Building a Safer Community Report 2024/25

Contents

Minister's Foreword ................................................................................................................. 1 Background to BASC ................................................................................................................ 2

Alignment with Future Jersey and the Island Outcome Indicators ..................................................... 4 Safeguarding, community safety, and how BASC connects them...................................................... 5

Data partnership 6 Outcome Based Accountability approach 7 BASC Governance within the Government of Jersey 9

BASC BIG 5' Priorities .................................................................................................................. 10 Justice .................................................................................................................................. 11

Youth Justice ....11 7 Pathways to Reducing Reoffending ............................................................................................. 16

Safeguarding in the Community .............................................................................................. 18

Migrant Safeguarding .................................................................................................................... 18 Designated Safeguarding Leads in Sport Network .......................................................................... 22

Reducing Harm in the Community .......................................................................................... 25

Domestic Abuse (DA) and Sexual Harms ....................................................................................... 25 Community Safety Coordination ................................................................................................... 29 Community Safety Education ....................................................................................................... 33

Key challenges and enablers for the next phase of BASC .......................................................... 39 Child-friendly BASC framework ........................................................................................................ 42 Glossary of terms............................................................................................................................. 43

Minister's Foreword

This first report is published following the launch of the Building a  Safer Community (BASC) framework in March 2024, and reflects the  progress  made  in  embedding  a  more  coordinated  approach  to  community safety across Jersey. Over the past year, BASC has begun  

to  shift  how  community  safety,  community  safeguarding  and  prevention  are  understood,  moving  away  from  fragmented  and  reactive responses towards a more joined-up, outcomes-focused,  

and evidence led way of working.  

During 2024–25, the focus has been on establishing the foundations  for long term systemic change. This has included putting governance  and accountability arrangements in place, identifying priorities and  convening multi-agency partnerships to improve coordination across  prevention and response to community safety. Key areas of progress  include the establishment of the Domestic Abuse and Sexual Harms

(DASH) Partnership, publication of the Youth Justice Roadmap, and development of the BASC education programme to replace Prison, Me No Way.

There has  also been progress  in  strengthening how data and  evidence are  used. The BASC  Data Partnership, alongside the consistent use of Outcome Based Accountability, has supported a shared understanding of risk and harm and a clearer focus on outcomes aligned with Future Jersey.

I would like to thank colleagues and partners across government, States of Jersey Police, Honorary Police, Justice and Home Affairs, the Criminal Justice System, Safeguarding Partnership Jersey, the third sector and the wider community for their continued commitment to working together. I am particularly grateful to the Justice and Building a Safer Community (BASC) Coordinator and the BASC team, who have worked tirelessly to deliver progress as part of a small core team alongside other duties.  

The work set out in this report is significant and will be crucial to the future development and success of the BASC framework as it is grown and developed. It should be understood as the first phase of a long- term ambition for our Island.

As BASC moves into its next phase, strengthening engagement beyond government will be essential so that it is increasingly recognised, understood and owned within our Island community. This report reflects both what has been achieved and the journey ahead. With the right support, BASC can continue to play a meaningful role in making Jersey a safer Island for us all, where Islanders feel supported, included and able to thrive within our Island community.

Deputy Mary Le Hegarat

Minister for Justice and Home Affairs

Background to BASC

The Building a Safer Community (BASC) framework was launched in March 2024 as a cross-government and  multi-agency  framework  to  improve  community  safety,  reduce  crime,  and  strengthen  early intervention and prevention programmes across Jersey.

It  supports  collaboration  across  government,  the  justice  system,  the  third  sector  and  the  wider community by providing a shared framework to connect activity, data and resources, enabling a more coordinated and effective response to community safety challenges.

BASC also supports horizon scanning' of emerging community safety issues, helping partners work together to better understand risks, join the dots and maximise collective effort to address them.

Community  safety  and safeguarding  are crucial for  fostering a  healthy  and  well  society, one  that promotes  

• Love

• Trust

• Cooperation

• Individual well-being

It allows Islanders to thrive and contribute positively to the collective growth and development of our Island community.

The BASC framework provides a structured, whole-system approach that enables us to understand and contextualise  the  complex  factors  influencing  community  safety.  Rather  than  relying  on  reactive responses to crime and harm, BASC shifts our collective focus toward prevention, early intervention, and long-term resilience. By using data intelligently, applying the social determinants of health and protective factors, and aligning our efforts across government and the community, BASC supports Islanders to live safer, healthier and more pro-social lives.

CRIMINAL JUST  ICE SYS  TEM

COMMUNITY SAFETY SYSTEM

This proactive, evidence-based approach aims to reduce the flow of offenders by providing a structured framework that supports Islanders at every stage, from preventing crime and identifying early risks, to addressing harmful behaviours, supporting prisoners on release from custody, and supporting those affected by crime. By doing so, we aim to create a positive domino effect: reducing reoffending, lowering crime rates, and minimising harm across generations. This not only strengthens the criminal justice system but also delivers meaningful support to victims and the wider Island community.

Understanding issues early, before they escalate, helps us anticipate and respond to emerging trends allowing us to design better prevention strategies for the future. Research consistently shows that by early adolescence, a young person's life experiences and the conditions in which they are born, grow, and live significantly shape their likelihood of future offending.

While criminal justice interventions can offer short-term relief, a reactive approach alone cannot deliver sustainable, long-term change. BASC provides a clear, shared framework that brings consistency to a complex system, helping the government and partners to work more effectively together. By aligning activity across strategic areas, reducing duplication and strengthening communication between departments, partners and our community, BASC supports a more connected, prevention-focused approach in which every part of the system contributes to building a safer Jersey.

Importantly, BASC aligns directly with Future Jersey and the Island Outcome Indicators,[1] anchoring community safety within the wider Island-wide priorities. By doing so, BASC creates a truly holistic community safety system, one that supports shared understanding, shared action, and shared accountability across government, partners and the wider community.

Alignment with Future Jersey and the Island Outcome Indicators

BASC places its priorities firmly within the social  determinants of health, recognising that the same  conditions that shape wellbeing also shape the  social determinants of criminality. 2 3 4 5

By aligning our work to these determinants, we  strengthen  not  only  health  and  community  outcomes but also create a safer Island. When we  get these upstream factors right, we reduce risk,  prevent  harm, and  support  safer,  more  resilient  communities.  

BASC has been designed using Outcome Based  Accountability  (OBA)  so  that  we  can  clearly  understand both population-level outcomes (the  whole  system)  and  performance  accountability  (the parts). This enables departments, agencies,  and partners to see their specific contribution to   Island-wide  outcomes,  while  working  within  a shared structure and language.

BASC strengthens this alignment by providing a common framework that links Future Jersey priorities, government strategies, and community safety outcomes into one coherent system. Through BASC, we can connect prevention, targeted intervention, community development, enforcement, justice, and rehabilitation in a way that mirrors the Future Jersey model of long-term wellbeing and prosperity. It ensures that every part of the system from health to education, justice to community development understands its role in shaping safer outcomes.

The Island Outcome Indicators allow us to track how we are doing, but BASC ensures we are consistently aligned to them. It helps us understand how each department, service, and workstream contributes to the bigger picture. By doing so, BASC "joins the dots" across government, creating clarity, coordination, and shared accountability.  

