  grant 
funding  to  implement  the  Department's 
successful  No  Next  Time  strategy. 


•  Domestic  Violence  Unit-hosted  training  -  Led  by  experts 
from  Washington,  D.C.  and  the  Urban  Institute,  including 
remarks  from  Diane  Stuart  of  the  U.S.  Department  of 
Justice,  Office  on  Violence  Against  Women. 


55 


BPD  2002 

AWARD  RECIPIENTS 


THE  DEPARTMENT  MEDAL  OF  HONOR  IN  MEMORY  OF 
POLICE  OFFICER  LOUIS  H.  METAXAS 

THE  BOSTON  POLICE  RELIEF  ASSOCIATION  MEMORIAL  AWARD 
Police  Officer  Jeffrey  T.  Bird  District  B-2 


THE  SCHROEDER  BROTHERS  MEMORIAL  MEDAL 

THE  DEPARTMENT  MEDAL  OF  HONOR 

THE  BOSTON  POLICE  REQEF  ASSOCIATION  MEMORIAL  AWARD 

Police  Officer  Zenaida  Flores  District  A-1 

Police  Officer  Carlton  A.  Williamson  District  A-1 

THE  WALTER  SCOH  MEDAL 

THE  DEPARTMENT  MEDAL  OF  HONOR 

THE  BOSTON  POLICE  RELIEF  ASSOCTATTON  MEMORIAL  AWARD 

Sergeant  Detective  Daniel  M.  Keeler     B.I.S.-Homicide  Division 

THE  DEPARTMENT  MEDAL  OF  HONOR  IN  MEMORY  OF 
DETECTIVE  ROY  J.  SERGEI 

THE  BOSTON  POLICE  RELIEF  ASSOCIATION  MEMORIAL  AWARD 
Police  Officer  Paul  F.  Brooks  District  D-4 

Police  Officer  Eric  A.  Francis  District  D-4 

Police  Officer  Ted  R.  Rivera  District  D-4 

THE  DEPARTMENT  MEDAL  OF  HONOR  IN  MEMORY  OF 
DETECTIVE  THOMAS  J.  GILL 

THE  BOSTON  POLICE  RELIEF  ASSOCIATION  MEMORIAL  AWARD 
Police  Officer  John  C.  Dailey  District  C-6 


THE  DEPARTMENT  MEDAL  OF  HONOR  IN  MEMORY  OF 
POLICE  OFFICER  THOMAS  F.  ROSE 

THE  BOSTON  POLICE  RELIEF  ASSOCIATION  MEMORIAL  AWARD 
Sergeant  Courtney  C.  Matthews  Academy 

THE  DEPARTMENT  MEDAL  OF  HONOR  IN  MEMORY  OF 
SERGEANT  RICHARD  F.  HALLORAN 

THE  BOSTON  POLICE  RELIEF  ASSOCIATION  MEMORIAL  AWARD 
Sergeant  Detective  Robert  M.  Merner   District  B-2 

THE  DEPARTMENT  MEDAL  OF  HONOR  IN  MEMORY  OF 
POLICE  OFFICER  JEREMIAH  J.  HURLEY,  JR. 
THE  BOSTON  POLICE  RELIEF  ASSOCIATION  MEMORIAL  AWARD 
Police  Officer  John  J.  Bresnahan  District  C-6 

THE  DEPARTMENT  MEDAL  OF  HONOR  IN  MEMORY  OF 
POLICE  OFFICER  BERISFORD  WAYNE  ANDERSON 
THE  BOSTON  POLICE  RELIEF  ASSOCIATION  MEMORIAL  AWARD 
Police  Officer  Scott  R.  Roby  District  C-11 

THE  MAYOR'S  MEDAL  OF  EXCELLENCE 

THE  BOSTON  POLICE  RELIEF  ASSOCIATION  MEMORIAL  AWARD 

Police  Officer  Susan  A.  Lucero  District  C-11 


THE  DEPARTMENT  MEDAL  OF  HONOR  IN  MEMORY  OF 
DETECTIVE  SHERMAN  C.  GRIFFITHS 

THE  BOSTON  POLICE  RELIEF  ASSOCIATION  MEMORIAL  AWARD 
Police  Officer  Stephen  Rioux  District  B-3 


THE  WILLIAM  J.  TAYLOR  MERHORIOUS  SERVICE  AWARD 
THE  BOSTON  POLICE  RELIEF  ASSOCIATION  MEMORIAL  AWARD 
Police  Officer  Michael  P.  Linskey  District  B-2 


THE  DEPARTMENT  MEDAL  OF  HONOR  IN  MEMORY  OF 
DETECTIVE  JOHN  J.  MULLIGAN 

THE  BOSTON  POLICE  RELIEF  ASSOCIATION  MEMORIAL  AWARD 
Police  Officer  Gregory  D.  Dankers  District  B-3 


56 


COMMISSIONER'S  SPECIAL  CHATION 
Police  Officer  James  R.  Tarantino 
Police  Officer  Michael  R.  Want 

COMMISSIONER'S  SPECIAL  CITATION 
Police  Officer  Michael  LoPriore 
Police  Officer  Lance  R.  Norwood 
Police  Officer  Martin  0.  Velez 


District  B-3 
District  B-3 


District  A-7 
District  A-7 
District  A-7 


COMMISSIONER'S  UNIT  CITATION 

This  Unit  Citation  is  awarded  to  the  following  officers  who  are 

assigned  to  District  C-11,  the  Sexual  Assault  Unit  and  the  Youth 

Violence  Strike  Force. 

