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

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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 



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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 




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$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) 


; * i i »>i 


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 




B ^H ■ 


60,300 
$10,379 


Public School Population 
Per-Pupil Spending 










139 


Public Schools 






15 


Charter Schools 




Boston Police Department 


72 


Non-Public Schools 






13 


Pilot Schools 


1854 


Organized 


41 


Colleges & Universities 


2,044 


Sworn Officers 


21 


Hospitals 


796 


Civilian Personnel 


2 


Major Daily Newspapers 


$211 Million 


Budget 


9 


Television Outlets 


43 


Median Age 


1.2 Million Boardings Daily 


MBTA Travelers 


17 


Mean Years of Service 


140 


Languages Spoken in Boston Homes 


21 


Facilities 


More than 1 00 Types 


Ethnicity in Boston 


698 


Patrol Vehicles 






77 


Specialty/Support Vehicles 










70 


Motorcycles 










8 


Water Craft 










12 


Horses/Ponies 










13 


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 










40 


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. 



12 



13 



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 



I 



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 



14 



15 



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% Parkm 9 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. 



50 



25 



Reported Use of 

Service Baton, O.C. Spray, and 

Bean Bag 1999 -2003 



I 




20 



10 



Firearms Discharge 1999 - 2003 




I 



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



17 



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 

iiiiii-iiiiiimiiii 



20 Year Average: 1 0034 



^mcor*.como*-cNCO'<a-ifitDr*.ooa>o*-cNCo 

COCOCOOOCOCOO)9>CT>0)0)0)0)0>000000 

oioia>a)0)a>da>aio>o>0)0)0>a>a>oooo 



80000 
70000 
60000 
50000 
40000 
30000 
20000 
10000 



Figure Two: Part One Crime 1984-2003 



'jinioscoaiO'-NntmtoNCOOiO'-csn 

COCOCOOOOOCOO)0)0)CT?)G)G>G>Q>0>0000 
O)9>7>0)OO)0)O)O)G>0)0>G>O)G>7)OOOO 



Figure Three: Part One Crime Comparison 
2002-2003 



Crime Types 


2002 


2003 


% Chg. 


Homicide 


60 


39 


-35% 


Rape* 


369 


263 


-29% 


Robbery* 


2,533 


2,759 


9% 


Aggravated Assault 


3,994 


4,113 


3% 


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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oboooooococoo>cio)0)0)aiO)0)oioioooo 

eg CM CM CM 



• 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 



W 







t 

in 



m 
m 



n 



m 
to 

eo 



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% 












a* my 


■ 1 1 
































!! 1 




















70% 

60% 


































50% 








40% 
























30% 






















20% 






















10% 




55% 




76% 




76% 


78% 




74% 



















































m 

Ol 
O) 




Ol 
O) 




o> 
a 
o> 




o 
o 

CN 




m 

o 
o 





18 



19 



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 




*Hw"' 





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. 




20 



21 



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



(A 



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 


4 


5 


25% 


Rape* 


41 


20 


-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" 






22 



23 



Captain James M. Claiborne 

69 Paris Street 

East Boston, Massachusetts 02128-3053 

(617) 343-4220 



IN 
i 



(/> 



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" 




24 



25 



Captain Albert E. Goslin 

135 Dudley Street 

Roxbury, Massachusetts 02119-3203 

(617) 343-4270 



CM 
i 



C/> 



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 


17 


■ 


-53% 


Rape* 


78 


■ 


-27% 


Robbery* 


368 


402 


9% 


Aggravated Assault 


832 


825 


-1% 


Burglary* 


549 


543 


-1% 


Larceny* 


1,822 


1,928 


6% 


Vehicle Theft* 


1,265 


1,116 


-12% 


Total Part 1 


4,931 


4,879 


-1% 



Includes "Attempts" 



26 



27 



Captain Pervis Ryans, Jr. 

1165 Blue Hill Avenue 

Mattapan, Massachusetts 02124-3914 

(617) 343-4700 



CO 
i 



(A 



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% 

8% 

2% 

13% 

-17% 

-4% 

-6% 



28 



29 



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



CO 
i 

CJ 



(A 



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 10 th 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. 





31 



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. 




10 


6 


-40% 




57 


47 


-18% 




356 


393 


10% 


sault 


576 


629 


9% 




524 


552 


5% 




1,661 


1,687 


2% 




1,062 


927 


-13% 




4,246 


4,241 


0% 



32 



33 



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 Crim e Comparison 2002-2003 

Crime Types 

Homicide 
Rape* 
Robbery* 

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



2002 


2003 


% Chg. 


2 


4 


1 00% 


42 


31 


-26% 


468 


474 


1% 


444 


393 


-11% 


635 


859 


35% 


3,887 


4,235 


9% 


843 


860 


2% 


6,321 


6,856 


8% 



34 



35 



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" 





36 



37 



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 


4 


4 


0% 


Rape* 


8 


8 


0% 


Robbery* 


74 


95 


28% 


Aggravated Assault 


117 


145 


24% 


Burglary* 


161 


163 


1% 


Larceny* 


506 


453 


-10% 


Vehicle Theft* 


383 


335 


-13% 


Total Part 1 


1,253 


1,203 


-4% 



'Includes "Attempts" 



38 



39 



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. 


2 


2 


0% 


17 


9 


-47% 


161 


205 


27% 


228 


257 


13% 


212 


228 


8% 


1,136 


989 


-13% 


642 


550 


-14% 


2,398 


2,240 


-7% 




40 



41 



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 


2 





-100% 


Rape* 


19 


16 


-16% 


Robbery* 


90 


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. 



46 



47 



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. 





50 



51 



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 




52 



53 



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 

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 




54 



55 




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 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 



G 



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 



56 



57 




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