States of Jersey Police Annual Report 2025

R.80/2026

Table of Contents

1. Foreword Chair ................................................. 4
2. Foreword Chief ................................................. 5
3. Policing Plan ................................................... 7
4. Keeping People Safe .............................................. 8

1. Deliver the National Operating Model for Rape and Serious Sexual Offences (RASSO) and the Joint Domestic Abuse Action Plan (SoJP/LOD) ............................... 8
2. Deliver the SoJP Corporate Parenting Action Plan ....................................... 10

3. Improve the safety and reduce road risk for all road users through focused education and enforcement (Fatal 5). .................................................................. 12

4. Collaborate with partners on the island strategy for road safety (Collision and Casualty Reduction Plan). ................................................................................... 14

5. Problem Solving Policing ............................................................................... 15

1. Work with partners to identify those at risk of criminal exploitation and ensure they are supported and referred to the appropriate agencies. ................................ 15

2. In conjunction with partners, use effective interventions for children engaged in criminal behaviour .......................................................................................... 16

3. Enhance the use of data driven analysis in the prevention and detection of

crime .18

6. Our People Our Culture ................................................................................. 19

1. Create a culture and environment where our staff can thrive through the fulfilment of the Equality, Diversity, and Inclusion Strategy ................................... 19
2. Deliver the Wellbeing Strategy to ensure the safety, health and overall welfare of our people. ..................................................................................................... 20
3. Maintain the trust and confidence of the community by ensuring our people demonstrate SoJP Values and the Code of Ethics ................................................. 21

4. Empower our people to provide exceptional public service through the delivery of the Learning and Development Strategy ............................................... 23

7. Preventing Crime and Bringing Offenders to Justice ....................................... 25

1. Strengthen our relationship with criminal justice partners including the Law Officers Department, to ensure more efficient and effective processes to bring offenders to justice ............................................................................................. 25
2. Carry out the SoJP recommendations of the MONEYVAL inspection ............ 27

3. Improve our understanding of and response towards those who inflict the most harm in our community .............................................................................. 28

8. Providing Value for Money ............................................................................. 29

1. Provide policing services in line with the 2025 budget allocation ................. 29

2. Determine drivers and improve understanding of current and future demand to enable effective resourcing decisions .............................................................. 31

3. Maximise effectiveness, efficiencies and opportunities for digital innovation including Artificial Intelligence solutions. ............................................................. 33

9. Key Policing Events 2025................................................................................ 37

10. Financial Statement ...................................................................................... 38
11. Human Resources ......................................................................................... 39

1. Foreword Chair

I am pleased to present the Jersey Police Authority's Annual Report for 2025, a year in which the Authority continued to provide independent assurance, robust scrutiny, and constructive support to the States of Jersey Police as they delivered policing services for our Island community.

2025 was a year shaped by both challenge and achievement. The Authority monitored several complex operational investigations, including Operation Nectar, which represented a significant undertaking for the Force and the wider criminal justice system. Throughout this period, the professionalism and resilience

shown by officers and staff were evident, and the Authority is grateful for their continued commitment to public safety during periods of sustained pressure.

Infrastructure investment also marked an important milestone this year. The opening of the new firearms range provided not only a modern facility that enhances officer capability and safety but also brings tangible operational efficiencies by significantly reducing the need for off-island travel for mandatory training. This improvement supports wellbeing, reduces cost pressures, and reflects the longer-term value of investment in local capability.

The Authority is equally proud to recognise exceptional individual achievements within the organisation. Detective Chief Inspector Chris Beechey's award of the King's Police Medal and Detective Superintendent Alison Fossey's appointment as MBE are testimony to their exemplary service, leadership and contribution to policing in Jersey. Their honours underline the professionalism across the States of Jersey Police and the positive impact their work has had on victims, communities and colleagues.

This year also marked an important personal milestone for Chief Officer Robin Smith, who completed 40 years of service in policing. The Authority records its appreciation for his steadfast leadership and the clarity of purpose he brings to the Force during a period of evolving demand, complex safeguarding responsibilities, and rapid technological change.

As we look ahead, the Authority will continue to focus on ensuring policing in

Jersey remains well governed, properly resourced, and responsive to the needs of the public. We remain committed to supporting the States of Jersey Police in maintaining a safe island, enhancing public confidence, and delivering value for money through effective oversight of the policing budget and Policing Plan priorities.

On behalf of the Jersey Police Authority, I extend my thanks to all officers, staff and volunteers who have served the Island with dedication throughout 2025. Their continued service ensures that Jersey remains one of the safest places to live, work and visit.

Simon Harman

Chair

Jersey Police Authority

2. Foreword Chief

I am proud to present the States of Jersey Police Annual Report for 2025.

Jersey remains a safe place to live, work and visit. Overall crime remains relatively low but there can be no place for complacency. Our officers and staff work tirelessly to keep islanders safe, to catch criminals, and to bring those who cause harm to justice. That fundamental mission remains at the heart of everything we do.

Maintaining trust and confidence in policing is essential if we are to deliver that mission. The Jersey Opinions and Lifestyle Survey (JOLS) continue to show strong public confidence in the States of Jersey Police. I am grateful to islanders for that confidence, and for their willingness to report crime, share intelligence and seek our support when they need it most.

Demand on policing continues to evolve. Around fourfifths of our work is noncrime related, with sustained increases in calls linked to concern for safety, welfare and mental health. These incidents are often complex and resourceintensive, requiring close partnership working to ensure the right agencies respond effectively.

While overall crime remains low, 2025 saw significant increases in violence against women and girls, domestic abuse and sexual offending. These offences cause profound harm and place considerable pressure on our investigative teams, particularly within the Criminal Investigations Department and the Public Protection Unit. The Government of Jersey's Violence Against Women and Girls Action Plan, alongside recent legislative change, has strengthened protections for women and girls and improved the systemwide response. Increased reporting reflects growing confidence in policing and partners, but it also brings an obligation to deliver highquality, victimfocused investigations.

Policing itself is changing particularly around online and cyberenabled crime. Around 92% of recorded crime now carries a digital footprint. This places significant pressure on our Digital Forensics Unit. I welcome the investment from the Government of Jersey and the Criminal Offences Confiscation Fund into digital forensics capability, which is essential if policing is to remain effective against modern criminal threats.

Criminals are increasingly entrepreneurial, adaptive and technologically capable. The States of Jersey Police must be equally agile - anticipating risk, innovating responsibly and adapting to new and emerging forms of crime.

I am grateful for the rigorous challenge and constructive support provided throughout the year by the Minister for Justice and Home Affairs and the Jersey Police Authority. Their oversight plays a vital role in ensuring the States of Jersey Police remains efficient, effective and focused on delivering value for the public we serve.

Above all, I am immensely proud to lead the dedicated, professional and committed officers and staff who make up the States of Jersey Police. Their integrity, resilience and public service ethos underpin public confidence and ensure Jersey remains one of the safest communities in which to live.

Robin Smith

Chief Officer

States of Jersey Police

3. Policing Plan

The Policing Plan is rooted in a strategic vision centred on maintaining public safety and safeguarding those people most at risk. It details key shared initiatives, such as tackling violence against women and girls (VAWG), promoting road safety, and building stronger partnerships to prevent crime and support care experienced youths. Operational actions are carefully designed to align with these objectives, leveraging technology, training, and collaboration with partner agencies to deliver tangible results. To ensure the plan's success, measurable outcomes are clearly defined, focusing on building public trust, reducing youth involvement in crime, and improving overall safety. Resource allocation is carefully managed, with officers and detailed budgeting to ensure accountability and efficiency.