Superintendent  Robert  P.  Dunford 

Lieutenant  Detective  Joseph  J.  Zinck 

Lieutenant  Detective  Gary  S.  French 

Sergeant  Detective  John  J.  Donovan 

Sergeant  Detective  Daniel  J.  Downey 

Sergeant  Detective  Elton  M.  Grice 

Detective  Thomas  E.  Lembo 

Detective  Lisa  R.  Holmes 

Detective  Todd  M.  Hartgrove 

Detective  Kevin  W.  Sweeney 

Detective  Joseph  P.  Lally 

Detective  Brian  J.  McEachern 

Detective  Robert  J.  Twitchell 

Detective  Paul  G.  Schroeder 

Detective  John  Jay  Greene 

Detective  James  P.  Nolan 

Detective  Richard  F.  Atwood 

Detective  William  L.  Kee 

Police  Officer  Martin  M.  O'Malley 

Police  Officer  William  M.  Bulger 

Police  Officer  Michael  P.  Keaney 

Police  Officer  Brendan  A.  McCarthy 

Police  Officer  Dennis  Rorie 

Police  Officer  Tahisha  L.  Skeen 

Police  Officer  Gregory  P.  Long 

Police  Officer  Edward  P.  Meade 

Police  Officer  Paul  J.  Passanisi 


On  Wednesday,  October  2,  2002,  the  following  members  of  the 
Boston  Police  Department  were  honored  for  their  performance  of 
outstanding  acts  of  bravery  and  courage  at  the  Annual 
Massachusetts  State  Trooper  George  L.  Hanna  Memorial  Awards  for 
Bravery  Ceremony  held  at  the  State  House: 


STATE  TROOPER  GEORGE  L.  HANNA  MFDAL  OF  VALOR 
Sergeant  Detective  William  J.  Robertson 
Drug  Control  Unit  -  District  B-3 

Police  Officer  William  I.  Griffiths 
District  A-1 

Police  Officer  Michael  C.  Hanson 
District  B-2 

Police  Officer  Edward  P.  Meade 
Youth  Violence  Strike  Force 

STATE  TROOPER  GEORGE  L.  HANNA  AWARDS  FOR  MERIT 
Lieutenant  Robert  W.  Ciccolo,  Jr. 
District  B-2 

Police  Officer  Edward  J.  Garvey 
Drug  Control  Unit  -  District  B-3 

Police  Officer  Scott  M.  Mackie 
Drug  Control  Unit  -  District  B-3 

Police  Officer  Edmund  J.  Rautenberg 
District  A-1 


These  actions  for  which  the  above  officers  were  cited  reflect 
favorably  not  only  on  themselves,  but  on  the  Department  and  City 
which  they  so  ably  serve.  On  behalf  of  the  Department,  I  extend 
my  congratulations  for  their  pride  and  commitment  and  dedication 
to  duty. 

Paul  F.  Evans 
Police  Commissioner 


BPD  RETIREES  2002 


Deputy  Superintendent  Edward  R.  Eagar  Jr. 

Captain  Detective  Melbert  J.  Ahearn 

Lieutenant  Detecive  Patricia  Eagar 

Lieutenant  Eric  Hahn 

Sergeant  David  M.  Allen 

Sergeant  Detective  Ttiomas  Creavin 

Sergeant  Diane  M.  Culhane 

Sergeant  Detective  William  H.  Dacey 

Sergeant  Detective  Harry  Deltufo 

Sergeant  Ttiomas  E.  Flanagan 

Sergeant  Detective  William  Kelley.Jr. 

Sergeant  David  Kennedy 

Sergeant  Ttiomas  R.  Matheson 

Sergeant  Detective  Thomas  H.  Miller 

Sergeant  Detective  Stephen  A.  Murphy 

Sergeant  Dennis  J.  Ross 

Sergeant  Ronald  S.  Smith 

Ofticer  Thomas  J.  Adams 

Detective  Robert  F.  Ahearn 

Officer  Robert  F.  Allen 

Officer  Gerard  M.  Arroyo 

Officer  John  F.  Bilodeau 

Detective  Stephen  A.  Brady 

Officer  David  M.  Brodbeck 

Officer  Angelo  G.  Conti 


Officer  David  K.  Cravi^ford 
Officer  Brian  J.  Cunningham 
Detective  George  F.  Degregorio 
Officer  David  Dickerson 
Officer  Ronald  L.  Dinocco 
Officer  Daniel  E.  Donahue  Jr 
Officer  Richard  J.  Goode 
Officer  James  Happnie 
Officer  Paul  M.  Jackson 
Officer  Bradford  H.  Jones 
Officer  William  P.  Kenney 
Officer  John  V.  Lehmann 
Officer  Thomas  W.  Lynch 
Officer  Richard  A.  MacDonald 
Officer  Charles  Manuel 
Officer  Robert  M.  Marciano 
Officer  Gerard  M.  McDonald 
Officer  George  F.  McGrath 
Officer  Dennis  McKenna 
Officer  Edward  O'Toole 
Officer  Patrick  A.  Quinn 
Officer  Robert  M.  Rogers 
Officer  Richard  D.  Tuden 
Detective  Joseph  F.  Wells 
Officer  Paul  Wosny 


