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2003 AfQNWU REPORT

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The Values of the Boston Police Department

1 . Guarantee the Constitutional Rights of All Citizens

2. Maintain the Highest Standards of Honesty and Integrity

3. Promote Professionalism of the Boston Police Department and the Neighborhoods

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

5. Improve the Quality of Life in our Neighborhoods

At A Glance

Message from the Mayor

Message from the Police Commissioner

Office of the Police Commissioner

Bureau of Administrative Services

Bureau of Investigative Services

Fighting Substance Abuse

Firearm Incidents Review

Bureau of Professional Development

Bureau of Internal Investigations

Part One Crime Statistics

Bureau of Field Services

Area A - District 1

Area A - District 7

Area B - District 2

Area B - District 3

Area C - District 6

Area C - District 1 1

Area D - District 4

Area D - District 1 4

Area E - District 5

Area E - District 1 3

Area E - District 1 8

Operations Division

Bureau of Special Operations

Urban Areas Security Initiative

International Association of Chiefs of Police

BPD Charitable Activities

Award Recipients

Celebrating Neighborhood Policing Success

Boston Police Department Retirees

In Memorium

BPD Directory

Boston Police Department Organization

The Office of the Police Commissioner

Bruce Blake, Editor

Sgt. Det. Brendan D. Flynn, Project Manager

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iff

Bruce Blake

Sgt. Det. Brendan D. Flynn
Donald McGough
Robert G. Neville
Gregory Mahoney

Cover Design & Photo

Gregory Mahoney

Graphic Design

Robert G. Neville
Gregory Mahoney
Elizabeth Clairwood
Marc Vaillancourt
Anthony Puopolo

Gregory Mahoney
Elizabeth Clairwood
Marc Vaillancourt
Richard Neville
Identification Unit
City Hall Photography

Statistical Data

Office of Research & Evaluation
Carl A. Walter - Director

Special Thanks to

Deputy Superintendent Rachel Hutchinson
Captain Thomas A. Dowd
Detective Mary Mclnness
Clara Ruggiero
Taylor Small

2003 At A Glance

1630
Mayor/City Council

Founded
Government

$1.8 billion

City Budget

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48.9 Sq. Miles

Area

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1 9.27%

Open Space

*SShE

28
50.6 F.

Altitude (in feet above sea level)

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Average Annual Temperature

45.89

Rainfall (in Inches)

589,141

Resident Population

2 Million

Daytime Population

$59,284

Average Annual Income

1 per 288 Residents

Police Officer Population Ratio

$680.65

Public Safety Spending per Capita

12,048

Population Density

270,798

Registered Voters

$340,000

Average Median Selling Price for Homes

$11.01

Residential Property Tax per 1 K

$31.49

Commercial Property Tax per 1 K

784

Paved Streets (miles)

1,500

Sidewalks (miles)

541

Parks & Recreation Facilities

^ 1

21,386

Private/Parochial School Population

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60,300
$10,379

Public School Population
Per-Pupil Spending

139

Public Schools

Charter Schools

Boston Police Department

Non-Public Schools

Pilot Schools

1854

Organized

Colleges & Universities

2,044

Sworn Officers

Hospitals

796

Civilian Personnel

Major Daily Newspapers

$211 Million

Budget

Television Outlets

Median Age

1.2 Million Boardings Daily

MBTA Travelers

Mean Years of Service

140

Languages Spoken in Boston Homes

Facilities

More than 1 00 Types

Ethnicity in Boston

698

Patrol Vehicles

Specialty/Support Vehicles

Motorcycles

Water Craft

Horses/Ponies

Canines

625,102

Total Calls Recorded

325,128

E-911 Calls

19,173

Call Screening (Non-Emergency

100,054

Wireless 911 Calls

48,672

Abandoned 91 1 Calls

Foreign Languages

422

Special Events Policed

Dear Fellow Bostonians:

As you will read, 2003 was another milestone year for
the City of Boston. Last year we reduced Boston's
homicide rate by 35%, while also bringing its overall
crime rate down to one of the lowest points in several
decades. Much of this progress stems from the steady
gains made by the Boston Police Department. Boston
continues to be one of America's most livable cities.

Some of the Boston Police Department's community
policing methods have been emulated around the
world. Bostonians feel very safe in their city. They
also have great confidence in their police force. There
are many partnerships between residents and the
police. The 1 ,221 Crime Watches in neighborhoods
throughout Boston are just one example.

2003 was a challenging year. The national recession
forced us to do more with less. However, the Boston
Police Department responded to this challenge with
great success. Public safety was never in jeopardy.
Commissioner Evans did an outstanding job leading
the Boston Police Department for ten years. His
leadership was to be admired. I know Commissioner
OToole will lead the Department with the same
enthusiasm and dedication. She has already shown a
leadership style that is inclusive.

Boston is still growing and still flourishing. 2004 will
be one of the most exciting years Boston has ever
seen. The Democratic National Convention will give
us the opportunity to showcase our city internationally.
I look forward to working with the Boston Police
Department and with the people of Boston to make
this event an outstanding success.

America's birthplace is Boston. The seeds of
democracy were planted and cultivated here. I
commend Commissioner O'Toole and the Boston
Police for their daily professionalism and courage as
they carry these ideals on behalf of us all.

Sincerely,

Thomas M. Menino
Mayor of Boston

Dear Fellow Bostonians:

History and tradition have always been important
themes in Boston. So, I consider it to be a special
honor and a privilege to return to the Boston Police
Department as its 38th Police Commissioner, and to
do so during the 1 50th anniversary of its founding in
1854.

As you'll see in this Annual Report, the men and
women of the Boston Police Department, both civilian
and sworn, do much each day to make Boston a safer
place to live, work, and visit. As a result, during 2003,
overall Part I Crime in Boston fell by 2%. Violent crimes
such as rape and attempted rape decreased by 29%,
and homicide by 35%. These positive numbers helped
to keep our overall Part I and Violent Crime statistics
at levels which continue to be lower than those we've
seen in Boston for more than 30 years.

Looking forward, it is important to note that our
department is undergoing many positive changes.
We're planning for the future and continually improving
our training, equipment, and facilities. We're also
developing effective new prevention, intervention
and enforcement measures. Our core mission
however, remains the same: to work together with the
community to fight crime, reduce fear, and improve the
quality of life in our neighborhoods.

We've achieved excellence in the past, but our
challenge today is to build on our strengths to provide
the very best in public safety services. In doing
so, we now face several new challenges, both as a
department and as a community. These include:
re-invigorating our community policing efforts,
reinforcing our homeland security preparations and
doing everything we can to develop and capitalize
on the qualities of leadership, diligence and creativity
already embodied in our personnel.

As a department, we both need and appreciate your
active involvement in these efforts. We encourage your
continued participation and look forward to working
with you in the coming year to make Boston the safest
city it can be.

Sincerely,

J(cCUoCu+0 P>i . & £~J^

Kathleen M. O'Toole
Police Commissioner

3 Police C nmissioner

(617) 343-4500

The Office of the Police Commissioner includes:

• Community Disorders Unit

• Graphic Arts Unit

• Office of Administrative Hearings

• Office of Communications

• Office of Family Assistance

• Office of Labor Relations

• Office of the Legal Advisor

• Office of Media Relations

• Office of Research and Evaluation

• Office of Strategic Planning and
Resource Development

• Security Unit

Providing excellence in public safety services for the
citizens of Boston is a full time job, not only for BPD's
officers, but also for those who work with them to
provide key leadership and support functions through
the Department's Office of the Police Commissioner.
The ever-changing complexities of policing in a large,
urban setting also require strong capabilities in
research, policy development, planning, community
and employee relations and several other related
disciplines.

To successfully conduct these varied activities, OPC
staff members work closely with their colleagues
throughout the Department, as well as with diverse
individuals, agencies and organizations in law
enforcement, the local business community and all
levels of government. Together they work to achieve
the Department's overall mission of fighting crime,
reducing fear and improving the quality of life in
Boston's neighborhoods. During 2003, some of these
collaborative efforts included:

The Office of Strategic Planning and Resource
Development (OSPRD) administered the Department's
Violence Prevention Grants program. Now in its fifth
year, the program again awarded $500,000 to 46
community-based partner organizations who share
common goals with the Department via a competitive
screening process. Grantees use these awards to fund

a diverse set of neighborhood-based crime prevention
programs throughout the community.

OSPRD secured and managed an additional $25
million in new and continuing program grants from
federal, state and private donors for the Department.
These included a $1 million grant for Dorchester's
Domestic Violence Court demonstration project and
a $1 75,000 Boston Foundation grant in support of
"Boston Strategy II" initiatives.

The OPC Security Unit hosted and provided dignitary
protection for a number of high ranking visiting and
local officials including: Mayors, Congressmen and
law enforcement representatives from across the
country, as well as visiting delegations from Germany,
Hungary, Ireland, Italy, Japan, Poland, Portugal, the
Netherlands, the United Kingdom and many others.

The Office of Research and Evaluation (ORE) briefed
the Commissioner and senior command staff at bi-
monthly Crime Analysis Meetings. District-based staff
throughout the Department also received detailed
crime summary data at regularly scheduled Roll Call
briefings. ORE personnel provided research and
other technical support for the Department's Unsolved
Shooting Project, Personnel Analysis Meetings
and several of the Department's ongoing domestic
preparedness initiatives.

ORE staff worked directly with: the Youth Violence
Strike Force, District Commands, the Street Workers
program, the Department of Youth Services, Probation,
Parole, the Boston Housing Authority Police, and the
District Attorney's Office as part of the Department's
Gang Assessment Project. Through this cooperative
effort, ORE helped to successfully identify and
categorize gangs in Boston, and their relationship
to each other, in ways that are increasingly useful to
investigators and prosecutors.

Community Disorders Unit personnel investigated a
total of 291 bias-motivated cases in 2003. Down from

the 331 cases investigated in 2002, this represents
a 1 2 percent decrease in bias-motivated cases in
Boston's neighborhoods.

The Office of Media Relations (OMR) fielded
thousands of inquiries in 2003, 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. OMR also held
dozens of press conferences, generated nearly 200
press releases and hosted 20 new "Call the Cops"
shows televised live throughout Boston on the Boston
Neighborhood Network.

Active and retired BPD personnel who have been
injured, disabled, or in times of bereavement, as well as
their family members continued to receive support from
OPC's Office of Family Assistance (OFA) in 2003.
OFA also worked closely with related services groups
such as the Boston Retired Police Officers Association
and the Massachusetts Chapter of Concerns of Police
Survivors.

Graphic Arts Unit personnel continued to work closely
with BPD's investigative personnel to aid in suspect
identification and prosecution. Among their most
effective efforts in this area were numerous witness-

generated suspect renderings, as well as wanted
posters created from crime scene video images and
other sources. Courtroom presentations were also
facilitated via highly detailed visual aids, depicting
aerial and other useful views of crime scenes, close-
ups of vehicles, weapons, etc.

The ORE once again conducted a Boston Public
Safety Survey of citizens' views on crime and other
neighborhood-related issues, as they have every other
year since 1 995. Among their findings in the 2003
Survey:

• 39% of the respondents indicated that
they knew the police officers who work in
their neighborhoods by name or face,

• 69% of the respondents indicated that they
believe that the BPD is open to citizens'
criticism or suggestions,

• 72% of the respondents indicated that they
had a favorable opinion of the BPD,

• 74% of the respondents indicated that they
felt safe out alone in their neighborhoods at
night, and

• 82% of the respondents felt confident about
the Boston Police Department's ability to
prevent and solve crime.

Bureau of Administrative Services

Bureau Chief William J. Good, III
(617) 343-4577

The Bureau of Administrative Services includes:

• Facilities Management Division

• Finance Division

• Fleet Management Division

• Human Resources Division

• Information Technology Division

• Licensing Division

• Property Management Division

The Bureau of Administrative Services (BAS) provides
a wide range of services to the public and other
Department employees. From issuing licenses, to
installing state of the art technology, to delivering
the Department mail, BAS personnel consistently
focus on providing high levels of customer service,
professionalism and sound management for the
Department's resources.

BAS's Finance Division successfully managed
fiscal resources totaling in excess of $250 million
during 2003, a time of economic and budgetary
uncertainty for the Department, the City of Boston
and the Commonwealth of Massachusetts. Finance
personnel worked closely with supervisors throughout
the Department to insure that it would continue to
achieve its core mission within the budget. This fiscal
responsibility also involved: supervision of grant
monies, custodianship of seized funds, the successful
execution of all contracts, the collection of funds owed
to the Department and timely processing of a payroll
for more than 3,000 employees.

After creating an extensive data warehouse, BAS's
Information Technology Division (ITD) trained
investigators throughout the Department in its use.
This huge cache of information draws on several
existing data sources, including: the Computer Aided
Dispatch System, the Incident Tracking System and the
Department's arrest Booking System. An interactive,
link-analysis and data-mining software tool known as
COPLINK connects these various sources. The new
network allows investigators to quickly query data
on any person, address, vehicle or other piece of on-

line information stored throughout the Department
in seconds. New use-of-force data is also being
gathered from every arrest, along with demographics
on vehicle stops and threshold inquiries. As time
passes, this new data will be helpful in monitoring and
improving how the Department interacts with Boston's
increasingly diverse population.