In addition to the detailed Policing Plan, a shortened version called the Policing Plan on a Page is also developed to use as a guideline for Officers and Staff to be aware of the annual vision. This is also used in alignment with their individual development and performance goals.

Whilst this annual report sets out delivery against our 2025 plan, below is our 2026 plan:  

4. Keeping People Safe

STRATEGIC VISION - OUTCOME 1: KEEPING PEOPLE SAFE

"Keeping People Safe" in policing refers to the primary mission and responsibility of the States of Jersey Police (SoJP) to protect the lives, well-being, and property of individuals and communities within Jersey. "Keeping People Safe" in policing means a comprehensive and multifaceted approach to policing that prioritises the protection and well-being of individuals and communities, fostering positive relationships and trust between the SoJP and the community we serve. It requires a balance between crime prevention, effective response, community engagement, and adherence to the principles of justice and fairness.

1. Deliver the National Operating Model for Rape and Serious Sexual Offences (RASSO) and the Joint Domestic Abuse Action Plan (SoJP/LOD)

• Deliver the National Operating Model "NOM" for RASSO

• Deliver the Joint Domestic Abuse Action Plan

DELIVERABLES AND OUTCOMES: National Operating Model for RASSO

In 2024, the States of Jersey Police began embedding a new operating model, Operation Soteria, to transform the investigation of rape and serious sexual offences. The programme is underpinned by the vision "to build trust, deliver justice, and protect communities by responding to RASSO with unwavering commitment to quality investigations, supporting victims/survivors and a relentless focus on holding offenders to account."

During 2025, the transformation plan advanced significantly. All detectives received two days of Operation Soteria training delivered by the Home Officefunded Joint Unit, which also undertook a peer review of SoJP; its recommendations were incorporated into the transformation plan which guided delivery across a number of workstreams:

• Data analytics and supporting software were redeveloped to enable more reliable complex analysis of sexual offences, alongside the creation of a RASSO problem profile.

• A comprehensive SharePoint library contains national and local guidance, investigative products, and standardised documentation, and the victim information booklet was updated to better support victims' understanding of the criminal justice process.

• Operational capability has continued to mature, with the creation of a dedicated RASSO investigator role profile, completion of frontline learning modules across all uniformed

departments, and the embedding of wellbeing provisions including clinical supervision.

• Specialist panels reviewing no further action' decisions are now well established and include participation from the Law Officers Department.

• SoJP has also secured a licence to use the NOM digital app, providing investigators with a quickreference tool from January 2026.

• In parallel, Operation Visible has strengthened the force's proactive response to violence against women and girls. This initiative is focused on proactive and preventative policing activity within the nighttime economy.

Activity to improve outcomes remains ongoing. A RASSO case audit is underway to assess the impact of the programme and identify positive and negative thematic practices, which will inform an updated Pillars selfassessment and refreshed implementation plan. The force has also participated in the independent Laws (KC) Review, an endtoend examination of the criminal justice response to rape and serious sexual and domestic abuse. Following consultation, revised legislation has been approved by the States, and joint planning with the Law Officers Department is now in place to ensure alignment in the investigation and prosecution of these cases.

Overall, 36% of the RASSO implementation plan has been completed, covering 22 workstreams. 273 sexual offences were recorded in 2025, an increase from the 218 recorded in 2024 and 187 in 2023. A significant part of this overall increase is due to more non-recent rape offences being recorded following more victims reporting to police. In total, 81 rape offences were recorded in 2025 compared to 53 in 2024 and 66 in 2023.

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DELIVERABLES AND OUTCOMES: Joint Domestic Abuse Action Plan  

Throughout 2025, SoJP progressed a comprehensive Domestic Abuse (DA) Action Plan following an in-depth review of DA investigations. This review examined a number of cases using a cradle-to-grave approach, enabling a clear understanding of investigative strengths and areas requiring improvement. Alongside this, an audit of Domestic Abuse Risk Identification Checklists (RICs) showed completion rates at approximately 70% of reports, highlighting a need for greater consistency in frontline practice.

• To support these improvements, a comprehensive learning package was designed and delivered to all operational officers. This enhanced officers' understanding of domestic abuse dynamics, improved investigative decision-making, and reinforced our ethical obligations to safeguard victims and manage risk effectively.

• It was also recognised that the initial management of DA calls within the

Emergency Services Control Centre (ESCC) required focused development. The ESCC Quality Assurance Board therefore undertook a dedicated programme of work to ensure a consistent and high-quality approach to call handling, recognising its critical role in early safeguarding and risk identification.

SoJP use the Public Interest Disclosure Scheme (PIDS), including the Domestic Violence Disclosure Scheme (Clare's Law), as a key safeguarding measure to protect individuals at risk of harm and to prevent serious crime. We've increased the number of PIDs we action year-on- year since to a total of 89 in 2025 compared to 40 in 2022.

A PID enables the police to share carefully assessed, relevant information about an individual's known history of violent or abusive behaviour where there is a credible risk to another person. The purpose of such disclosures is preventative, allowing individuals to make informed decisions about their personal safety and, where necessary, take steps to reduce risk.

There is, however, still a need for further action as we move into 2026. Since 2022, there has

been a 23% increase in domestic abuse crimes reported to the police. However, there has also been a rise in the number of victims who choose not to support a criminal prosecution, which

has in turn decreased the proportion of cases resulting in a charge. This can happen for many complex and often deeply personal reasons. In 2026 SoJP will work closely with victim support agencies, exploit new technology such as KULPA and implement the new emergency barring notices and orders proposed under the amendments to the Domestic Abuse Law.

2. Deliver the SoJP Corporate Parenting Action Plan

• Raise awareness among SoJP staff of their responsibilities as a corporate parent through the rollout of online training.

• Produce a strategic assessment to improve understanding of police contact with care experienced children & young people, to inform the provision of more effective support.

• Seek to identify the signs of harm, abuse and exploitation early, and respond effectively in a child centred, trauma informed way.

• Ensure we respect the rights of care experienced children and young people in our custody suite by providing them with age-appropriate information and access to

advocacy.

• Prevent the unnecessary criminalisation of care experienced children & young people and prevention of escalating criminal behaviour through the proportionate use of parish hall system for appropriate offences.

• Ensure care experienced children & young people can access the police complaints system by providing accessible and age-appropriate information

DELIVERABLES AND OUTCOMES:

As corporate parents our aim is to improve the lives of care-experienced young people by working in partnership with key stakeholders across the Government of Jersey and safeguarding vulnerable young people.

In 2025 SoJP delivered on our Corporate Parenting Plan. We raised awareness among SoJP staff of their responsibilities as corporate parents via an e-learning module, completed by 90% of all staff. The module seeks to embed working practices by refreshing our child protection, missing and exploitation policies and procedures.

SoJP aim to respect the rights of care experienced children and young people in our custody suite by providing them with age-appropriate information and worked in partnership with Jersey Cares to gain access to advocacy.

• Through the Building a Safer Community (BASC) partnership working groups delivering the Youth Justice Roadmap to prevent the unnecessary criminalisation of care experience children & young people by reducing escalating criminal behaviour through early intervention, diversion and more effective use of the parish hall system for low level offences.

• We also produced an information booklet explaining to children and young people how to access the police complaints system.

• Finally, due to gathering better data we have now produced our first strategic assessment to better understand police contact with care experienced children & young people and how we can support them better. This will be presented to the Corporate Parenting Board Q1-2 2026.

