Skip to main content

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

See other formats






nistiti tff/iasiiii? 


Police and Community 

sharing responsibility 
to ensure safe, secure, 

and livable neighborhoods 

m ^ t&^^ts 

Cit\^ of Boston 




Mayor/City Council 

City Budget 

1.92 Billion 


48.9Sq. Miles 

Open Space 

1 9.27% 

Altitude (in feet above sea level) 


Average Annual Temperature 

51.6 R 

Rainfall (in inches) 



Resident Population 



Daytime Population 

2 Million 

Annual Average Income - Household 




Annual Average Income 


Sworn Officers 


Police Officer Population Ratio 

1 per 285 residents 

Civilian Personnel 


Public Safety Spending per Capita 



$209.6 Million 

Population Density 


Median Age 


Registered Voters 


Mean Years of Service 

1 1 

Average Median Selling Prices for Homes 




Residential Property Tax per 1 K 


Patrol Vehicles 


Commercial Property Tax per 1 K 


Specialty/Support Vehicles 


Paved Streets (miles) 




Sidew/alks (miles) 


Water Craft 


Parks & Recreation Facilities 


Horses/ Ponies 


Private/Parochial School Population 




Public School Population 


Total Calls Recorded 


Per-Pupil Spending 


Foreign Languages 


Public Schools 


Special Events Policed 


Charter Schools 


Non-Public Schools 


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 1 00 Types 

Mayor Thomas M. Menino 

Police Commissioner Katlileen M. O'Toole 



2005 was a year of systemic 
change for the Boston Police 
Department. The department built 
on past efforts to enhance and 
restructure units that are critical in 
reducing crime. The department 
also built upon the partnerships that 
were formed and strengthened 
during the 2004 Democratic 
National Convention, and leveraged 
those partnerships to help increase 
our ability to prevent and investigate 

Boston in 2005 remained one of 
the nation's safest cities. Overall 
chme fell 7 percent. However, the 
department was challenged in 2005 
by a rise in violent crime, particularly 
in the number of homicides. There 
were 73 homicides in the city of 
Boston, a 20% increase from the 
year before, and the highest number 
in ten years. The number of non- 
fatal shootings also increased in 
2005, up 28% from 2004. Both of 
these increased percentages reflect 
the availability of illegal firearms on 
the streets of Boston. 

In order to control the increases in 
violence, the department worked 
closely with community and law 
enforcement partners throughout 
2005. The department continued 
its emphasis on partnerships and a 
balanced, coordinated approach of 
prevention, intervention, and en- 
forcement initiatives. Utilizing the 
new Boston Regional Intelligence 
Center (BRIC), the department be- 
gan focusing on the intersection of 
high impact activities, locations, and 
people. It is the department's belief 
that a small percentage of criminals 
account for a majority of the crimes 
that are committed. A majority of 
those crimes occur in a limited num- 
ber of areas of the city, often only 
within a few square blocks. Careful 
analysis and focused attention in 
these high-risk areas was a logical 

In order to specifically confront 
the problem of illegal guns on city 
streets, the department developed 
tactical and strategic initiatives. 
Leading these initiatives were the 
front line officers and investigators 
of the department, who continued 
to work tirelessly and with great de- 
termination. Officers worked harder 
than ever in 2005 making a record 
number of gun arrests - 754, an in- 
crease of 39% from 2004. Officers 
also seized 797 firearms, a 35% 
increase from the previous year in 
which 592 firearms were recovered. 

2005 saw the lowest number of 
motor vehicle accidents, pedestrian 
accidents, and fatalities in over 10 
years. Prior to 1 998, the city of 
Boston averaged over 1 4,000 motor 
vehicle accidents, 1,000 pedestrian 
accidents and 25 fatalities a year. 
The numbers for 2005 were 1 0,786 
motor vehicle accidents, (down from 
1 1 ,037 in 2004), 664 pedestrian 
accidents (down from 801 in 2004) 
and 7 fatalities (8 in 2004). The 
department credits these improve- 
ments to increased enforcement 
during a number of traffic safety 






In 2005 the Department remained 
focused on four main priorities, first 
identified in 2004: 

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. 


2005 was the year we buiit upon those 
pnorities by engaging in a series of 
deliberate systemic changes and the 
launching of several initiatives designed 
to further improve our ability to ensure 
that Boston remained a safe city to live 
and work. 