Similarly, ITD staff worked with numerous partners
to create and implement a new Criminal Alien
Identification System in 2003. Its purpose is to
identify criminal aliens arrested in Boston with current
orders for deportation against them, as well as others
who had already been deported, but returned to this
country illegally. The partnership involved a close
collaboration among the BPD, the FBI, Immigration
and Enforcement, the Suffolk County District
Attorney's Office and the Commonwealth's Probation
Department. Together they were able to successfully
identify 1 08 criminal aliens prior to their arraignment,
as well as an additional 2,1 1 3 individuals who required
additional attention from immigration officials.

For many citizens, the Public Service, Licensing and
Hackney Carriage Units located in Headquarters
provide one of their first opportunities to interact with
the Boston Police Department. Business transactions
such as paying a fee, getting a permit, applying for
a license or requesting a copy of a report can be
accomplished with ease at one of the first floor,
lobby-area service windows. During 2003, services
included: background investigations and testing for
1 ,000 new and 5,700 existing taxi drivers, as well
as, the inspection and licensing of 101 sightseeing
vehicles, and 300 drivers of such vehicles. As part of
this function, over 260 citizen complaints about vendor
services were investigated.

The Human Resources Division (HRD) continued
its efforts to provide BPD employees with a safe
and healthy workplace via 2,500 mandatory drug
tests and nearly 4,000 medical exams and physician
consultations. HRD personnel selected and

processed the 57 new student officers who entered
Boston's Police Academy in October. They also
recruited applicants for the Police Department's
Cadet Program and continued their ongoing efforts
to reduce injured officer incidents by 15%. HRD
staff coordinated BPD's participation in the Quinn
Bill educational benefits program by processing over
1 ,300 officers' documentation(s), to secure their
compliance with State guidelines.

BAS's Property Management Division in Hyde Park
houses the Property Unit as well as the Department's
Evidence Division, a records storage facility and
the Department's historic Archives. As one of their
most important functions, its personnel manage
the Department's ongoing body armor replacement
program. The body armor replacement program
provides each officer with personal body armor every
five years. In December of 2003, BPD's Records
and Archives Manager published a pictorial account of
the Department's history. The book helped to kick off
celebrations of the Boston Police Department's "First
In the Nation" status during its 1 50th anniversary year
in 2004.

The Fleet Management Division is responsible for
all transportation related functions within the Police
Department. Included are the acquisition, distribution,
maintenance and disposal of all BPD motor vehicles.
Fleet is responsible for 91 5 vehicles categorized into
three distinct classifications: Marked Patrol Vehicles,
Unmarked Vehicles and Specialized Equipment.
This last category includes marked and unmarked
motorcycles, the mobile Field Command Post, Crime
Scene Investigation Vehicles and all police watercraft.
In 2003, Fleet completed over 1 2,000 work orders;
performed 7,000 preventive maintenance inspections
and services and also managed the Ford Motor
Warranty Recovery Program, which reimburses Fleet
for all warranty work completed.

The Facilities Management Division is responsible
for the care, maintenance and development of
over 900,000 square feet of space in Boston
Police Department buildings throughout the City of
Boston. The mission of the Division is to serve the
Department's varying constituencies while providing
facilities and space for innovative programs and
modern design technology.

Bureau of Investigative Services

Superintendent John F. Gallagher

(617) 343-4497

The Bureau of Investigative Services (BIS)
includes:

• Drug Control Division

• Forensic Technology Division

• Homicide Unit

• Investigative Planning Division

• Major Investigations Division

Innovative strategies and close collaboration with a
variety of law enforcement partners each contributed
to a significant number of accomplishments by BIS
personnel during 2003.

The Homicide Unit investigated 39 homicides and 1 55
life-threatening incidents in 2003. This represents
a decline of 35% citywide when compared with
60 such incidents in 2002. In addition to these
investigations, the Homicide Unit also examines all
suspicious deaths (fire, SIDS, etc.), life-threatening
incidents and motor vehicle fatalities. In April of
2003, Homicide Unit investigators were also tasked
with responsibility for the Department's new Firearms
Discharge Investigations Team (please see page 1 1) or
FDIT, which investigates all incidents involving a firearm
discharge by Boston Police personnel.

Since the tragic events of September 1 1 , 2001 ,
public safety agencies throughout the nation have had
to re-evaluate how law enforcement, public health,
emergency management and fire and rescue agencies
can all work together as effectively as possible. In
2003, BPD's investigative personnel continued to
play key roles in how the Department plans for and
responds to these kinds of critical incidents. These
ongoing efforts included extensive intelligence
gathering, analysis and information sharing. BIS staff
also identified new techniques and technologies to aid
in detecting a potential terrorist attacks and continued
to play leadership roles in advisory groups such as the
U.S. Attorney's Anti-Terrorism Advisory Committee, and
coordinated liaison activities with numerous federal
agencies.

Another part of the Department's enhanced anti-
terrorism preparations involved the revision of its field
interrogation procedures. This newly developed Field
Interrogation, Observation, Frisk and/or Search Report,
or FIOFS system, enables officers to capture and
archive detailed information each time they perform
any type of field interrogation (traffic stops, witness
interviews, etc.). The FIOFS system can be used
to track any suspicious activity that may suggest
terrorism, or to perform data analysis for intelligence
and prevention purposes by accessing as many as
75,000 existing reports on various forms of criminal
activity.

BIS also developed and implemented a strategic
plan to address the growing number of robbery and
burglary incidents citywide. This simple plan effectively
employed the principles of prevention, intervention and
enforcement to:

• Create a multi-media robbery-prevention
presentation for commercial business
owners. These presentations were
developed in cooperation with the Bureau of
Field Services, the Neighborhood Crime
Watch Unit and the Office of Research and
Evaluation.

• Research all outstanding court warrants for
suspects wanted on robbery and burglary
charges and then,

• Implement effective apprehension strategies
in cooperation with BPD's own YVSF
Warrant Apprehension Team, as well as, the
Probation and Parole Departments.

• Develop a software program that will capture
local pawnshop data. This new search
capability will significantly aid investigators

in finding and tracking stolen property taken
during robberies and burglaries.

BIS also formed an advisory group to develop
strategies for a new Robbery/Burglary Suppression
Task Force. All district and unit detective supervisors
meet together as part of this group once a month.
They share intelligence, discuss strategies and
solicit input from other agencies. They also focus
on "hot spot" areas through surveillance and joint
investigations, debrief offenders and develop
informants, recover stolen property, solicit tips from
the general public and work with the District Attorney's
Office to prosecute habitual offenders.

The Boston Police Crime Laboratory has been on-
line with CODIS (Combined DNA Index System), a
national DNA database sponsored by the FBI, since
the fall of 2000. In just 3 years of use, more than 550
unsolved Boston cases with usable DNA profiles have
already been entered into it. To date, 84 of the cases
entered have identified a suspect through a CODIS hit.

To accommodate the evaluation of such large amounts
of investigative information, a new partnership was
formed between the Crime Lab, BPD homicide

investigators and the Suffolk County District
Attorney's Office (SCDAO). This new partnership
evaluates when and how the Crime Lab can release
DNA database information for analysis by BPD
and SCDAO investigators. Since the pool of DNA
database information continues to grow rapidly, these
new collaborations should significantly aid local law
enforcement in realizing the full investigative and
prosecutorial potential of the CODIS database in the
future.

The Crime Lab also continued to work on a large
project involving the examination of unsolved rape
cases from 1 984-1 993. This project has been largely
funded by a federal grant awarded to the Lab for this
purpose during 2002. Over 500 "no suspect" sexual
assault cases have been screened and evaluated for
DNA profiling. To date, nearly 25 % of those with
usable DNA evidence have been successfully linked
to already existing DNA profiles. Subsequent DNA
database searches via CODIS also resulted in 14
"hits" linking evidence from these unsolved cases to a
previously convicted offender.

Neighborhood Policing Used to Fight Substance Abuse

During 2003, Bureau of Investigative
Services personnel used federal grant
monies to develop and implement a
comprehensive, community-based
program designed to combat substance-
abuse problems in neighborhoods
throughout Boston. This multi-faceted
effort placed a particularly strong emphasis
on diminishing heroin addiction through
multiple prevention, intervention and
enforcement measures.

One promising project in South Boston
used a program modeled on the previous
success of BPD's Cease Fire prevention
and intervention program. Working closely
with the community, officers tracked and
investigated numerous drug cases. Where
appropriate, many of these were handled
by a team of social workers, including a
substance abuse specialist, as well as a
district-based social worker and supervisor.
Housing these resources within BPD
facilities is one important part of the Youth
Service Providers Network, a program that
operates in partnership with the Boys and
Girls Clubs of Boston. Under its auspices,
social workers provide referral services
and counseling to individuals and families,
including improved access to treatment
centers and other healthcare providers.
During the first six months of 2003 alone,
these specialists saw 1 1 3 clients with
heroin problems.

Though successful thus far, optimizing
the program's ability to eliminate
heroin use will require several important
additional steps. These include: creating
an increased availability of outpatient/
inpatient treatment services, developing
even closer collaborative relationships
with existing care providers, and exploring
the most effective means of aftercare
and post-treatment follow-up. BPD is
currently working with groups throughout
the community to address these ongoing
needs.

At the same time, Drug Control Units
throughout the City have implemented
strong enforcement strategies which
have focused primarily on daytime
street-level heroin distribution. Targeting
known distribution sites, initiatives such
as "Operation Juggernaut" totaled 51
heroin-related arrests in a single, citywide
sweep. Similar investigations gathered
detailed information on marketing centers,
delivery vehicles and dealers' sources
of supply. This information is shared
citywide on a monthly basis via regularly
scheduled intelligence meetings and with
other local and national law enforcement
partners, such as the Drug Enforcement
Administration, the FBI, the New England
High Intensity Drug Trafficking Area group
(NEHIDTA) and the District and US
Attorney's Offices.

During 2003 Department representatives
also appeared before the Massachusetts
Legislature to advocate the passage of
important new pieces of legislation. One
would improve the exchange of intelligence
and information concerning deaths from
drug overdoses. Massachusetts is
currently one of only 4 states in the country
where Medical Examiner's Offices are not
obligated to share information they develop
via toxicology and autopsy reports directly
with the police. If passed into law, the new
legislation would help police departments
to better monitor trends in drug distribution
and facilitate the prosecution of individuals
who provide narcotics that cause the death
of another. A similar proposal would also
mandate that every physician treating
an injury caused by the discharge of a
firearm report such cases at once to law
enforcement authorities.

Firearm Incidents Given Comprehensive Review

In April of 2003, the Department officially
created a new Firearm Discharge
Investigation Team, or FDIT. Its aim is to
provide an investigative process that is
both comprehensive in scope and timely
in its completion for all incidents involving
a firearm discharge by Boston Police
personnel. This investigative capability
is particularly important because of the
potential impact incidents involving deadly
force can have on police-community
relations.

The FDIT is based within the Homicide
Unit but is comprised of investigators from
units throughout Boston. Members are
on-call 24 hours a day and have received
extensive training. FDIT investigators can
develop shooting reconstructions and
map bullet trajectories using trigonometric
ratios, impact analysis and distance and
angle measuring equipment. They have
also been trained on issues such as critical
incident amnesia and memory distortion, as
well as, officers' possible stress reactions
to lethal force encounters.

In addition to training, the FDIT also
employs state-of-the art equipment and
software to produce three-dimensional
images of shooting scenes using precise
measurements of angles and distances. In
collaboration with the BPD Graphics Arts
Unit, investigators can also use technology
to create forensic animations of critical
incidents and immersive 360° photography
to further aid their investigations.

Two levels of FDIT response have been
established, depending upon the severity
of each incident. Assignment of a "Blue
Team" occurs for all discharges not
resulting in death, injury, or significant
property damage. This includes all firearm
discharges resulting in the killing of a
dangerous or injured animal, and all less-
lethal force ("bean bag") discharges.

A larger group of investigators responds
to incidents resulting in death or injury.
This "Red Team" is composed of a
Lead Investigator, an on-scene Incident
Coordinator and four investigative teams
divided by function: Crime Scene,
Intelligence, Interviews and Organizational.

Within thirty days of a discharge incident,
the FDIT Lead Investigator submits a
comprehensive, detailed report. It does
not make recommendations regarding any
disciplinary issues, but can significantly
aid the Department's Use of Force Review
Board in determining if there are any policy,
training or disciplinary issues that will need
to be explored further.

of Professional Development

Superintendent Robert P. Dunford
(617) 343-4955

The Bureau of Professional Development
includes:

•Training & Education Division
(Boston Police Academy)

• Regional Roundtables on
Ethics and Integrity (RRT)

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

The Bureau of Professional Development staff
continued to focus on keeping the Department's
officers trained in the most up to date tactics,
techniques and technologies in 2003. In addition to
developing several new training modules, they created
comprehensive plans and exercises to prepare for the
Democratic Party's National Convention in Boston
during 2004. In all, Academy staff members provided
instruction in nearly two-dozen different subject
areas. They also taught nearly 5,000 students, from
the Boston Police Department as well as a number of
outside agencies and community partner organizations.

