Annual report of the Police Commissioner for the City of Boston

BOSTON

PUBLIC

LIBRARY

GOVDOC
6455
.62

2004

MISSION STATEMENT

HE BOSTON POLICE DEPARTMENT

Police and Community sharing

responsibility to ensure safe,

secure, and livable neighborhoods

BOSTON

PUBLIC

LIBRAHY

on

d b

4 Message from the Mayor

5 Message from the Commissioner

The Office of the PoUce Commissioner:
Superintendent John F. Gallagher
Deputy Superintendent Rachel Hutchinson
Sergeant Detective Brendan D. Flynn
David Bratton

6 History of the Boston Police Department
1 0 Department Priorities: Then vs. Now

14 2004 in Review

16 The Four Priorities of the Boston Police

1 7 Reducing and Preventing Crime and Violence

22 Securing the Homeland, One Neighborhood at a Time

28 Enhancing Public Trust and Department Accountability

30 Valuing and Respecting Our Department Personnel

Events of 2004

33 The Democratic National Convention

40 Red Sox Victory Parade

4 1 Patriots Victory Parade

42 National Night Out

43 lAWP Conference

Charts

45

Internal Affairs

47

Crime Statistics

48

Reurees

49

Awards

50

Military

50

In Memoriam

51

BPD Directory

52

Organizational Chart

The Office of Multimedia Production:

Robert G. Neville

Gregory Mahoney

Elizabeth Clairwood

Marc Vaillancourt

Anthony Puopolo

Historical section and archival photos courtesy of
Boston Police Records Center and Archives:
Donna M. Wells

Photograph)

The Office of Multimedia Production
Bachrach Photography, Inc.

Design & Layout
Elizabeth Clairwood

Sp

hank

Department Bureau Chiefs and District/Division

Commanders

Dana McGillicuddy

Office of Research and Evaluation

Office of Media Relations

Sergeant James O'Connor and the Office of Family

Assistance

Kelly Dinneen

Irma Batista

And all who helped to bring this publication to

completion

ance

City of Bos

Founded

1630

Government

Mayor/City Council

City Budget

1.91 Billion

Area

48.9Sq. Miles

Open Space

19.27%

Altitude (in iiet above sea level)

28

Boston Police

Average Annual Temperature

50.6 F.

Department

Rainfall (in inches)

45.89

Resident Population

589,141

Organized

1854

Daytime Population

2 Million

Sworn Officers

2,015

Annual Average Income

$59,284

Civilian Personnel

808

Police Officer Population Ratio

1 per 288 residents

Budget

$211 Million

Public Safety Spending per Capita

$592.60

Median Age

43

Population Density

12,048

Mean Years of Service

17

Registered Voters

270,798

Facilities

23

Average Median Selling Prices for Homes

$387,000

Patrol Vehicles

704

Residential Property Tax per IK

$10.73

Specialty/Support Vehicles

77

Commercial Property Tax per IK

$32.68

Motorcycles

68

Paved Streets (miles)

784

Water Craft

9

Sidewalks (miles)

1500

Horses/Ponies

12

Parks & Recreation Facilities

541

Canines

13

Private/Parochial School Population

13,450

Total Calls Recorded

558,895

Public School Population

58,600

E-911CaUs

399,365

Per-Pupil Spending

$10,379

Call Screening (Non-Emergency)

28.129

Public Schools

145

Wireless 911 CaUs

107,384

Charter Schools

18

Foreign Languages

40

Non-Public Schools

72

Special Events Policed

500

Pilot Schools

17

Colleges & Universities

35

Hospitals

22

Major Daily Newspapers

2

Television Outlets

9

MBTA Travelers

1.2 Million Boarding Daily

Languages Spoken in Boston Homes

140

Ethnicity in Boston

More than 100

Types

Dear FelL

ow Bostonians:

2004 was another exciting year for the City of Boston and the
Boston Police Department. Last year we saw a 4% decrease in vio-
lent crime and a 1% decrease in overall crime. This progress comes
from the steady gains made by the Boston Police Department.
Boston continues to be one of America's safest cities.

The Boston Police Department's method of community policing
has been used around the world. Bostonians feel very safe in their
city. They also have great confidence in their police force. There are
many partnerships between the residents and the police. The crime
watches in each neighborhood are just one example.

2004 was a challenging year. Boston hosted the first national politi-
cal convention since the September 11 th terrorist attacks. The con-
vention required security tactics that had never been used before.
As always, the Boston Police Department rose to the occasion and
worked with state and federal agencies to ensure the safety of the
residents of Boston and the many visitors to our city that week.

Boston is still growing and flourishing. Commissioner O'Toole has
consistendy shown a leadership style that is inclusive. I look forward
to working with the Boston Police Department and the people ot
Boston as we continue to address future challenges.

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

fro

the Mayor

p <) 1

C o m m i s s i o

' The City of Boston has been recognized
nationally and internationally for its
community policing. It's evident from the
warm welcome I've received in recent days
at community meetings throughout the city
that our partnerships are strong. But we
won't rest on our laurels. We'll reinforce
those partnerships and forge new ones.
These bonds will be tested from time to time
- but they're solid. Working together, we'll
continue to improve the quality of life in
this city. "

-Excerpt from Comissioner O'Toole's swearing in ceremony.

Kathleen M. OToole was appointed Boston Police Commissioner
by Mayor Thomas M. Menino on February 19, 2004. Her appoint-
ment follows a twenty-five year career in law enforcement and public
safety. Beginning in 1979, she joined the Boston Police Department
as a patrol officer and rose through the ranks of the Boston, Metro-
politan and State Police organizations.

Prior to her appointment. Commissioner OToole served as Mas-
sachusetts Secretary of Public Safety. In 1998 she was selected to
serve on the Independent Commission on Policing in Northern
Ireland (The Patten Commission), as part of the peace process there.
Commissioner O'Toole is a graduate of Boston College and the New
England School of Law.

THE BOSTON POLICE DEPARTMENT

The nation's oldest municipal police department, the Boston Police De-
partment celebrated its formal 1 50th anniversary in 2004, but the depart-
ment traces its origins to the establishment of the Night Watch with an
officer and six men in 1631. That organization functioned more along
the lines of a military guard, but by 1635, the Night Watch consisted of
property-owning male citizens over the age of sixteen, who were required
to take the duty by turn. They were unpaid until 1703, when the pay was
set at thirty-five shillings a month.

T h c

o s t o n Pol

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o f E

In 1^96, the NX'atch was reorganized and the watchmen carried a
badge ot office, a hook with a bill and the rattle. A hook with a bill
was a long pole with a hook on one end that was used to "hook"
fleeing criminals, and a rounded "bill" end that would have been
used as a weapon. The rattle w,is a noise-making device used for
calling for ;

On December 12, 1825 Watchman Jonathan Houghton became the
first Boston law enforcement officer killed in the line of duty. He
was killed on State Street by John Halloran, who was hung for the
crime in March 1826.

In 1838, the Day Police was organized, having no connection with
the Night Watch. It operated under the city marshal and six officers
were appointed.

In 1853, the Harbor Police was created in response to the increase in
robberies of occupied vessels in the waters of Boston Harbor. They
were furnished with rowboats and armed with Colt revolvers. This
was the first unit furnished with firearms.

In May ot 185'^, the Boston Watch and Day Police were disbanded,
and the Boston Police Department came into being. The old hook
and bill, which had been in use for one hundred and fiky-four years,
was replaced by a fourteen-inch club.

In 1871, the "Central Office" was connected to all the station
houses by telegraph. Prior to this, the only communication method
was by messenger.

In 1873, one mounted officer was assigned to patrol Mill-Dam
Road, the present day Beacon Street. This was so successful, that by
1874, there were 28 mounted officers on duty in the city.

In 1875, station houses began distributing free soup to the poor and
distributed turkeys for Thanksgiving, activities that continued, with
occasional pauses, until 1888. At this time, station houses had been
offering simple lodging to indigent persons since at least 1858.