• SoJP recorded 19% fewer missing reports relating to care experienced young people in 2025 compared with 2024. Offending carried out by care experienced young people also decreased by 34% in 2025, with 181 crimes recorded compared to 273 in 2024.

3. Improve the safety and reduce road risk for all road users through focused education and enforcement (Fatal 5).

• Targeted policing to reduce Careless Driving, Drink and Drug driving, not wearing a seatbelt, using a mobile phone and speeding. (Fatal 5)

• Enhance the use of technology to address speeding hotspots e.g. safety camera provision

DELIVERABLES AND OUTCOMES:

Delivering the SoJP responsibilities in the Island Road Safety Strategy was a key focus in 2025, with the aim of improving the safety of all road users in Jersey. Road traffic collisions tragically led to the deaths of 2 islanders in 2025, underscoring the importance of road safety. However, the total number of road traffic collisions which resulted injury decreased to 139 in 2025, from 155 in 2024 and 205 in 2023.  

SoJP have worked in partnership, and continue to do so, to prevent serious incidents and hold repeat offenders to account. In 2025 we saw a reduction in injury collisions which highlights the importance in this area of work. It is essential that we are targeted in our approach and work in partnership to target those individuals and roads that cause the most harm on our islanders.

Part of our responsibility is to proactively Identify and disrupt the Fatal 5', the five most common dangerous behaviours contributing to road incidents and casualties. These are speeding, driving under the influence (of alcohol or drugs), not wearing a seatbelt, careless driving and using a mobile phone whilst driving. We recorded 1452 Fatal 5' offences in 2025, 13% fewer compared to 1660 in 2024.

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The introduction of mobile safety cameras will seek to reduce anti-social driving and improve road safety, this workstream is well-underway and was launched in November 2025 and will be a key focus throughout 2026. The "Get Home Safe" campaign was an Island success which saw 4 more drink drivers prosecuted in 2025 compared to 2024, we also saw a 10% increase in calls from concerned members of the public.

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4. Collaborate with partners on the island strategy for road safety (Collision and Casualty Reduction Plan).

• Align the Stats 19 data with joint enforcement activities

• Actively contribute to the new legislation, setting out drug drive limits and parameters for roadside drug testing.

• Ensure SoJP representation and fulfil obligations as a member of the Road Safety Delivery Board

DELIVERABLES AND OUTCOMES:

Stats 19 continues to play a vital role in identifying emerging or persistent road safety hotspots across the island. By systematically analysing the submitted collision data, SoJP and key partners can better detect areas that may require targeted improvement work or focused enforcement activity, ensuring that road users are safer.

Legislative work supporting road safety measures continued throughout 2025 and recent collaborative work with the Law Officers' Department has now accelerated the progress of this legislation, with the Law Draftsperson currently engaged in drafting drug driving legislation. The final enactment date is likely to be in 2026.

SoJP continues to provide collision and error data to Infrastructure & Environment for the Road Safety Delivery Board. Efforts to improve data quality have significantly improved allowing for effective targeting of roads and individuals.  

Encouragingly, the partnership approach of collaborating and sharing data has contributed to a reduction in road traffic collisions which result in injury, indicating a positive trend in overall road safety performance. The total number of road traffic collisions which resulted in injury decreased to 139 in 2025, from 155 in 2024 and 205 in 2023.

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5. Problem Solving Policing

STRATEGIC VISION - OUTCOME 2: PROBLEM-SOLVING POLICING

Problem-solving in policing is an approach that focuses on addressing the underlying causes of crime and community issues, rather than simply reacting to criminal and antisocial incidents.

It emphasises collaboration between the police, our partners, and the communities we serve to identify and solve problems that contribute to crime and disorder. This approach

aims to be proactive and preventive, rather than relying solely on traditional policing

methods, such as arrests and prosecutions. It represents a departure from traditional top - down, enforcement-focused policing models, seeking to build trust, enhance

transparency, and improve overall public safety through a more inclusive and community- oriented approach.

This approach encourages officers to tackle causes, not symptoms, focus on long-term solutions, community engagement, and multi-agency partnerships. This method typically follows the OSARA model:

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 of the problem. Response Developing and implementing strategies to address the identified issues. Assessment Evaluating the effectiveness of the response and making necessary adjustments

1. Work with partners to identify those at risk of criminal exploitation and ensure they are supported and referred to the

appropriate agencies.

• Ensure timely submission of Child Protection Notifications (CPNs).

• Consider use of Police Protection Orders/ Child Abduction Warning Notices (CAWN) where appropriate

• Embed the Missing from Care framework and risk assessment.

DELIVERABLES AND OUTCOMES:

SoJP continue to enhance our safeguarding arrangements through improved training, highquality reporting, strengthened multiagency structures and the operational and strategic levels, and increased supervisory capacity.  

In 2025, we delivered enhanced education and training aimed at improving officers' understanding of CPNs and the requirement for detailed, accurate reporting. This focused investment in professional standards has resulted in measurable improvements. A multiagency case review in 2025 confirmed that officers submitted timely and comprehensive information, enabling partners to take informed safeguarding action.

SoJP has also revised and relaunched the CAWN process. CAWNs are used as a preventative tool to reduce repeat missing episodes and mitigate risks associated with Child Sexual Abuse (CSA) and Child Criminal Exploitation (CCE). While not criminal sanctions, noncompliance may provide evidential grounds to support prosecution under Jersey law and forms part of a graduated approach to offender disruption.

The Public Protection Unit (PPU) Detective Inspector continues to cochair the MultiAgency Child Exploitation Panel, ensuring we maintain a strategic oversight of exploitation risk and that highrisk children are effectively identified and supported. The policing role remains focused on identifying and disrupting adult perpetrators who present risk to children. Investment has been secured to appoint a fourth Detective Sergeant within the PPU to improve supervisory oversight of investigations and strengthen quality assurance of information sharing.

Regular partnership working between PPU staff and exploitation specialists in Children, Young People, Education and Skills (CYPES) provides a structured and consistent forum for informationsharing, risk identification, and joint review of exploitation toolkits. This has strengthened early intervention capacity across agencies. Crime Services senior managers now meet monthly with senior staff from CYPES to review current cases, emerging trends, and shared learning opportunities. This regular strategic forum enhances joint oversight of risk, strengthens professional relationships, and ensures that organisational learning is identified

and applied consistently across both services.

SoJP recorded 1,994 CPNs in 2025, a 26% reduction on the 2,506 recorded in 2024. Total missing incidents relating to young people reduced by 12% in 2025 and incidents relating to care experienced young people reduced by 19%. Analysis of data and intelligence supports the identification of individuals at risk of exploitation, outputs are both used to inform decision making within SoJP and disseminated to partners. We have recently completed an update of the missing persons policy. Our policy sets out our response to missing incidents, which sets out roles, responsibilities, and expectations.

2. In conjunction with partners, use effective interventions for children engaged in criminal behaviour

• Share relevant intelligence with partner agencies to support Edge of Care Team decision making.

• Implement (in partnership) the new Youth Justice Roadmap

DELIVERABLES AND OUTCOMES:

During 2025, seven young person profiles were developed by SoJP Analytical Services and provided to the Edge of Care Team' within Children, Young People, Education and Skills (CYPES). The intention, to support early intervention and diversion from projected criminal justice pathways. Analysis continues as to the overall Island impact, impacts that are closely aligned to the work of the Youth Justice Roadmap workstreams as below.

