States of Jersey Police: Policing Plan 2026

R.16/2026

Contents

Foreword by the Chair of the Jersey Police Authority...................................................3 Foreword by Chief Officer Robin Smith ................................................................................4 Executive Summary ................................................................................................................5 Policing Plan on a Page 2026 ..................................................................................................6 Financial Planning 2026 - 2029 ...............................................................................................7 Strategic Vision, Performance Measurement and Evaluation ...............................................8 Outcomes-Based Accountability ............................................................................................9 Keeping People Safe .............................................................................................................10 Problem-Solving Policing ......................................................................................................12 Our People our Culture .........................................................................................................14 Preventing Crime and Bringing Offenders to Justice ............................................................16 Efficiency, Technology and Value for Money ........................................................................18

Foreword by the Chair of the Jersey Police Authority (JPA), Simon Harman

I am pleased to present the 2026 Policing Plan, together with the accompanying four-year financial plan through to 2029, as required by legislation, alongside the Government Plan. This plan sets out how the States of Jersey Police will continue to keep islanders safe, protect the most vulnerable, and maintain public confidence in

policing, while operating in a challenging and tightly constrained financial environment.

Policing in Jersey, as elsewhere, is inherently people intensive. Approximately 91% of the States of Jersey Police's expenditure relates to staffing. While this reflects the essential human nature of policing, it also limits flexibility when budgets are under pressure and savings are required. The Jersey Police Authority has been clear in advising the States Assembly that the current Government Plan funding profile represents a reduction in resourcing, at a point when the complexity, breadth and intensity of policing demand continue to grow.

Demand  is  shaped  not  only  by  traditional  crime,  but  also  by  wider  societal  change,  technological advancement, and rising public expectations. In particular, implementation of the Violence Against Women and  Girls  Taskforce  recommendations,  alongside  anticipated  legislative  change,  is  already  increasing pressures on investigative teams. Greater awareness, higher reporting, and the need for more specialist, victim focused responses are necessary and welcome developments, but they must be appropriately recognised and resourced.

Against this backdrop, the Authority welcomes the Government's decision to increase the States of Jersey Police's expenditure in 2026 by £240,000. This targeted investment strengthens the organisation's capacity to respond to rising and increasingly complex demand, with a focus on areas where additional capability will deliver tangible benefits to the public. The uplift is intended to support modern investigative capacity and strengthen preventative, community focused policing, helping to reduce harm, improve timeliness, and maintain visible reassurance across the Island.

Importantly, this approach also reinforces the principle of operational independence. Effective policing depends on professional judgement being exercised in response to threat, risk and harm, underpinned by transparent and democratic decisions about funding and priorities. The Jersey Police Authority welcomes the Government's explicit recognition of this balance.

The Government has also been clear that this uplift is a targeted measure rather than a solution to all staffing pressures anticipated in 2026. The Authority considers this a constructive and proportionate response in a complex fiscal context. We will continue to work with Ministers, the States Assembly and partners to support sustainable, efficient and effective policing for Jersey.

This  Policing  Plan  provides  a  clear,  outcome  focused  framework  for  delivery,  accountability  and improvement. On behalf of the Jersey Police Authority, I present it to the Minister for Justice and Home Affairs and to the public, and I thank the officers and staff of the States of Jersey Police, together with our Honorary Police colleagues and partners, for their continued professionalism and commitment in serving the Island.

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Foreword by the Chief Officer, Robin Smith

It is my privilege to introduce the Policing Plan 2026, our strategic commitment to keeping Jersey safe and secure. This plan reflects our unwavering focus on three  core  priorities:  public  safety,  bringing  offenders  to  justice,  and  the wellbeing of our staff, alongside the vital role of community partnerships.

We police with the consent of those we serve, and the trust and confidence of islanders remain central to everything we do.

Public safety is paramount. We will continue to protect vulnerable groups, prevent crime, and reduce harm on our roads through targeted education, enforcement, and collaboration. Tackling violence against women and girls, safeguarding children and vulnerable adults, and addressing anti-social behaviour are central to our mission.