Ultimately,  BASC  acts  as  the  bridge  between  Future  Jersey's  strategic  vision  and  the  practical, coordinated actions needed to deliver a safer Jersey for everyone.

2 Armstead, T. L., Wilkins, N., & Nation, M. (2019) Structural and social determinants of inequities in violence risk: A review of indicators - PMC. Journal of Community Psychology, 49(4), 878–906.

3 Hughes, N. et al. (2020).  Health determinants of adolescent criminalisation. The Lancet Child & Adolescent Health, 4(2), 151-162.

4 Baysal, D. (2023). Criminal Behaviour and Toxic Environment

5 Niño, M. D., Drawve, G., & Allison, K. (2025). Intersections of crime and health: structural inequalities, spatial dynamics, and policy. Journal of Crime and Justice, 48(2), 151–156.

Safeguarding, community safety, and how BASC connects them

Safeguarding and community safety are often discussed as separate areas of practice; however, they sit on  the  same  continuum  of  protecting  people  from  harm.  Safeguarding  is  focused  on  protecting individuals, especially children and vulnerable adults, from abuse, neglect, exploitation, and other forms of harm. It carries a clear duty of care for every agency, service and community member, emphasising that safeguarding is  everyone's business. This work is closely linked to education, health, social care, family services and early-help pathways, with an emphasis on early identification and intervention to stop harm before it occurs.

Community safety, by contrast, takes a broader population level view. Its purpose is to create a safe Island by reducing crime, anti-social behaviour and the conditions that allow harm to occur in the first place. Community safety requires multi-agency collaboration, long-term prevention, and a system-wide view of risk, vulnerability and local trends. Whereas safeguarding protects individuals from immediate threats, community safety aims to shape environments, policies and partnerships that prevent crime and promote resilience across the whole Island community.

BASC acts as the bridge between these two worlds. It recognises  that  safeguarding  and  community  safety  are  interdependent,  neither can succeed in isolation. Through an integrated approach,  BASC  brings  together  safeguarding  partners,  justice  colleagues,  education, health, community organisations and data specialists  under a common framework.  

The BASC framework applies to Islanders of all ages, it has a strong emphasis on strengthening protective factors and building resilience early, reducing risk both for individuals (safeguarding) and for the wider community (community safety). The framework promotes whole-community responsibility, ensuring that safety and wellbeing are not held by a single service but supported by families, parishes, services and wider partners across our Island community.

Importantly, BASC provides the structured cross-government collaboration that both safeguarding and community safety individually have at times lacked. It creates a shared language, shared expectations and shared accountability to join the dots across agencies and align efforts within a cohesive,  Island - wide system. In doing so, BASC enables Jersey to strengthen communities and prevent harm in a unified and sustainable way.

Data partnership

Following the launch of the BASC framework, the Coordinator and Analytics Manager created the BASC Data  Partnership  to  enable shared  intelligence,  linking  risk,  harm  and  community  trends  so  that community safety decisions are informed by high-quality, collective insight, research and reporting.

The Partnership brings together 40 representatives across over 20 data functions within government and the  wider  community  who  provide  sharing  of  collective  data,  insights,  intelligence,  analysis  and governance to support and contribute towards community safety.

A Partnership Data Profile has also been  created to streamline sharing of collective data, insights and intelligence.

In addition to the creation of the Data Partnership, BASC has been further supported by  the States of Jersey Police (SoJP). An innovative cross-service way of working was adopted in 2025 with the creation of

the SoJP/BASC collaborative analysis function. The JHA/BASC Analytics Manager was onboarded with the SoJP Analysis Service to work with the team at SoJP Headquarters, allowing deeper cross-service insight into  key  community  safety  issues  including  Domestic  Abuse  and  Sexual  Harms (including Violence Against Women and Girls), and Youth Justice.

Plans are underway to expand this collaborative analysis function through increased co-working with analysts  from  other  key  areas,  such  Safeguarding  Partnership  Jersey  and  victim-survivor  support services.

Outcome Based Accountability approach

The BASC Framework has been based upon Outcome Based Accountability (OBA) which provides a common language and a simple structure that ensures accountability through measurable outcomes.

OBA makes a clear distinction between accountability of partners and stakeholders for strategies to improve quality of life for whole populations, and the accountability of service providers and commissioners for the outputs and impact of individual services and interventions on their client populations, effectively separating means from ends.

We all need to talk the same language. This is OBA:

Defining outcomes: OBA starts by identifying the desired end results or outcomes, often in terms of quality-of-life improvements or service effectiveness (e.g., reducing crime or improving prisoner literacy rates).

Using data to track progress: Organisations collect data to measure progress towards outcomes, identifying baseline figures and setting improvement targets.

Differentiating "ends" and "means": OBA separates the "ends" (desired outcomes for people or communities) from the "means" (specific programs, policies, or activities used to achieve those outcomes). This distinction helps ensure that the focus remains on the impact rather than just activities.

Accountability at different levels:

• Population accountability: Concerns the well-being of whole populations (e.g., reducing crime rates for the Island).

• Performance accountability: Focuses on the effectiveness of programs and services in achieving specific outcomes for clients or service users.

"Turn the curve" thinking: Organisations analyse their data to determine if current practices are leading to desired changes. If not, they adjust strategies to "turn the curve" toward more positive results.

Community  involvement and  collaboration: OBA emphasises working with stakeholders, including service  users,  community  members,  and  partner  organisations,  to  co-develop  solutions that  help achieve shared goals.

In July 2024, the BASC Coordinator qualified as a  Results-Based Accountability (OBA) Professional through Clear  Impact, further  enabling the  opportunity for BASC to be able to professionally lead and advise on using OBA in several areas across the Government of Jersey (GoJ). This has included:

• Advising  on  the  new  GoJ  Commissioning  Framework  as  part  of  the  Cross-Government Commissioning leadership group.

• Leading  training  on  behalf  of  the  Cross-Government  Commissioning  Team  for  GoJ commissioners.

• Training for States of Jersey  Prison  Service  staff as part of the redesign of the 7 Pathways to Reducing Reoffending strategy.

• Leading Anti-Social Behaviour' community meetings using Turn the Curve' thinking in Harve des Pas and St Brelade's Bay on behalf of the Minister of Justice and Home Affairs.

BASC Governance within the Government of Jersey

Following the launch of the BASC framework in March 2024, it was necessary to consider how to tangibly embed BASC as a whole-system approach to community safety across government using a governance structure which mitigated the risk of duplication, supported collaboration and aligned with broader government priorities.

A strong cross over between  safeguarding and community  safety was identified. As such, the existing Ministerial Safeguarding Board was widened to provide  the  governance and ministerial oversight  for BASC, negating the need to set up an additional board. The Ministerial Safeguarding Board now has a two- part meeting with the first half focusing on safeguarding and the second half on BASC.

Additionally, efforts have been made to identify other relevant  strategic boards across government and ensure that there is representation for BASC as part of their work.