The Community Policing Team (CPT) has instigated and managed problem-solving activities for several high demand young people, which assisted in reducing demand on the first responder teams demand and Anti-Social Behaviour (ASB) levels by 13%. The CPT continue to manage high demand young people in collaboration with a wide range of partners, and these problem - solving practices enables us to introduce a multi-agency and trauma informed approach to policing that is commensurate with the strong community ethos on the Island. A harm

reduction plan is in place, which seeks to assess needs and understand the root cause of behaviour, enhancing early intervention through diversionary activities and education around risky behaviours, alongside targeted patrols.

CPT initiated Operation Zeal in March 2025. This targeted and intelligenceled initiative was designed to safeguard vulnerable young people and to reduce crime within affected neighbourhoods. Operation Zeal delivered the following measurable outcomes: 86% reduction in crime (from 28 incidents to 4), 72% reduction in ASB during the operation, 57% reduction in missing/absent reports during the operation, with a 38% reduction sustained postoperation.

The SoJP Deputy Chief Officer sits on the board of the newly revised BASC (Building a Safer Community) Youth Justice Partnership as a key partner to undertake and embed the work of the Youth Justice Roadmap 2025 to 2030.  

In 2025, the Youth Justice Partnership advanced key elements of the Youth Justice Roadmap, with particular emphasis on Outcome 3: ensuring children in serious or persistent conflict with the law achieve positive outcomes.

Partners strengthened the system's ChildFirst and traumainformed approach, beginning work on a multiagency training needs matrix and aligning youth justice practice with Jersey Children First.

Development of legislation commenced, including reforms relating to bail and remand, and Youth Offenders in Secure Accommodation Law, together with preparatory work around the appropriate minimum age of criminal responsibility.

The Partnership also focused on reducing unnecessary criminalisation. SoJP, CYPES and residential settings worked to improve crimereporting pathways, while police began reviewing case files sent to the Law Officers' Department to address delays and ensure consistent adherence to Attorney General Guidelines.

A major systemmapping exercise has been prioritised to seek to identify delays and inconsistencies within the Parish Hall Enquiry system, ahead of a further development of a prePHE diversion panel model with standardised diversionary options across parishes.

Further work continued to make court processes more childfriendly and to explore extending Youth Court jurisdiction, while secure accommodation moved toward a more therapeutic model alongside improved resettlement planning.

Criminal records reform also progressed, with scoping underway to ensure youth records do not create disproportionate longterm harm, identified as a priority in both partnership meetings and system review workshops.

Collectively, these developments reflect a clear shift toward a more coordinated, proportionate and childcentred youth justice system that improves outcomes for children and strengthens community safety.

SoJP is committed to delivering a multi-agency and child-centred strategy that prioritises the best interests of the child and seeks early intervention to prevent offending in the first instance, with the option of robust enforcement where necessary.  

3. Enhance the use of data driven analysis in the prevention and detection of crime.

• Produce the annual SoJP strategic assessment to inform policing strategy and required activity for 2025 e.g. summer patrol plan, Liberation 80 and Op Visible (NTE).

• Undertake annual MoRiLE control strategy to identify areas of priority.

• Participate in the implementation of the Building a Safer Community Framework' (BASC).

• Increase training, awareness, and use of the OSARA (problem solving) model in all aspects of policing.

DELIVERABLES AND OUTCOMES:

The annual strategic assessment and thematic management of risk in law enforcement (MoRiLE) process was undertaken at the start of 2025, with the objective of using what we know about threat, harm and risk to inform planning and decision making. The findings are harnessed to ensure that tactical tasking and performance forums are aligned to evidence-based

priorities. In 2025, our control strategy focused on six areas: domestic abuse, sexual offending, child exploitation, violent crime, serious organised crime and roads policing.

Following the successful roll out of the BASC pilot educational programme in 2024, in 2025 our CPT deliver 15 tailored inputs to the Islands Secondary Schools jointly with colleagues from the Jersey Youth Service and Honorary Police. These inputs focused on the Criminal and Sexual Exploitation of Youth People and will continue into 2026. Prior to BASC Education Days, only half of students reported that they knew what child exploitation was. After the Education Days 87% of students reported that they better understood child exploitation and 86% knew where or how to access help or support if they, or a friend, were being exploited.

2025 saw continued co-operation with the BASC Team and following the success of the 2024 Beach Safe campaign, the campaign was re-launched in 2025 together with targeted community work in St Brelade and Havre des Pas to help tackle (which decreased by 13% in 2025) and prevent low level crime. Public feedback was positive and visible Police presence was well received.

Problem solving plans and targeting of high demand (both individuals and places) have been

the responsibility of CPT throughout 2025. Focus is placed on priorities identified through our central tasking and coordination group (TCG) and analytical products. CPT are now ensuing that wider problem-solving initiatives are embedded throughout SoJP.

6. Our People Our Culture

 STRATEGIC VISION - OUTCOME 3: OUR PEOPLE, OUR CULTURE Including a section on Our People and Our Culture in the annual policing plan reflects a strategic vision to prioritise

the well-being, development, and values of the police workforce.

This section recognises that the effectiveness of policing is linked to the strength, morale, and alignment of its personnel with the organisation's mission and values.

In summary, this section is a strategic investment in the workforce, ensuring that officers and staff are equipped to meet current challenges and supported in fostering a progressive, inclusive, and ethical policing environment. It positions "Our People and Our Culture" as central to delivering effective and community-focused policing.

1. Create a culture and environment where our staff can thrive through the fulfilment of the Equality, Diversity, and Inclusion Strategy

• Implement workstreams and plans which sit within the remit of the People & Culture Board.

• Undertake an in-depth analysis of the 2024 Be Heard pulse survey and construct an action plan to address identified issues.

• Undertake and analyse the results of the SoJP diversity questionnaire, to inform a plan of action to address, where required.

During 2025 the People & Culture Board (P&C Board) continued to develop as SoJP's primary governance forum for workforce wellbeing, leadership, inclusion, and organisational culture. By bringing together key internal stakeholders, the Board provided oversight of the Wellbeing, DE&I, and learning and development strategies; as well as key policy developments such as the revised uniform policy.

The Board reviewed improvements linked to the feedback received during 2024 Be Heard survey results, understanding individual bespoke departmental plans. Successes have been communicated internally to staff across the force, to ensure they recognise their feedback has been incorporated into decision making.

The Board advanced the implementation of year one of the 2025–2028 DE&I Strategy, which is underpinned by three pillars: leadership, organisation, and community. This includes embedding inclusive leadership behaviours, strengthening recruitment and promotion pathways, addressing barriers in policies and processes, and improving engagement with underrepresented communities. Preparations for issuing the SoJP diversity questionnaire progressed and, along with feedback from Liberate, will shape our 2026 accreditation efforts.

Collectively, this activity has contributed to improved staff engagement, clearer leadership accountability, and a more inclusive culture across the organisation.

2. Deliver the Wellbeing Strategy to ensure the safety, health and overall welfare of our people.

• Deliver Trauma Resilience Training to relevant staff across the organisation.

• Fully embed new TRiM Policy.

• Provide appropriate psychological screening, supervision and enhanced support where necessary, to all staff in high-risk posts.

• Implement 2025-27 Wellbeing Strategy and action plan.

DELIVERABLES AND OUTCOMES:

 Implementation of the 2025–28 Wellbeing Strategy and Action Plan is well underway with the 85% of the actions prioritised for year 1 now complete (the remaining 15% will roll into year 2). The overarching aim is to safeguard the health, safety, and welfare of our people while embedding resilience and support mechanisms across the organisation. Key milestones

include the full transition to a centralised Wellbeing Hub on SharePoint, ensuring comprehensive signposting for all interventions. This hub now serves as the single point of access for guidance, resources, and policy updates.