59 


IN  MEMORIUM 


Boston  Police  Department  Active  Duty  Deaths  for  the  year  2002: 

Detective  William  W.  ("Wally")  Gillis,  District  C-6 

Officer  Joel  V.  Nickrosz,  District  B-2 

Officer  Kenneth  M.  Lynch,  District  C-6 

Officer  William  F.  O'Reilly,  Jr.,  BAS-Central  Supply  Unit 

Sergeant  Detective  Richard  C.  Famolare,  District  D-4 

Officer  John  T.  Connolly,  District  B-3 


"We  are  not  this  story's  author,  who  fills  time  and  eternity  with  His  purpose.   Yet  His 
purpose  is  achieved  in  our  duty,  and  our  duty  is  fulfilled  in  service  to  one  another." 
-  President  George  W.  Bush,  January  20,  2001 


60 


BPD  DIRECTORY 


Executive  Offices 

343-4500  Office  of  the  Police  Commissioner 

343-4577  Bureau  of  Administrative  Services 

343-4300  Bureau  of  Field  Services 

343-4526  Bureau  of  Internal  Investigations 

343-4497  Bureau  of  Investigative  Services 

343-4410  Bureau  of  Professional  Development 

343-5646  Bureau  of  Special  Operations 

343-5043  Chief  Administrative  Hearings  Officer 


Key  Operational  Services 

343-4661        Central  Supply 


343-4379 

Facilities  Management 

343-4665 

Finance 

343-4610 

Fleet  Management 

343-4475 

Hackney  Carriage 

343-4677 

Human  Resources 

343-4545 

Labor  Relations 

343-4550 

Legal  Advisor 

343-4520 

Media  Relations 

343-4520 

Neighborhood  Crime  Watch 

343-4530 

Research  &  Evaluation 

343-5096 

Resource  Development  &  Strategic  Planning 

343-4620 

Telecommunications 

Key  Investigative  Services 

343-4465 

Ballistics 

343-4527 

Community  Disorders 

343-4690 

Crime  Lab 

343-4350 

Domestic  Violence 

343-5625 

Drug  Control 

343-4470 

Homicide 

343-5200 

Major  Investigations 

343-4400 

Sexual  Assault 

343-4328 

Intelligence  Unit 

343-4444 

Youth  Violence  Strike  Force 

Area/District  Stations 

343-4240        A- '   40  New  Sudbury  Street 

Beacon  Hill,  Charlestown,  Chinatown, 
North  End,  Bay  Village,  Financial  District 


343-4220 


69  Paris  Street 
East  Boston 


343-4270        B-2  135  Dudley  Street 

Roxbury,  North  Dorchester 

343-4700        ■   '   1165  Blue  Hill  Avenue 
Dorchester,  Mattapan 

343-4730  ;   101  West  Broadway  Street 

South  Boston 

343-4330        C-11  40  Gibson  Street 
Dorchester 

343-4250        D-4  650  Harrison  Avenue 

Back  Bay,  South  End,  Fenway,  Lower  Roxbury 

343-4260        D-14  301  Washington  Street 
Allston,  Brighton 

343-4560        E-5  1708  Centre  Street 
Roslindale,  West  Roxbury 

343-5630        E-13  3347  Washington  Street 
Jamaica  Plain 

343-5600        E-18  1249  Hyde  Park  Avenue 
Hyde  Park,  Mattapan,  Readville 


343-4600        Area  G  Operations  Division 


61 


COMMUNITY 

DISORDERS 

UNIT 


OFFICE  OF 

LABOR 
RELATIONS 


OFFICE  OF 

MEDIA 
RELATIONS 


OFFICE 
OF 

COMMUNICATIONS 


OFFICE 

OF  THE 

POLICE  COMMISSIONER 


V 


/ 


BII 


BUREAU  OF 

INTERNAL 

INVESTIGATIONS 


BPD 

BUREAU  OF 
PROFESSIONAL 
DEVELOPMENT 


OFFICE 

OF  THE 

LEGAL 

ADVISOR 


OFFICE  OF 

ADMINISTRATIVE 
HEARINGS 


OFFICE  OF 

RESEARCH  AND 

EVALUATION 


OFFICE  OF 
STRATEGIC 
PLANNING 


BIS 

BUREAU  OF 

INVESTIGATIVE 

SERVICES 


BUREAU  OF 
FIELD  SERVICES 


BSO 

BUREAU  OF 

SPECL\L 
OPERATIONS 


BAS 

BUREAU  OF 

ADMINISTRATIVE 

SERVICES 


62