These include involvement in:

• Homelessness Ministerial Board

• Children Outcomes Executive Committee

• Criminal Justice Working Group

• Cross-Government Commissioning Group

• Safeguarding Partners

• Safeguarding Professional Leads – Children and Adults

• JHA Shoulder to Shoulder

• Substance Use Strategic Group

• 7 Pathways to Reducing Reoffending Strategic Group

• Missing and Exploitation Strategic Group

• Online Harms Officer and Ministerial Boards

BASC BIG 5' Priorities

Given the breadth and complexity of the BASC framework coupled with limited resource, defining  a focused set of core workstreams was essential to drive delivery and consistently collect meaningful data. Establishing these priorities has enabled us to maintain strategic focus, target areas of greatest need based on local data, and avoid a fragmented or reactive approach.

Through the Ministerial Group, five priority areas were agreed as the strategic drivers for the BASC framework for 2025/26. These priorities provide a clear structure for action, ensuring that our efforts are coordinated, evidence-led, and aligned with the wider aim of building a safer, more resilient  Island community.

The Big 5' priorities for BASC are:

Justice

The Justice priority focuses on strengthening prevention, intervention, and rehabilitation pathways to reduce reoffending, improving outcomes for people at every stage of the justice system. By promoting evidence-led practice and fostering greater alignment between partners, the BASC framework  aims to ensure that responses are targeted at the root causes of offending and supporting perpetrators to move

away from harmful behaviours.

Youth Justice

What is the story behind the curve?  

Reimagining Youth Justice: A Child First Roadmap  for  Jersey  (2025-2030)  was  developed  and  launched  through  the  BASC  framework  by  the  Government of Jersey on 30 June 2025. [2]

It was developed by BASC in response to a clear  pattern  emerging  across  Jersey's  youth  justice  system which showed that children were too often  entering the system at a point where early needs  had already escalated, opportunities for diversion  had been missed, and pathways of support were  inconsistent.  

This revealed a system that, while well intentioned,  had not fully aligned around a shared philosophy,  consistent practice, or multi-agency coordination needed to support children effectively.

The Youth Justice Review (2019) highlighted many of these gaps, calling for a child-centred, multi-agency, rights-based system better equipped to understand and respond to the developmental, social and environmental factors influencing youth offending. [3]

Through a collaborative process across stakeholders, the Youth Justice Roadmap was developed to bring coherence, consistency and purpose to the whole system. It adopts  a Child-First, restorative and evidence-based philosophy aligned with the BASC framework to ensure all agencies are working toward

the same outcomes to drive real change in the long-term trajectories for children, improving outcomes for offenders, victims and community safety.

The Youth Justice Roadmap sets out a clear vision and four Island-wide outcomes to provide the structure Jersey needs to shift from reactive responses to a proactive, holistic approach.

VISION:

"To create a supportive and inclusive youth justice system that sees children as  children first, prioritises the  best interests of all children,  empowers them to build  pro-social identities, and removes barriers to create opportunities for success. Ultimately we want to support children to become resilient Islanders who positively contribute to their communities and break the cycle of reoffending and negative stigmas."

OUTCOMES:

• Outcome 1:  The youth justice system will enable a partnership approach to support a wider systemic approach to engage children in law-abiding and positive behaviours

• Outcome 2:  Children are diverted away from the formal criminal justice system at the earliest point with appropriate support

• Outcome 3:  Children who are engaged in serious or persistent conflict with the law go on to achieve positive outcomes

• Outcome 4: Children, families, witnesses and community victims recover and move on beyond the impact of the harm they have experienced

Who are the partners that have a role to play in turning the curve?

The Youth Justice Roadmap is, at its core, a multi-agency, whole-system commitment. Turning the curve on youth offending, improving outcomes for children, and strengthening community safety requires every part of the system to work together in a coordinated, child-centred way. The Youth Justice Roadmap brings together a broad partnership with the key partners being:

• States of Jersey Police

• Honorary Police

• Parish Hall s

• Law Officers' Department

• Jersey Probation and After Care Service

• Jersey Youth Service

• Royal Courts of Jersey, including the Youth Court

• Justice and Home Affairs – BASC

• Children, Young People, Education and Skills  

• Health and Care Jersey

• Safeguarding Partnership Jersey

• Jersey Customs and Immigration Service

• Victims First Jersey

• Community and charitable partners

What is our action plan to turn the curve?

The Youth Justice Roadmap map sets out four clear outcomes and an associated action plan. Below is an overview in child friendly language.

How are we doing?

The Youth Justice Roadmap is ambitious and essential to change the trajectory of youth offending and improve outcomes for children across the  Island. However,  delivery of the Youth Justice Roadmap is unfunded and without dedicated resources, presenting significant challenges to its effective delivery and long-term implementation. Despite this, through BASC's coordination, a Youth Justice Partnership has been  convened and  has  begun focusing on  identifying what can be achieved within  limited existing resource.

Youth Justice focus areas and partners with a role to play in turning the curve'

Through  the  Youth  Justice  Partnership there  are several workstreams  which  have  moved  forward including:

1. Development and delivery of the BASC Education Days to all Year 8 students on the Island.

A schools  education programme to replace  Prison, Me, No Way, has been developed and is being delivered,  helping  young  people  understand  risk,  build  resilience,  and  make  safer  choices.  More information can be found in the Community Safety Education section of this report.

2. Work on an Early Help Pathway being led by CYPES

Children and  Social Care Services,  the  Youth Service  and the  Child and Adolescent Mental Health Service (CAMHS) are working jointly to produce a mapped pathway from early help pre-parish hall parish hall court, focusing on diversion and early intervention. This allows us to:

• Map current pathways and gaps.

• Provide clear early help entry points.

• Understand community assets.

• Analyse profiles of young people escalating quickly.

• Review case studies to identify missed opportunities.

3. Review of Parish Hall Enquiry processes for young people

The States of Jersey Police are coordinating a review of youth contact with the Parish Hall Enquiry (PHE) process in relation to the Attorney General Guidelines. This will enable the Partnership to identity:

• What is / is not working well.

• Review the timing of juvenile parish halls.

• Information for parents.

• Probation attendance requirements.

• Outcome of the PHE (written cautions versus words of advice or fines).

• What legislation is required to support a more enhanced and reactive system.

• Adherence to the Attorney General Guidelines and if they need updating.

4. Data

The BASC Data Partnership is working to collate and publish collective data which will provide a high - level overview of youth justice in Jersey to demonstrate and inform the progress and delivery of the Youth Justice Roadmap.

• 40 key indicators agreed at the BASC Data Partnership and the Youth Justice Partnership.

• Comprehensive data on Parish Hall Enquiries for children and young people shared with the Children, Young People, Education and Skills Department (CYPES) to help inform the Early Help Pathway workstream.

• Initial Jersey Youth Justice report underway to better understand the story behind the curve:

• 3-year lookback window to understand the current YJ landscape.
• National comparison of youth justice statistics and trends between Jersey and the UK to better understand how local youth crime rates and trends align with national patterns.

• Youth Justice data task-and-finish group created.

7 Pathways to Reducing Reoffending

What is the story behind the curve?

Reoffending  causes significant systemic and societal impact, exacerbating known prison population pressures within the States of Jersey Prison Service and  increasing  costs across  the criminal justice system. Prison leavers can reoffend due to a variety of reasons from  lack of education, poor mental health and  lack of support, often facing difficulties finding employment and securing housing upon release. These unmet needs cause reoffenders to become persistently caught in a cycle of reoffending.