Drawing of official
uniforms worn by Boston
Police Officers in 1858.

In 1878, the Office of Chief of Police was abolished and die
Board of Police Commissioners was created. There were three com-
missioners who were appointed by the mayor. The Superintendent
of Police was the executive officer. Also, in 1878, the
first telephones were installed in the department.

In 1884, the City Council voted to provide the officers with
firearms. Seven hundred Smith & Wesson .38 double action break
open, auto ejector style revolvers were purchased at a cost of $9 each
and distributed to the officers. In 1885, the power to appoint the
Board of Police Commissioners was transferred from the Mayor to
the Governor.

In 1886, afiier approximately five years of trials at various divisions,
all the divisions were equipped with signal boxes by the Municipal
Signal Company.

In 1896, four park police were equipped with bicycles, beginning a
long tradition of Boston officers on two wheels.

In 1903, the nation's first motor patrol was established in Boston.
A Stanley Steamer automobile was purchased. Driven by a civilian
chauffeur, the officer sat on a higher seat so that he could look over
the high backyard fences in the Back Bay.

In 1906, the Board of Commissioners was abolished. There was now
a single commissioner appointed by the Governor.

In 1919, Bostons police officers had formed a social club, since
forming a union was forbidden by department rules. Unhappy with
their pay and general working conditions, the members of the social
club petitioned the Department for a raise. Rebuffed, they joined
the American Federation of Labor, becoming Boston Police Union
Number 16,807. Commissioner Edwin Curtis dismissed John E
Mclnnes, the president of the union, and eighteen other leaders of
the union. In response, on September 9th, over 1 100 of the Depart-
ment's 1 500 officers went on strike. Those officers were judged by
the commissioner as having abandoned their duty and were dis-
missed. They were never reinstated. After the strike, the newly hired
officers received all the benefits the strikers had sought to gain, with
the exception of forming a union.

There was a one-way radio system in service by 1934, cars being
equipped with receivers only. All dispatching was done from Head-
quarters. By 1936, cars were equipped with receivers and transmit-
ters. The signal service system was retained until 1968.

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In 1962, the power to appoint the Police Commissioner i
transferred back to the mayor.

Officers of Station
15, Charlestown
City Hall, 1873.

In 1997, the department moved into its new, state-ot-the-art Head-
quarters, named in memory ot brothers Walter and John Schroeder.
Both Boston officers were killed in the line of duty.

In 1964. die Canine Unit was created. This unit was begun with six
dogs donated by German reporters grateful for the cooperation they
h.id received from Boston officers in their coverage of the Boston
Strangler murders.

In 1 965, the Boston Police Patrolmen's Association was founded. In
1998, they received American Federation of Labor Charter Number
1 6.80^. the very one that was issued to the Boston Social Club in
1919.

In 19~2, an improved radio system was installed, along with the
"911" emergency reporting system. Also, in 1972, the Boston Police
Academy began admitting women. In 1974, with the advent of
court-ordered school busing, the Mobile Operations Patrol was
created. The squad was composed of officers on motorcycles, able to
respond quickly to disturbances and restore order.

Today's Boston Police Department is very different from that of
even 20 years ago. Officers use advanced forensic, identification and
communication technologies. But the mission of the Boston Police
Department is the same as it was in those very early days, when of-
ficers carried only lanterns and hooks and called the hours.

hi 2003, the Boston Police Department will rededicate itself to
work in partnership with the community to fight crime, reduce
fear and improve the quality of life in our neighborhoods. The
Department is committed to enhancing public trust and depart-
ment accountability and ensuring the security of the homeland, one
neighborhood at a time.

The Boston
Police Rioi
Squad, 1924

ember of 1903 and November
of 1904, there were 50,263 arrests in the
^ity of Boston. 33,5 1 1 , or nearly 67%, of
i arrests were for drunkenness. Arrests
olent crimes against persons and lar
staled 6651 (13.2%). In 2004, ti
|l9,377 arrests in the city of Bosn i
^of those arrests (12,632 or 64.5%)
Ifor simple assaults, vandalism, weap-
ons violations, prostitution, drugs, DWI,
disorderly conduct, etc. Arrests for "Part
I" crimes, which include homicide, rape,
robbery, aggravated assault, burglary, lar
ceny and vehicle theft totaled 6945 (3
\^1iile the total number of arrests have p-...
down during the last 100 years, the percent-
age of violent crime has increased.

Unlike the officer of 1904, today's Boston
police officer is much more likely to be
faced with gang and drug-related violence.
However, the core mission of today's of
fitcrs is rcallv miu h the same as it was 100
nd preventing crime

In 1796, the Night Watch was simply
that - officers went out in the night and
watched. "Watchmen [were] to walk their
rounds once an hour, to prevent damage by
fire and to preserve order."

Boston's pohce officers have always been
the city's first line of defense, whether the
threat is a crime in progress or the post-
9/1 1 threat of international terrorism. The
Boston Police Department is committed to
securing the homeland, one neighborhood
at a time.

Security is tight

for President Kennedy's

motorcade in 1961.

II. Securing the Homeland, One Neighborhood At A T

III. E n h

n g

Public Trust and Department Accountability

Boston has a tradition of innovative and
bold solutions to ensure the integrity of its
officers. In the 1860s, the Detective Bureau
had become overrun wdth dishonest indi-
viduals. In 1869, the aldermen of the city
issued a report denouncing the members
of the Detective Bureau and their actions
and claiming that the [Detective Bureau]
"more than anything else, has tended to
bring the department into disrepute." The
aldermen's next actions were dramatic and
unflinching - they fired the chief of police
and abolished the Detective Bureau. There
was no formal Detective Bureau again until
1878, when it was reinstated in a major
reorganization of the department, with new,
much more stringent rules and regulations
governing its actions. The Boston Police
Department goes forward with a commit-
ment to transparency, low levels of corrup-
tion, efficient fiscal management, fairness in
how we enforce the law, and accountability
from its employees at all levels.

Appomtc-u i-.nic

N REVIEW

2004 marked the 150ch anniversary of the Boston Police Depart-
ment, the oldest municipal police department in America. It was
also one of the busiest years in the Department s long and distin-
guished history. Some of the large-scale events the Department was
called upon to manage and secure were victory parades by both the
Red Sox and the New England Patriots - each bringing more than 1
million people into the City of Boston. Other events included the
John Kerry election night campaign gathering at Copley Plaza and,
of course, the 2004 Democratic National Convention.

The DNC in particular was a great moment in the history ol the
City. Drawing tens of thousands of delegates, protestors, and mem-
bers of the media to Boston, the DNC was a great opportunity for
the men and women of the Department to prove themselves before
a national audience. All of Boston should be proud of the way that
the members of the Department performed, as the Convention was
a safe and peaceful event. The strategy that was developed for the
DNC has since become a model for many of the Department's plans
going forward. Crime continued to fall in 2004. Violent crimes fell
by 3% in 2004.

However, in the summer months of 200'i, the Department found
itselt responding to a series ot brazen, daylight shootings in some
ot our neighborhoods already hardest hit by crime and violence.
In response, the Department immediately implemented a number
of initiatives to combat these violent attacks, including Operation
Neighborhood Shield. This unprecedented saturation of uniformed
and undercover officers from several agencies was a show of force to
the criminals, and a show of support to our neighborhoods. The
result was an immediate drop in the number of armed, violent as-
saults in those neighborhoods.

Violent crime continued to be a primary issue of concern in
many of our neighborhoods and the Department renewed its com-
mitment to build upon the successful partnerships and working
relationships established within the neighborhoods. This coopera-
tive elTort is vital it we are to continue to drive down crime in all of
our neighborhoods.

At the same time, our mission has been expanded to include a focus
on homeland security. Boston remains a high profile target for
future terrorist attacks. Against these challenges, the Department s
commitment to community policing remained. Boston enjoys a na-
tional reputation for our commitment to community policing. This
means the Department pursues strategies that rely upon strong part-
nerships; efforts that balance prevention, intervention and enforce-
ment; and a strategic locus on the safety of the entire community.