Preventing crime and bringing offenders to justice is fundamental to maintaining public confidence. We are committed to delivering high-quality investigations, disrupting organised crime, and ensuring victims receive the support they deserve. Our approach will be intelligence-led and proactive, enabling us to respond effectively to emerging threats.

Equally, we recognise that our people are our greatest asset. Through our Wellbeing Strategy and a culture of professionalism and integrity, we will support resilience, health, and development. A motivated and well-supported workforce is essential to delivering exceptional policing services which islanders rightly expect and demand.

Community  partnerships,  particularly  with  the  adoption  of  the  Building  a  Safer  Community  (BASC) Framework and the Youth Justice Roadmap, are critical to achieving these goals. By working closely with government,  our  Honorary  Police  colleagues,  schools,  and  voluntary  organisations,  we  will  deliver integrated, preventative solutions that reduce harm and build trust. Whilst Jersey is a safe place to live, work and visit, our single greatest threat is complacency.

This plan will not allow any distraction from our core mission of keeping islanders safe. It sets out clear actions and measurable outcomes. It demonstrates our commitment to innovation, efficiency, value for money and a relentless determination to provide the very best policing service for Jersey.

Executive Summary

The Policing Plan 2026 sets out a clear and ambitious programme for delivering highquality, ethical, and modern policing for Jersey. Built around five strategic pillars, the plan combines narrative clarity with targeted operational actions to ensure the States of Jersey Police (SOJP) continues to protect the public, reduce harm, and strengthen confidence in policing.

At its core, the plan focuses on keeping people safe, with particular emphasis on vulnerable groups, road safety, early intervention, and tackling Violence Against Women and Girls (VAWG). Through stronger partnerships, targeted prevention campaigns, and timely safeguarding activity, SOJP aims to deliver earlier identification of risk and more effective multiagency responses.

A central theme of the plan is the commitment to dataled, partnershipdriven problem solving. By embedding OSARA (Objective', Scanning', Analysis', Response', Assessment'), strengthening intelligence sharing, and implementing the Right Care, Right Person approach, SOJP will reduce avoidable demand and ensure calls for service are routed to the most appropriate agency.

The plan also places strong emphasis on people and culture, recognising that a wellsupported, professional workforce is essential to providing highquality policing. Year2 delivery of the Wellbeing Strategy, leadership development, improved internal communications, and rigorous ethical standards form the backbone of organisational culture.

In the area of investigations and justice, SOJP commits to raising investigative quality, supporting victims through the Victims' Charter, improving digital forensic capability, and enhancing partnership tasking to disrupt the most harmful offenders.

Finally, the plan outlines a clear path for efficiency, technology, and value for money, ensuring SOJP delivers strong governance, accurate financial forecasting, improved demand analysis, and a modern digital estate. The introduction of LEDS (Law Enforcement Digital Service), expansion of selfservice options, and development of a new Digital Strategy will support transformation, innovation, and improved public service.

The Performance Framework will be used to balance strategic narrative with concise, auditable actions. This structure is specifically designed to complement the detailed linebyline Performance Management Framework currently in development, ensuring every commitment in the plan is supported by measurable indicators, clear ownership, and strong governance.

Policing Plan on a Page 2026

Each year, the JPA prepares an Annual Policing Plan for SOJP for the following financial year (2026) and for the rolling 3 financial years that follow. (2027, 2028 and 2029) to align with the Government Plan and Budget.

Each year, a set of objectives is chosen as the strategic vision for the 12-month reporting period. The graphic below outlines the 5 pillars of the vision for 2026 and the 19 objectives that will underpin the successful completion of this year's performance framework.

Financial Planning 2026 – 2029

The proposed police budget for 2026, as set out in the Government Plan, was amended  following review by the Children, Education and Home Affairs Scrutiny Panel to increase  funding for the States of Jersey Police. While the final approved figures have not yet been  formally published at the time of writing, the States Assembly has approved an increase of  £240,000 (net £225,000 once savings allocation taken into account).