For reoffending rates to decrease, prisoners need to be  successfully  rehabilitated  so  that  they  can  positively  contribute  to  society.  The  7  Pathways  to  Reducing  Reoffending are a framework designed to address the root  causes of criminal behaviour and support rehabilitation.  

They are:  

• Accommodation  

• Education, Training and Employment  

• Health  

• Drugs and alcohol  

• Finance, benefits and debt

• Attitudes, thinking and behaviour  

• Children and families

Who are the partners that have a role to play in turning the curve?

• States of Jersey Prison Service

• Jersey Probation and After Care Service

• Health Care Jersey

• Employment, Social Security and Housing, and temporary housing providers  

• Justice Policy

• Employment partners  

• Charitable sector

• Community

What is our action plan to turn the curve?

• Streamline the States of Jersey Prison Service's 7 Pathways to Reducing Reoffending. programme delivery, improve data collection and quality, and  embed working practices to release better neighbours, using an OBA approach.

• Support  the  States  of  Jersey  Prison  Service  (SoJPS)  in  developing  their  revised  Reducing Reoffending strategy.

• Undertake a reoffending and reconviction study in 2026/2027 to inform approaches to reducing reoffending and post-release supervision.

How are we doing?

• Restorative Justice workshops facilitated during prisoner's week. Restorative justice reduces the frequency of reoffending by 14%. [4]

• OBA workshops delivered to all States of Jersey Prison Service 7 Pathway leads and the Prisoner Council.

• One-to-one support sessions are in progress with 7 Pathways leads.

• BASC designed and deployed new data collection processes for both the Interventions Team and the Reintegration  and Resettlement Team at SoJPS, allowing for enhanced reporting and trend monitoring to drive data-driven decision-making.

• SoJPS continues to observe a decline in the number of prisoners who are recommitted to prison within 12 months of their previous release, falling 25% from 2023 to 2025.

Safeguarding in the Community

Safeguarding in the Community focuses on strengthening the conditions that keep children, adults and families safe by working with communities, non-statutory partners and local networks to identify risks early and promote protective factors.

This workstream enhances awareness, improves access to support, and builds community capacity so that concerns are recognised and responded to before harm occurs.

While statutory safeguarding coordination sits with Safeguarding Partnership Jersey, BASC adds value by enabling community-based work, fostering shared responsibility, and connecting people, services and places with the understanding that safeguarding is everyone's business.' Through this approach, BASC facilitates a bridge between government and community, driving awareness and helping to support Islanders of all ages to live safely, confidently and well within their communities.

Migrant Safeguarding

What is the story behind the curve?

Jersey's migrant landscape has evolved rapidly over the past few years shaped by several years of policy change, shifting labour needs, and rising operational pressures across the Island.

In 2025, 3,280 work permits were issued, representing an eightfold increase compared with 2020. Prior to Brexit, EU nationals benefitted from free movement rights and did not require work permits, meaning their employment was not captured within the permit system. This rise therefore reflects both the incorporation of previously unrestricted EU labour into the permit regime and continued demand for overseas workers across key sectors.

The character of labour migration has also shifted. In 2025, 74% of permits were issued for temporary work, compared with 26% for skilled or longer-term roles, highlighting the growing importance of short - term labour to Jersey's economy.

Despite EU nationals now requiring permits, fewer than 15% of work permits issued in 2025 were granted to EU citizens, indicating changing recruitment patterns and a growing reliance on workers from outside Europe.

Taken together, the Island faces a more complex and dynamic migration landscape, with important implications for labour supply, population turnover, and migrant welfare.

Work to review the work permit system commenced in 2023 through the Work Permit Review Panel. As government priorities evolved, planned Modern Day Slavery legislation was paused to allow further consideration of its suitability for the Island. This resulted in a period of review and reflection on how existing arrangements support migrant safeguarding and identified areas where coordination and consistency could be strengthened.

During 2025, frontline agencies including Jersey Customs and Immigration Service (JCIS), the International Culture Centre (ICC), Employment, Social Security and Housing (ESSH), and community partners shared information and observations relating to potential perceived safeguarding risks affecting migrant workers. By Quarter 3, 2025, these matters were escalated to the Adult Safeguarding Professional Leads, who agreed that they would benefit from a coordinated, Island-wide approach.

This led to the proposal for a Migrant Safeguarding Partnership under the BASC framework to strengthen coordination between government, agencies and community representatives and improve safeguarding arrangements for migrant workers.

Further development work identified the need to refine the approach and scope of the partnership, recognising that migrant safeguarding extends beyond work permits to include wider issues such as accommodation, employment conditions, exploitation risks, access to services and community safety.

Who are the partners that have a role to play in turning the curve?

Understanding migrant safeguarding requires a coordinated, multi-agency effort involving government departments, enforcement agencies, community organisations, business sectors, and representatives of migrant communities.

Key partners include:

• Jersey Customs and Immigration Service

• Employment, Social Security and Housing

• Health Care Jersey and the community health sector

• International Culture Centre

• Community stakeholders

o Faith groups

o Charities and third-sector organisations

o Community / sports clubs and associations

• States of Jersey Police

• Farming and agriculture sector

• Housing providers

• Hospitality and construction sectors

• Recruitment agencies

What is our action plan to turn the curve?

1. Government of Jersey (GoJ) Officers Migrant Safeguarding Partnership

To ensure that the government is coordinated in its approach, a GoJ Officer Migrant Safeguarding Partnership is being developed to bring together key government departments, immigration functions, and enforcement partners. This partnership will operate under the BASC framework to create a unified platform for identifying risks, share insights and coordinate safeguarding practice across the system.

2. Baseline Audit  

The GoJ Officer Migrant Safeguarding Partnership will be responsible for undertaking a baseline audit, to establish:

• What do we already know?

• Where are the gaps in our knowledge?

• What formal and informal feedback mechanisms exist, and where are the blind spots?

The audit will draw on quantitative data (e.g., work permit figures, enforcement data, accommodation inspections, health and social care information) and qualitative insights (e.g., lived experience, community feedback, frontline observations). This will allow the Partnership to build an accurate picture of migrant safeguarding challenges and risks.

3. Stakeholder Engagement  

In parallel and continuing work already started, stakeholder engagement will follow and include conversations with (this list is not exhaustive):

• Farming and agriculture

• Housing providers

• Charities and third-sector organisations

• Faith groups

• Hospitality and construction sector

• Recruitment agencies

• Community / sports clubs and associations

• Other employers and community groups supporting migrant workers

Engagement may be delivered through existing structures such as the International Cultural Centre (ICC) and community clusters, alongside new bespoke sessions where required. This will ensure that voices from across the community workers, employers, and support networks shape the work from the outset.

4. Task-and-Finish Groups

Where specific concerns are identified, the Partnership will establish formal task-and-finish groups, involving stakeholders, to examine issues in depth. These focused groups will bring together subject-matter experts and relevant partners to develop recommendations, solutions, or policy options.

5. Independent Review of the Work Permit Policy (2026)

Alongside the establishment of the Migrant Safeguarding Partnership, an independent review of Jersey's Work Permit Policy (WPP) will be undertaken. Terms of Reference for this review are currently being drafted, and potential reviewers are being identified and scoped.

