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Police and Community sharing 

responsibility to ensure safe, 

secure, and livable neighborhoods 





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 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 



Internal Affairs 


Crime Statistics 








In Memoriam 


BPD Directory 


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 


The Office of Multimedia Production 
Bachrach Photography, Inc. 

Design & Layout 
Elizabeth Clairwood 



Department Bureau Chiefs and District/Division 


Dana McGillicuddy 

Office of Research and Evaluation 

Office of Media Relations 

Sergeant James O'Connor and the Office of Family 


Kelly Dinneen 

Irma Batista 

And all who helped to bring this publication to 



City of Bos 




Mayor/City Council 

City Budget 

1.91 Billion 


48.9Sq. Miles 

Open Space 


Altitude (in iiet above sea level) 


Boston Police 

Average Annual Temperature 

50.6 F. 


Rainfall (in inches) 


Resident Population 




Daytime Population 

2 Million 

Sworn Officers 


Annual Average Income 


Civilian Personnel 


Police Officer Population Ratio 

1 per 288 residents 


$211 Million 

Public Safety Spending per Capita 


Median Age 


Population Density 


Mean Years of Service 


Registered Voters 




Average Median Selling Prices for Homes 


Patrol Vehicles 


Residential Property Tax per IK 


Specialty/Support Vehicles 


Commercial Property Tax per IK 




Paved Streets (miles) 


Water Craft 


Sidewalks (miles) 




Parks & Recreation Facilities 




Private/Parochial School Population 


Total Calls Recorded 


Public School Population 




Per-Pupil Spending 


Call Screening (Non-Emergency) 


Public Schools 


Wireless 911 CaUs 


Charter Schools 


Foreign Languages 


Non-Public Schools 


Special Events Policed 


Pilot Schools 


Colleges & Universities 




Major Daily Newspapers 


Television Outlets 


MBTA Travelers 

1.2 Million Boarding Daily 

Languages Spoken in Boston Homes 


Ethnicity in Boston 

More than 100 


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. 


Thomas M. Menino 


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 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 


t T 

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. 





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 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 

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 


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. 


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 


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 

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 

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. 

Community Safety 

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 

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- 

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 

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 

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 

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 

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. 

u t s t a n 

1 n t e r a g 

C o 1 1 a b o 

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 


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. 

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 

• 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 

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 

Shield: Results 

< rime Reductions: 

Homicide -27% 

Robberies -6% 

Aggravated Assaults -8% 

Shootings -54% 

Recovered Firearms 4-33% 


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 


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. 


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 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. 


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. 


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 

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 

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 


OF 2 4 

ennocraUc J miional vyonoeniion 

July 26, 27, 28 & 29, Fleet Cent 


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 

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. 


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. 




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 
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 

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 


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. 


Fc b 

2 4 

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

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 

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 

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 

Royat Canadian 
Mounted Police march 
in the opening ceremony. 


urcau of Internal Investigation 



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 




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 


Not Sustained Exonerated 


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 


r Violence 

Threshold Inquiry 
Duty Misconduct 

Total Number 
OF IAD Cases - 2004 


Figure One: Violent Crime 1985-2004 



Figure Three: Part One Comparsion 2003-2004 




% Chj 













Aggravated Assault 












Vehicle Theft* 




Total Part 1 




*lncludes Attempts 

40000 B 

Figure Two: Part One Crime 1985-2004 


Figure Four: Homicide 1985-2004 

S £ Sg S g S 



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 


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 

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 

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 



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 

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 


Central Supply 


Facilities Management 




Fleet Management 


Hackney Carriage 


Human Resources 


Labor Relations 


Legal Advisor 


Media Relations 


Neighborhood Crime Watch 


Research & Evaluation 


Resource Development & Strategic Plannning 



Key I 

ve Services 




Community Disorders 


Crime Lab 


Domestic Violence 


Drug Control 




Major Investigations 


Sexual Assault 


Intelligence Unit 


Youth Violence Strike Force 

200h- xJraanizaiwnm Lyhari 


■ legal ADVII