Approximately 91% of the police budget is attributable to staff costs, reflecting the workforce-intensive nature of policing and the reliance on a skilled, trained, and resilient workforce to deliver core services. Demand for policing services remains consistently high and is expected to increase from 2026 onwards, particularly as new legislation introduces additional duties, complexity and regulatory requirements.

The budget profile published in the Proposed Budget 2026 to 2029 Annex (see extract below) raised concerns that resourcing would reduce at a time when policing demand in Jersey is growing in scale, complexity, and intensity. Without sustained and adequate investment, there is a clear risk to workforce sustainability, service capacity, and the ability of the States of Jersey Police to respond effectively to emerging legislative and operational pressures.

The Jersey Police Authority welcomes the constructive and proportionate approach taken through the Scrutiny process and will continue to work with Ministers and stakeholders to support sustainable, efficient, and effective policing that maintains public safety and confidence across the Island.

Strategic Vision

As we implement the policing plan, our focus is on sustaining Jersey's reputation as a safe and secure Island with low crime rates. We will prioritise protecting vulnerable members of the community and delivering strong support to victims of crime. By fostering trust and confidence, we enable the police service to provide exceptional care and protection while ensuring resources are deployed efficiently.

The Jersey Police Authority details its Outcomes Based Accountability (OBA) approach in its Annual Reports. We assess SOJP strategies and initiatives by examining their objectives, actions, andmost criticallytheir outcomes and impact. This systematic evaluation builds an evidence base that guides future decisions and ensures SOJP strategies deliver meaningful results for Jersey.

Performance Measurement and Evaluation

The fundamental outcomes of policing activities are to protect and ensure the safety, security, and wellbeing of our community. To understand how we are doing as a service we measure and evaluate our performance using an outcome-based accountability approach.

We track the States of Jersey Police's progress against desired outcome by using key indicators organised around the three questions - How much did we do? How well did we do it? Is anyone better off?

A Community Policing example:  

We work out How Much Did We Do?' by the measurement of activities such as:  

• Number of community meetings and engagements attended  

• Increased patrols and visits to high volume crime areas  

To evaluate the quality, we ask How Well did we do it?' using:

• Feedback  from  community  meetings,  capturing  satisfaction  with  police  responsiveness  and communication with the public

• Percentage of public concerns addressed within agreed timeframes

To evaluate effectiveness, we ask is Anyone better off?' by measuring outcomes and impacts using:

• Localised  crime  figures  that  most  affect  the  community  such  as  vandalism,  thefts  and  anti-social behaviours.

• Perception of safety based on local survey result (Jersey Opinions and Lifestyle Survey)

This framework will assist the JPA and SOJP to develop a robust Performance Framework that ensure we can measure and evaluate the performance of the SOJP on behalf of the public of Jersey.

Establishing a Performance Framework using Outcomes Based Accountability

The States of Jersey Police conducts performance analysis and evaluation using analytical and data science methods. Analysis is presented monthly at the States of Jersey Police Performance Management Board and every quarter to the Jersey Police Authority.

By incorporating these measures into an outcomes-based accountability framework, we can systematically assess SOJP performance. A line-by-line assessment against the Performance Framework will demonstrate accountability to stakeholders and drive continuous improvement in the pursuit of meaningful outcomes.

Outcomes-Based Accountability (OBA) is a strategic management framework that focuses on achieving specific results or outcomes, rather than just measuring activities or outputs. By applying OBA to the SOJP performance framework, a summary of measures typically involves a structured approach to assess the effectiveness and impact of programmes, services, or initiatives.

A  summary  of  the  components  for  conducting  outcomes-based  accountability  within  a  performance framework are as below:

Clear Definition of Outcomes: Clearly articulate the desired outcomes or results that the programme or initiative aims to achieve. These outcomes should be specific, measurable, achievable, relevant, and time- bound (SMART).

Performance Indicators:  Identify and establish measurable performance indicators that directly align with the defined outcomes. These indicators should provide quantifiable data to assess progress and success.

Baseline Data:  Collect relevant data before implementing the programme or initiative to establish a baseline.  Baseline  data  serve  as  a  reference  point  for  measuring  the  impact  and  effectiveness  of interventions.