The purpose of the review is to provide an objective assessment of how the current policy operates in practice, its effectiveness in protecting migrant workers, and any unintended safeguarding risks within the system. The review will also explore how well the policy supports employers, aligns with operational realities, and integrates with wider safeguarding and enforcement functions.

The findings will inform future policy refinement and ensure the Work Permit system continues to be robust, fair, and aligned with Jersey's safeguarding priorities and community expectations.

How are we doing?

• Informal stakeholder engagement has begun via various GoJ Officers to understand some of the concerns and to help shape the priorities for this workstream.

• Terms of Reference for the  GoJ Officer Migrant Safeguarding Partnership have been drawn up between Officers across departments, and the first formal meeting of the Partnership will be held in May 2026.

• Data collection has begun with support of the JHA/BASC Analytics Manager to inform the baseline audit.

• The Terms of Reference for the  independent review of Jersey's Work Permit Policy (WPP) are currently being drafted, and potential reviewers are being identified and scoped.

Designated Safeguarding Leads in Sport Network

What is the story behind the curve?

Safeguarding in sport has become increasingly complex. As popularity and  participation grows, clubs diversify, and more children and adults engage with sporting activity across Jersey. While many sports organisations have strong  safeguarding arrangements via their regulatory bodies in addition to  Jersey Sport providing excellent support and training, the system has lacked a consistent, coordinated structure

that brings Designated Safeguarding Leads (DSLs) together to share practice, address emerging risks, and maintain alignment with Safeguarding Partnership Jersey.

This has resulted in varying levels of confidence, capability, and capacity across the sector. Some DSLs feel well supported, especially by their governing bodies,  while others operate in isolation with limited access to guidance or peer support. Differences in governance structures across sports can also make safeguarding  responses  inconsistent,  creating  gaps  in  how  concerns  are  identified,  escalated,  or managed.

Through discussions between Jersey Sport, the Government of Jersey Sports  Sector Officer, BASC, and Safeguarding Partnership Jersey (SPJ), a Designated Safeguarding Leads (DSL) for Sports Network  was proposed to provide the mechanism to strengthen coordination, improve standards, and ensure all organisations, regardless of size or resource, are equipped to safeguard participants effectively. It was agreed that this would be coordinated through BASC in association with SPJ and Jersey Sport.

Who are the partners that have a role to play in turning the curve?

The DSL for Sports Network intentionally brings together a multi-agency group with complementary roles, responsibilities, and expertise.

Key partners include: Government partners

• Justice & Building a Safer Community (BASC) Coordinator

• Government of Jersey Sector Officer – Sport (Economy)

• Safeguarding Partnership Jersey - Business Support Unit

Sport sector partners

• Jersey Sport

• Designated Safeguarding Leads from sports clubs and organisations

• Representatives from sport's governing bodies where applicable

Community and third-sector partners

• Third-sector organisations co-opted as required (e.g., specialist safeguarding charities, community support organisations)

Together, these partners provide the strategic oversight, operational expertise, training, sector leadership, and lived experience needed to build a safe sporting environment for all in the Island.

What is our action plan to turn the curve?

The DSL for Sports Network has been established to provide a cohesive and well-supported safeguarding community within sport. It is hoped the network will:

1. Build collaboration and shared learning

Creating a space for Designated Safeguarding Leads (DSLs) to share best practice, learning, and emerging concerns. Facilitating cross-sport collaboration to strengthen consistency and reduce duplication.

2. Strengthen safeguarding standards

Promoting alignment to local legislation, Jersey safeguarding arrangements, and national best practice. Supporting clubs to implement robust policies, procedures, and governance.

3. Provide learning, development and resources

Sharing updates on policies, multi-agency training, and professional development opportunities.

4. Improve information sharing and use of data

Support the sector to use data and feedback to identify trends and strengthen responses. Enable safe, appropriate information sharing about practice within the network.

5. Promote safe clubs that are confident and know how to report concerns. Signpost reporting resources ensuring ease of access.
6. Strengthen governance and oversight

Encourage clubs and DSLs to undertake the Jersey Sport  Safe and Sustainable Sport Health Check' which helps Jersey's sport organisations meet recommended standards of good governance and safe practice.  This  valuable  resource  provides  a  clear  pathway  for  local  organisations  to  strengthens operations and gain tailored support, training and resources.

How are we doing?

The DSL for Sports Network was established at the end of 2025 with a launch event held at Jersey Library with 25 attendees from across a range of sports. The Network was well received with strong engagement from the attendees.

Early progress includes:

• A clear Terms of Reference to guide the Network's work has been agreed.

• February 2026 – a workshop was held with attendees looking at travelling off-Island with children. This was a topic highlighted by the group at the first meeting as a priority for discussion and guidance. Engagement in the room was fantastic, with ideas and best practice shared. Following the event, Jersey Sport shared several resources to support clubs as well as setting up meetings with several clubs  to support  them individually to undertake their Safe and Sustainable Sport Health Check.'

• Three more meetings are planned for 2026 which will focus on:

• June – Disclosure and Barring Service (DBS) Regional Outreach Adviser workshop.
• Quarter 3 - Safer Recruitment and Retention.
• Quarter 4 – Networking with updates from Jersey Sport, SPJ and BASC and an opportunity to ask questions, discuss challenges, provide feedback and look ahead to 2027.

While  this  work  is  still  in  its  early  stages,  the  foundations are strong. The Network is creating the  conditions  for  a  safer,  more  consistent  safeguarding  system  across  Jersey's  sports  community ensuring every child and adult at risk  can  participate  in  sport  with  confidence  and  protection.  

Reducing Harm in the Community

The  Reducing  Harm  workstream  aims  to  prevent  and  address  the  underlying  drivers  of  violence, exploitation, abuse, and other high-impact harms. By combining early intervention, evidence-based approaches, and strong partnership working, this priority area focuses on protecting those most at risk and reducing the conditions that allow harm to occur.

From tackling domestic abuse and sexual violence to supporting people affected by exploitation or the most vulnerable in our community, this workstream is grounded in a victimcentred approach, placing the needs, safety, and voices of victims at the heart of all activity, and delivering coordinated action across services to reduce risk and promote safety. Through this integrated approach, BASC  aims to ensure that responses to harm are timely, compassionate, and firmly rooted in prevention.

Domestic Abuse (DA) and Sexual Harms

Including Violence Against Women and Girls (VAWG) and Child Sexual Abuse (CSA) What is the story behind the curve?

The  Domestic  Abuse  (DA)  and  Sexual  Harms  Partnership  has  been  established under the  BASC framework as a multi-agency group to lead,  coordinate, and oversee work relating to domestic abuse and sexual harms  

on the  Island. The DA & Sexual Harms (DASH) Partnership functions as a  multi-agency  partnership to  coordinate  work between  the  community,  government, charities, employers, victims, the criminal justice system and  the private sector.  

This Partnership was established following the completion of the Domestic  Abuse Strategy (2019–2024) and its subsequent end-of-strategy review  which highlighted the need for continued oversight of domestic abuse,  associated data, and related work.  