In 2004, we built upon this proven Community Policing
foundation through the following four priorities:

1 . Reducing and preventing crime and violence.

2. Securing the homeland, one neighborhood at a time.

3. Enhancing public trust and department accountability.

4. Valuing and respecting Department personnel.

These priorities are ones that will guide the Department into 2005
and beyond.

We also continued to leverage the assistance of our pubUc safety
partners, by coordinating our efforts and finding ways to work
together. A lesson learned repeatedly since September 11th is that
the same tactics that work in securing our neighborhoods - partner-
ships, enhancing community / police interaction, and intelligence
gathering - w^ll work in the homeland security effort.

As 2004 came to a close and die rate of violent crime continued to
fall, Boston remained one of the safest cities in the United States.
This is due in large part to the fact that the men and women of the
Boston Police Department continue to do an outstanding job of
keeping crime down. Another large reason for our success in 2004
was the support we received from our other law enforcement and
public safety partners at the local, state and federal level, as well as
the outstanding sense of cooperation and support we continue to
enjoy with the members of our communities.

THE FOUR PRIORIT

In 2004, the Boston Police Department re-dedicated itself to work in part-
nership with the community to fight crime, reduce fear, and improve the
quality of life in our neighborhoods. Beginning in 2004, the Boston Police
Department was committed to building on oiu" proven community policing
foundation through the following 4 priorities:

I. Reducing and Preventing Crime and Violence

II. Securing the Homeland, One Neighborhood at a Time

III. Enhancing Public Trust and Department Accountability

IV. Valuing and Respecting our Department Personnel

R c d u

d P

C r

and

o 1

The reduction and prevention of crime, particularly violent crime, is the pri-
mary business ot a police department. Providing safe neighborhoods, schools
and playgrounds, as well as positive alternatives for the youth of Boston is the
Department's top priority. Domestic violence, sexual assaults, drug crimes and
guns are also given particular attention.

Family Justice
Division

In 2004, several key steps were taken to
strengthen domestic violence prevention
and intervention.

Despite our best efforts, the response sys-
tems in place for families and victims often
force victims to tell their stories over and
over and go from place to place in search
of needed services. We also realized that
any effective anti-violence component must
have a focus on families.

Specifically, a new Family Justice Division
was created in the Bureau of Investiga-
tive Services, which brings the Domestic
Violence Unit, Sexual Assault Unit and the
Sex Offender Registry Unit under the same
command. In addition, district domestic
violence detectives have been centralized
to improve accountability and supervision.
The Domestic Violence Unit consists of 22
Domestic Violence detectives and 8 victim
advocates assigned to the Districts.

The newly centralized Domestic Violence
Unit will be located at the Suffolk County
Family Justice Center - a one-stop shopping
model to serve victims ot domestic violence
and their families.

A centralized Domestic Violence Unit
enables detectives who investigate intimate
partner crimes the ability to coordinate
their efforts with a wide range of law en-
forcement and victim service providers. The
BPD has been working with the District At-
torney's Office and many other partners to
create this new Family Justice Center, which
is expected to open in Brighton in 2005.

Boston Reentry
Initiative

The Boston Reentry Initiative was created
in response to a resurgence in violent crime
across Boston's "hot-spot" or high-crime
neighborhoods and in recognition that
many of the criminals who were arrested
and sent to prison during the 1990's, having
served their time, are now being released
back into society.

Comprehensive
Community Safety
Initiative

An analysis ol this crime showed that ex-of-
fenders returning to high-crime neighbor-
hoods from the Suffolk County House of
Correction contributed significantly to the
spike in crime. However, fragmentation of
roles and responsibilities among criminal
justice agencies made it difficult for authori-
ties to mount an effective response.

As a residt, the Boston Reentry Initiative
(BRI) was developed in partnership with
faith-based, community, and criminal jus-
tice agencies. The BRI is designed to reduce
violent offending by focusing on those most
serious and highest-risk returning offenders.
Its objectives include reducing offender ano-
nymity virith a highly collaborative criminal
justice partnership supported by credible
community leaders. Inmates are offered
tangible opportunities to make positive
choices with faith-based and community
mentor support.

After hearing this message from a panel of
representatives, inmates are met by mentors
to proceed with their post-release account-
ability plans. Individual support continues
post-release. Intensive surveillance, swift
arrest and fast-track prosecution by law
enforcement are the consequence for non-
compliant re-offenders. Results to date are
very promising, with a significant majority
of active program participants maintain-
ing a positive change, while non-compliant
offenders are swiftly re-arrested. Individual
successes further illustrate the strong posi-
tive impact of the BRI for individuals who
otherwise lacked viable alternatives.

Under die CCSI, die Boston Police De-
partment leads a group of more than 1 5
agencies working collaboratively in neigh-
borhoods that are perennially plagued by
higher rates of violence. This initiative was
driven by the determination that a small
number of individuals and families are
driving these significant crime rates because
of repeat criminal offenses or other issues
that relate to crime such as drug use and/or
mental health issues. CCSI coordinates
interventions and service deliveries to these
families and individuals, in an effort to
lower the crime rates in these neighbor-
hoods and reduce harm to individuals,
families and communities by positively
impacting those families that are dispropor-
tionately connected to incidents of crime.
CCSI convenes social services agencies with
law enforcement agencies for the first time
to develop a platform for more intensive
inquiry and analysis; with the ultimate goal
of developing more effective solutions in
partnership with residents.

District Based Youth
Programs

It is the firm beliet of the Boston Police
Department that the overwhelming major-
ity of our city's youth are good kids who
stru^le every day to make the right choices.
With that beliet, however, comes a respon-
sibility CO Ask it more can be done to help
them make those right choices, and to help
steer them away from risky behavior

In 2004, Commissioner O'Toole tasked
BPD personnel with completing a com-
prehensive inventory and assessment of
all BPD youth programs and partnership
efforts. Among the questions asked were:
who is being served, what services are being
provided, and are they effective ? After
surveying all 1 1 Districts and the various
citywide units, it was determined that the
Boston Police Department was engaged in
close to 200 BPD youth programs across
the city.

The next step was to determine if these
services and interventions were targeting
and reaching those youth most at-risk, in
the most high crime and violence impacted
neighborhoods. In addition, youth focus
groups were invited to weigh in on pro-
grams from their perspective, and national
research was looked at regarding best prac-
tices.

Superintendent Paul
Joyce plays defense
dgdtnst Boston youth.

The most effective programs and partner-
ships were then prioritized and focused
strategically throughout the city. As a
result of this analysis, the Boston Police
Department currendy has 108 district-
based and citywide youth programs.
Among those programs are:

• Summer of Opportunity

• Police Athletic League

• Kids at Risk

• Junior Police Academy

• As well as a number of ongoing youth
programming and outreach within
neighborhoods throughout Boston
using existing district resources.

Youth initiatives that are proven to be suc-
cessful will continue to be supported and
encouraged as part of our effort to prevent
youth violence in all neighborhoods of the
city

Operation Homefront

Operation Homefront is a collaboration
between the Boston Police and members
of the clergy to reach out and help at-risk
youth. Homefront began as an attempt to
counteract the aggressive recruitment of
inner-city youth by gangs who wanted to
establish a presence in Boston. Under this
program, police officers work with educa-
tion officials to identify schools that may be
experiencing problems with some of their
students participating in violent activities.

Once a school is identified, a student assem-
bly is held and members of the Youth Vio-
lence Strike Force and the Boston School
Police make an anti-violence presentation
before the students. Police and clergy then
follow-up by making joint visits to the
homes of troubled students who may need
individual attention.

Parents are offered services to assist them
with problem solving. Since its inception
in 1998, Operation Homefront has grown
substantially to include a school safety
focus, follow-up services, operational pro-
cedures, a tracking mechanism, and official
program status by partner agencies. Opera-
tion Homefront has touched the lives of
thousands of troubled youth in Boston and
it has been replicated in jurisdictions as far
away as Toronto, Canada.