Trauma Resilience Training (TRiM) has been a major focus. The TRiM policy has been fully updated and embedded, resulting in 124 referrals and 2 full TRiMs, a 20% increase (referrals) on last year. Work continues to ensure managers and staff are confident in applying TRiM principles, supported by enhanced trauma awareness initiatives and preventative measures.

For psychological screening and supervision, all high-risk posts are now subject to either one - to-one or group clinical supervision, with a review scheduled for quarter 1 2026 to assess impact. This proactive approach ensures early identification of stressors and timely intervention.

Physical wellbeing actions have included ergonomic assessments, now embedded as standard practice, and a programme of health-promoting events such as workshops and swim groups. Financial wellbeing initiatives are progressing, with signposting complete and educational resources in place.

Engagement data highlights ongoing challenges, particularly stress and anxiety-related sickness, which remain under close review. Nevertheless, feedback on wellbeing services is positive95% rate in-house provision as very good or good, and external mental health support scores 86% very good.

In summary, the strategy is delivering tangible outcomes: improved access to wellbeing resources, embedded trauma resilience, structured psychological support, and a holistic approach to health and welfare. Continued focus on prevention, education, and engagement will ensure we meet our commitment to a safe, healthy, and resilient workforce.

3. Maintain the trust and confidence of the community by ensuring our people demonstrate SoJP Values and the Code of Ethics

• Continue to rigorously vet our people in line with the Authorised Professional Practice.

• Formulate a continuous approach to vetting for current SoJP employees.

• Ensure thorough investigations are undertaken by Professional Standards where existing members of staff fail to meet the standards of professional practice and Codes of Conduct.

• Ensure all new recruits and employees are subject to rigorous supervision during any probationary period to ensure they demonstrate adherence to the force values and the Code of Ethics.

DELIVERABLES AND OUTCOMES: Vetting

The Vetting Department maintained strong performance during 2025, delivering vetting checks for all areas of SoJP, Digital Services, the Honorary Police and other key partners. Work continues, in collaboration with key partners both locally and nationally to implement the changes to the authorised professional practice on Vetting. Over 500 vetting cases were completed in 2025, this is in addition to the approximate 6,500 enhanced Disclosure and Baring Service (DBS) cases and 15 barring cases.

DELIVERABLES AND OUTCOMES: Values, Code of Ethics and Developing  our People

In 2025 officers and staff attended ethical dilemma workshops ensuring that all officers and police staff understand and apply the new Code of Ethics, using it as the foundation for ethical decisionmaking in realworld policing scenarios.

The organisation continued to strengthen the way professional standards are embedded from the outset of an officer's career. All new recruits and employees were supported through a structured and closely monitored probationary period to ensure they consistently

demonstrated behaviours aligned to the SoJP values and the College of Policing Code of Ethics.

The Professional Development Unit (PDU) played a central role by continuously monitoring, advising, and supporting student officers throughout probation. Working closely with supervisors, PDU staff ensured regular developmental discussions, clear expectations, and targeted support, while reviewing progress against required competencies and reinforcing ethical and professional standards. During the year, the PDU signed off nine student officers who successfully completed probation, each evidencing all 16 Professional Competency Units. These submissions were internally qualityassured by PDU assessors before progressing to final approval. The process concluded with a structured, accredited qualityassurance signoff at the SoJP Human Resources Forum, ensuring organisational oversight, consistency, and assurance that every confirmed officer meets required ethical, behavioural, and professional standards.

DELIVERABLES AND OUTCOMES: Professional Standards

In December 2025 the long-awaited new Police (Complaints and Conduct) (Jersey) Law 2022 and its supporting Regulations, Police (Complaints and Conduct – States of Jersey Police Force) Regulations 2025 were agreed by the States Assembly and was fully implemented. This marks a significant step forward in modernising our approach to handling complaints and misconduct, ensuring greater transparency, accountability, and ensuring that public trust and confidence is

at the heart of our service delivery. The new framework replaces the previous Police (Complaints and Discipline) Law 1999 and Police (Complaints and Discipline Procedure) (Jersey) Order 2000 and introduces a more flexible, learning-focused system.

Key improvements

Specific standardised public complaint form: Complainants can fill out an easily accessible online form for all complaints, and/or be assisted with this by SoJP staff if required.

Broader Scope: Complaints can now include former officers (within 12 months of leaving).

Modern Resolution Options: Agreed Resolution - structured and collaborative approach. Reflective Practice Review – promotes learning and improvement.

Enhanced Oversight: The Jersey Police Complaints Commission (JPCC) now has statutory powers to review decisions and ensure fairness, making recommendations where they deem necessary.

Clear Misconduct Pathways: Misconduct Hearings may be held publicly, reinforcing transparency and accountability. Misconduct Meetings for misconduct cases. Misconduct Hearings for gross misconduct, with a panel oversight consisting of 3 members, one of whom is a Chief Inspector or above.

Transparency & Public Engagement: Data on complaints and outcomes may be publicly produced, supporting openness and community confidence. This change aligns us with best practice across the United Kingdom and reflects our commitment to high ethical standards. It ensures complaints are handled proportionately, fairly, and with a focus on organisational and individual learning.

Complaint Statistics for 2025

A total of 86 complaints were recorded in the older legislation that was still in place in 2025, this was split across 22 organisational complaints, 3 Miscellaneous complaints, 59 Public complaints and 2 Internal complaints.

In 2025 under the new legislation 3 complaints were recorded, all of which were public complaints in writing. During 2025 a total of 16 case referrals were made to the Jersey Police Complaints Authority (JPCA), which in December became the Jersey Police Complaints Commission (JPCC). In 2026 there will be a two-tier complaints system in place until the historic complaints backlog is concluded.

4. Empower our people to provide exceptional public service through the delivery of the Learning and Development Strategy

• Implement the Learning & Development Strategy.

• Undertake a regular and comprehensive Training Needs Analysis process, to ensure the organisation has the requisite profile of suitably trained staff, including specialisms, to deliver an effective and efficient service.

• Continue with the roll-out of the Metropolitan Police Leadership Programme to line managers.

• Implement the revised on-island model for training new recruits

DELIVERABLES AND OUTCOMES:

In 2025, the organisation delivered Year 1 of the threeyear Learning & Development (L&D) Strategy, embedding a structured approach to workforce development across the full employee lifecycle. The strategy contains 24 key actions, many of which were progressed or completed during the year, monitored through the People & Culture Board and an actiontracking process. Quarterly updates are provided to the Senior Leadership Team, to maintain transparency and progress.

A strengthened Training Needs Analysis (TNA) process was implemented, refining organisational skills requirements across officer and staff roles. This work defined mandatory, statutory, and specialist training needs and informed the 2025/26 training budget allocation, ensuring training investment aligned with operational demand and strategic workforce planning.

The L&D team also delivered more than 225 days of training across the force, in addition to the mandatory First Aid and Officer Safety training. We continued to implement Continuous Professional Development (CPD) through a core programme of face-to-face delivery each week, covering legislation and best practice.

The force continued rolling out the Metropolitan Police Leadership Programme, with a total of 10 officers attending since 2024, supporting ongoing leadership development for line managers and contributing to the wider leadership pathway set out in the L&D Strategy. This is an ongoing programme, and further officers will be encouraged to attend in 2026, subject to funding and availability.

A major achievement of 2025 was the completion of the revised onisland training model for new recruits. The implementation plan was monitored monthly in governance forums, to ensure actions were completed and we were prepared for 2026 commencement.