Targets  and  Benchmarks:  Set  realistic,  achievable  targets  for  each  performance  indicator.  Establish benchmarks that represent desired performance levels and progress toward achieving the outcomes.

1. Keeping People Safe  

Keeping People Safe means ensuring that everyone in our community can live,  work, and travel without fear of harm. It involves preventing crime, protecting  vulnerable people, responding effectively to incidents, and working with partners  to address the underlying causes of harm. It is about creating the conditions  where  people  feel  safe,  are  safe,  and  have  confidence  in  the  services  that  safeguard them.

1. Improving Road Safety  

Aims and Outcomes  

The primary aim is to reduce deaths and serious injuries on Jersey's roads by  focusing on highrisk behaviours known as the "Fatal Five":  

Careless driving, drink/drug driving, speeding, seatbelts and mobile phone use

The expected outcome is a safer road network, fewer casualties, and improved public confidence in SOJP and its partners' proactive efforts to address antisocial and dangerous driving.

This work also aims to deliver visible deterrence at known hotspots, embed evidencebased deployments, and strengthen legislative and technological frameworks supporting road safety.

Actions and Measurements

SOJP will deliver targeted policing operations, hotspot deployments, and joint education campaigns with the Government of Jersey and the Honorary Police.

The organisation will progress safety camera provision and support forthcoming drugdrive legislation by updating policies and strengthening data quality.

Performance will be assessed through changes in Key Strategic Indicators, casualty rates, volumes of Fatal5 enforcement, feedback from partners, public perception surveys, safety camera deployment data, and trends in collision rates.

2. Supporting the "Building a Safer Community" Framework

Aims and Outcomes

The aim is to actively support Jersey's multi-agency prevention framework by aligning policing activity with shared priorities. This will deliver a more coordinated approach to community safety, strengthen early intervention,  and  enhance  the  visibility  of  SOJP's  contribution  to  education,  prevention,  and  public reassurance.

Actions and Measurements

SOJP  will  deliver  prevention  campaigns,  educational  sessions  in  schools,  and  strong  representation  at partnership boards. Impact will be assessed through the number of campaigns delivered, schoolbased outputs, partner feedback, and case studies demonstrating integrated activity.

3. Safeguarding Children and Vulnerable Adults

Aims and Outcomes

The aim is to ensure that vulnerable people are identified early, risk is effectively assessed, and interventions prevent further harm. The desired outcome is a safer environment for vulnerable individuals, fewer repeat victims, and more effective multiagency safeguarding responses.

Actions and Measurements

Actions include timely completion of risk assessments, coordinated multiagency plans, monitoring repeat missing episodes, staff training, and targeted interventions. Measurement will include timeliness of risk submissions, repeat victimisation trends, partner feedback, and qualitative case studies demonstrating early intervention.

4. Tackling VAWG, Domestic Abuse and Exploitation  

Aims and Outcomes  

The aim is to protect victims, rigorously manage perpetrators, and ensure specialist support pathways are accessible. Outcomes include reduced repeat victimisation, higher victim satisfaction, improved prosecution outcomes, and a stronger multiagency response to VAWG and domestic abuse.

Actions and Measurements

SOJP will maintain specialist referral pathways, track repeat perpetrators, and work closely with partners to improve  early  intervention  and  victim  support.  Measurement  will  include  victim  contact  timeliness, prosecution volumes, IDVA (Independent Domestic Violence Advisor) / ISVA (Independent Sexual Violence Advisor) referrals, repeat victim/suspect rates, and partner feedback on joint working

2. Problem-Solving Policing

1. Preventing Exploitation

Problem-solving  policing'  is  an  approach  to  law  enforcement  that  focuses  on  identifying and addressing the root causes of crime and public safety issues rather  than merely responding to individual incidents. It involves a proactive, collaborative  process in which police work with the community and other stakeholders to analyse  problems, develop tailored solutions, and implement strategies to prevent future  occurrences.  