In March, a comprehensive new Use of Force Training
curriculum was implemented. Its first phase included
mandatory firearms qualification, as well as additional
exercises developed to simulate actual life-or-death
incidents faced by BPD officers during recent years.
The second phase simulated scenarios from more
routine police functions, such as motor vehicle stops.
Several different situations were used to challenge
officers' decision-making skills, threat perception/
assessment and judgment while engaging them in
encounters that were as close to real life as possible.
The exercises not only reviewed the proper level of
force appropriate for each circumstance, but also
reinforced officers' knowledge of Department Rules
and Procedures, state and constitutional law, proper
patrol tactics and self-defense techniques.

During July and August, a new unit-specific training

curriculum was implemented for officers in the Drug
Control Unit and Youth Violence Strike Force. This
training was known as S.W.E.T., or Search Warrant
Execution Training. It focused on the execution of
search warrants by these plain-clothes officers and
followed a real-life scenario format similar to the Use of
Force Training noted above.

Patrol Officers and Patrol Supervisors also received
extensive, ongoing Public Order Training. This
training allows officers to practice effective tactics for
monitoring and controlling large groups of protesters,
while also protecting the protesters' safety and
constitutional rights. Its command, coordination and
communications techniques have already proved
effective in dealing with large crowds and is an
important part of the Department's convention-related
deployment plans for events at sites throughout
Boston.

During October, 60 new Student Officers entered
the Police Academy. In addition to completing the
Basic Recruit Curriculum, this class will participate
in 80 hours of firearm instruction, as well as new
reality-based training with Simunition and Range
3000 weapons. They will also need to demonstrate
their proficiency in Patrol Tactics, Defensive Tactics,
Emergency Driving, appropriate Use of Force, and
Neighborhood Policing. Over the course of 29 weeks,
they will receive more than 1 ,1 00 hours of training prior
to graduating from the Academy, and will then continue
their initial on the job training with Field Training
Officers in districts throughout Boston.

A number of other specialized in-service training
courses were conducted throughout the year. As
part of their firearm re-qualification course, the
Department's supervisory personnel were also
qualified in use of the Less-Lethal Shotgun. Other
topics included: Accurate Eyewitness Evidence,

"Active Shooter" intervention training, CPR/AED
re-certification, Crime Scene Reconstruction and
Hostage Negotiation.

During 2003, RCPI-NE offered 18 executive level
seminars to chiefs and other law enforcement senior
policy-makers throughout New England. Ongoing
courses included subject areas such as: Use of
Force in a Community Policing Environment, Citizen
Complaint Intake and Investigation, Early Identification
and Intervention Systems and Racial Profiling: Issues
and Dilemmas. RCPI joined with the Middlesex
County Sheriff's Office to provide these classes
to their command staff, as well as police agencies
throughout Middlesex County. They also performed
a needs assessment for other police departments all
over New England, which resulted in the development
of a new ethics course for law enforcement officers
and the communities they serve.

Bureau of Internal Investigations

Superintendent Thomas A. Dowd

(617)343-4526

The Bureau of Internal Investigations includes:

• Anti-Corruption Division

• Auditing & Review Division

• Internal Affairs Division

• Recruit Investigation Unit

has also been modified to elicit additional participation
from each applicant. These requirements help the
investigators to find the best possible employees, while
also shortening the time necessary to process each
candidate.

Throughout 2003, the Bureau of Internal Investigations
continued its work to enforce and enhance the
standards of professional conduct required of all
Department employees. Bll personnel are actively
engaged in all efforts to enforce not only BPD's own
Rules & Procedures, but also all applicable state
and federal regulations, grant funding requirements
and matters of criminal law where necessary. They
conduct regular audits and actively identify and
investigate all alleged incidents of misconduct as
quickly and comprehensively as possible. They also
seek to correct and eliminate such problems through
counseling, training or discipline as needed.

Serious cases of misconduct or corruption can also
sometimes result in the termination of Department
employees. Ultimately these measures, though
necessarily stringent at times, effectively serve to
support the hard working and dedicated majority
of the Department's personnel throughout the City.
By recognizing and learning from the mistakes or
misdeeds of the few, the reputation of the entire
Department is that much better protected, preserved
and strengthened.

The Recruit Investigations Unit (RIU) underwent
significant improvements during 2003. As its name
implies, this Unit is responsible for investigating
applicants as part of the lengthy hiring process
necessary to become a police officer. RIU now
utilizes the latest technology, coupled with the
expertise of its investigators, to gather the most
comprehensive background information possible on
all applicants. At the same time, the process itself

In February of 2003, the Boston Police Department
initiated a new Use of Force Reporting System. It
requires all police officers to electronically report the
level of force they have used each time they place
an individual under arrest. This comprehensive use
of force database provides a number of benefits, for
both the Department and its officers. Command Staff
members on the Use of Force Policy Review Board
can now review this data on a regular basis to evaluate
trends, identify areas for possible improvement and
develop any training necessary to address deficiencies.
The Department can also monitor and track levels of
force used by an individual officer or unit, by location,
by time of day, etc. As more data is collected, it will
also be used to ensure that supervisory reporting
requirements are satisfied in a timely basis.

300

IAD Complaints 1999 - 2003

I . I

296

228

294

252

312

i I

o 31 31 37 26 26

. rl rl rl rl rl

1999 2000 2001 2002 2003

Complaints against civilian employees/outside agencies
Complaints against police officers

Number of Complaints
per Employee - 2003

9% (247)
Complaints

91% (2,503)
No Complaints

COMPLAINTS

EMPLOYEES

Zero Complaints 2,503

One Complaint 204

Two Complaints 28

Three or More Complaints 15

TOTAL: 247

Total Number of
Internal Affairs Cases - 2003

1 137 Internally Generated Cases
150 Externally Generated Cases

Types of Situations
from which Complaints Arose - 2003

1 1% Arrest at Scene

38% Other

9% Domestic Violence

8% Traffic Stop

8% Off Duty Misconduct

6% AWOL/Tardy/lnjured/Sick

5% Threshold Inquiry

5% Drug Testing
4% Insubordination
3% Paid Details/OT
on _ , .... 2% Radio/Patrol Duty

■5% Parkm9 Violation 5% Booking/statjon

Allegations Against
Department Personnel - 2003

10% Directives & Orders

4% Conduct Unbecoming

4% Duties & Responsibilities

4% Attendance/Reporting for Duty

2% Details/Overtime
2% Alcohol & Substance Abuse
1.5% Untruthfulness
.5% Self Identification

19% Respectful Treatment

12% Miscellaneous Rules Violations

12% Excessive Force

13% Conformance to Laws

16% Negligence/Abuse of Discretion

Discipline Administered - 2003

8% Resign W/Charges
6% Termination

2% 90+ Days
1% 60-90 Days

5% 45 Days

13% 6-30 Days

15% Verbal Reprimands

3% Written Reprimands

47% 1-5 Days

1
1

92 Total Officers Disciplined
Reprimands Suspensions

Terminations Resignations

220

110

Dispositions of Individual Allegations
Against Sworn BPD Officers - 2003

NOT SUSTAINED

EXONERATED PENDING

SUSTAINED

UNFOUNDED

FILED

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

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.

IAD Complaint Resolution Process

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 it, the completed
report is forwarded with a recommended
finding to the Legal Advisor for the Boston
Police Department, and ultimately to the Police
Commissioner.

UNFOUNDED: Investigation reveals
action complained of did not occur.

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

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

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

Reported Use of

Service Baton, O.C. Spray, and

Bean Bag 1999 -2003

Firearms Discharge 1999 - 2003

jjj 0 9 52 0 9 28 41045 3 8 44 21256 £ 1 418 1 211 3 1 12 4 3 17 0 1 6

LiikLH i JAbLL

1999 2000 2001 2002 2003

Bean Bag Service Baton O.C. Spray

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

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

1999 2000 2001 2002 2003

Fatal Incidents

Accidental incidents

Total Incidents

Crime Statistics

Measuring Progress Toward A Safer City

Measuring Progress Toward A Safer City - 2003
The Boston Police Department gathers many types
of data in order to support the crime-fighting and
prevention strategies that are an essential part of
its mission. These examples illustrate the kinds of
statistics used by Department personnel to identify,
analyze, understand, and successfully address local
crime trends and patterns:

Crime Trends

Boston's crime statistics showed a number of
significant improvements during 2003, including:

•Violent Crime remained significantly below

Boston's 20-year average (Figure 1)
• Part I Crime-which the FBI defines as
homicides, rapes, robberies, aggravated
assaults, burglaries, larcenies, and vehicle
thefts - was down by 2% from 2002
(Figure 2 & Figure 3)

15000

12000

9000

6000

3000

Figure One: Violent Crime 1 984-2003

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20 Year Average: 1 0034

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80000
70000
60000
50000
40000
30000
20000
10000

Figure Two: Part One Crime 1984-2003

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Figure Three: Part One Crime Comparison
2002-2003

Crime Types

2002

2003

% Chg.

Homicide

-35%

Rape*

369

263

-29%

Robbery*

2,533

2,759

Aggravated Assault

3,994

4,113

Burglary*

3,830

4,344

13%

Larceny*

17,824

17,069

-4%

Vehicle Theft*

7,096

6,463

-9%

Total Part 1

35,706

35,050

-2%

200

150

100

Figure Four: Homicide 1984-2003

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• Homicides decreased by 35%, to 39
incidents, the fourth lowest annual total in
Boston since 1 964. (Figure 4)

2003 Public Safety Survey Results

The Department also uses data to measure the
success of its ongoing neighborhood policing efforts
citywide. As part of this effort, The Boston Public
Safety Survey has been conducted bi-annually by
the Department since 1 995. 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.

60,000
50,000
40,000
30,000
20,000
10,000

Figure Five: Calls for Service 1999-2003

m
m

m
to

Results from the 2003 Survey show that over 70%
of Boston's residents feel safe walking alone in their
neighborhoods at night. (Figure 5) Other findings
included:

• 39% of respondents indicated that
they knew the police officers who work in
their neighborhoods by name or face,

• 69% of respondents indicated that they
believe that the BPD is open to citizens'
criticism or suggestions,

• 72% of respondents indicated that they had
a favorable opinion of the BPD, and

• 82% of the respondents felt confident about
the Boston Police Department's ability to
prevent and solve crime.

Figure Six: Percentage of Residents
Who Feel Safe Walking Alone in their

80%

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70%

60%

50%

40%

30%

20%

10%

55%

76%

78%

74%

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Bureau of Field Services

Superintendent Bobbie J. Johnson
(617) 343-4300

The Bureau of Field Services includes:
•Court Unit

• District Commands:

Area A / Districts 1 & 7
Area B / Districts 2 & 3
Area C / Districts 6 & 11
Area D / Districts 4 & 14
Area E / Districts 5, 13, & 18

• Juvenile Detention Facility

• Neighborhood Crime Watch Unit

• Operations Division

• Special Events Planning Unit

• Special Police Division

Bureau of Field Services personnel continued
to deliver award-winning public safety services
throughout Boston on a round-the-clock basis
during 2003. Among the most visible were the
front-line officers who compose BPD's patrol staff.
Operating from 1 1 full-service neighborhood police
stations, these men and women form the majority
of the Department's 2,000 plus sworn and civilian
staff. Whether working on foot, bicycle, or patrolling
in a vehicle, they remain at the forefront of the
Department's innovative prevention, intervention and
enforcement efforts.

BFS personnel also receive and dispatch all of the
Department's emergency 9-1-1 calls, plan hundreds
of special events each year and perform a variety of
other specialized functions. Some of these personnel
compose: the Court Unit, the Special Police Division,
the Neighborhood Crime Watch Unit and also staff
Boston's Juvenile Detention Facility. Together, they
all work to promote successful neighborhood policing
efforts throughout Boston.

In 2003, BFS personnel worked closely with partners
throughout the Department and beyond in preparation
for the Democratic Party's national convention visit in

July of 2004. As part of these detailed measures, the
BFS conference room at One Schroeder Plaza was
transformed into a state of the art communications
Command Center. Located just steps from the 9-1-1
Emergency Operations Center, its new multi-media
capabilities now allow commanders to plan for, view,
monitor and interact, in real-time, with on-site staff
at major events or critical incidents. Multiple VCR,
computer and DVD-based capabilities, as well as
local and national media outlets and live dispatch
information can all be accessed at the touch of a
button. This new facility also includes interactive
"smart board" and videoconferencing capabilities.

Citywide prevention and safety issues were also
another ongoing theme. BFS personnel continued
to cultivate strong positive relationships with young
people and senior citizens in educational and
recreational settings. They developed customized
programs to meet the unique needs of diverse groups
throughout the City. In September, BPD personnel
worked with the Registry of Motor Vehicles as part of
Operation Guardian Angel. Through their joint efforts,
safety checks were again performed on all privately
contracted vans used to transport Boston's school
children. This year's sweep totaled 1 10 inspections,
which resulted in numerous citations being written
from the over 200 violations discovered.

For the third year in a row pedestrian accidents
continued to drop, in part due to the ongoing success
of Operation Crosswalk. In years past, Boston had
averaged as many as 925 pedestrian accidents per
year. Through this program, pedestrian safety on
Boston's streets has been significantly improved
by targeting motor vehicle offenses at high-incident
intersections. Since its inception in 2001 , BFS
personnel have issued over 38,000 citations through
this program alone, which has in turn helped to reduce
pedestrian accidents by more than 1 0% and motor
vehicle accidents by more than 5% in 2003.