Jlje Boston Police Department was named
winner of the nationally coveted 2004
lACP/ITT Community Policing Award,
presented at the International Association
of Chiefs of Police Conference in Los An-
geles. Operation Homefront was selected as
an illustration of how the philosophy and
practices of community policing have led to
an emphasis on prevention and long-term
community solutions rather than relying on
reactive crime fighting.

Operation Stud
Shield

Boston is home to many colleges and
universities, welcoming more than 10,000
students who arrive each year to live in our
neighborhoods. As a result, Boston has a
reputation tor being a great academic city.
However, this also presents the Department
with an enormous challenge - ho\\' to en-
sure the safety of a large student population
in a densely populated urban environment,
while also safeguarding the quality ot lite
for residents in our neighborhoods.

In 2004, the Department entered into
discussions with area colleges and student
representatives to identify ways in which we
can integrate the efforts of the Boston Po-
lice Department with our college campuses
and other law enforcement partners.

The Department designated its first official
liaison to Boston's academic community.
This designee was Captain William Evans,
Conunander of District 14 in the Allston-
Brighton neighborhood, a district heavily
populated by both college students and
year-round residents. Captain Evans had
established outstanding working relation-
ships with public safety officials and ad-
ministrators at Boston College and Boston
University during his tenure as Commander
of District D-14 and, as academic liaison, he
was tasked with developing similar models
at campuses citvwide.

With the launch of Operation Student
Shield, the Department began the process
of forming strategic partnerships with area
colleges and universities to deal with such
issues as alcohol awareness, crime and
campus safety.

Operation Student Shield is an effort to
jointly address the issues of public safety
and the quality of life in campus communi-
ties. Student Shield highlights best prac-
tices already in place and provides a forum
for police, academic administrators and
students to discuss opportunities to further
build on the important relationships that
have already been formed wdth many of our
campus partners.

Elements of Student Shield include:

• Meetings with District Captains and
academic institutions in their Districts.

• Designation of an official liaison to the
Boston Police Department at each college
and university.

• Coordination of all relevant city agencies
in preparation for the annual Move-In

Weekend, when a majority of the students
arrive in Boston for the fall semester.
These agencies joindy develop plans
to address such issues as moving vans on
city streets, garbage and other peripheral
issues associated with a large amount of
leases that expire on September 1.

• Presentations at each of Bostons
academic institutions during their fall
orientation sessions.

• Police Commissioner O'Toole holding
open forums with student government
leaders, students and campus media to
discuss issues and share information.

curing the Homeland, One Neighborhood

Homeland security must be a priority for the Boston Police, as well as all Boston
residents and visitors. This requires deploying the same tactics that are successful
in keeping our neighborhoods safer from crime, as well as renewed intelligence,
training, tactical response and preparation efforts. In addition, it involves devel-
oping new resources in the fight against terrorism, such as business and private
security, and rene\ving Neighborhood Crime Watches. Beginning in 2004, the
Boston Police Department undertook a number of initiatives to better secure
our neighborhoods and our city.

Merging the
Discussion of
Homeland Security
and Community
Policing

Since September 11, 2001, pohce
departments have faced the challenge
of an expanded mission, to now include
homeland security, in a tight fiscal climate.
Boston is no exception.

This is further comphcated by a shift in
federal handing formulas. Where once
police departments could count on federal
funds to support crime fighting and com-
munity policing efforts, federal grants have
now shifted the focus on homeland security.
As an example:

• In the 3 years prior to 9/11, the Boston
Police received $31 million in federal
programs and hiring grants.

• In the years since 9/11, Boston received
only $13 million in program fimds.

• In that same period, the city of Boston
has received $22 million in homeland
security funds- of which only $7.58
million was allotted for the Boston Police
Department.

In 200*i. Commissioner O' Toole worked
to bring national attention to the idea that
homeland security and community policing
are not mutually exclusive law enforcement
models. There is no bright line between ter-
rorism and crime.

0 u t s t a n

1 n t e r a g

C o 1 1 a b o

ding
e n c y

The same tactics that work in securing our
neighborhoods - partnerships, enhancing
community/ police interaction, and intelli-
gence gathering - will work in the homeland
security effort. Merging the discussion of
homeland security and community polic-
ing also effectively helps the department in
our "all-hazards" preparedness plans. The
city and the police department should be
prepared to handle any natural disaster such
as a hurricane, power outages or any other
potential hazard, including terrorism.

To succeed at both those efforts, the de-
partment worked hard in 2004 to engage
leaders within all of our communities: other
public safety agencies, the public at large
and members of the private sector

Over the past 10 years, the Boston Police
Department has become a national model
of community policing and problem solv-
ing. Indeed, partnership has become the
way of doing business in the City. Part-
nerships formed through initiatives like
Operation Ceasefire, Unsolved Shootings,
Operation Homefiront and the Boston
Reentry Initiative provided the foundation
and experience for new initiatives such as
Operation Neighborhood Shield. This
new integrated model infuses new tactical
capabilities and unprecedented intelligence
sharing across agencies.

One of the lessons learned from 9/11 is
that any response to terrorism will quickly
exhiaust the resources of any one municipal
entity. A truly effective approach to terror-
ism preparediiess or response must involve
the resources of many local, state and fed-
eral public safety agencies.

Boston is fortunate in that it already has a
solid history of interagency collaboration.
These relationships were put to good use in
2004, as agencies from the federal, state and
other municipalities were called to support
the Department in a number of high-profile
events, such as the Democratic National
Convention, Operation Neighborhood
Shield and the Boston Red So.x playoffs.

In addition, the Department works closely
with the Mayors OfEce of Homeland
Security. As a member of the Boston Urban
Area Security Initiative (UASI) planning
region, the Department works alongside
our partners in Brookline, Cambridge,
Somerville, Everett, Chelsea, Revere,
Winthrop and Quincy to develop home-
land security awareness, preparedness and
response strategies for the city and the
entire UASI Region.

Community O

each

Building on the foundation ot Neighbor-
hood Civic Associations and Neighbor-
hood Crime Watches, in 2004 the Boston
Pohcc Department continued to work
on strengthening the relationships with
the neighborhoods, primarily through our
neighborhood watch program.

Boston's Neighborhood Crime Watch
Unit facilitated these police/community
partnerships by helping concerned citizens
stare crime watches on their streets. The
Neighborhood Crime Watch Unit empow-
ers them by teaching them how the Boston
Police Department and 9-1-1 works, giving
them information, suggesting tactics, and
encouraging positive interaction among
neighbors. By meeting together to discuss
their issues, they soon discover that their
differences are dwarfed by what they have
in common. "Thinking outside the box" for
innovative solutions and working coopera-
tively with their Police District are some
of the basic tools used by Neighborhood
Crime Watches to make their streets better,
safer places to live.

Over 45 new Crime Watch groups were
formed in 2004, to add to the more than
200 active crime watches already in place.

Commissioner's
Private Security
Advisory Committee

Even in the best of times, a police depart-
ment alone cannot drive down crime. If
the City of Boston were to be the site of a
terrorist attack, any response would have to
involve the coordination and cooperation
of a large number of private sector entities.
In 2004, Commissioner O'Toole expanded
the Department's outreach to the private
sector by establishing the Commissioner's
Private Security Advisory Committee.

The Private Security Advisory Committee
is composed of private security executives
who meet regularly with senior leaders of
the Department. The Committee was es-
tablished specifically to foster a cooperative
relationship between the Boston Police De-
partment and private security organizations
within the City of Boston that will enhance
homeland security efforts, information
sharing, collaboration, crime prevention
and public safety.

We are currently working with these
partners to develop protocols for critical
incident response and for the exchanging
of intelligence information, with a special
emphasis on crime control and prevention
within the City of Boston.

Among the efforts undertaken by this group
in 2004 :

• Coordinate with ongoing homeland
security efforts at the state and federal
level.