This method typically follows the OSARA model, which stands for:

• Objective - What is it that you hope to achieve

• Scanning – Identifying and prioritising recurring issues or problems.

• Analysis – Understanding the underlying causes and contributing factors

• Response – Developing and implementing strategies to address the identified  issues.

• Assessment – Evaluating the effectiveness of the response and adjusting as  

needed.  

It is used to encourage officers to tackle the causes of problems, not the symptoms, and will focus on long-term solutions, enhanced community engagement and multi-agency partnerships.

Aims and Outcomes

The  aim  is  to  prevent  exploitation  of  vulnerable  young  people  through  early  identification,  stronger intelligence processes, and disruption of perpetrators. The outcome is reduced exploitation risk, improved multiagency understanding of threats, and increased disruption activity.

Actions and Measurements

Actions include updating the exploitation toolkit, refreshing the problem profile, and conducting weekly intelligence exchanges with social care. Measurement will include disruptions, intelligence submissions, outcomes from tasking, partner feedback, and case studies demonstrating improved safeguarding.

2. Reducing Youth Anti-Social Behaviour (ASB) and Crime  Aims and Outcomes  

The aim is to reduce youth offending and antisocial behaviour through early intervention and coordinated delivery of the Youth Justice Roadmap. Outcomes include fewer youthrelated incidents, improved life outcomes for young people, and stronger partnership engagement.

Actions and Measurements

SOJP will monitor delivery of the Youth Justice Roadmap, supported by regular performance reviews. The measurement includes youth ASB/crime trends, partner feedback, and case studies that evidence positive behavioural change.

3. Embedding OSARA and DataLed Problem Solving Aims and Outcomes

The aim is to embed OSARA as the core problemsolving methodology across SOJP to ensure consistent, analytical, and outcomesfocused policing. The result will be more effective prevention activity, improved opportunities for detection, and increased organisational learning.

Actions and Measurements

Actions include staff training, wider adoption of analytical tools in Azure, and enhanced reporting structures. Measurements include the proportion of staff trained, the number of OSARA plans implemented, staff feedback, and examples of successful interventions.  

4. Implementing Right Care, Right Person  Aims and Outcomes

The aim is to ensure that policing resources are focused on policing matters by diverting nonpolicing demand to the most appropriate agency. Outcomes include improved service for vulnerable people, reduced repeat demand, and more efficient deployment of police resources.

Actions and Measurements

SOJP  will  introduce  improved  triage  pathways,  demand  baselining,  quarterly  reviews,  and problemsolving sprints. Measurements include the number of diverted calls, time saved in deployment, reduction in nonpolicing repeat demand, partner feedback, and case studies demonstrating improved outcomes.

Right Care, Right Person

"Right Care, Right Person" (RCRP) is a policing approach designed to ensure that individuals experiencing mental health crises or similar vulnerabilities receive the most appropriate support from the right agency, rather than defaulting to police intervention. It prioritises collaboration between police, health services, and other partners so that care is delivered by professionals best equipped to manage the situation, reducing unnecessary police involvement and improving outcomes for individuals and communities

At the centre of the RCRP approach is a threshold to assist police in deciding when it is appropriate for them to respond to incidents, including those involving people with mental health needs.

The threshold for a police response to a mental health-related incident is:

• to investigate a crime that has occurred or is occurring; or

• to protect people, when there is a real and immediate risk to the life of a person, or of a person being subject to or at risk of serious harm

3. Our People, Our Culture  

1. Strengthening Organisational Culture  

Including  a  section  on  Our  People  and  Our  Culture  in  the  annual  policing  plan  demonstrates a strategic commitment to prioritising the well-being, development,  and values of the police workforce. It acknowledges that the quality and impact of  policing depend on the strength, morale, and alignment of officers and staff with the  organisation's mission and values.

Aims and Outcomes  

The aim is to build a positive, supportive, and ethical culture where staff feel valued  and informed. Outcomes include higher staff engagement, reduced turnover, and  improved internal trust.