Boston was challenged in 2005 by violent crimes, including homicide, in neighborhoods already 
affected by serious crime. The department resolved to face these challenges by implementing 
innovative, systemic changes in the deployment of resources at the district and unit level. A 
collaborative approach included the support of specialized units and teams and district personnel to 
complement their efforts. Examples include the deployment of a tactical bicycle unit, the formation 
of a Firearms Investigation Center, and a series of multi-agency operations targeting specific high 
crime areas. 

Establishment of the Tactical Bicycle Unit 

In the spring of 2005, the department established a Tac- 
tical Bicycle Unit (TBU) within the Bureau of Special 
Operations. The TBU is responsible for citywide patrol 
and is called upon to supplement the district patrol force. 
The unit also provides additional support at special 
events. A distinct advantage of the TBU is that it can 
respond quickly and quietly with more maneuverability 
than a police patrol car in typically inaccessible areas 
such as sidewalks, alleys, and trails. In 2005, the TBU 
was deployed as a Mobile Field Force during multiple 
protest/peace events, rallies, marches and crowd control 
situations. The TBU is a great asset to the department in 
terms of economy, efficiency and effectiveness that the 
public perceives as a positive impact on the community. 

Firearms Investigation Center 

In November 2005, the Boston Police and the federal 
Bureau of Alcohol, Tobacco, Firearms and Explosives 
(ATFE) launched a new multi-agency Firearms Investiga- 
tion Center (FIC) at Boston Police Headquarters. The 
FIC includes 1 ATFE special agents working full time 
with BPD detectives assigned to the Special Investiga- 
tions Unit(SIU). 

The FIC's mission is to aggressively pursue the criminals 
who buy and sell illegal firearms, both in Boston, Mas- 
sachusetts, and other states. By merging the expertise 
of ATFE agents, the street-level knowledge of BPD 
investigators, and culling information from BPD and 
ATFE databases, the department significantly enhanced 
its ability to prevent the flow of illegal guns to the streets 
of Boston. 

This change in tactics came about because the illegal 
gun market of 2005 differs vastly from that of the 
1 990's. During the 90's, BPD personnel saw a glut of 
brand new firearms that were diverted to Boston soon 
after they were purchased at a retail location - often 
in the 1-95 states of Florida, Georgia, Virginia, North 
Carolina, and South Carolina. The department's ability to 
recover these illegal firearms and track offenders eventu- 
ally helped to slow the smuggling of guns into the area. 

This type of gun trafficking soon lessened and officers 
on the street began to recover older firearms - guns 
more than 7 years removed from the point at which they 
were purchased. Intelligence indicated that these guns 
(so-called community guns) were shared among violent 
offenders and were used in multiple incidents. Tracking 
the origins of these guns posed a more difficult dilemma 
for BPD investigators. The department anticipates that 
the formation of the FIC will provide the outlet to over- 
come this new challenge through intensified, collabora- 
tive, investigative focus. 

The FIC concentrates on four main priorities to 
accomplish its mission: 

1 ) The immediate and extensive debriefing of anyone 
arrested with an illegal firearm 

2) The tracking of all recovered firearms, using various 
ATFE systems 

3) Information sharing, ensuring that the ATFE has 
direct access to BPD units such as Ballistics, 
Licensing, and to department reports 

4) Engaging in proactive investigations, making 
undercover purchases of illegal firearms, securing 
search warrants, and recovering contraband 


In 2005 the BPD engaged in a number of large-scale enforcement operations 
within Boston's neighborhoods. These enforcement efforts typically involved 
BPD districts and bureaus collaborating with other law enforcement and city 
agencies in a series of saturated targeting tactics. Using intelligence analysis 
provided by the BRIC, personnel directed their efforts on specific neighbor- 
hood "hot spots" plagued by chronic violence and/or quality of life violations. 
Among the operations: 

Operation Home Safe 

Boston Police, Transit Police, and Mayor Menino's Office 
of Neighborhood Services worked together to address 
public safety concerns and quality of life issues in several 
neighborhoods throughout the city The team focused on 
prostitution, after-hours parties, drugs, gangs, firearms, 
and wanted persons. Home Safe called upon the BPD 
to employ high visibility and saturation patrols with many 
specialized units including the Bicycle Unit, the Mounted 
Patrol, the Drug Unit, the Licensing Unit and the Youth 
Violence Strike Force. While the BPD targeted the resi- 
dential and commercial areas of the neighborhoods, the 
Transit Police conducted safety checks on MBTA buses 
traveling through the area. 