In addition, as this term of government draws to a close, the Minister for  JHA wanted to ensure that the right structures were put in place to ensure  the  momentum  of  the  VAWG  Taskforce  was  continued  following  the  election. As a result, it was agreed that the responsibility for the remaining  VAWG recommendations and next phase of work will sit within the DASH  Partnership.  The  Partnership  is  co-chaired  by  the  Justice  and  BASC  Coordinator and Principal Policy Officer within Justice Policy. This structure  also provides long-term governance, clear accountability, and integration  with wider justice, safeguarding, and community safety work.

The group has  evolved from the former DA Strategy Working Party, which  had met on several occasions and collaboratively developed  an ongoing  Action Plan.

The Partnership serves to:

1. Provide strategic oversight and coordination of work relating to domestic abuse and sexual harms, including the completion of the remaining VAWG recommendations and combatting child sexual abuse.
2. Coordinate and deliver on a DA & Sexual Harms action plan which is the primary mechanism for implementing outstanding DA Strategy actions and VAWG recommendations. Further actions will be developed, refined and updated as priorities and needs emerge.
3. Ensure a data-driven, whole-system approach that promotes prevention, early intervention, and effective support for victims/survivors while holding perpetrators accountable.
4. Strengthen partnerships to ensure a consistent and compassionate approach which facilitates cross-agency collaborative solutions and joined-up working. This should maximise the opportunity for a collective understanding, approach and resourcing of any work in this area, ensuring alignment with BASC principles and safeguarding frameworks.
5. Maximise opportunity through Safeguarding Partnership Jersey and the BASC Data Partnership to implement effective information sharing arrangements between partners and agencies, including data sharing that facilitates joint analysis between partner agencies and enable effective monitoring of the outcomes of the roadmap.
6. Provide the opportunity for the coordination of appropriate multi-agency professional development and training in relation to DA and sexual harms.
7. Promote public awareness and cultural change, reducing stigma and improving understanding of DA and sexual harms.
8. Support the development of consistent policies and pathways across agencies in relation to DA and sexual harms.
9. Continually review the performance of the Partnership to support effective outputs and responses through a process of continuous improvement.

To ensure that we retain the vital connection between government and those providing support in the community, a DASH Community Network is being set up which will follow on from the VAWG Taskforce.

This new network will bring together charities, community groups, faith organisations, and other community partners on a quarterly basis to share experience, identify emerging issues, and contribute directly to the ongoing responsibilities of the DASH Partnership. This will provide a direct link between the voices of those working on the ground within the community, and government and victims, so that their valuable insights can shape government priorities in this space.

Who are the partners that have a role to play in turning the curve? The DASH Partnership includes:

• Justice & Home Affairs (JHA) – BASC Coordinator (Chair)

• Principal Policy Officer – Justice Policy (Co-Chair)

• States of Jersey Police (SoJP)

• Children, Young People, Education and Skills Department

• Health Care Jersey

• Safeguarding Partnership Jersey

• Probation and After Care Service

• States of Jersey Prison Service

• Criminal Justice Representation co-opted as required

• GoJ Media and Communications

• Victim Services

• Dewberry House SARC / Victims First
• Jersey Domestic Abuse Support

The DASH Community Network will be an open forum for any charities, community groups, faith organisations, and other community partners who are working in the DASH space.

What is our action plan to turn the curve?

The DASH Partnership is responsible for consolidating outstanding actions from the previous DA Strategy and VAWG recommendations in addition to setting out the new strategic priorities for the upcoming term 2026 – 2030. It will continue to be refined and updated as priorities and needs emerge.

How are we doing?

DASH Partnership Formed in end of 2025

1. Review undertaken of the DA End of Strategy Report.
2. VAWG Policy Officer looked at outstanding VAWG recommendations with crossover into DASH and included to strengthen oversight.
3. Developed a combined action plan which consolidates outstanding DA Strategy actions, remaining VAWG recommendations.

DASH Partnership formalised in Q1 2026 and to date

• Supported the SoJP Its not Ok' Campaign in Q1 2026.

• Work is underway to map all 2026 DA and sexual harms campaigns, ensuring joint branding (where appropriate) and shared messaging across agencies, ensuring consistency in communications.

• Continued to develop understanding of uptake and use of the VAWG Toolkit (see VAWG report)

• DASH Training Review: a training review has been undertaken of all DASH-related training across government.

DASH Training Review

This cross-agency task-and-finish group has brought together key government departments to review all DA and sexual harms training provision and address duplication, gaps, and inconsistencies across the system.

The aim was to devise a coordinated, tiered training model aligned to safeguarding, the Youth Justice Roadmap, VAWG, the criminal justice system, and CYPES to:

• Ensure consistency and sustainability.

• Provide a common language across all sectors.

• Develop a system for accountability and the difference it will make.

To date, the review has identified increasing demand, complexity and pressure particularly linked to rising DA/VAWG cases and new legislation.

Widespread challenges:  

• Inconsistency in levels of staff knowledge.

• Lack of mandatory training.

• Over-reliance on specialist services.

• Limited resource capacity to deliver training.

• Difficulty reaching non-desk-based workers.

Identified significant gaps:  

• Child-on-child harm.

• Shared safety-planning tools.

• Trauma-informed practice.

• Cultural competency.

This has resulted in an agreed training matrix model which is in the process of being agreed and adopted by Children, Young People, Education and Skills Department (CYPES), Justice and Home Affairs and Safeguarding Partnership Jersey.

Next steps

• Plan for Quarter 2, 2026 is to work with the community and charities to understand what DASH training they are providing.

• This will inform gaps, commissioning needs, and opportunities to maximise and share existing resources and deliver across government and the wider community.

Community Safety Coordination

The Community Safety Coordination workstream brings together partners from across government, policing, parishes, third-sector organisations, and communities, to address local safety concerns in a joined-up and proactive way. By coordinating intelligence, resources and local insights, this workstream fosters collaborative problem-solving and supports communities to develop targeted, sustainable solutions to issues such as anti-social behaviour, environmental concerns and neighbourhood safety. Through regular engagement, shared data, and a collective understanding of risk, BASC strengthens community resilience and ensures that safety challenges are addressed efficiently and consistently across the Island.

What is the story behind the curve?

A core focus of BASC is making community safety and safeguarding everyone's business', recognising the shared responsibility across services, private and third sectors, and our Island community.

Who are the partners that have a role to play in turning the curve?

• States of Jersey Police

• Jersey Fire and Rescue Service

• States of Jersey Ambulance

• Wider community first responders – RNLI / Coastguard

• Children, Young People, Education and Skills

• Honorary Police

• Parishes – Comite de Connétable

• Community groups

• Housing providers

• Residents' associations

• Charitable and third sector partners

• Local businesses

• Safeguarding Partnership Jersey

This list is not exhaustive.

What is our action plan to turn the curve?

Use a data-driven approach to tackle community safety issues before and as they happen, bringing together government, parish, police, business, and community stakeholders to work on collaborative solutions to their concerns.

How are we doing? Beach Safety Campaigns  

Launched in 2024 and now in its third year, the beach safety campaign brings  together  key  messaging  across  the  emergency  services  to  highlight key safety issues and keep Islanders safe.  

