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:
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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
^
OJ
n
^
in
(0
N
CO
0>
o
,_
N
GO CO
00
00
CO
GO
CO
m
m
CD
(Ti
<J)
O)
o>
Oi
0)
0>
o
o
o
m
O)
m
m
(D
0)
0)
9)
01
a>
T
- 1-
w
M
N
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
"1
20.nno
16
n
<t
in
(A
N
CO
Ol
o
CM
n
^
tn
<s
N
CO
Ol
o
CM
CI)
00
CO
CO
Ol
01
01
01
0>
01
01
01
01
01
01
o>
01
01
01
01
Ol
01
01
Ol
01
0)
01
01
01
Ol
Ol
o
o
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