Ul_J

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Each year, Boston's many National Night Out events
are coordinated and hosted by the Neighborhood
Crime Watch Unit, or NCWU. In 2003, this citywide
celebration of Boston's ongoing crime prevention
efforts was again named as one of the Top Ten Cities
participating nationwide. BPD has now received this
honor every year for more than a decade.

NCWU personnel also facilitate police-community
partnerships by helping concerned citizens organize
themselves in their neighborhoods. In addition to
empowering them with information and suggested
tactics, NCWU staff also actively encourage positive
interaction among neighbors. During 2003 they
promoted a new program known as the "Citywide
Dialogues on Boston's Racial & Ethnic Diversity."
Additionally, over 50 new Crime Watch groups were
formed to complement the over 1 ,000 of these groups
which are already in existence throughout Boston.

Captain Bernard P. O'Rourke
40 New Sudbury Street
Boston, Massachusetts 02114-2999
(617) 343-4240

During 2003, District A-1 personnel
continued to use a variety of innovative
measures to promote the concepts
of neighborhood policing throughout
Downtown, Beacon Hill, Charlestown, the
Financial District, Chinatown, and the North
End.

These busy neighborhoods often serve as
a focal point for a diverse cross-section
of Bostonians. Requests for assistance
come from local residents, office workers,
visiting tourists and students, so A-1
staff members must successfully manage
multiple and often conflicting public
safety priorities on a daily basis. During
2003, one of the most important of these
priorities was to improve the quality of life
for those who live and work in the Theater
District. This was accomplished primarily
by assigning directed patrols to designated
"hotspots" and by targeting known drug
dealers through aggressive street-level
enforcement.

Planned initiatives, such as Operations
"Bunker" and "Ed Norton" in Charlestown,
each netted multiple arrests and used
search warrants to target drug distribution
houses. Similarly, "Operation Vice Grip",
"Operation Squeeze" and "Operation
Wilbur" used ongoing strategies developed
by A-1 personnel to combat prostitution
and drugs in the areas of the Theater
District, Bay Village and Chinatown.
These joint measures specifically targeted
prostitutes and their customers, since
a strong correlation has been shown
between drug crimes and prostitution
in this area. Regular use of warrant
apprehensions also proved to be an
effective strategy for removing criminals
from downtown Boston's streets.

As in the past, District A-1 's officers also worked
closely with the community they serve. The District
A-1 Advisory Committee includes representatives
from each neighborhood who meet together regularly.
Their meetings focus on localized crime statistics,
and coordinated prevention measures they can use
to improve their quality of life and address specific
crime issues, such as auto theft. For example, officers
worked with local residents to create and post
crime prevention notices on vehicles throughout the
district. They also placed "target hardening" tips in
local newspapers, and formed a partnership with the
Charlestown Cooperative Bank to distribute anti-theft
devices to local residents at discount prices. These
combined efforts helped to reduce A-1 's overall vehicle
theft by 1 4%, and by 1 7% in Charlestown.

After a series of sexual assaults in the North End,
District A-1 Community Service Officers received
Rape Aggression Defense Systems (R.A.D) training
in the summer of 2003. The program provided self-
defense classes for women in how to avoid an attack,
or if necessary, how to confront individuals who
would attempt to harm them. Since certification, A-1
officers have provided multiple four-week sessions of
this instruction and also collaborated with C.H.A.D.
(Charlestown Against Drugs) to bring the program
to Charlestown. Through this partnership, C.H.A.D.
purchased the R.A.D. instructional equipment for
District A-1 personnel, which is now available to the
entire Department. The combination of this training
| on risk awareness, risk reduction, risk recognition
and risk avoidance, as well as improved knowledge
among local residents are thought to have contributed
significantly to A-1 's 1 3% reduction in sexual assaults
during 2003.

District A-1 's Youth Service Office hosted a number of
workshops for neighborhood young people at various
community centers to specifically discuss "Drugs, Peer
Pressure and Stranger Danger." Additional workshops
have also been planned for neighborhood schools,
community centers, clubs and housing developments.
The subject matter for these presentations has been
broken down into age-specific, drug prevention
workshops and will be specifically geared to pre-teens,
early-teens and mid-teen groups.

• the City of Boston and the Commonwealth

• of Massachusetts. During a seemingly
routine arrest in Chinatown on August 27,

• 2002, Officer Flores was shot twice by
a violent, fleeing suspect. Her partner,
Officer Williamson, worked with numerous
other officers to secure life-saving medical
assistance for her, while also assisting in the
chase and capture of her assailant.

This kind of close collaboration with numerous
community groups continued to be particularly
effective. A-1 personnel worked with: the Chinatown
Public Safety Committee, Downtown Waterfront
Association, District A-1 Financial District Information
Network, Bay Village Crime Committee, Midtown- Park
Plaza Neighborhood Association, West End Civic
Association, Mass. Pike Towers, Teradyne Incorporated
and State Street Bank, as well as many others
throughout the year. Their efforts achieved a number
of positive results, including:

A-1 Part One Crime Comparison 2002-2003

Reduction of overall Part I Crime by 9%,
Reduction of average incident response time
by 1 2%, and,

Recognition of Officers Flores and
Williamson with Medals of Honor from both

Crime Types

2002

2003

% Chg.

Homicide

25%

Rape*

-51%

Robbery*

351

387

10%

Aggravated Assault

400

373

-7%

Burglary*

448

434

-3%

Larceny*

3,840

3,386

-12%

Vehicle Theft*

610

558

-9%

Total Part 1

5,694

5,163

■9%

•Includes "Attempts"

Captain James M. Claiborne

69 Paris Street

East Boston, Massachusetts 02128-3053

(617) 343-4220

IN
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During 2003, District A-7 personnel
continued to use a variety of innovative
measures to promote the concepts of
neighborhood policing throughout East
Boston.

Building on successful police-community
partnerships, A-7 personnel continued to
work closely with East Boston's growing
Latino community, which now comprises
over half of the local population. Anti-
gang initiatives have been a consistent
theme. After an increase in local
gang-related graffiti, A-7 developed
a comprehensive plan to combat the
problem, along with the larger concerns
of gang activity throughout East Boston
and neighboring communities. Their plan
included community forums for parents.
Each forum featured presentations from
Probation and the Department of Youth
Services, on the services available to
parents, and how they can access them.
The Youth Service Providers Network also
conducted meetings in both English and
Spanish.

District Seven also continued to host a
monthly North Shore Gang Education
Meeting for representatives from over
a dozen different North Shore police,
court, and immigration agencies. The
information shared at these meetings has
helped them to jointly target members
of local gangs such as MS1 3 and the
1 8,h Street Gang, as well as a third
new group known as Vato Locos. As a
result of their expertise in dealing with
these violent, organized criminal groups,
A-7 staff members were invited to
address a gathering of law enforcement
professionals from around the country in
Washington D.C.

Education was also a continuing theme. A
"Countdown to Kindergarten" event attracted over
60 local children and their families. Staff members
participated in a summer "Schoolyard Initiatives"
program, in partnership with N.O.A.H. (Neighborhood
of Affordable Housing) and local public schools.
Captain Clairborne hosted a welcoming "Breakfast
with the Principals" in September to introduce A-7
personnel to six new school principals in East Boston.
The Boston University Summer Connections Program
encouraged local high schoolers to learn more about
A-7 and East Boston Court through tours, a question
and answer period, and an informative overview of
law enforcement as a possible career choice. And in
cooperation with the East Boston Foundation, District
Seven personnel also again taught popular English as
a Second Language classes to 28 adults.

Prevention, intervention, and safety-awareness
programs also featured prominently in A-7's efforts
during 2003. This included aggressive traffic
enforcement using a T-55 car and radar gun in high
volume areas, as well as a continuing emphasis on
pedestrian safety via "Operation Crosswalk." Eight
fully equipped bicycle officers patrol regularly, and
A-7 now also has an officer certified in a rigorous 40-
hour course on the proper installation and inspection
procedures for the various brands of car safety seats.
As a result of these combined efforts, A-7 personnel
were also able to issue 9,741 motor vehicle citations
and 8,061 parking tickets.

Problems associated with underage drinking were
discussed in detail in a District Seven presentation to
local businesses that sell alcohol in East Boston. In
addition to covering other alcohol-related issues, the
presentation specifically targeted those who serve
alcohol and check identification cards, and showed
ways to make sure a license has not been tampered
with or altered. Increased monitoring of licensed
premises to ensure regulatory compliance also resulted
in a number of citations being issued.

Captain Claiborne and the East Boston Chamber of
Commerce also co-hosted a community meeting on
Commercial Robbery Prevention. The meeting, held
at the St. Lazarus Youth Center, provided business
owners and community residents with awareness tips
to help prevent them from becoming victims. Members
of the Office of Research and Evaluation, as well as
the Major Case and Neighborhood Crime Watch Units
were on hand to discuss the various methods people
can use to prevent robberies or, in the case of a
robbery, assist police in solving the crime.

With assistance from BPD's Graphic Arts Unit, A-7
continued to publish a vibrant quarterly newsletter
for the residents of East Boston. This publication
helps keep police and local citizens' groups in touch
with one another including: the Salesian Boy's and
Girl's Club, East Boston YMCA, East Boston Latino
Coalition, North Harbor Children's Initiative, East
Boston United, East Boston Safe Neighborhood
Initiative, East Boston-Healthy Boston, the East Boston
Neighborhood Health Center, the East Boston Area
Planning Action Council (APAC), as well as numerous
local churches, businesses, and neighborhood and
civic associations.

A-7 Part One Crime Comparison 2002-2003

Crime Types

Homicide
Rape*
Robbery*

Aggravated Assault
Burglary*
Larceny'
Vehicle Theft
Total Part 1
'Includes "Attempts"

Captain Albert E. Goslin

135 Dudley Street

Roxbury, Massachusetts 02119-3203

(617) 343-4270

CM
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During 2003, District B-2 personnel
continued to use a variety of innovative
measures to promote the concepts
of neighborhood policing throughout
Roxbury and North Dorchester.

Among the most comprehensive of their
efforts was the ongoing implementation of
the District B-2 Crime Reduction Strategy.
It includes a close partnership with BPD's
Youth Violence Strike Force, Boston
Housing Police, Parole and Probation
officers, and the Department of Youth
Services. Initiatives launched as part of
this strategy targeted the people and
locations most actively involved in criminal
activity in the neighborhoods served by
B-2's officers.

These measures were designed to
focus on specific crime issues by
bringing together all of the resources
necessary to address and solve them.
For example, while participating in BPD's
citywide Unsolved Shootings Project,
B-2 detectives were able to successfully
conclude investigations into 6 shooting
incidents that had been cold cases from
previous years. Working closely with
community residents, B-2 detectives were
also able to solve a shooting which had
left the victim paralyzed, through the arrest
and indictment of the two individuals
responsible.

Another related effort focused on increased
collaboration among the B-2 Drug Control Unit,
the Suffolk County District Attorney's Office, and
the United States Attorney's Office. Investigators
identified, targeted, and arrested some of the most
violent criminals in the district, by focusing on the
high incidence of aggravated assaults by these repeat
offenders. As an added bonus, over 1 60 firearms were
removed from B-2's streets in 1 38 arrests throughout
the year as a result of these joint efforts.

Working closely with the community in a variety
of positive ways also continued to reap benefits
for District 2. In one new effort, partners such as
Northeastern University, MassHousing, the Grove Hall
Safe Neighborhood Initiative, and a number of tenant,
landlord, and real estate security groups all came
together toward a common goal: increased safety
and security for people in their homes. Known as the
Multi-Unit Housing Initiative, this effort quickly became
a forum to gather and share information, and to target
the repeat offenders who were preying on their fellow
tenants. Residents helped to identify suspects,
while B-2 personnel worked to archive the resulting
information in an easy to use database that will now
help them to identify potential suspects, their methods
of operations, known locations, etc.

In addition to the numerous law enforcement and
community partners already noted, District B-2
personnel publish a quarterly newsletter, and also work
closely with over 60 different Crime Watch groups.
These groups do a great deal to facilitate improved
relations with police in their neighborhoods. They are
also major players in many of B-2's ongoing projects
throughout the district to build a safer, healthier
community. These efforts include diverse recreation
and education projects with young people and senior
citizens, as well as community-wide gatherings like
National Night Out, the B-2 Community Forum,
numerous holiday celebrations, and the B-2 Youth and
Family Day which attracted over 2,1 00 attendees in
2003.

B-2 Part One Crime Comparison 2002-2003

Crime Types

2002

2003

% Chg.

Homicide

■

-53%

Rape*

■

-27%

Robbery*

368

402

Aggravated Assault

832

825

-1%

Burglary*

549

543

-1%

Larceny*

1,822

1,928

Vehicle Theft*

1,265

1,116

-12%

Total Part 1

4,931

4,879

-1%

Includes "Attempts"

Captain Pervis Ryans, Jr.

1165 Blue Hill Avenue

Mattapan, Massachusetts 02124-3914

(617) 343-4700

CO
i

During 2003, District B-3 personnel
continued to use a variety of innovative
measures to promote the concepts
of neighborhood policing throughout
Dorchester and Mattapan.