• Compile a resource database that clearly
identifies all resources available from the
private sector and the police department.

• Establish a communications network that
will identify points of contact and en-
courage a mutually beneficial communi-
cation flow in matters involving both
terrorism and local crime.

• Coordination of strategic exercises and
planning efforts that will enhance the
coordination of efforts in response to a
critical incident in downtown Boston.

O p e r a t

^: . ; :, !. 1.

During the end of July and the beginning oF
August 2004, Boston experienced a surge of
firearm violence in several of our neighbor-
hoods. These assaults were mosdy perpe-
trated by street gangs and those individuals
intent on protecting their illicit activities.
Several of these shootings were brazen,
daylight assaults that took place near com-
munity playgrounds.

For several weeks, Boston Police led a satu-
ration of officers patrolling in several of the
city's neighborhoods. Operation Neighbor-
hood Shield was aimed at sending a clear
message to the criminal element within our
city chat we remain in charge, and that this
Department is working hand-in-hand with
our communities to maintain control ot our
neighborhoods.

While Boston already possessed a national
reputation for its successful Community
Policing model, it was clear that these acts
of violence called for an enhanced enforce-
ment effort to accompany our traditional
prevention and intervention efforts. On
August 6, 2004, the Department launched
Operation Neighborhood Shield - a series
of targeted, a^ressive patrols and enforce-
ment activities directed at specific "hot
spots," utilizing saturation patrols of uni-
formed officers supplemented by a signifi-
cant plainclothes presence.

Building direcdy upon the successful DNC
effort - which had just concluded only days
before - Neighborhood Shield featured
e.xtraordinary interagency cooperation.
Boston officers worked side-by-side with
member of the State Police and Federal law
enforcement officers and agents. The agen-
cies participating in Neighborhood Shield
included: Massachusetts State Police,
MBTA Police. FBI, ATF, and DEA; as well
as Boston Municipal Police and the Boston
Housing Authority Police. In addition, U.S.
Attorney Michael Sullivan, Massachusetts
Attorney General Tom Reilly and Suffolk
County District Attorney Dan Conley
worked very aggressively once an arrest was
made to ensure that impact players were
removed from our neighborhoods and fast-
tracked for prosecutions.

The results: a dear and immediate drop in
crime, both citywide and in the targeted
neighborhoods. This concerted effort swift-
ly quelled the violent upsurge and proved
highly successful in both crime reduction
and at restoring calm to our city's neighbor-
hoods. Highlights of "Operation Neighbor-
hood Shield" and its impact on crime within
the city are clearly shown
statistically, but more importantly, through
the reduction of fear in the neighborhoods.

The outstanding work of the men and wom-
en of the Boston Police Department as well
as that of our federal, state and local partners
had proven Neighborhood Shield to be an
innovative approach to ending a wave of
violence that had threatened the city.

" The menage sent to our neighborhoods
will be a clear one: We will not tolerate
these bold acts of violence. This is a
show of support for our neighborhoods,
and a show of force for the criminals"

■ Police Commissioner Kathleen O'Toole

Operation
Neighborhood
Shield: Results

< rime Reductions:

Homicide -27%

Robberies -6%

Aggravated Assaults -8%

Shootings -54%

Recovered Firearms 4-33%

lotals;

Arrests 440

FIO's 2840

Moving Citations 1 572

Recovered Firearms 43

Recovered Knives 6

173 lbs. Marijuana

1332 Rounds Ammunition

300 Shotgun Rounds

2001 Chevy "police package" Impala

Large quantities of Class B cocaine

"Fighting Violence Together Can Work"

"Gunning For The Arsenal: Cops Hunt Source Of

Editorial Staff. Boston Herald. Boston. MA

Weapons"

August 10. 200-4.

Laurel Sweet. Boston Herald. Boston. MA

August 14, 2004.

Fireanns are entering Boston by plane, train, automobile

"Crackdown Takes Guns Off Street- Authorities

and express package services Black-market handguns are

Look For Clues from Weapons' History"

fetching for between SI 50 and $900 on the street.. .and

Editorial Staff. Boston Herald. Boston, MA

traffickers and mules won't think twice about selling to a

August 10. 2004.

child

In the past iix days, Boston Police Officers have seized IS

weapons as part of the effort to stem the sudden surge of

violence in the city. . . each of those weapons will get special

"Residents Grateful As Cops Go After Gims"

n-eatment in a joint effort by police and the federal Bureau

Laurel Sweet. Boston Herald. Boston, MA

of Alcohol Firearms, and Explosives. . . once seized by police.

August 15, 2004.

the federal agency will begin the process of learning the

weapon's history, starting with the gun maker and working

... Ii6 arrests had been made and Boston's streets had been

through the chain of ownership in an attempt to learn the

swept of 16 guns, including a. 357 Magnum. .45 caliber

identity of the owner before it was used in a crime.

handgun, two sawed-off shotguns and an Uzi, as well as

hundreds of rounds of ammunition.. .Operation Neighbor-

hood Shield is working and for that, a resident and her

"Cops Combine Old And New Techniques"

morn are gratefd.

Eric Convey. Bosron Herald. Boston, MA

August 14. 2004.

"Shield A Working Progress: Two-Week Toll:

...the assault on urban critne Uuncheda week ago by

151 Arrests, 17 Firearms"

Boston and State Police and a handful of federal agencies

Brian Ballou. Boston Herald. Boston, MA

is massive: Dozens of officers- many heavily anned- fan-

August 16, 2004.

ning out nightly. . . officers rely on old-fashioned instinct and

tnodeni computer technology.

Since the FBI. ATE DEA and State Police teamed up

with Boston Police to crack down on surging violent crime

in four so-called hot spots...it had logged 151 arrests and

"As Violence Flares, A Call For Hard Cash- Youth

taken 1 7 firearms off the streets IVhile police continue

Workers say Need For Funding is Urgent"

their sweeps, people living and working in the affected

Michael Jonas. Boston Globe. Boston, MA

communities are also continuing an effiort to take back

August 15.2004.

the streets and parb.

City officials and others... who run community-based orga-

nizations have been scrambling in recent years to fill in the

holes created by a steady stream of state and federal cuts

for youth services Meninosays Operation Neighborhood

Shield is crucial but only represents a stopgap.

r

III. Enhancing Public Trust and Department Accountability

Public trust and confidence in the police is essential. This includes trust in the
officers who enforce the law, as well as trust in the Department to be an effective
and efficient steward of public funds. Earning and maintaining this trust requires
constant vigilance, transparency and accountability. In 2004, the Department
undertook a number of steps to make the Department a more accountable and
transparent organization.

Eyewitness
Identificat

As everyone is painfully aware, mistakes can
be made in investigations and prosecutions.
The people of our communities need to
know that once an investigation begins,
the Boston Police are committed to getting
it right. Boston has, unfortunately, seen
incidents where individuals were wrongly
convicted for crimes they did not commit.

On March 8, 2004, Commissioner Kath-
leen O'Toole and Suffolk County District
Attorney Daniel Conley formed the Task
Force on Eyewitness Identification. Co-
chaired by a Boston Police Superintendent
and a First Assistant District Attorney,
the Task Force was an 8-person working
group of police, prosecutors and defense
lawyers who examined police and prosecu-
tion practices for cases involving eyewitness
identification.

In July of 2004, the Task Force released a
set of 25 recommendations, oudining ways
in which investigators and prosecutors can
improve their practices and significandy
reduce the potential for error. These rec-
ommendations were immediately accepted
in full by the Boston Police Department.
In doing so, the Boston Police Department
became the first major metropolitan police
department in the United States to commit
so strongly to improving the reliability of
eyewitness evidence.

Since the Task Force's report was issued, the
Boston Police Department has spent con-
siderable time and effort to improve how we
gather and analyze eyewitness and forensic
evidence. This includes:

• Working to achieve hill accreditation of
our Latent Print and Ballistics Units,

• Establishment of new procedures for the
collection and preservation of eyewitness
identification evidence,

• Development of a standardized set of
procedures for the electronic recording of
suspect interrogations.