At the conclusion of the enforcement stage of the 
operation, the Mayor's Office of Neighborhood Services 
coordinated with other city agencies to address issues 
such as street cleaning, street light repair, and tree and 
brush removal in the affected neighborhood. 

Operation Red Zone 

Designed to specifically address firearm violence in the 
city Operation Red Zone relies on the BRIC to identify 
particular geographical city neighborhoods/blocks con- 
sidered "Red Zones," because of their incidence of vio- 
lent crime. Ten of the most violent areas in the city were 
identified and became the focus of "Red Zone Teams." 
The teams consist of department personnel, federal law 
enforcement agencies, community partners, faith-based 
partners, business partners and academic partners. 

Operation Criss-Cross 

This operation originated in the East Boston police dis- 
trict (A-7). The district commander assigned patrols to 
target high crime and/or problem-plagued areas within 
the district for 35-40 minutes during the regular tour of 
duty Officers engaged in zero tolerance enforcement 
operations. Officers worked in cooperation with Inspec- 
tional Services Department code enforcement officers to 
address quality of life issues. 

Operation Hydra 

This operation focused on the Chinatown, Theater 
District of Area A-1 to address drug and prostitution 
activity through a series of high visibility and saturation 
deployments. Faced with a transitory offender popula- 
tion, operation planners concentrated on product demand 
rather than supply BPD personnel targeted offenders 
coming into the area from outside neighborhoods, cities, 
and towns who sought to buy drugs or solicit prostitutes. 
Operation Hydra also targeted quality of life issues such 
as vandalism, traffic/parking offenses, loitering, and litter- 
ing and more serious offenses such as drug distribution, 
robbery, and assault. 

Operation Silent Night 

Operation Rolling Thunder 

Another operation in which the department used high 
visibility and saturation to quell neighborhood crime, 
Operation Rolling Thunder deployed one patrol car from 

each of the 1 1 police districts and merged them into a 
Mobile Field Force that spent one to two hours at speci- 
fied locations. These personnel coordinated with the 
Transit Police and other agencies to address all levels of 
criminal activity in high crime areas. 

Operation Rolling Thunder rotated through each of the 
city's 1 1 police disthcts, or on a prioritized basis as de- 
termined by the BRIG analysis of emerging crime trends. 
MBTA Transit Police assigned additional uniformed offi- 
cers to patrol buses and rapid transit stops within the af- 
fected districts. Resources from both agencies provided 
area residents with a malleable presence that served as 
an effective deterrent to crime. 

Rolling Thunder evolved from Operations Hydra and 
Criss Cross and enlists the support of the District 
Attorney's Office and the District Courts for prosecution 
of offenders. 

Operation B Smart 

The Boston Police Department was a major participant 
in Operation B-Smart (Boston's Strategic Multi-Agency 
Response Teams), a comprehensive, community-based 
crime prevention and neighborhood services initiative 
aimed at providing security to neighborhoods that have 
been most impacted by violence. Launched in 2005, 
"B-Smart" was an initiative developed to realize Mayor 
Thomas Menino's vision that all of the city's youth and 
families will live in safe neighborhoods and in communi- 
ties that are devoted to the personal, educational, and 
economic well being of its residents. B Smart represents 
a partnership between the Boston Police Department, 
the Office of Human Services and the Office of Neigh- 
borhood Services. B-SMART operates as a complement 
to law enforcement by bhnging city and social services 
where they are needed, thereby improving the quality of 
life and working towards community stabilization. 