The 20week programme developed in 2025, included the creation of 266 lesson plans. The training covers scenario-based learning, examinations, legislation, communication skills, physical skills, and specialist inputs from subject matter experts. To maintain standards, L&D established a precourse internal quality assurance process.

A revised local approach was adopted for the recruitment campaign, with literature and approach reviewed to attract a diverse range of applicants, to better represent the diversity of the island we serve. Excellent results were achieved in terms of the range of ethnic groups applying, with applications received from 18 differing nationalities. The proportion of male applicants exceeded female, which does not represent the population demographic. To mitigate this in 2026, positive action will be undertaken.

The recruitment process resulted in 104 applicants for 10 places, with candidate assessments including fitness testing, ethical dilemma evaluation, and report writing, followed by an extended assessment day aligned to the College of Policing Competency & Values Framework.

7. Preventing Crime and Bringing Offenders to Justice

STRATEGIC VISION - OUTCOME 4: PREVENTING CRIME AND BRINGING OFFENDERS TO JUSTICE

"Preventing Crime and Bringing Offenders to Justice" clearly focuses on both stopping crime before it happens and effectively dealing with it when it does. The aim is to reduce crime through prevention while making sure those who break the law are held responsible.

Crime Prevention: This means tackling the causes of crime, reducing the chances of it happening, and taking steps to keep people and communities safe. It involves working closely with partners, raising awareness, and engaging with the public to build safer communities. Using data and technology helps spot risks early and prevent crime more effectively.

Bringing Offenders to Justice: This involves finding, investigating, and prosecuting people who commit crimes, ensuring they face fair legal processes. Building trust means being professional, open, and effective in handling cases. It also includes supporting victims, listening to them, and ensuring justice is done on their behalf.

1. Strengthen our relationship with criminal justice partners including the Law Officers Department, to ensure more efficient and effective processes to bring offenders to justice

• Drive improvements in case file quality by holding our people to account by auditing, monitoring and providing feedback, to ensure standards are met.

• Implement the recommendations from the File Quality Improvement Plan.

DELIVERABLES AND OUTCOMES:

High quality case files are essential because, they ensure investigations are thorough, evidence is presented accurately, and criminal justice partners can make timely, informed decisions that support fair, efficient outcomes for victims and the community, leading to increased public confidence.

The work delivered so far demonstrates strong results, including faster progression from report to charge, a significantly reduced rejection rate for advice files, and consistently high guilty-plea rates that support victims through quicker justice. This will continue into 2026.

Actions and developments range from delivering training, attachments, to review of processes and paperwork, introducing technological efficiencies and streamlining working practices. This further develops investigative mindset, creating, setting and monitoring of investigation plans and addressing internal processes and technological improvements. Data sets monitor

progress and outcomes, following a case journey from reporting date through to sentencing,

monitored at Performance Management board (PMB). This includes SoJP interactions with the Parish Hall s.

A joint dashboard with the Law Officers Department (LOD), has been developed to assist with partner working, identify any trends and any emerging concerns from the data, allowing to collaborate focusing on areas such as training needs, service level agreements, process development and thematic areas.  

619 individuals were charged in 843 cases in 2025, compared to 693 individuals in 999 cases in 2024. From those cases, SOJP did not need to seek advice from the LOD in 751 cases in 2025, down from 836 in 2024. In these cases, there was a 75.6% guilty plea at first appearance rate for 2025, down from 86.6% for 2024. This is key for victim satisfaction and adhering to the legislation to support speedy and efficient justice. SoJP seek to have a guilty plea rate at first hearing of between 70-80% and this target has been met in 2024 and 2025. Final outcomes from criminal proceedings remain positive with police data showing that there are convictions in over 78% criminal cases. Discontinuation rate decreased from 6.2% in 2024 to 5.5% in 2025. Discontinuation of cases after charge is a matter for LOD in liaison with SoJP. Some decisions can only be made by LOD, for example, with the public interest test.

1200 Criminal Justice Performance Outcomes: 2024-25

999

1000

836 843 Files charged

800 693 724 751

619 Individuals charged 600 568

Cases where SOJP did 400 not need LOD advice

Guilty at first plea

200

0

2024 2025

SEARCHES AND DETENTION: 2025

• There were 1,152 people detained in police custody during 2025. This figure includes people who were detained more than once and represents a 7% reduction on the total for 2024.

• There were no intimate searches carried out by a registered medical practitioner in police custody during 2025.

• There were two vehicle checks conducted in 2025 under Article 13 of the Police Procedures and Criminal Evidence (Jersey) Law 2003.

2. Carry out the SoJP recommendations of the MONEYVAL inspection

• Implement the recommendations from MONEYVAL inspection undertaken in July 2024

DELIVERABLES AND OUTCOMES:

The MONEYVAL inspection confirmed that SoJP, through the Joint Financial Crime Unit (JFCU), demonstrated competence and effectiveness in the investigation of domestic financial crime and the conduct of AntiMoney Laundering (AML) investigations. The inspection team

recognised that AML investigations were being carried out appropriately and recommended

that the Unit maintain the resourcing levels in place during 2024 in order to sustain this

position.

During the reporting period, the JFCU has experienced challenges with resources from the original levels. The Unit continues to prioritise economic crime and AML matters in line with MONEYVAL expectations, while contributing flexibly to wider organisational risks.

JFCU remains the lead agency for MONEYVAL Immediate Outcome 7 (IO7): Strengthening Law Enforcement and Judiciary Training on Money Laundering Risks and Structures. This is an ongoing action, and significant progress has been made during 2025. Eight officers successfully completed the National Crime Agency accredited Financial Intelligence Officer programme, enhancing intelligence development and analytical capability. Two officers completed the Financial Investigator Course, meaning that the entire team now holds this qualification,

ensuring consistent and professional investigative standards across the Unit. In addition, two officers are currently enrolled on the ICA internationally recognised AML & terrorist financing diploma, which on completion will result in full specialist AML coverage across the team.

This continued investment in professional development has strengthened the Unit's ability to identify and investigate complex money laundering typologies, including layered transactions and the misuse of legal and corporate structures. It has also improved engagement with regulated entities and the interpretation of financial data, resulting in stronger case development and more effective intelligence sharing. Collectively, this demonstrates a clear commitment to professional excellence and to maintaining international compliance standards despite resourcing pressures.

In support of strategic coordination and continuous improvement, JFCU is represented on a number of multiagency forums including the Co-ordination and delivery Group, Strategic and Operational Joint Agency Meetings, the National Risk Assessment group, Terrorist and proliferation financing working group and the Law Enforcement and Prosecution Working Group. The Unit also participates in quarterly meetings of the Quad Islands group (Jersey, Guernsey, Isle of Man and Gibraltar), which has identified areas of good practice and opportunities for joint training and knowledge sharing across comparable international

financial centres. Overall, the JFCU continues to deliver against MONEYVAL recommendations, maintaining effective AML and financial crime investigative capability while managing reduced resourcing, increased crossportfolio demand and a more blended operational model.

3. Improve our understanding of and response towards those who inflict the most harm in our community

• In partnership with regional and national agencies, further evolve OCG (Organised Crime Group) mapping and disruption / prosecution for the Island.

• Further understand the links between our performance data, intelligence led 'tasking' and daily management processes. Increase the appropriate disruption of those causing greatest harm.