As a result of the Task Force's recommenda-
tions, all BPD detectives are now trained in

• Sequential presentation of photo arrays

• Blind administration of live lineups, and

• Blind administration of photo arrays

In the sequential procedure, an eyewitness
is presented with one photograph or one
lineup member at a time, and the eyewit-
ness must decide on each photograph or
person before viewing the next photograph
or person.

With blind administration of identifica-
tion procedures, the person conducting the
photo lineup or live lineup is not aware of
which photograph or person is the suspect.

Research has demonstrated that the use
of both procedures would result in sig-
nificandy fewer misidentifications, and
blind administration in particular has been
described as the single most important step
a department can take to improve its identi-
fication procedures.

Neighborhood Based
Crime Analysis and
Prevention Meetings

During 2004, officers in District B-3
began to host Neighborhood Based Crime
Analysis and Prevention Meetings. These
meetings consisted of presentations to com-
munity groups and residents of the types of
crimes that were happening in and around
their neighborhoods. Officers and residents
discussed what residents can do to better
secure their properties against crime and
to help decrease the rate of crime in their
neighborhoods. During 2004, more than
40 of these meetings were held throughout
the District.

These are all groundbreaking recommenda-
tions, and Boston is leading the nation in
our efforts to improve how we gather and
analyze critical evidence.

IV. V

d R

s p C C t 1 II g

Department P

o n n c 1

Police officers, civilian personnel and volunteers who work with the Department
must be valued for their contributions by the establishment of career paths,
greater professional development opportunities, and recognition of outstanding
performance.

When Commissioner O'Toole was ap-
pointed in February of 2004, she assembled
a 1 5-mcmber Transition Team to assist in
the early stages of her administration. This
team, composed of rank and file members,
both sworn and civilian, was formed specifi-
cally to provide her with input and perspec-
tive on issues great and small that mattered
to the members of our Department. While
the Commissioner personally spent con-
siderable time meeting with Department
members in the field, the Transition Team
was a valuable resource for additional input
and feedback.

The Transition Team was very helpful in
opening and maintaining strong lines of
communication. They had access to the
Commissioner at all times and assisted her
in identifying problems, solving them and
generating new ideas - an excellent way by
which the Commissioner gained a greater
understanding of the issues that are most
important to members of the Department.

Due to the overwhelming response the
Transition Team garnered, the members
were asked to continue to serve in an active,
ongoing, advisory capacity under the new
title of Commissioner s Advisory Commit-
tee. The Advisory Committee is charged
with continuing the good work of the
outgoing Transition Team and continues to
meet with officers in each of the Districts
to solicit suggestions from Department
personnel, both sworn and civilian, on ways
to improve the Department. Committee
members serve on a rotating basis to ensure
the presence of fresh perspectives and to
provide ample opportunity for representa-
tion and participation among members of
the Department.

Members who served at one time or another
during 2004 are as follows:

• Sergeant Detective Darrin Greeley (Chair), E-13
. Officer Pamela Besold, D-14

• Officer Robert Colon, Explosive Ordnance Unit

• Officer Stephen Green, A-1

• Detective John Hamm, E-18

• Sergeant Detective Bruce HoUoway, Major Case Unit

• Detective Lisa Holmes, Sexual Assault Unit

• Sergeant Matthew Kervin, C-1 1

• Lieutenant Colm Lydon, B-2

• Civilian Cathy Marak, Public Service Unit

• Sergeant Steven McLaughlin. B-3

• Officer Joseph Monahan, C- 1 1

• Sergeant Detective Richard Sexton, Drug Control Unit, A-7
. Officer William Slyne, D-4

• Civilian John Zuccaro, Paid Details

• Officer Rudy Guity, B-2

• Sergeant John Ford, B-3

» Officer Kevin Ford, Special Operations Canine Unit

• Civilian Jamie Symonds, ISG

• Detective John Martel, E-5
. Officer Dudley Hill, C-6

• Civilian Paula Charnitskv, Public Service Unit

Denm

OF 2 0 0 4

ennocraUc J miional vyonoeniion

July 26, 27, 28 & 29, Fleet Cent

assacnusctts

In 2004, Boston served as the host city for the 44th Democratic
National Convention, (DNC) the first Presidential nominating
convention since September 1 1, 2001. From July 26 to July 29,
2004, the DNC focused national and international attention on the
City and brought an estimated 35,000 participants to the Conven-
tion. While the Fleet Center at North Station was the primary
location for the nominating Convention, other DNC related events
were held in key venues throughout the downtown area and in the
City's neighborhoods.

Unprecedented levels of security were required, due to irears of
terrorism, both foreign and domestic, as well as the knowledge that
past conventions featured large, often violent demonstrations. As a
result, the DNC was designated as a National Special Security Event
by the U.S. Department of Homeland Security. Under this desig-
nation, the Boston Police Department and the U.S. Secret Service
were the lead agencies responsible for ensuring a safe and peace-
ful convention and safeguarding the thousands of delegates and
media who attended the convention. Specifically, the Boston Police
Department was tasked as the lead local law enforcement agency
for maintaining order, preserving public safety, protecting life and
property and delivering services to residents and visitors to the City.

Tins w,is an awesome respomibility. and
it was a challenge that quickly greu' to
affect every member of the BPD. sworn
and civilian. In preparation for the
event, Boston engaged in an unprec-
edented lei'el of coll. ihoration among
dozens of state, loc.d and fderal public
safety. igcmn-s I he nsuh: the 2004
Di\C It as an iinqiialifed public safety
success. While experts warned that the
City could expect serious episodes oj civil
disorder and as many as ZOOO arrests,
the Department recorded only six con-
vention-related arrests All participat-
ing law enforcement agencies performed
tvith professionalism and patience and,
as a result, everyone enjoyed a peaceful
convention.

The success of the Department's DNC effort can be attributed to
the following: exceptional planning, unprecedented interagency
cooperation, effective intelligence, and a tiered approach to main-
taining public order.

Planning

Almost as soon as Boston was notified that it was selected as the
host city, the Department engaged in an unprecedented level of
planning. In December 2002, an Executive Planning Commit-
tee was established to develop the security plan and ultimately 17
subcommittees, with representatives from 19 agencies, met regularly
over the course of 19 months in preparation for the event.

In preparing for the Convention, the Department initiated an
extensive outreach program to the City's business and civic associa-
tions, hospitals, hotel and hospitality/service industry, and to the
Greater Boston communities impacted by the restrictions on 1-93
and the commuter rail system. Bomb Unit personnel provided
training to the stafFof the City's hotels, hospitals, and financial
institutions on dealing with bomb threats and suspicious packages.
BPD staff met continually with business and civic associations,
keeping both groups informed as to the status of the plan and the
anticipated impact upon them.

As part of this outreach the Department initiated an eighteen-
month discussion with the American Civil Liberties Union and the
National Lawyers Guild. Although both groups emphasized that
they were not, and could not speak for the groups planning to dem-
onstrate in Boston during the Convention, there were civil liberty
issues involving access, surveillance, intelligence gathering and
dissemination, demonstration sites, arrest and charging policies, as
well as police training, planning, and command and control issues.

These discussions were held in an open and inclusive manner, and
every effort was made to ensure that the rights of all convention par-
ticipants would be protected and respected. It was also made clear to
both groups that while the Department would protect and respect
the right to demonstrate, the Department would not tolerate acts of
violence against persons or property.

Tactical

Operations

Center

Interagency Cooperation

Boston was fortunate to have solid working relationships with our
federal, state, local and private sector partners long prior to the
DNC. During the DNC, we were able to further enhance those
established partnerships.

In achieving this mission, the Department planned and coordinated
the Public Safety Plan for the Convention with our federal, state,
and local law enforcement/public safety partners.