Operation Silent Night was a three-day warrant sweep 
that targeted domestic violence offenders. The sweeps 
took place during the Christmas holiday season. In 
2005, the 5th annual Operation Silent Night helped 
ensure a safe holiday for Boston families as 25 domestic 
violence offenders were arrested. Silent Night began 
within the Dorchester neighborhood, but was extended 
citywide in 2005 to mark the advent of the recently 
centralized Domestic Violence Unit, located at the new 
Family Justice Center of Boston. Members of the Youth 
Violence Strike Force and detectives from the depart- 
ment's Family Justice Center partnered with probation 
officers from all Boston district courts. Also participat- 
ing in the 2005 operation were officers from Brockton, 
Brookline, and Quincy 

Operation Cloak and Dagger 

Operation Cloak and Dagger was a District B-3 (Mat- 
tapan) initiative that used creative crime analysis to ad- 
dress trends throughout the neighborhood. This strate- 
gic plan and operation was a 2005 Herman Goldstein 
Problem Oriented Policing Finalist. Cloak and Dagger 
utilized the Youth and Police in Partnership Program to 
effectively address issues involving young people at risk. 
The operation used unmarked vehicles and a large num- 
ber of undercover officers on patrol. Undercover officers 
targeted individuals with outstanding arrest warrants in 
a strategy named, "Pick Off." With intelligence gathered 
throughout the police district, officers targeted firearm 
related incidents and other crimes by focusing on stolen 
motor vehicles. Another part of the plan, "Party Time," 
targeted after-hours parties to address firearm violence 
that took place between 2:00 AM and 6:00 AM. Officers 
also stepped up traffic enforcement in "Target Tango," 
increasing police presence in the neighborhoods. Many 
of the traffic stops led to the seizure of illegal firearms 
and other contraband. 

tftltlif 1 tut 

Boston Regional Intelligence Center 

In 2005, the Boston Police Departnnent unveiled the 
Boston Regional Intelligence Center (BRIC). The BRIC 
is a tirst of its kind local law enforcement resource 
dedicated to the collection, evaluation, analysis, and dis- 
semination of information about individuals and groups 
involved in chminal activity, especially street and firearm 
violence and terrorism. 

The BRIC was developed as a result of the department's 
experience during the successful 2004 Democratic 
National Convention. Law enforcement officers from 
local, state and federal agencies worked side by side 
to collect and analyze intelligence helpful to convention 
operations. The collaborative effort revealed the value 
of information sharing in any anti-crime or homeland 
security endeavor. 

The BRIC was conceived as a way to further integrate 
the intelligence capabilities of Boston, local, state, and 
federal law enforcement partners and represents a stra- 
tegic overhaul to the department's traditional intelligence 
operation. Civilian crime analysts are now embedded 
with intelligence investigators and they jointly identify 
analyze, and disseminate patterns and other relevant 
data. This significantly enhanced the department's ability 
to respond to emerging crime trends. 

The BRIC focuses on the intersection of high impact 
criminal activities, locations, and people. This includes a 
daily review of information from the previous 24 hours 
by civilian crime analysts and intelligence detectives who 
provide BPD personnel with vital, "real time" analytical 
data pertaining to crimes, crime trends, and the people 
perpetrating crimes. This data is also provided to the 
department's leadership to support specific operational 

The BRIC also collaborates with other agencies such as 
the MA "Fusion Center" and the Boston FBI Field Intel- 
ligence Office. In addition, the BRIC publishes weekly 
updated crime statistics. BRIC makes these statistics 
routinely available to the public via the city of Boston 
website and the blog. 

Within months of its launch, BRIC membership expand- 
ed. Full or part time participants include representatives 
from other law enforcement agencies, including the MA 
State Police, the MBTA Transit Police, the MA Depart- 
ment of Correction, the Suffolk County Sheriff's Office 
and the Brookline and Cambridge Police Departments. 
Also included is a representative from the private sector 
who sen/es as a liaison between law enforcement and 
the business community 


tlltllf 1 ffllfi^B 

Earning and maintaining the public trust requires that the department 
remain committed to transparency, accountability, and diversity In 2005, 
the department implemented several steps to fulfill this commitment. 


Diversity lends itself as one of the city's great strengths. 
As Boston becomes more ethnically and racially diverse, 
it is imperative that the department reflects that diversity 
In 2005, the BPD achieved the highest level of diversity 
among its personnel in department history 

For nearly 30 years, the BPD has been guided by a 
court-ordered consent decree that mandated a worl<- 
force that clearly reflects the percentage of Boston's 
Blacl< and Hispanic population. The decree remained in 
full force and effect until November 23, 2004. By that 
time, the BPD's Black and Hispanic w/orl<force made up 
34.5% of the entire department. The city's population 
stood at 38%. 