They spent much of their time focusing on
prevention efforts for Part I crimes such as
Burglary and Assault, as well as vigorously
pursuing individuals with outstanding
warrants. B-3 officers also conducted
numerous street sweeps as part of their
district-wide Crime Reduction Strategy,
targeting neighborhood "hot spots" with
both high-visibility and undercover patrols.

One of B-3's most significant
achievements in 2003 was the capture
of a suspect believed to be responsible
for numerous commercial break-ins in
the Mattapan Square area. From January
through October of 2003, businesses in
and around the Mattapan Square area
were repeatedly robbed by an unknown
individual who had typically gained access
by breaking down doors, or entered from
the roof.

To address this problem, undercover officers were
placed on the roofs of several businesses overnight.
Meanwhile, District B-3 detectives also became aware
of a commercial break-in arrest on River Street in
District E-18, not far from Mattapan Square. They
submitted these fingerprints for comparison with the
ones from the robberies they were investigating. In late
October, B-3 officers apprehended this same suspect,
while he was breaking into a business on Blue Hill
Avenue. Evidence is being gathered to link this man
to many other break-ins in the area, and tellingly, no
additional commercial break-ins in Mattapan Square
were reported once he was in custody.

In collaboration with the Suffolk County District
Attorney's Office, the Massachusetts Departments of
Probation and Parole, the Boston Housing Authority,
and the state's Department of Youth Services, B-3
units also implemented a zero tolerance policy aimed
primarily at youths trespassing, drinking, and loitering.
Their ongoing efforts paid off, resulting in over 1 00 of
these "quality of life improvement" arrests in 2003.

District-wide, B-3 officers also apprehended over 350
individuals wanted on over 1 ,000 warrants, and made
in excess of 75 arrests for unlawful possession of
firearms. All of these efforts contributed to a overall
decrease in Part I crime as compared with 2002.

In addition to working with over 25 Crime Watch and
neighborhood association groups, B-3's Community
Service Office implemented two noteworthy programs
in 2003. The first Girls' L.E.A.P, in collaboration with
Wellesley College, is an empowerment program aimed
at the community's female teen population. Its weekly
classes gave participants new tools to cope with
peer pressures surrounding a variety of issues in their
every-day lives. The program also provided instruction
on self-defense and methods to ward off unexpected
attackers.

In another new program, youths get together weekly
to study the field of electronic communications. The
young people are introduced to the world of Hamm-
Radio operations and learn how to monitor and
participate in programs such as Civil Air Defense and
disaster relief efforts. In addition, hands-on training
in maintaining and repairing electronic equipment,
and field trips are provided. The program is also
sometimes used as an alternative for those required to
perform community service.

B-3 Part One Crime Comparison 2002-2003

Crime Types

Homicide
Rape*
Robbery*
Aggravated Assault
Burglary*
Larceny
Vehicle Theft
Total Part 1
'Includes "Attempts"

2002

15
48
266
566
287
1,056
699

2003 % Chg.

7
29
288
580
325
873
673
2,775

-53%

-40%

13%

-17%

-4%

-6%

Captain Robert Cunningham
101 West Broadway
South Boston, MA 02127-1017
(617) 343-4730

CO
i

During 2003, District C-6 personnel
continued to use a variety of innovative
measures to promote neighborhood
policing throughout South Boston. As
a result, South Boston experienced a
significant drop in its Part I Crime rate,
which fell by 6% as compared with 2002.

Heroin addiction and the problems
associated with substance abuse
continued to concern both C-6 staff
members and the residents they serve.
Community outreach and networking
played an important part in C-6's ongoing
efforts to address this issue. Aggressive
enforcement enabled the C-6 Drug
Control Unit (DCU) to total more arrests
in 2003 than any other drug unit in the
City. In September of 2003, the DCU
investigators were also able to link a drug
dealer from South Boston to an armed
bank robbery and carjacking that occurred
in Braintree only days before. As a result
of their investigation, the crime was solved
and the perpetrators were arrested.

After experiencing an increase in armed
robberies at convenience stores during
the first quarter of 2003, District C-6
detectives noted a pattern and focused
their attention more closely on the East
Broadway area. On March 1 4th, they
were able to successfully identify the
getaway car in a store robbery. It was
thought to also have been involved
in previous robberies by using similar
methods. Using this new information,
two suspects were subsequently arrested
and charged with armed robbery. Further
investigation revealed that the same two
individuals were also responsible for an
additional 5 armed robberies in South
Boston.

Crime prevention and safety issues have also
continued as an ongoing theme. Recognizing that
many of the large, and often overweight commercial
vehicles that use South Boston's congested streets
constitute a public safety concern, District C-6 officers
conducted weekly truck inspections to closely enforce
commercial motor vehicle laws. Also, in October,
two officers began new permanent assignments at
the Mary Ellen McCormack and Old Colony housing
developments, where they work closely with BHA
police officers, BHA management, and residents to
improve the overall quality of life within their assigned
areas.

The District C-6 Community Service Office (CSO)
invited the owners, managers, and employees of
South Boston bars, taverns, and liquor stores to the
station for a short seminar on the subject of underage
drinking. Attendees were first shown an informational
video tape, and then discussed ways to prevent minors
from purchasing alcoholic beverages.

CSO staff also arranged for ten C-6 officers to
volunteer for Junior Achievement programs in Boston's
schools. Junior Achievement is a national organization
that dedicates itself to educating young people
about the American free enterprise system. It also
helps officers and young people to get to know and
understand each other in the classroom, while also
teaching the young people important lessons that will
help them to succeed throughout their lives.

In 2003, District C-6 was fortunate to see three
different officers receive prestigious awards. In June,
Officer John Dailey received the Andrew Carnegie
Award for heroism. In November, Officer Dailey also
received the Semper Fidelis Society award for his
actions above and beyond the call of duty in risking his
own life to rescue an elderly South Boston resident
from a raging fire. In October, Officer Dudley Hill
received the Henry L. Shattuck Public Service Award
for outstanding service to the City of Boston. In
November, Lieutenant Maura Flynn was the recipient of
the 10th Annual Theodore Roosevelt Association Police
Award in recognition of her hard fought battle to return
to the Boston Police Department after having suffered
a life threatening injury earlier in her career. One
other milestone was attained by Lieutenant William
T. Morrissey when he was sworn in as a member of
the Massachusetts Bar by Dorchester District Court
Presiding Justice Sydney Hanlon.

C-6 Part One Crime Comparison 2002-2003

Crime Types

Homicide
Rape*
Robbery*

Aggravated Assault
Burglary*
Larceny*
Vehicle Theft*
Total Part 1
'Includes "Attempts"

2003 % Chg.

Captain Thomas Lee
40 Gibson Street
Dorchester, MA 02122-1223
(617) 343-4330

</)

During 2003, District C-1 1 personnel
continued to use a variety of innovative
measures to promote the concepts
of neighborhood policing throughout
Dorchester. These ongoing efforts
contributed significantly to a 40% decline
in homicides.

Finding, safely capturing, and then
assisting in the prosecution of violent
criminals kept C-1 1 personnel busy
throughout 2003. When several related
shootings pointed investigators toward
a specific address of interest, officers
observed several drug transactions at
this location. A protective sweep of the
building revealed a woman hiding under
the bed with a handgun. Subsequent to
her arrest, ballistic testing of the weapon
revealed that it had been involved in
several of the local shootings, including
a homicide. Information provided by this
suspect also aided in the capture of three
additional accomplices on firearm and
drug charges.

Responding to calls for "shots fired",
members of the District C-1 1 Drug
Control Unit had begun to monitor the
periphery of the crime scene when
they observed a male suspect running
toward the area. Spotting the officers,
he dropped a handgun and attempted to
flee. Later ballistics testing showed that
the shots fired were not from his weapon,
however it was suspected that he had
been returning to the area for revenge.
Having only recently been released from
prison, the suspect was be charged as a
career criminal, indicted, and returned to
incarceration

In response to numerous similar commercial robberies,
C-1 1 officers and detectives collectively organized
a comprehensive effort to identify and capture the
perpetrator. BPD's Office of Research and Evaluation,
the BIS Stolen Car Unit, Operations Dispatchers, and
patrol staff from multiple districts all played key roles.

Armed with information from these sources, and
multiple witness descriptions, detectives finally got
a break in mid-July: the suspect was said to be very
distinctive in his appearance, methods, and tools. He
had also used an identifiable vehicle to flee his last
robbery. Once officers located this car, neighbors
pointed out the suspect's address. Though he
attempted to flee, he was quickly caught. Investigators
discovered additional evidence linking him to dozens
of the robberies, as well as firearms and auto theft
violations from multiple outstanding warrants for his
arrest.

Working in close collaboration with community
partners, and maintaining a continuing focus on quality
of life crimes continued to aid District 1 1 's staff as
well. In 2003, one particularly effective measure of
success in this area was the volume of the response
received for C-1 1 's new noise reduction program.
Always a problem, particularly during warm weather,
loud parties had become more than a nuisance for
many neighborhood residents. In addition to noise,
traffic, and large gatherings of people, many of the
parties had become notorious for the alcohol and drug-
fueled violence they often helped to initiate.

In response to this growing problem, C-1 1 set up a
noise reduction hotline, and used a dedicated "Party
Car" on weekends to deal with the service calls. After
over 500 calls and numerous preventive arrests, the
proactive policing of these events has proved to be
both popular and effective.

Though such efforts often receive little attention,
many officers do a significant amount on their own
to aid those less fortunate than themselves. These
small kindnesses take place every day, but when
such combined efforts help over 100 low-income
families to celebrate the holidays, it is particularly
laudable. Whether through donated turkey dinners,
or toys for the 300+ children who eagerly attended
the District C-1 1 Christmas Party, both the officers
and the community profit from such thoughtfulness
and generosity. These activities also provide one
more example of the community spirit which embodies
BPD's successful neighborhood policing efforts
citywide.

C-1 1 Part One Crime Comparison 2002-2003

Crime Types

Homicide
Rape*
Robbery*

Aggravated Assault
Burglary*
Larceny*
Vehicle Theft*
Total Part 1

Includes "Attempts

2002

2003

% Chg.

-40%

-18%

356

393

10%

sault

576

629

524

552

1,661

1,687

1,062

927

-13%

4,246

4,241

Captain Edward Wallace
650 Harrison Avenue
Boston, MA 02116
617-343-4250

</>

During 2003 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
the Fenway neighborhoods of Boston.
Their combined efforts helped to reduce
Aggravated Assaults by 1 1 °/o, Calls for
Service by 8%, and facilitated over 2,780
arrests.

D-4 personnel formed an "Impact Team"
to target, reduce, and deter violent crime.
Officers from the Boston Medical Center
(BMC), Probation, Parole, the Department
of Youth Services, Boston Housing
Authority Police, and BPD's own Youth
Violence Strike Force are all integral parts
of this collaborative law enforcement
team. Together they target individuals
who have committed significant crimes
using tools such as warrant apprehension,
probation restrictions, curfews, no-
trespass orders, home visits and field
interviews. Close communication and the
regular exchange of information among
Team members contribute to their ongoing
success.

During 2003, information supplied by local property
managers was used to observe and investigate
allegations of drug dealing in the Castle Square
area. As a result the D-4 Drug Unit was able to
arrest several drug offenders on Halloween night.
A similar coordinated effort was required for two
significant "shots fired" incidents earlier in the year.
By consistently analyzing the inter-relationships, arrest
histories, and territory issues among local criminals,
D-4 officers were able to identify and arrest suspects
in these linked incidents as well. Similarly, Boston
Municipal Court and Probation officers assisted in the
identification of two suspects involved in the shooting
of a pregnant woman at the Massachusetts Avenue
MBTA station. Their familiarity with area offenders
continues to be invaluable in investigations leading to
significant arrests.

Because of its urban location and the experience and
skill of its personnel, District D-4 is often called upon
to be a "test case" for state of the art technologies
and innovative strategies. In 2003, District 4
completed its first full year of implementation for a
new Electronic Application for Criminal Complaint
process in collaboration with the Boston Municipal
Court. This program electronically submits arrest,
complaint, arrestee profile, and virtually all other
relevant data pertaining to an offender from the point of
intake (BPD) to those involved in the case's eventual
disposition at the District or Superior Court level. This
"e-submission" capability connects police directly to
the Boston Municipal Court and provides electronic
links from the arresting officer to the Duty Supervisor,
Case Supervisor, Clerk Magistrate, and Prosecuting
Attorney. In effect it has created an extremely
useful electronic footprint for the entire arrest and
prosecution process.

During 2003, D-4 staff also tested out two new modes
of officer transport: a BMW motorcycle for routine,
street-level patrol work, as well as an electric golf cart.
The cart is designed to provide officers with greater
mobility in covering both highly congested and low-
traffic areas, such as a busy shopping district or the
Southwest Corridor Park. A second electric golf cart
is expected in the coming months.

Safety and prevention efforts were also ongoing
mandates at D-4 during 2003. Its personnel continued
successful programs such as Cops in Shops, and the
Campaign to Stop Underage Drinking, via informational
visits to nearly 200 establishments where liquor is sold.

The Junior Police Academy, the CHIPS identification
program, and a variety of recreational, athletic and
cultural activities brought both children and their
parents into meaningful and positive contact with D-4
officers. Over 300 women received Rape Aggression
Defense System instruction, and the pedestrian
safety program known as Operation Crosswalk again
comprised a significant percentage of the more than
1 0,000 moving violations written by D-4 personnel.