Our enforcement public safety partners were:

Federal Bureau of Investigation

Federal Emergency Management Agency

Federal Transportation Safety Agency

United States Coast Guard

United States Secret Service

Massachusetts State Police

Massachusetts Department of Corrections

Massachusetts Department of Youth Services

Massachusetts Environmental Protection Agency

Massachusetts Emergency Management Agency

Massachusetts National Guard

Massachusetts Highway Department

Massachusetts Sheriff's Association

Massachusetts Turnpike Authority

Massachusetts Bay Transportation Authority

Suffolk County Sheriff's Department

Boston Fire Department

Boston Emergency Medical Service

Boston Transportation Department

Boston MimicipaJ Police

Boston School Police

Boston Public Works Department

Boston Emergency Management Agency

Commissioner O'Toole
thankingpuhlic
safety partners.

At the City level, a significant amount of coordination and coopera-
tion was performed by other city agencies in preparation before,
during, and after the Convention. The contributions of the Depart-
ment of Public Works, Boston Transportation Department, the
Office of Management and Budget, the Office of the Corporation
Counsel, and the Boston School Department were vital to the
success of the Convention.

Intelligence Ga
Analysis

For the duration of the DNC planning process, intelligence officers
were called upon to provide security planners with timely and ac-
curate information, and they delivered. For months leading up to
the convention, they monitored many of the protest groups known
to be coming to Boston. By the time the DNC began, the BPD
was able to keep open lines of communication with many protes-
tors, in some cases allowing the Department to alter the route of
their marches at a moment's notice and with their full cooperation.
Relationships established in advance between police and protestors
helped avoid conflict in the field.

P u b 1

O r d e

Maintenance

In 2004, Boston set the standard for public order maintenance at
political protests and large demonstrations. The traditional ap-
proach to managing large demonstrations has been for the police to
arrive in full riot gear. Research for the DNC, however, showed that
this approach could be a self-fulfilling prophecy. Instead of defusing
a situation, the presence of police in riot gear can actually escalate
tensions among protestors and police.

As a result, the Department developed a three-tiered approach that
called for escalating DNC deployments as circumstances war-
ranted. Under this approach, fully outfitted Public Order Platoons
were used only as a last resort and staged out of view of the public
until needed. They were deployed only once, on the last day of the
convention, during a push by protestors to gain access to the main
convention facihty. A platoon responded, the situation was quickly
defused, and the department reverted to regular uniforms again for
the remaining hours of the DNC.

A Resounding Success

Beginning with the Media Event on Saturday, JtJy 24th to the
closing event on Friday, July 30th the Convention was a resounding
success. That only six DNC related arrests were recorded is a testa-
ment to the professionalism, dedication, and in many cases, a sense

of humor on the part of our officers.

The work performed by zone, platoon, and squad commanders was
invaluable in managing operations and events during the conven-
tion. The contribution of the Departments civilian personnel and
managers should not go tmrecognized. They provided food and
water, transportation, logistical support of every kind, moved fenc-
ing, ensured uninterrupted communication, technical support, ana-
lyzed and converted data to actionable information, and processed
financial information to ensure that personnel were paid in a timely
manner. It was this type of behind the scenes work that made the
DNC so successfol an event.

In the final analysis, it was not one person or group of persons that
was solely responsible for the success of the DNC. Rather it was all
of the men and women of the Boston Pohce Department, sworn
and civilian, commander and officer, manager and worker. Their
commitment and professionalism was evident every day and at every
level, and without them, the Department would not have achieved
the recognition and success that it has.

The DNC Dividend

The equipment, training, and most importantly, the experience die
department gained during tfie DNC this past July have left Boston
with what we are calling iJie "DNC Dividend." The lessons learned
and the partnerships tfiat were forged and reinforced will enhance
safety in our city for several years to come, vi'hecher we are routinely
policing our neighborhoods, managing world-class events, or ad-
dressing terror threats.

Email from Protestor

DATE/TIME: 7/26/04 8:35:53 pm
REPLY EMAIL: [redacted]

Subject: Police conduct during the DNC

Officer secures
North Station nen
the Fleet Center.

I attended an anti-war/anti-bipartisan
rally this afternoon. We began marching at
Copley Square and ended at the soft zone
outside of the FleetCenter. Overall, I com-
mend the way our police escorts conducted
themselves. They were courteous and did
their best to avoid a confrontation, despite
anti-police sentiment from much of the
crowd. One officer said, "Excuse me" when
he needed to cut in front of me, while
another was quick to calm his dog down
when the animal became agitated and be-
gan to bark. My only concern was that the
police did attempt to search one protestor s
bag during the march, which agitated the
crowd. Even then, however, the officers con-
ducted themselves well, quickly defusing the
situation. I hope that we protestors and the
police can continue to respect each other
during the remainder of the DNC.

NOTE: Tfjis is a tianscribed version of the
original email All spelling/grammatical
errors have been corrected.

ma&es irrom

The City of Boston celebrated the long
awaited Red Sox World Championship by
staging a "Red Sox Roving Rally." A proces-
sion of 17 Duck boats carried the Red Sox
players through the streets of downtown
Boston and into the Charles River.

The crowds, which were estimated to be
between 2 and 3 million people, enjoyed a
safe and peaceful celebration. This was due
in no small part to the security plan that
was developed by the Boston Police Depart-
ment and carried out by members of the
Department and our law enforcement and
public safety partners, who worked with us
to secure every stage of the parade route.

Fans along the
parade route on
Tremont Street.

i

Fc b

2 0 0 4

More than one million New Englanders
gathered in Boston to celebrate the New
England Patriots' SuperBowl XXXVIII
Championship.

The crowd celebrated peacefidly as the Patri-
ots players were escorted through downtown
Boston and into City Hall Plaza on a proces-
sion of duck boats.

Jl air wis Ficioru J araae

Boston Police and
EMS personnel escort
the Patriots toward
City Hall Pliza.

National Night Out

National Night Out is the nation's eiTort to heighten crime and drug prevention
awareness, generate support for, and participation in, local anti-crime programs,
strengthen neighborhood spirit and police-community partnerships, and send a
message to criminals that neighborhoods are organized and fighting back. This
year's National Night Out in Boston featured a number of large, neighborhood-
based events in all of Bostons 1 1 police districts, and smaller events such as
block parties, cookouts, exhibits, contests, and youth programs.

Coordinated by the Neighborhood Crime Watch Unit, highlights of the event
included the Boston School Poster Contest, Salute to the Neighborhoods,
and an award ceremony recognizing the Top Ten Neighborhood Crime Watch
Groups and the Crime Fighter of the Year.

This armual celebration includes residents of all ages who eagerly participate and
look forward to each years events. In the 2004 national competition, Boston's
National Night Out placed 4th, marking the 1 3th time in a row that Boston has
placed in the top 5 of all cities that competed.

National Ntght Out
Hands Across the
Mass. Ave. Bridge.

lAWP Conference

In 2004, Boston was the host site of the
42nd Annual Training Conference of the
International Association of Women Police.
The Conference, lAWP's first ever in the
New England area, brought into Boston
law enforcement executives from the US,
Canada, and over 45 countries, some com-
ing from as far away Australia, Kosovo, and
Uganda.

Once in Boston, thanks to the hard work,
of Department personnel, attendees took
advantage of workshops on topics such as
leadership, terrorism, homeland security,
investigative techniques and domestic
violence.

C^pum Maura Flynn
leads the procesiion of
the opening ceremony.

By every measure, the 2004 I AWP was a
success. The conference was a great op-
portunity to showcase Boston, the Depart-
ment, and to develop professional network-
ing for women officers from around the
world.

Royat Canadian
Mounted Police march
in the opening ceremony.