In an effort to ensure the continued diversity of the de- 
partment. Police Commissioner Kathleen O'Toole utilized 
a Civil Service Special Certification option for recruit 
officer candidates. This allowed the department to give 
preference to individuals with proficiency in Spanish, 
Cape Verdean, Haitian-Creole, and Vietnamese. The 
department also launched a campaign to encourage 
individuals of all races and ethnicities who resided in the 
city to tal<e competitive police examinations. 

As of December 31, 2005, the department reached its 
highest level of diversity in its history. Nearly 36% of 
the entire department workforce was now made up of 
African-American, Hispanic, and Asian officers. 


Investigative Excellence 

In 2005, the department continued its commitment to 
improving investigative techniques and practices. After 
implementing the recommendations of the 2004 Task 
Force on Eyewitness Evidence, the department issued 
new/ policies on how investigators conduct photo and live 
lineups, and interrogations. Efforts continue to accredit 
the latent print and ballistics units of the department. 

The main purpose of the Tasl< Force on Eyewitness 
Evidence was to improve the quality of investigations and 
prosecutions, and prevent wrongful convictions. Homi- 
cide investigations are among the most complicated and 
must be conducted in a thorough and methodical way 
Justice will only be served if a homicide investigation 
identifies the correct perpetrator(s) and that perpetrator 
is properly convicted. Boston Police Homicide inves- 
tigators and Suffolk County prosecutors continued to 
present high quality cases in 2005. More than 90% of 
homicide defendants were convicted after trial. 

Launch of 

In November 2005, the department launched BPDNews. 
com (, a first-of-its-kind police 
"weblog." The new website allows the department to 
provide direct, unfiltered communication with members of 
the public. is updated daily and is admin- 
istered by the personnel at the Office of Media Relations, 
the BRIC, and the Office of the Police Commissioner. provides up to the minute news releases, 
crime advisories, event notifications, preliminary statistics, 
and other information. The website is also used to post 
press releases, corrections and responses to published 
media reports, full transcripts of interviews and 
correspondence between the department and the media, 
missing person information and updates to high profile 
incidents and events. does not replace the official Boston 
Police Department website (http://www.cityofboston. 
gov/police). That site provides detailed, biographical 
information about the department, including directories 
of neighborhood stations, reference documents, contact 
lists, and official crime statistics. is a great example of how the depart- 
ment is exploring new ways to communicate directly with 
the public. Since the launch of last 
November, other police departments have contacted 
BPD and asked for help in establishing their own blog. 


Figure One: Violent Crime 1 986-2005 


1 5,000 r 

12,000 - 

Cb (fe <^ cfo or o* CK^ o? oT Oi' o\^ Ov^ Oi Ov' -^S^ <^ oy <^ ^ ^ 

•s^' -s,' -^ -^ -^ -^ -^ -^ -^ -^ -^ -N. -^ 'v, '\ '\ '\ '\ '\ '\ 

Crime/ statistics 

Figures 1 and 2 reflect the down- 
ward trend of violent and part one 
crime within the City of Boston over 
the last 20 years. Part one crime 
includes homicide, rape, robbery, 
aggravated assault, burglary, 
larceny, and auto theft. 

Figure Two: Part One Crinne 1986-2005 

20 Year Average: 36,384 

•C? ^ •^ -^ -^ -^ ^ -^ ~^' ^ -^ ^ ^ ^ ">, 'V 'V '\ '\ ■>/ 


Figure Three: Part One Comparison 2004-2005 

Crime Types 
















Aggravated Assault 












Vehicle Theft* 




Total Part 1 




Figure 3 reflects the 5% decrease 
of part one crime when comparing 
2005 and 2004. Figure 4 repre- 
sents the trends in the occurrence 
of homicide, from the highs of the 
early 90's and the gradual decrease 
at the end of the decade. As 2000 
approached, the incidence of homi- 
cide increased and the department 
saw this increase continue in 2005. 