D-4 staff also continued to work closely with numerous
community and civic groups such as the Parkland
Management Advisory Committee, the Back Bay
Security Network, the Back Bay Association, the South
End Business Alliance, Washington/Gateway Main
Streets, as well as a variety of other neighborhood
associations, Crime Watch groups, and university
police departments.

D-4 Part One Crime Comparison 2002-2003

Crime Types

Homicide
Rape*
Robbery*

Aggravated Assault
Burglary*
Larceny*
Vehicle Theft*
Total Part 1
Includes "Attempts"

2002

2003

% Chg.

1 00%

-26%

468

474

444

393

-11%

635

859

35%

3,887

4,235

843

860

6,321

6,856

Captain William B. Evans
301 Washington Street
Brighton, MA 02135-3301
(617) 343-4260

During 2003, District D-14 personnel
continued to use a variety of innovative
measures to promote the concepts of
neighborhood policing throughout Allston
and Brighton.

Among the most important of District 1 4's
ongoing efforts has been its work with
the community to successfully establish
and implement a zero-tolerance policy for
quality of life crimes, such as excessive
noise, disorderly behavior, graffiti, and
other property damage.

At the start of the academic year, Captain
Evans and his staff again worked closely
with local colleges and universities to
coordinate this policy with their senior
administrators and public safety staff.
Then they worked together to explain the
details of the policy's expectations and
ramifications to both on-campus and off-
campus student populations.

As a result of these ongoing efforts,
quality of life issues improved
considerably, particularly for long-term
residents who are often the ones most
severely impacted by the disruptive
behavior of incoming students in their
neighborhoods. D-14 personnel used a
variety of methods to achieve and maintain
this improvement throughout the year,
including: hosting freshman orientation
sessions, distributing informational
newsletters, and cultivating strong
ongoing partnerships with a diverse set
of concerned citizens and volunteers
throughout the community.

These combined efforts all helped to contribute to
Allston Brighton's status as one of the safest parts of
Boston. With crime rates dropping throughout the
past decade, Allston Brighton showed the largest
decrease in Boston, with a 48% reduction in (Part
I crime). During 2003, this trend continued, with
an 1 2% decrease. This trend is notable, since the
area is one of the most densely populated areas of
Boston, and home to 70,000 people of all nationalities.
District 1 4 staff also continued to lead the City in
issuing traffic citations. As a result, motor vehicle and
pedestrian accidents were significantly reduced in the
neighborhoods served by D-14 personnel.

Another important indicator of success for District
D-14 was the volume of interest their efforts to provide
safety and crime prevention information generated
among citizens throughout the community. In 2003,
this included a well-attended annual Bike Safety Day
in May, featuring a bicycle parade and cookout for
young people. D-14 staff also coordinated a popular
youth soccer league, and worked effectively with
Allston Brighton civic groups to closely monitor local
bars and liquor stores for compliance with liquor sales
regulations, hours of operation, and noise violations.

Throughout the year events, District D-14 personnel
also worked diligently to provide a safe atmosphere
at numerous special events. This included parking,
traffic, and crowd control for athletic and other events
at Boston College, as well as throughout the Boston
Breakers women's soccer league season at Boston
University's Nickerson Field.

In addition to these, D-14's officers were also key
participants in the detailed arrangements necessary
to welcome the Premier of China and other dignitaries
during visits to Harvard University.

D-14 Part One Crime Comparison 2002-2003
Crime Types

Homicide
Rape*
Robbery*

Aggravated Assault
Burglary*
Larceny*
Vehicle Theft*
Total Part

'Includes "Attempts"

Captain Timothy J. Murray
1708 Centre Street
West Roxbury, MA 02132-1542
(617) 343-4560

1A
i

(/)

During 2003, District E-5 personnel
continued to use a variety of innovative
measures to promote the concepts
of neighborhood policing throughout
Roslindale and West Roxbury. These
successful efforts resulted in District 5
having both the lowest overall crime rate
in the City, as well as the highest solve
rate, for the third year in a row.

Early in the year E-5's Crime Reduction
Team worked to create a plan. Its goal
was to target property crimes, and in
particular, the growing incidence of car
thefts and break-ins. During the cold
winter months this problem had grown
significantly. This was in part because
car owners often unwittingly left their cars
running in their driveways, thus making
them easy targets for thieves.

To combat the problem, District 5
used a number of tactics. First, they
publicized the problem in numerous local
newspapers and other media outlets.
Other prevention measures included
securing a corporate sponsor to make a
bulk purchase of the anti-car-theft device
known as "The Club." These devices were
then sold at a significant discount to local
residents at various community meetings.

District 5 personnel also worked
closely with the Office of Research and
Evaluation to identify when and where
these incidents were occurring and
what types of vehicles were most likely
to be stolen or damaged. Armed with
this information they created a "Top 5
Makes of Locally Stolen Cars" list. They
sent letters to car owners throughout
the district identifying what the owners
needed to do to "target-harden" these
susceptible vehicles. In another ongoing
program known as "Operation Pick-off",
District 5 officers also used warrant

apprehensions as a successful crime prevention
tool. As a result of their combined efforts, District 5's
warrant arrests increased, which also contributed to a
related decrease in auto thefts.

Another car-related enforcement area identified by
E-5's Strategic Planning process was the depth of
the community's concerns regarding roadway and
pedestrian safety issues. District 5's officers had
previously identified a strong correlation between
increased motor vehicle stops and a decrease in car
accidents. They used this information to redouble
their efforts via the "Target Tango" traffic enforcement
program. In it they focused on speeding and other
moving vehicle offenses, and conducted over 1 2,000
vehicle stops in 2003. Looked at in another way, from
2000 to 2003, District E-5 personnel increased their
motor vehicle stops by 50%, while also decreasing
motor vehicle accidents throughout the district by more
than 30%.

Close collaboration with community members was
also a theme for several other programs at District
5. One of the most successful of these efforts was
an innovative new Youth Job Fair, hosted by the E-5
Community Service Office. It featured the participation
of a number of local business owners, as well as
cooperation from community organizations such as
Healthy Roslindale, Boston Main Streets, and the
West Roxbury Business and Professional Association.
In just one measure of its success, more than 50
local teenagers received jobs at local supermarkets,
McDonalds restaurants, and other neighborhood
businesses from the Job Fair. One pleasantly
surprised teen was heard to exclaim: "I can't believe
the cops got me my first job!"

At the same time, District 5 continued to expand its
efforts to address several ongoing neighborhood
concerns or quality of life issues. Its "Operation Zero
Tolerance" focused on underage drinking through a
comprehensive plan which:

• Educated vendors who sell liquor,

• Targeted adults who procure alcohol for

minors,

• Patrolled locations where minors congregate
to consumer alcohol, and

• Educated community groups and parents.

to target senior citizens. WRPSC also partnered
with District 5 to encourage local stores to install
video surveillance systems. This multi-year effort has
already resulted in a dramatic increase in the number
of businesses which have installed such systems,
and such efforts also facilitated the effectiveness of
"Operation Baited Hook". This initiative concentrated
on retail businesses which had been robbed multiple
times in the past, and resulted in the capture of
an armed, masked perpetrator who had robbed a
neighborhood convenience store.

As a result, hundreds of minors were prevented from
engaging in illegal activity, numerous adult arrests
were made, citations were issued to non-compliant
vendors, and community awareness of the problem
was increased through multiple educational meetings
and forums.

One of the many groups that District 5 worked very
closely with during 2003 was the West Roxbury Public
Safety Coalition or WRPSC. This group helped
E-5 officers to warn and educate the District's elderly
population about various scams and rip-offs used

E-5 Part One Crime Compai

ison 2002-2003

Crime Types

2002

2003

% Chg.

Homicide

Rape*

Robbery*

28%

Aggravated Assault

117

145

24%

Burglary*

161

163

Larceny*

506

453

-10%

Vehicle Theft*

383

335

-13%

Total Part 1

1,253

1,203

-4%

'Includes "Attempts"

Captain Robert M. Flaherty
3347 Washington Street
Jamaica Plain, MA 02130
(617) 343-5624

C/>

During 2003, District E-13 personnel
continued to use a variety of innovative
measures to promote the concepts
of neighborhood policing throughout
Jamaica Plain. Their efforts proved to be
highly successful, as Part One violent
crime decreased by 1 6%. Property
crimes were also lowered by 1 1 °/o.

Both community residents and
District 1 3 staff members praised the
success of Operation Sound Off. An
ongoing program designed to eliminate
neighborhood noise disturbances, it has
significantly improved local residents'
quality of life. Since its inception, noise
complaints have decreased considerably,
but Operation Sound Off also provided an
unexpected added benefit: a number of
the vehicles stopped for noise violations
were also found to be unlicensed,
uninsured, or unregistered as well. In
some cases the vehicle stops also
identified wanted individuals (or vehicles)
suspected of involvement in previous
crimes, thus leading to their arrest on
outstanding warrants.

District 1 3's investigative personnel also
successfully addressed a problem with
robberies, which had increased near the
Jackson Square MBTA stop and around
the Bromley-Heath housing development.
Using a combination of research, decoy
officers, and surveillance techniques, E-
1 3 detectives quickly identified nearly 40
different suspects who were thought to
be at least peripherally involved in one or
more of the robberies. Many were local
teens who lived in the neighborhood.
During a three-week period, E-1 3
personnel succeeded in arresting over a
dozen of these suspects for involvement
in the robberies as well as numerous
drug-related offenses.

Department of Youth Services officers, as well as local
juvenile Probation personnel also played an important
role in solving this problem. They worked closely with
E-13 investigators to make sure that these youthful
offenders, many of whom were aged 1 4-22, complied
with the strict court-mandated sentencing provisions
given them regarding curfews, known associates, etc.
As part of this anti-robbery initiative, E-1 3 detectives
totaled over 50 drug arrests in one three month period,
which contributed to an associated decline in overall
robberies (-7%) and break-ins involving motor vehicles
(-14%).

Now in its third year, the District E-1 3 Community
Mediation Program has assisted numerous local
residents in finding ways to peacefully resolve their
disputes. Whether the disagreements were between a
landlord and tenant, antagonistic neighbors, estranged
family members, or arose from other circumstances,
the involvement of a respected third party often helped
them to quickly mediate a satisfactory result for both
sides. During 2003, the Mediation Program expanded
through a partnership with the Egleston Square Main
Streets Program. As a result, four recently trained
E-1 3 staff members now serve as certified mediators
at a new, public Mediation Center housed in the Main
Streets facility. The program is a valuable resource for
both local law enforcement and the community, since it
offers disputing parties a positive, no-cost alternative to
potential involvement with the judicial system.

One of District E-13's strengths has been the
willingness of its personnel's to work closely with the
community. Their cooperative efforts have included
routine information sharing, solicitation of grant monies,
and the co-development of strategies to achieve the
joint goals outlined in E-1 3's Strategic Plan. Many of
these efforts have focused on ways to address quality
of life concerns, such as traffic enforcement. In 2003,
E-1 3 officers issued over 8,200 moving violations, as
well as an additional 8,622 parking violations. They
also took pride in again having a Crime Watch group
from Jamaica Plain rewarded as one of the "Top Ten"
such groups in Boston.

E-1 3 officers also work closely with diverse groups
such as Urban Edge Community Development, and
the Jamaica Plain Business Association, as well as the
Franklin Park Coalition, the Egleston Square Y.M.C.A.,
and the Hyde Square Task Force.

E-1 3 Part One Crime Comparison 2002-2003

Crime Types

Homicide
Rape*
Robbery*

Aggravated Assault
Burglary*
Larceny*
Vehicle Theft*
Total Part 1

•Includes "Attempts"

2002

2003

% Chg.

-47%

161

205

27%

228

257

13%

212

228

1,136

989

-13%

642

550

-14%

2,398

2,240

-7%

Captain Christine M. Michalosky
1249 Hyde Park Avenue
Hyde Park, MA 02136-2891
(617) 343-5600

Cfl

During 2003, District E-18 personnel
continued to use a variety of innovative
measures to promote the concepts of
neighbprhood policing in Hyde Park,
Mattapan, Jamaica Plain, and Readville.
These efforts contributed to significant
decreases in Part One crime categories
such as: homicide (-1 00%), sexual
assault (-1 6%) and larceny (-2%).

In response to a rise in commercial
robberies over the summer months,
officers from both of E-1 8's Beat Teams
devised a detailed anti-burglary strategy
which netted a number of arrests. During
follow-up investigations, District 1 8's
detectives gathered forensic evidence
which tied some of the suspects to
additional incidents. The same strategy
was also applied to car breaks, in
cooperation with the neighboring Milton
and Dedham Police Departments. As a
result of these joint efforts, a significant
amount of stolen merchandise was
recovered, and arrests were made for
breaking and entering (motor vehicle),
larceny, and receipt of stolen goods.

District E-1 8 officers had come to expect
a high volume of calls for noisy parties,
disturbances, and fights following the
conclusion of the popular Caribbean
Festival each year. As a proactive
measure in 2003, E-1 8's Community
Service Office developed a prevention
plan to address these concerns.