MEASURING PROGRESS

urcau of Internal Investigation

rime

Statistic

Allegations Against
Departhnt Personnel -2004

I Inbdes A((endane,Sufatane Abse,Negttof Duty
&iduc Unboing,RespcfulTreatoiit,etc

I Inbdes Excssit Fore,DetaitOertiB)filirts,elc
Inbdes Iritit ^^n£nironeiit,Orfensie Language
Viohtion of 6pter Use,etc

294

m

IAD CORLAINTS

312 2000 -2004

31 il_26 26 27

2000 2001 2002 2003 2004 2000 2001 2002 2003 2004

lints against iilan e{ives$(utside agences
lints against pie offiers

Dispositions Of
Individual Allegations
Against BPD Personnel
2004

Pending

Not Sustained Exonerated

FiRKRMS DiSCMRB

2000 - 2004

2000 2001 2002 2003 2004

Fatal Incidenls ^B Accidental Incidents ^HTotal Incidents

Reported Use of

Service Baton, OC Spray & Bean Bag

2000 - 2004

I Bean Bag

lO.C. Spray

Types Of Situations
From Which Complaints Arose - 2004

10% Traffic Stop

12% Arrest at Scene

5% AWGL/Tardy/Inj/Sick
.5% Parking Violatio

2% Booking/Station
1% Radio/ Patrol Duty
3% Drug Testing

Insubordination

r Violence

Threshold Inquiry
Duty Misconduct

Total Number
OF IAD Cases - 2004

Statistics

Figure One: Violent Crime 1985-2004

6000

iigii|||||||g||liiii

Figure Three: Part One Comparsion 2003-2004

CrinT^

2003

2004

% Chj

Homiade

39

61

56%

Rape-

263

269

2%

Robbery*

2,759

2,428

-12%

Aggravated Assault

4,113

4,159

1%

Burglary*

4,344

4,545

5%

Larcenv*

17,069

17,526

3%

Vehicle Theft*

6,463

5,545

-14"o

Total Part 1

35,050

34,533

-1%

*lncludes Attempts

70000
60000
50000
40000 B
30000
20000
10000
0

Figure Two: Part One Crime 1985-2004

eisagsssSaSSsSSiiiSi

Figure Four: Homicide 1985-2004

S £ Sg S g S

liliiigilliiliil

9/7/7'

Police Officer William Battos
Detective Joseph Murphy
Police Officer Edward Campbell
Police Officer Paul Johnston
Police Officer William McGuinness
Detective Mario Modica

Police Officer Edward Fleming
M arch

Lieutenant Detective Paul Crossen
Sergeant Detective Joseph Devlin
Sergeant Donald Conlin
Police Officer James Hagerty
Police Officer Roger Concannon
Police Officer James Hagerty
Detective Joseph Geary

Police Officer Richard Cetrone

p t e m h c V
Pohce Officer Michael Cintolo

Police Officer John Rooney
Captain Albert Sweeney

Police Officer Gary Lindsey
Deputy Supt. Charles Cellucci
Sergeant John Kryzanowski
Police Officer Martin Columbo

lice Officer Rosemary McLaughlii
lice Officer Edwin Alicea

Police Officer Paul Gaines
Sergeant Detective James Nugent
Police Officer Zenen Ramos

Sergeant John Doherty
Detective Joseph Martin
Police Officer Danilo Ramirez
Police Officer Brian Dunn
Detective James Farrell

J u n c

Sergeant Paul Sanders
Sergeant Detective Mary Crowley
Police Officer James O'Malley
Police Officer James Kilduff

Pohce Officer John Brown

wara^

On Tuesday, October 5, 2004, the following members
of the Boston Police Department were honored at the
Annual Massachusetts State Trooper George L. Hanna
Memorial Awards for Bravery Ceremony held at the
State House for their outstanding acts of bravery and
courage.

State Trooper George L.
Hanna Medal of Honor

Sergeant Charles L. Byrne
Dis'trict B-3

Police Officer Robert J. Welby
District B-3

Police Officer Dennis C. Cogavin
District B-3

Police Officer James J. Morrissey
District E-5

Police Officer James D. Harris
District E-5

Police Officer Paul J. Bercume
B.I.S.-Youth Violence Strike Force

Police Officer Albert C. Christie
District E-5

State Trooper George L
Hanna Medal of Valor

Sergeant Charles R. Daly
B.I.I.-Anti-Corruption Division

Police Officer Daran D. Edwards
District B-3

Police Officer Tliomas E. Sullivan
District C-6

Police Officer Adam C. Gill
District B-2

State Trooper George L
Hanna Merit Award

Lieutenant John H, Danilecid
District B-3

Police Officer Alvin S. Holder
District B-3

Police Officer Earl G. Jacob
District B-3

Police Officer Eric McPherson
District A- 1

Police Officer James A. Griffin
Drug Control Unit-District A-7

Police Officer Michael R. Doyle
District D-4

Police Officer Michael R. Mylett
District B-2

The Henry L. Shattuck Public Service Award honors
City of Boston employees who have made outstanding
contributions to public service. Presented by the Boston
Municipal Research Bureau, the award is named after
former Municipal Research Bureau Chairman Henry
Lee Shattuck. Recipients are recognized for their
demonstrations of unusual competence, exceptional
initiative, leadership ability and cooperative attitudes
in both the workplace and the community.

2004 Henry L. Shattuck
Public Service Award
Recipients

Police Officer Daniel P. Pagan
District B-2

Civilian Jennifer W. Maconochie
Office of Strategic Planning

Police Officer Robert Cappu
District D-14

The following members of the Department also
answered our nation's call to duty by serving in the
U.S. military during 2004:

Police Officer Michael Barden
Lieutenant Timothy P. Callahan
Police Officer Tlaloc Cutroneo
Police Officer James P. Defeo
Police Officer Andrew Fay
Police Officer Michael Fayles
Police Officer Joseph Hanley
Police Officer Martin D. Harrison
Civilian Gerard Hill
Police Officer Daniel M. Humphreys
Police Officer Israul Marrero
Police Officer Joel McCarthy
Sergeant Kevin J. McGoldrick
Police Officer Alan Perkins
Police Officer Roudolphe Szegda

jInJfiemvj i<:LjJi

Active Duty Deaths

January 31, 2004

V.iLva.ii R,.!>cn P. (iiiii
October 16, 2004

ireeior

f

Executive Offices

Area/District Stations

A- 1 343.4240 40 New Sudbury Street

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

A-7 343.4220
East Boston

69 East Paris Street

B-2 343.4270 135 Dudley Street

Roxbury, Mattapan, North Dorchester

B-3 343.4700
Dorchester, Mattapan

C-6 343.4730
South Boston

C-11 343.4330
Dorchester

D-14 343.4260
Allston, Brighton

E-5 343.4560
Roslindale, West Roxbury

1165 Blue Hill Avenue

101 West Broadway Street

40 Gibson Street

301 Washington Str

1708 Centre Street

E-13 343.5600 3347 Washington Street

Jamaica Plain

E- 1 8 343.5600 1 249 Hyde Park Avenue

Hyde Park, Mattapan, Readville

G 343.4600 Area G - Operations Division

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

343.4410 Bureau of Professional Development

343.5646 Special Operations

343.5043 Chief Administrative Hearings Officer

Key Operational Services

343.4661

Central Supply

343.4379

Facilities Management

343.4665

Finance

343.4610

Fleet Management

343.4475

Hackney Carriage

343.4677

Human Resources

343.4544

Labor Relations

343.4550

Legal Advisor

343.4520

Media Relations

343.4345

Neighborhood Crime Watch

343.4530

Research & Evaluation

343.5096

Resource Development & Strategic Plannning

343.4620

Telecommunications

Key I

ve Services

343.4465

Ballistics

343.4527

Community Disorders

343.4690

Crime Lab

343.4350

Domestic Violence

343.5625

Drug Control

343.4470

Homicide

343.5200

Major Investigations

343.4400

Sexual Assault

343.4328

Intelligence Unit

343.4444

Youth Violence Strike Force

200h- xJraanizaiwnm Lyhari

W OFFICE
1 OF THE

■ legal ADVII

BUREAU OF
ADMINSTRATION
& TECHNOLOGY

f BUREAU OF
I PROFESSIONAL
t DEVELOPMENT ,

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