"Includes Attempts 

200 r 

150 - 


Figure Four: Honnicide 1986-2005 

20 Year Average: 51 

<" <* <" -r <^ <* -^ -c -v -v.' •^' <■ -v -v "v % 'V '\ '\ % 


Internal Affairs Investigative Process 

After researching a complaint against an officer, the 
IAD investigator prepares a report and submits it with 
his/her recommendation to the IAD Team Leader. After 
further review the reports are forwarded through the 
chain-of-command to the Chief of the Bureau of Internal 
Investigations (B.I.I.). After the Chief of B.I.I, reviews and 
accepts the reports, the completed report with a recom- 
mended finding is forwarded to the Legal Advisor for the 
Boston Police Department, and ultimately to the Police 

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


Sufficient evidence supports the complainant's allega- 
tions and personnel are subject to disciplinary action. 
This finding may reflect a need for some action. 

Not Sustained: 

Investigation failed to prove or disprove the allegations. 

The weakest finding, as it reflects the inability to prove or 



Investigation reveals action complained of did not occur. 


Action complained of did occur - however, action was 
reasonable, proper and legal. May reflect a need for 
training or a change/creation of a policy 

If a citizen is not satisfied with the investigative process, 
he/she may make an appeal to the Community Appeals 

Allegations Against Department Personnel - 2005 

1% Self Identification (5) 

1% Details/ Overtime (7) 

3% Alcohol & Sustance Abuse (12) 

3% Duties & Responsibilities (15) 

4% Directives & Orders (1 9) 

5% Untruthfulness (23) 

5% Attendance/Reporting for Duty (24) 

7% Miscellaneous Rules Violation (35) 

7% Conformance to Laws (37) 

1 0% .... Excessive Force (49) 

13% ....Conduct Unbecoming (52) 

16% ....Negligence/Abuse of Discretion (78) 

1 7% .... Respectful Treatment (84) 



250 r 
200 - 

Dispositions Of 
Individual Allegations 
Against BPD Personnel 

II .Ml llJ-^^^M-L. 

Sustained | Unfounded | Pending 

Not Sustained Exonerated 

350 - 
300 - 

IAD Complaints 2001 - 2005 



_i^ — J 

2001 2002 2003 2004 2005 2001 2002 2003 2004 2005 



Law Enforcement Memorial Dedication 

Ideas for Change Awards 

In 2005, the department held its first "Ideas for Change" 
Award Program. Conceived by the Commissioner's 
Advisory Committee, the program was a competition 
open to all department employees who had innovative 
ideas to improve the efficiency and operation of the 
department. The Advisory Committee consisted of rank 
and file sworn and civilian personnel. Candidates for 
the award submitted their idea in writing to the Advisory 
Committee for consideration and a final list of nominees 
was presented to the Police Commissioner. 

Candidates submitted 86 ideas for consideration by the 
award program committee and 1 2 were selected as 
winners in 2005. Six department personnel received 
honorable mention. The award winning ideas were 
presented to the appropriate police bureaus for imple- 

On Monday October 3, 2005, the department unveiled 
the Law Enforcement Memorial at Boston Police Head- 
quarters. This beautiful memorial honors all Boston 
Police Officers, from the first watchmen in 1 854 to 
police officers of the 2 1 st century 

The Memorial is the culmination of a 10-year-long 
project created and organized by the Boston Police 
Relief Association and chaired by Captain Robert 
Flaherty and was funded by the contributions of 
department employees, sworn and civilian. 

The memorial is set upon a granite plaza. On the 
memohal itself is a sculptural relief that depicts the 
history of the department and a stainless steel Boston 
Police badge. In front and to the right of the memorial is 
a sculpture of an eternal flame, a bright blue glow 
reflecting throughout the site, a symbol of the depart- 
ment's perpetual commitment to serve the community 

At the dedication ceremony Police Commissioner O'Toole 
read the following quote attributed in 1937 to Boston 
Police Captain Thomas S. J. Kavanaugh: 

"The calling of a policeman is a profession - a very 
useful and responsible one - with duties, tasks and 
obligations so numerous and of such importance that 
no young man should ever try to become an officer 
unless he is ready to meet these obligations and has 
a special aptitude or vocation for the position." 

aK. ^ 



Office of the 

Police Commissioner 

Office of 



Office of 



Office of the 



Office of 

Office of 


Office of 





Bureau of 




Bureau of 



Bureau of 
& Technology 

Bureau of 



Bureau of