DELIVERABLES AND OUTCOMES:

Disrupting serious organised crime (SOC) is a priority for SoJP. Links with the partners, in particular the South West Regional Organised Crime Unit (SWROCU), have been strengthened this year and greater association achieved between all internal development and tasking groups, including a new high harm' forum. This ensures that the SoJP remains cognisant of all known local OCG's (persons of interest) and especially those who pose a significant risk to the community.

The monthly Tasking and Coordination Group is increasingly focused to Policing Plan priorities with identifiable deliverables and action owners. Increasingly sophisticated data provides focus for operational teams, and all actions are now aligned to a suite of agreed outcomes.

In 2025, the Force Intelligence Bureau initiated 32 intelligenceled operations covering a combined 269 weeks of investigative activity. During the same period, the Bureau processed over 7,000 pieces of intelligence, ensuring that all relevant information was captured, assessed and disseminated in accordance with the Policing Plan and the Strategic Assessment. A significant proportion of these operations resulted in proactive police interventions, including arrests, the execution of search warrants, safeguarding activity and the submission of evidential intelligence packages to specialist units.

One notable example was Operation Astral, an investigation targeting a local criminal network responsible for importing commercial quantities of cocaine into Jersey. The two principal offenders operated a sophisticated methodology to transport controlled drugs into the island

and maintained a visible presence within the NightTime Economy, displaying substantial illicit wealth. The operation culminated in the arrest of both men. One was remanded in custody, with the case now before the Royal Court. The second remains on bail, pending a charging decision. Operation Astral exemplifies the type of highharm, intelligencedriven policing embedded within SoJP, prioritising risk, protecting the public, and dismantling networks posing the greatest threat to the island.

8. Providing Value for Money

Value for Money means making sure public money is used in the smartest and most efficient way to get the best results for the community. In policing, this means providing effective, high-quality services while making the most of available resourceslike budgets, staff, and timeto ensure the public gets the best possible return on every pound spent.

1. Provide policing services in line with the 2025 budget allocation

• Deliver policing services aligning with the available budget in 2025.

• Monitor and maintain all financial forecasts to ensure accuracy throughout 2025.

• Maintain the Force Contract Register and expenditure to ensure continued compliance with the PFM (Public Finances Manual).

DELIVERABLES AND OUTCOMES:

The SoJP delivered a balanced budget in 2025, despite the fiscal challenges faced. Efficiencies have been achieved in tandem with resource management as follows:

• Staff Reductions & Vacancies: Two Full-Time Equivalent (FTE) police staff posts in the Business Support unit are being removed, with further vacancies held in line with a recruitment freeze.

• Operational Changes: The Resolve policing unit has been disbanded, with duties moved to the Response Unit and civilianisation of a police constable role in rostering / force planning.

• Forensics & Technology: A £47,000 reduction in 2024 investment for the Digital Forensics Unit was implemented, and in-house transcription services were removed.

• Fleet & Property: The Dog Unit was removed to collaborate with other Justice and Home Affairs (JHA) resources, and vehicle leases reviewed and reduced.

• Operational Review: Increased scrutiny on overtime, reduced Visitor Reception Centre hours, and increased charges for services like fingerprinting, disclosure.

As our workforce represents circa 91% of the overall budget, savings achieved from headcount reduction and vacancy management were able to offset the on-going pressures affecting the non-pay budget. Non-pay continues to be under significant pressure due to the impact of recurring, above average, inflationary increases e.g. Home Office network links, software, fleet and utilities.

Financial forecasts were monitored and maintained throughout 2025, ensuring accuracy in partnership with the Finance Business Partner. This scrutiny and additional governance ensured budget allocation was appropriate and has strengthened our position leading into 2026. The firearms range completion did require additional investment from the Criminal Offences Confiscation Fund (COCF), but having this facility not only improves employee wellbeing, in terms of reducing the need to travel off island for training, but also reduces the expenditure associated. The Force Contract Register has been reviewed as part of our efficiencies programme to ensure appropriate commercial arrangements are place.

2. Determine drivers and improve understanding of current and future demand to enable effective resourcing decisions

• Commence a refresh of the force management statement (FMS) and organisational risk assessment (MoRiLE), identifying demand throughout the organisation.

• Improve data quality and records management, to enable informed decisions, improving efficiency and ensuring compliance with relevant legislation.

DELIVERABLES AND OUTCOMES: Understanding Demand  

The FMS and organisational risk assessments enable SoJP to understand its current and future position across demand, capacity and risk. This in turn drives data-led decision making and provides an evidence base for shaping strategic approaches to align resources to risk.

His Majesty's Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS), the independent statutory police inspectorate, require all territorial police forces in England and Wales to produce an annual FMS. While SoJP is not obliged, adopting this approach improves understanding of demand, asset condition, risk, and future planning. It helps anticipate future demand and identify the skills and technology needed to deliver services efficiently.

SoJP first drafted the FMS in 2024, and a refresh exercise was undertaken in late 2025, with an updated position presented to the senior leadership team. Actions and deliverables were then progressed through a range of internal governance forums. The FMS 2024 and MoRiLE 2025 identified our Information Governance Unit as an area increasing in demand and risk, resources were subsequently deployed into this area in early 2025 to strengthen the team which has decreased overall risk.

DELIVERABLES AND OUTCOMES: Information Governance

SoJP strive to develop a culture of continuous improvement, which rightly extends to how we handle the sensitive data we hold. To align with UK best practice, we have incorporated the findings from review into the Police Service of Northern Ireland data breach. This breach resulted in the personal information of over 9,000 officers and staff being released into the public following a Freedom of Information request. The subsequent review identifies clear recommendations to help police forces evolve data protection, information management and security arrangements. We adopted 37 recommendations and to date: 17 have been completed and 18 are in progress. Delivery will continue in 2026, overseen by our Force Improvement Group.

In 2025 we also launched our multi-year Digital Strategy, which sets out how SoJP will harness digital innovation and data to enhance trust, improve services, and deliver better outcomes for both the public and our people. It builds on the stability achieved through previous investments but shifts the focus from modernising systems to transforming the way services are delivered and experienced.

The Information Governance Unit completed 200 subject access requests in 2025, a significant increase on the average of 58 per year between 2020 and 2024. All 92 Freedom of Information (FoI) requests submitted to SoJP in 2025, were resolved within the statutory agreed timescales. A decrease was noted in the number of FoIs received from 2024 (119 – 23% decrease).

250 150

200 119

200 92

100

150

100

58 50

50

0 0

Subject Access Requests FoIs Requests Received Yearly Avg. 2020-2024 2025 2024 2025

Significant improvements have been made to records management through the largescale digitisation of legacy materials, including the cataloguing of historic tapes and archived files, along with better organised storage and clearer filing guidance for officers. Targeted CPD has strengthened data accuracy and increased appropriate updates, while planned system safeguards and enhanced training aim to reduce avoidable errors and further improve information governance.

3. Maximise effectiveness, efficiencies and opportunities for digital innovation including Artificial Intelligence solutions.

• Implement a revised Target Operating Model (TOM) which is affordable in-line with the assigned 2025 budget, and which addresses as key demand pressures and risks as identified in the FMS 2024.

• Implement the Law Enforcement Data Service (LEDS) project replacing the Police National Computer (PNC) in-line with the Home Office defined model.

• In collaboration with Digital Services, continue to embed a "Cloud First" approach, in line NPCC Digital Strategy.

• Embed current artificial intelligence (AI) projects including Transcription Services, and scope further AI opportunities (e.g. Translation Services and vetting)

• Explore and further enhance the Force Website online self-service capabilities e.g. (online portal for individuals to securely access their personal data held by SoJP (i.e. convictions)  

• Build and implement a quality management framework (QMF) across forensic science within SoJP.

