375,379.383,387,391,395,399,403,407,415,419,423,427,431,433,435,437,439,441, 445,449,453 CHESTNUT RIDGE ROAD., 50, 123, 200 TICE BLVD.
129,136,143,160,172,188,216,281 BROADWAY. 42 KINDERKAMACK, 25 PROSPECT.
100, 155, 300, TICE BLVD., 477, 485, 585 CHESTNUT RIDGE.
3,21,80,82,84,86,88,90,92,94,98,104, 115,116,123,126 BROADWAY
210 BROADWAY, 430,555 CHESTNUT RIDGE ROAD 364 GLEN ROAD 290 WERIMUS ROAD
150,200,250,300,400,450,470,520,530,595 CHESTNUT RIDGE ROAD. 295 GLEN ROAD, 87, 100 OVERLOOK, 32,171,PASCACK ROAD, 45,209,223 WOODCLIFF AVENUE., 430,555 CHESTNUT RIDGE ROAD, 165 WERIMUS ROAD.
In October of 2001, the next phase of the Community Policing Sector project. An actual notebook binder was created including a list of each household the officer was to visit in his sector. A checklist type of document was utilized to list households visited, and those still pending. The lieutenant could, at a glance keep tract of each officer’s progress with “spot inspections” of the officer’s notebook. A notice of this program was announced to the residents in the town newsletter, copy attached, advising the residents that offices will be visiting their homes. Officers were given “business” cards with their names on it, as well as a letter from me, the Police Chief, explaining the program, see example attached.Each officer was then responsible for setting up his/her notebook. This consisted of an individual record sheet for each household. This sheet would include our present resident information card, as well as an alarm card if they had an alarm system. When the officer made contact with the homeowner while assigned canvassing duties, the officer would introduce himself and present the homeowner with his card and the police chief’s letter. Once the program was explained, the officer would, with the assistance of the homeowner, update the various information cards. Once completed, the officer would then indicate this on the “Daily Report”, attached, and in his/her notebook that the household was visited. The officer would then be required to complete a “monthly report” attached, indicating the number of home attempted, as well as completed. This report would be submitted to the lieutenant and complied. This information would be taken by the lieutenant, and transcribed to the monthly Community Policing Canvass report, listing the totals of both attempts and completions. Over the past several years two significant statistics have developed. Our rate of calls for suspicious vehicles, called in by our residents has increased. This in conjunction with the fact that where were no burglaries reported in that following year. We have also enhanced the program and have added the following tasks that are performed by our sector officers.
The Community Policing Sector program has been established to focus our officers’ efforts in an efficient manor. Each officer has been given responsibility, accountability and ownership of his/her sector. They are tasked to first canvass their sector in order to introduce themselves to their assigned residents. They also complete tasks in their sectors that were once completed in a haphazard manner. They have also been given opportunities to work as a problem solver for any neighbor disputes, or for any specific problems such as parking, speeders, or traffic problems. Officers have the ability to request for their sectors traffic surveys, deployment of a speed sign warning speeders of their speed, and traffic enforcement. Officers are allowed to attend specific neighborhood meeting in already established organizations. Over the past year and a half, our officers have already intervened in neighbor disputes over vegetation at the homeowner’s property line, as well as attempting to communicate Borough Ordinance interpretation for parking complaints. Our officers have also acted in a pro-active manor by having completed surveys within their sectors and then advising home-owners’ that their homes are not well lit and may attract burglars. Our officers have also complied lists of vegetation view obstruction at various intersections within their sector. This information has been forwarded to our traffic bureau for further inspection and possible action.
Ours Sergeants have been tasked with a similar sector program regarding our business establishments in town. Each sergeant is assigned approximately 30 businesses to act as a point of contact for the business owner. The sergeant is also tasked to visit each business, and update alarm and emergency night contact phone numbers. They have been instrumental in organizing meetings with business owners and our officers and detectives to discuss problem solving regarding thefts, shoplifting, breakings, and security measures. These contacts are on going, and are reported monthly as our patrol officers report their contacts. A lieutenant is tasked to assemble and report the sergeants’ business sector contacts on a monthly basis. They too are issued a notebook containing the businesses and information sheets, which are required to be updated. The Community Policing Sector program has been received well by the Mayor and Council. We have received favorable reviews through our governing body regarding the implementation of this program. So far, we have not had any “down sides” since we implemented the program. As stated above, each officer has the ability to get “creative”, within the sector. They have the ability to make suggestions as well as in consulting with our lieutenants regarding implementing programs. They also coordinate with our traffic, detective and juvenile bureaus. This constantly evolving program has no limits other than our officer’s imaginations.
Each patrol officer retains their sector until they are promoted to the rank of sergeant. The average time on the job for promotion in our agency ranges from 12 to 15 years on the average. A new officer coming out of the academy this year will be assigned this sector for that length of time. This results in a level of consistency that we could not have achieved otherwise. Our officers assigned to their sectors will by the nature of the program be more readily capable of observing something “out of place” in their sector sooner than another officer patrolling that side of town. Each officer has been given a “voice mail box”. The officers have utilized this tool to assist them in communicating with their sector residents when on rotating shifts. I would like to illustrate specific examples of how both the Community/Business Sector program has had a positive effect in reducing crime, and in solving problems within our town.
The second incident resulted from a shoplifting ring that had entered several stores in the Tice’s Corner Mall. Three stores were hit. The business owners called each other asking if individuals fitting the “MO” that we described in our meeting with them, were going store to store. When one of the stores discovered that a large quantity of clothing was taken, they notified our agency. A second storeowner also advised us that the suspects were in their store giving a detailed description of the actors and their vehicle. The actors fled, followed by our officers. They abandoned their vehicle, with almost $10,000. in stolen clothing from three of the stores in the mall. Officers apprehended one suspect, as well as seizing the vehicle, and recovering the stolen clothing.
Ex-Police Chief Anthony Jannicelli was proud to have the IACP Police Chief Magazine feature our program in their January 2003 addition. As a result of this article, he had received many requests for information for our sector program. Police Chiefs from around the country have expressed an interest in adopting our program for their agency.
Chief John Burns, Woodcliff Lake Police Department
MARZ DRIVE (MULHOLLAND DEVELOPMENT)
OLDE ENGLISH COURT
OLD MILL ROAD
WERIMUS ROAD (#172-#3)
NORTH WRIGHT STREET
SOUTH VAN RIPER LANE
GLEN ROAD (#232 corner of Spring Valley Road to #128 corner of Ravine Drive)
FOX HOLLOW LANE
OAKWOOD DRIVE( #22-#45)
OLDE WOODS LANE
MAPLE HILL ROAD
WOODCLIFF AVENUE (#223-#135) Corner of Werimus Road to corner of Daniel Court)