Officers first noted addresses with a
history of such problems. Then they
visited each location in advance to
warn both the tenants and owners of
the penalties for disturbing the peace.
Each was also asked to sign a form
acknowledging their receipt of the
information. Several post-Festival parties
received similar informational visits in

their beginning stages. No further calls for service
were noted for these addresses, and the plan was
later successfully adapted for use with local college
students. As a result of "Operation Caribbean Calm",
calls for noise-related disturbances were reduced by
95%.

Officers investigating a rise in local car thefts
discovered an interesting pattern. It seemed that the
thieves were stealing very specific models to harvest
parts. The parts were needed to upgrade the thieves'
legally owned, high-performance vehicles for illegal
drag racing on District E-1 8's streets under the cover
of darkness. Members of the South Zone Beat Team
worked with the Governor's Auto Task Force to identify,
target, and arrest them.

Execution of a related search warrant also closed
down a "chop shop" used to modify the vehicles.
Officers recorded plate numbers, questioned those
thought to be involved in the races, and fully enforced
all motor vehicle laws with fines. Together these efforts
combined to reduce stolen vehicles by 27%, and
almost totally eliminated drag racing as an ongoing
problem.

In response to community complaints regarding
unsupervised youths wandering through local
neighborhoods, District E-18 officers worked closely
with BPD's School Police Unit to identify, round up,
and return the truant students back to their schools.
Since the start of this Hyde Park High School Initiative,
there has been a noticeable decrease in the number
of students leaving school prior to dismissal, and an
associated decrease in community complaints.

E-18 detectives were also commended for their
thorough investigation into a fraud ring which targeted
the elderly and operated under the guise of several
pest control companies. The investigation uncovered
victims in the City of Boston, as well as others living
in nearby communities to the south of the city. Their
monetary losses were in estimated to be in excess of
$50,000.00. Four suspects have since been charged
with a variety of felonies, and the investigation is
continuing.

One of District 1 8's most important achievements has
been the ongoing emphasis which its personnel place
on building and maintaining successful partnerships
with diverse groups throughout the community. Some
of these include: The Re-inventing Justice Program
with the West Roxbury Court, and the Hyde Park High
Roundtable, which meets regularly to discuss students
who are having problems, and find possible solutions.

E-18 personnel also regularly collaborate with the
DYS Task Force, numerous local Crime Watch groups,
and the Orange Line Task Force. Business and
neighborhood groups are also well represented via
close liaison with groups like Hyde Park Main Streets,
the Hyde Park Board of Trade, the Sacred Heart
Community Group, and the Hyde Park Neighborhood
Association.

E-18 Part One Crime

Compa

rison 2002-2003

Crime Types

2002

2003

% Chg.

Homicide

-100%

Rape*

-16%

Robbery*

138

53%

Aggravated Assault

238

19%

Burglary*

157

273

74%

Larceny*

703

692

-2%

Vehicle Theft*

a rx-i

405

-4%

Total Part 1

*■•! l.. ■ i ii mi ir ■■■■

1,592

1,762

11%

'Includes "Attempts"

Operations Division

Deputy Superintendent William H. Bradley

(617) 343-4600

In addition to processing over 461 ,500 emergency
9-1-1 calls, in as many as 58 foreign languages in
2003, the Operations Division also handled over 6,400
stolen car reports and nearly 56,000 towed vehicles.
Its Neighborhood Interaction Unit also processed
over 1 8,500 additional incident reports via telephone,
freeing up thousands of additional man-hours for
use in the Department's ongoing community policing
initiatives in neighborhoods throughout Boston.

Operations personnel use advanced equipment
such as a VESTA computerized telephone-answering
system, along with an "Enhanced 9-1-1 " computer
system, and a recently upgraded Computer Aided
Dispatch (CAD) system to answer this high volume
of emergency calls around the clock. The Teletype
Unit is linked directly to state and nationally-based
computer systems, such as the Criminal Justice
Information System (CI IS) and the National Crime
Information Center (NCIC). Through these interactive
data-centers they can query, enter, locate, and cancel
notices regarding stolen property. These systems
are also used extensively to exchange and monitor
administrative messages with other law enforcement
agencies, both locally, and across the country.

Beginning in 2000, and continuing into 2003 and
beyond, the Operations Division has taken a number
of steps to hire and train the 60 civilians who will
eventually replace police officers as the Department's
emergency dispatchers. Thus far, more than 30 of
these new civilian dispatchers are already on the air,
with more scheduled to start during 2004. These
dispatchers have not only freed up literally dozens
of police officers for reassignment throughout the
community, but have also helped the Department to
maintain the high quality of its dispatch services, while
also significantly lowering their overall cost.

Of necessity, training in the Operations Division is
extensive and ongoing. New police dispatchers are first
trained in the workings of each of the communications
systems noted above. Then they undergo a certification
process by the Commonwealth of Massachusetts.
They also receive training and certification on standards
set by the national Association of Public-Safety
Communications Officers (APCO) for Emergency 9-1-
1 call-handling procedures. Soon, all BPD 9-1-1 Call-
Takers will also receive additional Criminal Law instruction
from staff members at BPD's Police Academy.

The Operations Division Tape Librarian maintains the
Tape Room where all police channels and 9-1 -1 lines
are taped on a twenty-four hour basis. In 2003, the
Tape Librarian made over 3,400 cassette tapes of 9-
1-1 calls for administrative and criminal investigations
and testified in numerous court proceedings.

Operations Statistics during 2003:

Processed 325,128 emergency 9-1-1 calls
Processed 100,054 wireless 9-1-1 calls
Processed 48,672 abandoned 9-1-1 calls
Processed 6,463 Stolen Car Reports
Processed 55,821 Towed Vehicles
Processed over 3,483 request for 9-1 -1 tapes
Processed calls in 40 foreign languages

The Operations Division works closely with numerous
other health, public safety, and government agencies
located in Boston and throughout the New England
region. Some of these include: Boston Fire Alarm,
Boston Emergency Medical Services, the Boston
Fire Department, Boston Housing Authority Police,
Boston Municipal Police, the Massachusetts State
Police, numerous local college and university
police departments, and the National Park Service.
Operations personnel also work closely with personnel

from BPD's own Information System Group, the
Offices of Media Relations, and Research and
Evaluation. The Emergency Operations Center is also
a popular destination for tours by members of Citizens
Police Academies, local Police Explorer Scouts, and
community groups and other visitors from around the
world.

Bureau of Special Operations

Superintendent Paul F. Joyce, Jr.

(617)343-5646

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

Personnel in BSO's specialized units take great pride
in the fact that the Department entrusts them with
many of its most challenging and potentially dangerous
assignments. These can include everything from
executing high-risk warrant apprehensions, to securing
and neutralizing explosive devices, dealing with
hazardous materials, escorting natural gas tankers, or
providing security for scenes as varied as presidential
motorcades or classrooms at a middle school. In
each of these situations, BSO personnel successfully
respond to a diverse set of public safety challenges,
and work collaboratively with numerous agencies,
groups, and individuals throughout Boston each day.

The Youth Violence Strike Force's efforts during 2003
remained solidly focused on preventing violent crime
in Boston, and particularly on eliminating firearm
and drug-related violence among its young people.
Through its regular Gang Intelligence meetings, along
with the parallel track of the Unsolved Shootings
Project, and their own surveillance and intelligence
gathering activities, YSVF personnel were able to make
over 1 ,000 arrests in 2003. From these arrests over
70 firearms were recovered, along with over $100,000
in seized proceeds from criminal activities. As noted
elsewhere in this report, Boston's highly regarded Re-
Entry Initiative has also successfully focused a number
of combined proactive strategies on preventing
recidivism among offenders as they return to their
communities from prison.

The Department's Mobile Operations Patrol (M.O.P)
remained highly active in 2003 by participating in
numerous special events throughout the City, mounted
on their highly visible Harley Davidson motorcycles.
In this capacity they provided escorts, dignitary
protection, and traffic enforcement assistance,
including the issuance of more than 35,000 motor
vehicle citations. As members of the Department's
elite Entry Team, M.O.P. personnel also continued to
develop teaching proficiencies in hostage rescue and
other related tactics via a new regional collaborative
effort which now includes over 80 other jurisdictions.
Together this group is developing and implementing
innovative new techniques in S.W.A.T, crowd control,
and motorcycle operations.

BSO's School Police Unit again used a variety of
innovative means to keep the peace in Boston's public
schools. In-depth training from the Secret Service
in Washington, DC. facilitated their ongoing use of
Student Threat Assessment Teams (STAT). Working
in collaboration with psychologists from the Boston
Public Schools, these teams successfully researched
a variety of potential violent threats, intervened and
defused numerous potentially volatile situations, and
also recovered two firearms.

Similarly, Operation Homefront used the successful
tactic of home visits, and incorporated the
Department's continuing strong partnerships with the
local faith community in a further effort to eliminate
the threat of violence in Boston's schools. Whenever
school administrators identify at-risk students, a pairing
of police and clergy members quickly springs into
action to visit the young person at home. The goal of
these visits is to engage family members and other
community resources in addressing the student or
family's perceived problems. Often, the student will be
encouraged to receive tutoring, counseling, or other
forms of support from groups like Youth Opportunities-
Boston, and the Youth Services Providers Network.

Another collaborative effort in cooperation with the
MBTA Police focused on students' safety while making
their way to and from school, and particularly on
eliminating the potential for violence on the MBTA's
buses and trains. This StopWatch program put young
people on notice that their activity while commuting
would now be as subject to review by their schools
as their behavior in the classroom. In addition to
increased patrols by School and MBTA Police around
school closing times, BPD's Office of Research and
Evaluation now regularly compiles monthly data which
enables enhanced monitoring of individual MBTA
stations and routes, and to help police and individual
schools to work together more effectively on specific
problems areas identified by time of day, geography,
etc.

As an integral part of BPD's effective policing
strategies throughout the City, several Bureau of
Special Operations (BSO) units have also assumed
additional responsibility for many of Boston's domestic
preparedness functions in 2003 as well. For example,
the Explosive Ordnance Unit dealt successfully
with over 240 calls for service, including almost 90
specific bomb threat incidents. The Bomb Squad also

participated in comprehensive training exercises at
the federal Hazardous Devices School in Huntsville,
Alabama, and has hosted numerous informational
safety and awareness seminars for local businesses
and other organizations. The Bomb Squad is also
slated to host an intensive, day-long, Explosive
Demonstration Day at Fort Devens with members of
the FBI and the Massachusetts State Police Bomb
Squads.

Similarly, the Canine and Mounted Units have both
increased their capability to be used for tactical
response and crowd control measures in addition to
their more traditional roles in the past. These additional
training and deployment opportunities have also
allowed both the officers in these units and their canine
and equine counterparts to receive accolades for their
visibility, mobility, and versatility, as well as their unique
abilities to interact successfully with members of the
public. At diverse neighborhood events throughout
Boston, they continued to be well received. Plans are
now also underway to deploy these units more often
in neighborhood settings as well, so that they can
also use their skills to assist district-level personnel in
neighborhoods throughout Boston on a regular basis.

Boston Receives Federal Anti-Terror Funding

The City of Boston was selected during
2003 to receive federal funding from the
U.S. Department of Homeland Security's
(DHS) Urban Areas Security Initiative II,
or UASI. This program helps large urban
areas address their essential anti-terror
equipment, planning, exercise, training, and
operational needs. It also assists them in
building enhanced and sustainable
capacities to prevent, respond to, and
recover from threats or acts of terrorism,
including chemical, biological, radiological,
nuclear, and explosive (CBRNE)
incidents. Boston was one of only 29
cities across the country to receive this
special designation.

Through this initiative, the Boston Urban
Area will receive a total of $1 6.6 million in
funding to support the development of
effective responses to such threats. To
secure this funding, the City of Boston first
completed a comprehensive capabilities
and risk assessment for the entire urban
area in October. This was followed up
with the development of a more formalized
and detailed Boston Urban Area Security
Strategy, based on the needs identified in
the initial assessment.

The Department continues to work closely
with the Commonwealth's Executive
Office of Public Safety, DHS, and the eight
neighboring communities (Brookline,
Cambridge, Chelsea, Everett, Quincy,
Revere, Somerville, and Winthrop), which
comprise Boston's formal Urban Area.
This UASI Working Group includes
representatives from nearly a dozen
separate disciplines, including public
safety, public health, and other basic city
services. The Department also continues
to work directly with the Mayor's Office to
oversee the structure and specific
processing requirements necessary to
successfully administer Boston's UASI
grant monies.

To date, approximately $1.7 million in UASI
funds have already been received. These
funds have been used to support ongoing
assessment and strategy development
phases of the initiative, along with the
purchase of specialized equipment.
Additional UASI funding will be used to
support ongoing anti-terrorism training
exercises, as well as other homeland
security-related improvements throughout
Boston and its Urban Area partner
communities.

Recognized by IACP

In October of 2003, the International
Association of Chiefs of Police (IACP)
recognized the excellence of two BPD
programs. Both the Department's Re-
entry Initiative, and its Unsolved Shootings
Project were ranked among the very best
policing initiatives in the world. The Boston
Re-entry Initiative received the annual ITT
Night Vision Community Policing Award,
one of the most prestigious awards in law
enforcement. The Unsolved Shootings
Project was selected as a finalist for
lACP's Webber Seavey Award, an award
that the Department received in 1 999 for
its well-known Operation Cease Fire youth
violence prevention program.