This  work  has  been  further  supported  by  States  of  Jersey  Police  Community Impact days.  

Tackling Anti-Social Behaviour  

The BASC team held a series of stakeholder meetings in Havre des Pas  and St Brelade's Bay to tackle anti-social behaviour (ASB). From 2024 to  2025, a 25% reduction in reported ASB was observed.  

Safe Places Scheme

What is the story behind the curve?

The Safe Places Scheme is a community driven effort to create a network of safe, welcoming locations across the Island for anyone feeling vulnerable, intimidated, or at risk. A Safe Place offers refuge and support to those in need. Safe Places was launched in October 2025 by the BASC team  following the scheme's success in  several cities across the UK.

The  initiative  aligns  with  key  government  strategies  including  the VAWG Report,  the  Disability  Strategy,  and  the  Mental  Health  and Suicide Prevention Strategy, all of which highlight the urgent need for accessible safety and support across Jersey.

Registered Safe Places' provide a welcoming and secure environment where individuals can wait or seek shelter. Trained staff respond with empathy and care, and provide the support needed; whether that is contacting a trusted person, calling emergency services or arranging transport. Staff in Safe Places' receive training via a business toolkit and training video produced by BASC to ensure they can offer meaningful support in moments of need, without putting themselves at risk.

Safe Places on the Island are found in several ways:

1. On the Safe Places app (which can be downloaded from the App Store or Google Play)
2. On the Safe Places website
3. By the large, orange sticker on a building's front door

Who are the partners that have a role to play in turning the curve?

• States of Jersey Police

• Hospitality Sector

• Nighttime Economy Sector

• Retail

• Community and sporting venues

• Parish Hall s

• Public buildings

• Business

• Charitable and third sector

• Local businesses

• Safeguarding Partnership Jersey

How are we doing?

The Safe Places Scheme was launched in October 2025 in association with Visit Jersey at an event aimed at the local hospitality and buinsess sectors. Over 50 people attended  an  Accessibility  Masterclass  where  Mike Adams OBE, founder of Purple Tuesday [5], spoke about unlocking growth in business through accessibility.

Mike is a global leader in accessibility and inclusive business  practices.  Mike's  insights  provided businesses and organisations  with an  understanding on how improving accessibility and siging up to the Safe Places Scheme  could enhance customer experience and contribute to a safer, more inclusive Jersey.

So far, 40 places have registered and are undergoing  onboarding  with  17  of  those  organisations  having  completed their training and are now included on the  public directory and app. These include:  

It is hoped that as the scheme develops further, more  organisations across the Island will continue to sign  up and the scheme will be used to support wider  community  safety  awareness  campaigns  and  training.  

It Does Matter' – Community Impact Day

In association with the States of Jersey Police, the Justice and BASC Coordinator supported the  launch of the  #ItDoesMatter campaign, held  at Chambers in Mulcaster Street. The event was aimed at the nighttime  economy  sector  with  attendees  from  local  publicans,  hospitality,  Liberty  Bus,  the  Taxi Association and registered door staff.

States of Jersey Police welcomed Lisa Squire, who travelled to Jersey to speak about her daughter, Libby, who was raped and murdered on a night out in 2019 while she was at university. Her killer had a history of non-contact sexual offences before committing her murder. He was subsequently jailed for life, with a minimum term of 27 years.

Since her  daughter's death,  Lisa has used her story to share why awareness and early reporting  of non-contact sexual offences matter. Her message was that  not every non-contact sexual offender will go on and become a rapist, but every rapist was a non-contact sexual offender at one point' thus  highlighting the importance of challenging and reporting such behaviours.

The event gave the opportunity to speak to the nighttime economy sector  about the importance of Safe Places  scheme and that by signing up it was a way that the sector could support  someone who might feel vulnerable in Jersey.

The  event  led  to  several  venues  signing  up  to  the  scheme, including Liberty Bus.

Community Safety Education

What is the story behind the curve?

The  BASC Community  Safety  Education  programme  focuses on equipping children and young people with the  knowledge,  skills  and  confidence  to  make  positive,  informed and safe choices.  

This plays a vital role in prevention by building awareness  of risks,  consideration of consequences to actions and  their impact on others, and empowering young people  with  the  knowledge  and  skills  to  navigate  harmful  influences.  

Through partnerships with schools,  front-line services and community organisations, this programme delivers high-quality education that supports long-term behaviour change, reduces vulnerabilities, and enhances community wellbeing. By reaching young people early and consistently, BASC helps shape safer futures for individuals and the wider Island community.

 Who are the partners that have a role to play in turning the curve?

What is our action plan to turn the curve?

Annual schools' education programme to replace Prison, Me, No Way, aimed at helping young people understand risk, build resilience, and make safer choices.

The BASC day brings together professionals from across the Emergency services, St John's Ambulance, Probation, Prison and Jersey Youth Service to educate on Community Safety. The BASC team aims to foster positive relationships between Young People and these services, improve their understanding of services and address key community safety issues which are relevant to young people. In doing so it is hoped that young people are then equipped with the knowledge and skills to empower them to keep themselves and those around them safe.

Sessions include:

• Actions versus impacts – an interactive session delivered by the Probation and After Care Service and the States of Jersey Prison Service using scenarios based upon real life examples for young people to discuss their responses and the potential impacts of their decisions. It also covers how services work with offenders to reduce the risks of them reoffending.

• Substance use and the importation of illegal substances – Jersey Customs and Immigration.

• Fire safety – States of Jersey Fire and Rescue Service

• Exploitation: what it is and how to avoid it – States of Jersey Police and Jersey Youth Service

• How to keep yourself and your friends safe if they become unwell including the simulation of 999 calls – St John Ambulance, Emergency Services Control Centre and States of Jersey Ambulance Service

• An opportunity to look at various emergency services vehicles and ask staff questions.

• Demonstration of the Jersey Customs and Immigration dogs undertaking a simulated exercise.

Whilst the topics on the day are serious in nature, the day is delivered in an interactive and light-hearted way with the support of each school, aiming to develop healthy relationships between young people and the  emergency  services and  provide young  people  with  information  that empowers them  to  keep themselves safe.

Pilot schools: April – September 2024

• Les Quennevais School

• Le Rocquier School

• Victoria College

• Beaulieu Convent School

Full programme launched in September 2024 for school year 2024/25:

• All secondary schools were engaged.

• Mont A L'Abbé & Le Passerelle co-designed their sessions to ensure they were appropriate for their learners.

• The Association of Home Educators were offered the opportunity to engage in the education programme, but this did not come to fruition.

How are we doing?

12 schools engaged in BASC Education Days in 2024/25, with sessions delivered to over 1,100  Year 8 students. 91% of students and 100% of teachers rated the day as good or excellent, with tangible results recorded through our pre- and post-day surveys.

These  surveys  also  uncovered  additional  questions  and  concerns  raised  by  students  to  inform continuous improvements to session content and delivery.