Actions and Measurements  

Actions  include  preparing  datasets  for  the  Be  Heard  survey,  analysing  results,  delivering action plans, and implementing a transparent communications strategy.  Measurement will include survey results, turnover data, demographic monitoring, and  thematic feedback.

2. Delivering the Wellbeing Strategy Aims and Outcomes

The aim is to strengthen staff resilience and provide accessible wellbeing support. Outcomes include reduced sickness, improved morale, and staff feeling equipped to manage trauma exposure.

Actions and Measurements

Delivery of Trauma Resilience Training and Wellbeing Strategy Year2 actions will be measured through training  uptake,  delivery  of  recommendations,  sickness  trends,  staff  feedback,  and  case  studies demonstrating resilience.

3. Strengthening Trust, Confidence and Integrity Aims and Outcomes

The aim is to uphold the highest standards of integrity and professionalism. Outcomes include improved public confidence, stronger organisational ethics, and adequate vetting and misconduct frameworks.

Actions and Measurements

Actions  include  implementing  revised  misconduct  regulations,  improving  vetting  performance,  and delivering ethical decisionmaking training. Measurement includes Professional Standards Department timeliness, misconduct case resolution figures, vetting metrics, and staff/public feedback.

4. Developing Our People

 Aims and Outcomes

The aim is to equip staff with the skills needed to deliver highquality policing and public service. Outcomes include improved competency, consistent performance, and development opportunities across all ranks.

 Actions and Measurements

Actions include delivering Year2 Learning and Development Strategy, quarterly Training Needs Analysis, leadership  programmes,  and  revised  New  Recruit  Training.  Measurement  includes  training  volumes, delivery performance, staff feedback, and case studies showing skills development.

4. Prevent Crime and Bring Offenders to Justice  

1. Improving Investigation Quality  Aims and Outcomes  

The aim is to deliver highquality, timely, and victimfocused investigations that build  confidence, reduce attrition, and ensure offenders are brought to justice. Outcomes  include stronger case files, improved supervisory oversight, and greater consistency in  investigative standards.

Actions and Measurements  

SOJP will strengthen the quality and consistency of investigations by applying national  standards, improving the use of investigation plans, and ensuring reasonable lines of  enquiry are evidenced. Supervisory reviews and quality assurance mechanisms will be  embedded.

Key actions include:  

• Applying national investigative standards and improving investigation plans

• Strengthening supervisory review processes

• Delivering Year 1 of the National Operating Model for Rape and Serious Sexual Assault (RASSO) (aligned to Op Soteria)

• Providing specialist training and conducting internal quality assurance

Performance will be measured through file quality checks, victim communication timeliness, detection rates,  supervisory  compliance,  and  audit  or  inspection  findings.  An  independent  peer  will  review investigative quality, timeliness, allocation, and systemic challenges.

2. Delivering Quality Victim Care  Aims and Outcomes  

The aim is to ensure victims receive timely, effective, and compassionate support. Outcomes include higher victim satisfaction, reduced attrition, and improved safeguarding.

Actions and Measurements

SOJP will ensure every victim receives a needs assessment and that updates are provided in accordance with the Victims' Charter. Officers will ensure victims are consistently signposted to appropriate specialist services.

Key actions include completing victim needs assessments, reviewing and improving compliance with the Victims' Charter and delivering timely victim updates and signposting to services.

Performance will be measured by including compliance with updated standards, referral rates to Victims First Jersey, attrition trends, survey data, and case studies evidencing good victim care.

3. Digital Forensics & Evidence Management Aims and Outcomes

The aim is to ensure SOJP delivers efficient, timely, and reliable digital forensic services. Outcomes include managed backlogs, effective turnaround times, and stronger evidential integrity.

Actions and Measurements

SOJP will modernise digital forensic workflows, implement automation, and ensure lifecycle integrity of digital evidence. A business plan will be developed for future digital demand.

Key actions include:

• Meeting turnaround times and improving workflows

• Implementing automation and strengthening evidential integrity measures  

• Triaging demand and managing expectations based on Threat, Harm and Risk  

• Developing plans to meet future technology and demand challenges  

Performance Measurements will include turnaround time, backlog reduction, user satisfaction, and audit outcomes.