IACP presented these awards during
its annual meeting in Philadelphia. Its
selection committee chairperson, Gary
Kempher, noted that Boston's Re-entry
Initiative was the finest example of a re-
entry program he had seen. The program
was developed as a partnership among
the Boston Police Department, the Suffolk
County Sheriff's Department, and several
local faith-based organizations. Its goal
is to prevent recidivism among offenders
as they return to their communities
from prison. Modeled on the success
of Operation Cease Fire, the Re-entry
program uses a carrot and stick approach.
Participating offenders are offered
assistance in finding employment, and also
receive counseling and other services.
However, they are also warned that if they
choose to re-offend, they will be swiftly and
severely prosecuted.

The Unsolved Shootings Project is one
of the Department's most promising new
initiatives to prevent firearm violence.
It recognizes that a relatively small
number of people are actively involved
in a disproportionately large number of
firearm incidents. Designed to stop
cycles of retaliatory violence before they
can happen, it focuses on this known
population of violent individuals. Personnel
from units throughout the City gather on
a regular basis to share information and
resources. Together, they focus quick
and intense attention on cases of firearm
violence where retaliation is thought to be
likely. They work to remove perpetrators
and potential victims from these kinds of
situations before additional acts of violence
can take place. Boston has already
experienced a 25% decrease in unsolved
shootings cases in recent months as just
one result of these ongoing prevention,
intervention, and prosecution efforts.

Charitable Activities

Numerous BPD staff members donate
their time, money, and talents to a variety
of charitable causes throughout the year.
The community spirit they help to foster
not only benefits the officers themselves,
but also the communities they serve.
These ongoing efforts have also become
an important part of the Department's
successful neighborhood policing efforts
citywide.

2003 Award Recipients

The Schroeder Brothers Memorial Medal

The Department Medal of Honor

The Boston Police Relief Association Memorial Award

Sergeant Charles L. Byrne District B-3

Police Officer Robert J. Welby District B-3

Police Officer Dennis C. Cogavin District B-3

The Walter Scott Medal

The Department Medal of Honor

The Boston Police Relief Association Memorial Award

Sergeant Charles R. Daly District C-6

Police Officer Daran D. Edwards District E-1 3

Police Officer Thomas E. Sullivan District C-6

The Department Medal of Honor in Memory of Detective Roy J. Sergei
The Boston Police Relief Association Memorial Award
Police Officer James J. Morrissey District E-5

Police Officer James D. Harris District E-5

The Department Medal of Honor in Memory of Detective Thomas J. Gill
The Boston Police Relief Association Memorial Award
Sergeant Detective Robert P. Harrington B.I.S. -Homicide Unit

The Department Medal of Honor in Memory of Detective Sherman C. Griffiths
The Boston Police Relief Association Memorial Award
Detective Robert J. Kenney B.I.S. -Homicide Unit

The Department Medal of Honor in Memory of Police Officer Louis J. Metaxas

The Boston Police Relief Association Memorial Award

Sergeant John H. Danilecki District B-2

Police Officer Michael R. Doyle District B-2

Police Officer Adam C. Gill District B-2

Police Officer Michael R. Mylett District B-2

The Department Medal of Honor in Memory of Detective John J. Mulligan
The Boston Police Relief Association Memorial Award
Police Officer Jason S. Gilmore District E-5

The Department Medal of Honor in Memory of Police Officer Thomas F. Rose
The Boston Police Relief Association Memorial Award
Police Officer Alvin S. Holder District B-3

Police Officer Earl G. Jacob District B-3

Police Officer Eric McPherson District B-3

The Department Medal of Honor in Memory of Police Officer Jeremiah J. Hurley
The Boston Police Relief Association Memorial Award
Police Officer Paul J. Bercume District E-5

Police Officer Albert C. Christie District E-5

The Department Medal of Honor in Memory of Police Officer Berisford Wayne Anderson
The Boston Police Relief Association Memorial Award
Police Officer Robert Cappucci District D-1 4

The Department Medal of Honor in Memory of Sergeant Richard F. Halloran
The Boston Police Relief Association Memorial Award
Police Officer James A. Griffin District A-7

The Mayor's Medal of Excellence
The Boston Police Relief Association Memorial Award
Police Officer Matthew J. Conley District E-1 3

Police Officer Joseph Marrero District E-1 3

The William J. Taylor Meritorious Service Award
The Boston Police Relief Association Memorial Award
Police Officer James R. Sheehan District B-2

Police Officer Brian M. Smigielski District B-2

Commissioner's Special Citation
Detective Joseph W. Dahlbeck

B.A.S. - Information Technology Division

Henry L Shattuck Public Service Award
Police Officer Dudley N. Hill
Maureen M. Yamartino

District C-6
Crime Laboratory

Theodore Roosevelt Association Boston Police Award
Lieutenant Maura J. Flynn District C-6

Dep. Supt. Marie L Donahue Bureau of Internal Affairs

State Trooper George L. Hanna Medal of Honor
Police Officer Zenaida Flores District A-1

Police Officer Carlton A. Williamson District A-1

State Trooper George L. Hanna Medal of Valor
Sergeant Detective Daniel M. Keeler BJ.S. - Homicide Unit

Police Officer Stephen Rioux District B-3

Police Officer Gregory D. Dankers District B-3

BPD Marks A Decade of Neighborhood Policing Success

In 1 994, Boston's well-known and
award-winning Neighborhood Policing
model was still very new. Incoming
Police Commissioner Paul Evans had
wisely decided not only to continue the
community policing themes begun by his
predecessor, William Bratton, but also to
place a special emphasis on broadening
and deepening them. The successes
generated through close partnerships
with other law enforcement, the local faith
community, and numerous citizen groups
in neighborhoods throughout Boston soon
began to pay off with positive results.
These programs would do much to reshape
not only the Boston Police Department
in the years to come, but also the City it
serves:

1994:

1995:

1996:
1997:

1998:

1999:

2000:

2001:

2002:

2003:
2004:

First "Summer of Opportunity"

program sponsored by John

Hancock

The Boston Gun Project begins

regular meetings with the YVSF

Operation Cease Fire begins

BPD moves into new

Headquarters facility at One

Schroeder Plaza

Crime Analysis Meetings and Beat

Team strategy help to promote

"best practices"

BPD receives Webber Seavey

Award For Quality in Law

Enforcement from IACP

Boston's Dorchester District Court

selected by DOJ for national pilot

program

Robert Wood Johnson Foundation

helps to document "The Boston

Strategy"

A new Re-Entry Initiative, and other

programs help to reinvigorate

community partnerships

Commissioner Evans selected to

head U.K.'s Police Standards Unit

Kathleen O'Toole named as

Boston's first female Police

Commissioner

BPD Retirees 2003

Sgt. Gerald Abban

William Anderson

P.O. Raymond Armstead

P.O. Philip Arthmann

P.O. Robert Bagley

P.O. William Battos

P.O. Frederick Bollen

P.O. James Bonner

Lt. Det. John Boyle

Det. George Brown

P.O. Sherman Brown

Sgt. Thomas Burke

Patricia Butler

P.O. Joseph Campisi

Sgt. Donald Carter

Det. William Carter

Sgt. Roy Chambers, Jr.

Sgt. James Coakley

P.O. Michael Collins

Lt. Robert Conlin

Capt. Ronald Conway

P.O. Francis Corbosiero

Lt. Det. Paul Corboy

Sgt. Brendan Craven

Lt. John Crossen

Capt. Thomas Crowley

Sgt. Stephen DaCorta

P.O. Kenneth Daley

Capt. Frederick Daniels

P.O. Francis DeSario

Supt. Ann Marie Doherty

Sgt. Howard Donahue

P.O. Edward Donahue

Lt. Vincent Donohoe

Det. Daniel Donovan

P.O. Joseph Donovan

Capt. Stephen Doris

Sgt. Richard Doyle

Det. Edward Doyle

P.O. Patrick Duffy

Sgt. Det. Walter Duggan

Police Commissioner Paul Evans

Dep. Supt. Paul Farrahar

Ann Felzoni

Sgt. James Fitzgerald

Capt. Det. Maurice Flaherty

Sgt. Paul Flaherty

Det. Charles Fleming

P.O. John Fleming

P.O. William Flippin

P.O. Thomas Foley, Jr.

P.O. Irma Foster

Muriel Galvin

Lt. Jose Garcia

P.O. William Gaughan

Det. Joseph C. Geary

Det. Thomas Gleason

Virginia Gleeson

P.O. Joseph Gray, Jr.

Sgt. Joseph Griffin

P.O. John Griffith, Jr.

P.O. Daniel Hagerty

Caroline Hainline

Det. William Hartford

Sgt. James Heffel

P.O. Michael Hurley

P.O. Richard Ingersoll

P.O. Thomas Johnson

Lt. Thomas Kelley

P.O. Sheila Kelley

Lt. James Kelley

Lt. Det. George Kelly

P.O. James Kenneally

P.O. William Kenney

Det. Mark Lawless

P.O. Bonita Leonard

Sgt. George Lotti

P.O. John Lyden

Capt. Thomas Lydon

Lt. James MacDonald

Sgt. Det. Jeremiah Manfra

Ronald Mason

Sgt. Loman McClinton, Jr.

P.O. Francis McDonough

P.O. Paul McDonough

Det. Patrick McDonough

Captain Stephen Edward McNelley

P.O. William Meehan

P.O. Peter Mugford

Det. Joseph Mugnano

Sgt. Dennis Murphy

P.O. Kevin Murphy

P.O. William Murray

Det. Martin Nee

P.O. Robert Nee

P.O. James E. Nugent

P.O. John O'Brien

Sgt. William O'Connell

P.O. John O'Keefe

P.O. Stephen O'Malley

P.O. Joseph O'Malley

Det. Lawrence Pacino, Jr.

P.O. James Parker

Idella Payne

Det. John Pierce

Sgt. Det. Richard Pugsley

Lt. John Paul Rice

P.O. Thomas Richardson

P.O. Robert Richardson

Dep. Supt. Laurence Robicheau

David Rocha

P.O. Alicia Schepici

Det. John Scott

P.O. Gerald Sheldon

P.O. John Slattery

P.O. William Smith

Sgt. Det. Herbert Spellman

Capt. Roger Spring

P.O. Daniel Sullivan

Det. Edward Szalno

P.O. Robert Thistle

Lt. Robert Thompson

P.O. John Tracey

P.O. George Travis

Det. Gerald Vanderwood

Sgt. Det. Eileen Vanderwood

Dep. Supt. Phillip Vitti

Sgt. Det. Eugene Wade

Sgt. Det. John Walsh

Det. Richard Walsh

Sgt. Det. Maria Walsh

P.O. Francis Walsh

Lt. Charles Webb, Jr.

P.O. Edward White

P.O. Preston Williams

P.O. Robert Yanovitch

Detective Raiford D. McMillan
Detective Raymond T. Jackman

"But those rare souls whose spirit gets magically
into the hearts of men, leave behind them something
more real and warmly personal than bodily presence,
an ineffable and eternal thing. It is everlasting life
touching us as something more than a vague,
recondite concept. The sound of a great name
dies like an echo; the splendor of fame fades into
nothing; but the grace of a fine spirit pervades the
places through which it has passed, like the haunting
loveliness of mignonette."

- James Grover Thurber (1894-1961)

A-1 343-4240

40 New Sudbury Street
Beacon Hill, Charlestown,
Chinatown, North End, Bay
Village, Financial District

A-7 343-4220

B-2 343-4270

B-3

343-4700

69 Paris Street
East Boston

1 35 Dudley Street
Roxbury, Mattapan,
North Dorchester

1165 Blue Hill Avenue
Dorchester, Mattapan

C-6 101 West Broadway Street

343-4730 South Boston

C-1 1 40 Gibson Street

343-4330 Dorchester

D-4 650 Harrison Avenue

343-4250 Back Bay, South End,
Fenway, Lower Roxbury

D-14 301 Washington Street

343-4260 Allston, Brighton

E-5 1 708 Centre Street

343-4560 Roslindale, West Roxbury

E-1 3 3347 Washington Street

343-5630 Jamaica Plain

343-4500 Office of the Police Commissioner

343-4577 Bureau of Administration and Technology

343-4300 Bureau of Field Services

343-4526 Bureau of Internal Investigations

343-4497 Bureau of Investigative Services

343-441 0 Bureau of Professional Development

343-5646 Special Operations

343-5043 Chief Administrative Hearings Officer

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

E-1 8 1 249 Hyde Park Avenue

343-5600 Hyde Park, Mattapan, Readville

343-4600

Area G Operations Division

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

BOSTON PUBLIC LIBRARY

3 9999 063

3 976 8

OFFICE

OF THE

POLICE COMMISSIONER

BFS

BUREAU OF

FIELD
SERVICES

BIS

BUREAU OF

INVESTIGATIVE

SERVICES

SPECIAL

OPERATIONS

DIVISION

PATROL
DIVISION

PAID

DETAIL

ASSIGNMENT

NIGHT
COMMAND

BAT

BUREAU OF
ADMINISTRATION

& TECHNOLOGY

FAMILY
JUSTICE
DIVISION

INVESTIGATIVE
SUPPORT
DIVISION

BPD

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

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