BASC Education Day Student Feedback

"All of them gave me so much information that I didn't have a lot of understanding on"

"It explained so much about what would happen if you got caught taking drugs or

doing anything bad in general"

"Customs and immigration were very informative because of how it showed everything which went on and differences between edibles, the effects of drugs and

its problems, both for the future and for yourself. Prison and probation were also good because it showed the court system and parish hall, as well as how jail worked and how scenes worked if you went through with them, like the consequences of

underaged drinking"

The Results:

Students better understand exploitation & where to get help

Students better understand the impacts of arson

Students better understand the impacts of drugs

Students now know who to contact for support

Following the 2024/25 school year, all the delivery partners were brought together to discuss the data collected at the schools and examine local trends and potential harms to adapt sessions for the 2025/26 school year.

IN 2025/26:

Key challenges and enablers for the next phase of BASC

While progress has been made in establishing and embedding the BASC framework, several challenges remain which need to be addressed to ensure its long-term sustainability, effectiveness and impact. These challenges also highlight where BASC can add the greatest value going forward through strengthening our community safety resilience, improving coordination and enabling the smarter use of existing resources.

Limited capacity within the BASC Team

BASC is currently delivered by a very small core team comprising the Justice and BASC Coordinator and BASC and Change Delivery Support Officer with support from the JHA Analytics Manager, all of whom have additional responsibilities in their roles unrelated to BASC. While this team has successfully established the framework, governance arrangements, data partnerships and multiple workstreams, capacity is extremely limited when set against the scale, complexity and ambition of BASC.

Current capacity constraints limit the team's ability to:

1. Drive delivery at pace across all priority areas
2. Provide consistent coordination and support to partnerships
3. Embed Outcome Based Accountability across the system
4. Sustain high-quality analysis, insight and reporting
5. Deepen engagement across government and with the wider Island community

This level of resourcing places significant reliance on a small number of individuals and limits BASC's ability to move from coordination to a sustained system delivery. Increased resourcing, capacity and prioritisation of BASC across Government is therefore a critical enabler for the long-term embedding, sustainability and resilience of BASC.

Limited resourcing to deliver actions

While BASC provides the structure to coordinate strategy, partnerships and governance, there is minimal resourcing attached to the delivery of actions arising from the framework. As a result, much of the work outlined in this report relies on services absorbing delivery within existing resource or stretching already pressured systems.

All BASC partnerships and key strategies, including the Youth Justice Roadmap, currently do not have dedicated resourcing in place, which limits progress in these government priority areas, resulting in risk to delivery and progress, whereby:

• Actions will remain constrained by capacity and goodwill

• Progress may be inconsistent and challenging to sustain over time

• Opportunities for early intervention and prevention are missed

• Long-term outcomes and value for money are harder to realise

However, BASC also offers an opportunity to improve financial resilience. By consistently applying the BASC framework across government, it becomes possible to identify waste, inefficiency and duplication across community safety activity. This will enable better coordination, prioritisation and, where appropriate, redistribution of existing resources to areas of greatest need and impact.

Within a constrained financial environment, BASC is already delivering effectively by making targeted, outcomesfocused use of existing limited resources. Additional resourcing and prioritisation across government would enable BASC to build on this strong foundation and fully realise its potential.

Adoption across government and departments

Engagement with BASC has increased across parts of government, working towards being fully adopted and embedded as a cross-government framework. Integration across all departments within the government requires collective ownership, leadership and sponsorship at a strategic level.

Moving forward BASC requires further work to establish it as:

• The Island's overarching framework for community safety, enabling a strategic lens through which priorities and strategies can be understood, aligned and delivered.

• An opportunity to align government strategies and their role to play within community safety.

• A practical mechanism for delivering the Community Safety Future Jersey outcome.

• A framework that directly supports the new Government of Jersey commissioning framework.

BASC provides the shared language, outcomes focus and accountability needed to commission effectively, particularly for prevention, early intervention and multi-agency delivery. Without consistent adoption across government, opportunities to align strategies, commissioning decisions and delivery in relation to community safety will remain fragmented, limiting both impact and efficiency.

Coordination, consistency and public messaging

Across community safety, multiple stakeholders including agencies, charities and services often work toward similar goals but communicate separately with the public. This can lead to duplication, inconsistent messaging and confusion for our Island community about where to go for help or how to interpret advice.

BASC provides the mechanism to coordinate wider community safety activity and public messaging so that it is:

• Clearer and more consistent for Islanders

• Better timed and targeted

• Not duplicated across agencies and sectors

By acting as the central coordinating framework, BASC enables partners, including States of Jersey Police, Safeguarding Partnership Jersey, government departments, and the charitable sector, to pool effort and resources around shared campaigns, prevention messages and awareness-raising activity. This collective approach improves reach and impact while reducing fragmentation and message fatigue for communities.

Becoming an Island-wide , community-owned framework

To date, BASC has necessarily focused on establishing strong foundations within the Government of Jersey. While BASC was always intended to be a community focused, Island-wide framework, it has not yet been embedded within the community to the extent ultimately envisaged. This sequencing was deliberate and necessary to ensure that the appropriate governance, accountability structures and cross-government alignment were firmly in place, enabling the system to respond effectively and act on issues raised by Islanders. Progress in this area has also been constrained by limited resourcing, which

has restricted the pace and depth of community engagement alongside the significant work required to embed BASC across government.

For BASC to succeed in the long term, it would need to evolve into a genuinely Island wide framework, one that our community and Islanders recognise, engage with and feel ownership of. This would require:

• Deeper and sustained engagement with the community, businesses and the third sector.

• Clearer visibility of BASC beyond government.

• Stronger mechanisms for community voices and lived experience to shape priorities.

• Continued coordination of local, parish level and Island-wide activity.

• Closer work with ESSH to ensure that BASC is adequately represented within its cluster groups and other mechanisms used to communicate with Islanders.

This next phase would be critical to ensuring that BASC is not seen solely as a government initiative, but as a shared Island commitment to community safety, prevention and wellbeing.

Looking ahead

Addressing these challenges will be essential for BASC to move from its current stage of development to full system embedment. As the Island's overarching community safety framework, BASC can be a critical enabler for the Council of Ministers and the incoming government to respond effectively to complex and cross-cutting community safety concerns. It provides the structure through which priority areas including Violence Against Women and Girls, Domestic Abuse and Sexual Harms, migrant safeguarding, the 7 Pathways to Reducing Reoffending, community safety education and wider prevention activity can be coordinated, aligned and delivered consistently.

With increased capacity, targeted investment, stronger cross-government adoption and deeper community ownership, BASC can move beyond coordination to providing leadership for community safety. By reducing duplication, aligning existing resources and applying a consistent, outcome-focused approach using Outcome Based Accountability to both prevention and response, BASC can offer a practical mechanism through which the next government can strengthen resilience, improve value for money and deliver clearer, more effective and more sustainable community safety outcomes for Jersey.

Any investment in BASC can therefore be seen as an essential enabler rather than an additional pressure on the system, providing the infrastructure needed to support prevention and early intervention, more efficient use of public funds, and longer term, sustainable solutions to community safety challenges.

Child-friendly BASC framework

Glossary of terms

[1] Future Jersey 2017-2037

[2] Reimagining Youth Justice: A Child First Roadmap for Jersey (2025-2030)

[3] Jersey Youth Justice Review

[4] Evidence supporting the use of restorative justice

[5] Purple Tuesday is  an international,  accessibility and inclusivity initiative dedicated to improving the customer experience for disabled people and their families.