• Create a Policy Lifecycle Management framework.

DELIVERABLES AND OUTCOMES: Target Operating Model

A revised Target Operating Model was developed in 2025 for deployment in 2026, addressing some of the key policing issues and emerging issues highlighted in the FMS (2024) and MoRiLE assessment (2025).

The SoJP enhanced the investigative capability and capacity by taking the following actions[1]:-

• Investment in rape and sexual 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. Training commenced in January 2026.

• Changes to the structure of the Community Policing Team, combining with 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 high-harm 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.

The current establishment has reduced further from 2024, with the overall policer officer affordable headcount to 195 (1.9 per 1000 population); lower than comparable jurisdictions where this ratio is over 2.1 per 1000 (e.g. UK England and Wales, Guernsey, IoM).

This number of officers is not sustainable with the increasing policing demand, particularly for Violence Against Women and Girls (VAWG). In preparation for the introduction of new legislation, SoJP will continue to use College of Policing modelling tools to establish the optimum officer numbers required to appropriately manage the demand. Resource estimates were submitted for transparency to the States Assembly.

Further work will need to be undertaken in early 2026 to establish technological and transformation expertise in house, to enable delivery of the Transformation Strategy.

DELIVERABLES AND OUTCOMES: Digital Innovation

The Law Enforcement Data Service (LEDS) a major Home Office programme to replace the Police National Computer (PNC, a conviction database introduced in 1974 accessible by law enforcement) with a modern cloud-based data service. It holds personal data including special category data and other information relating to individuals, including arrests, charges, summons & court disposals (including convictions), warnings and whether a person is wanted or missing as well as information about vehicles and stolen property. LEDS will provide police forces and other law enforcement agencies with on-demand and joined-up information at their

point of need, removing the need for officers to request information from the control room. Work on the LEDS programme has continued to progress during 2025, however several complex issues have resulted in delayed timelines at a national programme level, which impacts local delivery timescales. SoJP have met all obligations required.

Using the strong AI governance framework we developed in 2024, we have further increased our usage of cloud-based AI, delivering real-world efficiencies to multiple departments across the organisation. An opportunity to rationalise in-house transcription was progressed, due to obsolescence, delivering time and financial savings. The AI tool for transcripts of interviews and body worn camera footage improved significantly the turnaround time of transcripts ready for proofreading.

Further enhancements will be explored in 2026, including how AI and Cloud can drive efficiencies in vetting processes. Collaborating with our key technology partners, we have run a series of AI training sessions to the organisation to maintain our strong responsible and ethical use of AI commitment. We are now working with partners and other government departments to further improve both internal and external delivery of services.

Our revised Transformation Strategy was formally agreed; this sees a refreshed vision for our continued development and cloud adoption through to 2030 ensuring we maintain pace with public expectation while delivering on our data protection requirements and maintaining robust cyber security provisions. Further work will need to be undertaken in early 2026 to establish technological and transformation expertise in house, to enable delivery of the Transformation Strategy. The implementation of the revised policing model has considered the need for additional transformational expertise falling within police staff roles.

Public engagement is crucial to the success of SoJP. During 2024 our new website was launched. Following the success of this, we explored our current communication methods and developed new ways to engage with Islanders. This included strengthening our online reporting, with further developments to be implemented in 2026, to increase engagement. The global uptake in AI and the addition of AI summaries by major search engines is reducing traffic to websites globally, this is a trend also seen by SoJP throughout 2025. However, usage of the online reporting portal is still high and feedback from islanders is positive.

We also leveraged additional digital channels to increase our presence within our community in Jersey, and beyond, utilising a multi-channel approach to reach our audiences. This includes the creation of the SoJP LinkedIn platform, enhancement of the SoJP Meta channels (Facebook and Instagram), and a reduction of the SoJP X (formerly Twitter) account.

DELIVERABLES AND OUTCOMES: Quality Management in Digital Forensics

Forensic science services within the UK are subject to an appropriate regime of scientific quality standards. This is mandated and governed by the Forensic Science Regulator ensuring quality and reliability in forensic services for the criminal justice system. Compliance to the Forensic Science Regulators code currently only applies to forensic science activities carried out in England & Wales.

Growth reduction and staff abstractions have impacted SoJP's ability to expand capacity and capabilities within the Digital Forensics Unit (DFU) and therefore limited progress has been made towards establishing a quality management framework At the latter stages of 2025 we engaged expertise to support us in progressing the framework. This first step proactively defines standardised and repeatable processes alongside technical competence.

SoJP recognise a DFU that has grown organically to serve the Island well, needs to become more aligned with the quality culture embedded within UK digital forensic operating practices. UK Police forces have invested heavily with dedicated Quality Teams to tackle the onerous accreditation expectations.

Future focus would develop rigorous quality assurance and quality control measures through validation and proficiency testing, audits, personnel competency testing and corrective and preventative action to identify root causes and prevent reoccurrence. An overall structure that would promote assurance and offer continual improvement for a DFU to best serve Islanders.

DELIVERABLES AND OUTCOMES: Policy Lifecycle Framework

Developing a Policy Lifecycle Management framework has proven a challenge in 2025, directly impacted by the recruitment freeze. Despite this challenge, the foundations are now in place with the transfer of documents from an aged platform to SharePoint where innovative technology can be utilised to assist the internal review.

9. Key policing events 2025

10. Financial Statement

Final outturn of £17k underspend including major incident expenditure. £655k was transferred from Reserves to offset overspends within Court and Case Costs.

The underspend on staff costs in 2025 was due to vacancies and resignations throughout the year; all of which was used to meet non-staff cost pressures relating to: building maintenance, inflationary pressures on software licences, fleet leasing and utility costs.

Tight cost control during the year led to lower expenditure than anticipated on the major incidents, delivering high quality investigations and value for money. A transfer of £175k from the Criminal Offences Confiscation Fund (COCF) was received to part fund critical IT equipment in relation to the major incidents.

The Firearms Range was completed in September 2025, which required a further transfer of £280k from the COCF. A planning appeal was dismissed and planning permission granted in April 2025 in relation to Dewberry House SARC. The underspend has been reprofiled into 2026 when the tender process will begin. The rolling equipment replacement budget was fully spent; only £2 remained at the year end.

REVENUE

Income

Staff expenditure Non-staff expenditure Total

MAJOR INCIDENTS Operation Spire Operation Nectar Operation Saffron Total

CAPITAL Minor Capital Firearms Range Dewberry House Total

2025 Budget (368,135)

28,914,000 3,396,135 31,942,000

2025 Budget 1,336,200 211,000 12,800 1,560,000

2025 Budget 350,000 1,143,340 175,000 1,668,340

2025 Outturn  Variance (368,136)  1 28,131,830  782,166 4,175,838  (779,700) 31,939,532  2,467

2025 Outturn  Variance 1,314,687  21,512

217,527  (6,526) 12,800  0 1,545,014  14,986

2025 Outturn  Variance 349,998  2 1,138,942  4,398 37,602  137,398 1,526,542  141,798

11. Human Resources

Turnover

Decrease in Staff Turnover Rate – During 2025, the SoJP employee turnover rate decreased from 7.0% (2024) to 5.8%.

Employee sickness absence

In 2025, there was a 3.6 day increase in average days sick per employee. This has been explored within the States of Jersey Police governance forums, to understand the increase and ensure appropriate measures are in place to manage the increase, including preventative measures.

[1] States Assembly | P.70/2025 Amd.(23).Com.