4. Managing the Most Harmful Offenders Aims and Outcomes

The aim is to disrupt and prosecute the most harmful offenders, including Organised Crime Groups (OCGs) and persistent offenders. Outcomes include reduced reoffending, greater disruption activity, and stronger partnership tasking.

Actions and Measurements

SOJP will evolve OCG mapping with partners, drive disruption activity, and embed Tactical Tasking and Coordination Group (TTCG) objectives.

Key actions include:

• Improved mapping of OCGs

• Targeted disruption and prosecution activity  

• Embedding TTCG processes

Measurement will include disruption rates, reoffending indicators, completion of required visits, and case studies demonstrating positive operational outcomes.

5. Efficiency, Technology & Value for Money  

1. Delivering Efficient Services Within Budget  Aims and Outcomes  

The  aim  is  to  ensure  SOJP  delivers  efficient  services  with  strong  financial  governance.  Outcomes  include  accurate  forecasting,  reduced  variance,  and  improved organisational decisionmaking.

Actions and Measurements  

SOJP will deliver services within budget, maintain accurate financial forecasting, and  implement the new Force Operating Model.  

 The new Force Operating Model will enhance SoJP's investigative capability and  capacity by taking the following actions:  

• Investment in RASSO (Rape and Serious Sexual Offences) investigators, with seven  additional officers dedicated to safeguarding investigations  

• An enhanced Criminal Investigations Department (CID), merging financial, drug,  and mainstream investigations for unified crime management to increase capacity and capability

• Recruitment of ten new local police officers to address vacancies and ensure continuity of service

• Changes to the structure of the Community Policing Team (CPT) to include the combining of the Offender Management Unit (OMU) into a new Police Community Safety Policing Team (PCST.) This integration creates a single, specialist team focused on visible policing, problem-solving, and the management of offenders living in our parishes

These changes are designed to ensure SOJP remains effective, efficient, and focused on public safety, while also supporting officer and staff wellbeing and adapting to the island's evolving needs. Recommendations from inspections and audits will be addressed.

This model reflects a shift toward a more proactive, technology-enabled, and community-focused policing approach, balancing operational effectiveness with financial sustainability.

Key actions include:

• Monthly finance monitoring and oversight of staff costs

• Implementing the new Force Operating Model

• Delivering recommendations from national inspections, peer reviews and audits

• Creating a Policy Lifecycle Management Framework

Measurements include variance analysis, achievement of costsaving targets, audit feedback, and policy library compliance.

2. Understanding Demand for Effective Resourcing Aims and Outcomes  

The aim is to enhance understanding of demand drivers to ensure SOJP deploys its resources  in the right place at the right time. Outcomes include improved planning, better allocation, and a stronger evidence base.

Actions and Measurements

SOJP will improve data quality, deliver the 2026 Force Management Statement and MoRiLE Assessment, and conduct a detailed Strategic Assessment of Demand.

Key actions include:

• Improving data quality and records management

• Delivering the Force Management Statement and MoRiLE Assessment

• Producing a comprehensive Strategic Assessment of Demand

Performance Measurements will include data quality indicators, dashboard performance, delivery of the Force Management Statement (FMS) and assessment products, and evidence of improved resource allocation.

3. Maximising Digital Innovation & Transformation Aims and Outcomes

The aim is to modernise SOJP's digital estate, embrace innovation, and exploit opportunities for AI and automation. Outcomes include improved efficiency, enhanced cybersecurity, and better staff experience.

Actions and Measurements

SOJP will implement national systems, expand digital selfservice, and pilot new technology such as the recently launched Kulpa Application

A Digital Strategy will guide future innovation. Key actions include:  

• Implementing the new LEDS (subject to Home Office timelines) - Expanding website selfservice options.

• Piloting Kulpa for secure evidence capture.

• Developing and delivering a Digital Strategy.

• Introducing AI solutions, upgrading legacy systems and automating processes.

Performance Measurement will include digital milestones achieved, usage levels, automation benefits, security audit results, and staff feedback.