States Assembly | R-4-2015

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1 Policing Plan 2015

1. 2015 Policing Plan Executive Summary

Purpose

The States of Jersey Police is here to support an Island where residents, businesses and visitors are safe and feel secure

What do the Police do?

• Deliver an effective emergency response

• Protect people from crime and anti-social behaviour

• Provide support to victims and witnesses

• Target organised crime groups, drug activity and individuals who cause most harm to our community

• Disrupt the harm caused by alcohol misuse

• Anticipate and prevent criminal activity

• Work with partners and the public to bring offenders to account and reduce re-offending

• Work with partners and the public to prevent people being killed or seriously injured on our roads

• Plan and prepare to respond to any major or critical incidents

• Deliver an efficient, effective and flexible policing service which provides value for money

• Play a part and contribute to the broader States of Jersey public sector, in particular the on-going public sector reform programme, as well as contributing to the UK national strategic policing system

What are the Police's top 10 priorities?

In the 2014 Jersey Annual Social Survey people were asked to rank the importance of key Police activities. %

high or v high priority

Respond quickly and effectively when people need their help 95%
Be ready to respond effectively in the event of major incidents and 94% emergencies
Help protect vulnerable people (e.g. tackling domestic violence, 91% child abuse)
Target persistent offenders 89%
Tackle the supply of illegal drugs 87%
Work with other agencies to monitor and manage registered sex 82% offenders living in the community
Help ensure the safety of people in town at night by policing St. 77% Helier's nightlife
Help protect Jersey against financial crime; e.g. fraud and money 69% laundering
Help protect the safety of all road users 69%
Work with local communities to tackle their neighbourhood safety 67% concerns

How will we know if Jersey's police have been successful in 2015?

Public confidence measures Key performance measures

• >90% of people feel safe in their neighbourhood Response to 999 calls (Code 1 <10 mins & Code 2 <60 mins)

• >80% of people think the States of Jersey Police are doing a good job Detections (or other positive outcome) of >34% for all recorded crime

Contents

2015 Policing Plan Executive Summary 3 Foreword by the Chair of the Jersey Police Authority 5 Foreword by the Chief Officer of Police 6
Introduction and background

Policing the Island of Jersey 7
About the Jersey Police Authority 8
An update from our Honorary Police 8

Developing this Plan 9
Structure of the 2015 Policing Plan 9

Direction and key strategies

Being visible and responsive 10
Protecting our communities from harm 11
Bringing offenders to justice 12
Enhancing trust and confidence 13
Improving value for money 14
Investing for the future 15

Resources 16 Appendices 17 - 45

4 Policing Plan 2015

Foreword by the Chair of the Jersey Police Authority

In its first full year of operation, the Jersey Policy Authority has focused primarily on its relationship with the States of Jersey Police in order to get a thorough understanding of the work of that organisation and the challenges it faces. I am pleased to be able to report that the Authority has received a high level of engagement and cooperation from our colleagues in the Police and we have quickly established a positive working relationship with a large number of individuals. This has been helped by the fact that, early on in the process, we allocated responsibilities for different areas of policing among our Members which has meant that, individually, we have developed a deep understanding of the issues which affect the Island and its policing.

As readers will see from the foreword by the Chief Officer of Police, recorded crime has reduced considerably in recent years

and it is the view of the Jersey Police Authority that the Island is well represented by the States of Jersey Police who do an excellent job in many areas.

Advocate Jonathan White, Chair of Jersey Police Authority

Readers will see that the form of the Policing Plan for 2015 differs from previous years. This is because the Authority has been keen to identify and introduce a series of key deliverables which can be used to measure performance more precisely. This will enable the Police, as well as the Authority, to monitor performance on an ongoing basis which is a key criterion for a business plan such as this. The Authority is grateful to the Police for embracing such an approach and considers that the plan, as presented, is thoughtful and prioritises the areas which are most in need.

The Authority supports all of the initiatives which have been set in the attached plan. In particular, they believe that it is important for the Police to maintain its high physical profile (especially in St Helier) and to focus on supporting and protecting vulnerable people in our community. This general focus, including in particular the focus on domestic violence, could not be more important. There is no place for such behaviour in our community.

In 2015, it is the intention of the Jersey Police Authority to engage more fully with the community in order to better assess any issues which they feel impact upon policing in the Island. Effective policing is critical to the wellbeing of all Islanders and an ongoing reduction in the budget which is made available to the States of Jersey Police is something that is of concern to the Authority. As the Chief Officer says in his foreword, his organisation will be working smarter and harder in order to deliver further improvements whilst accommodating a two per cent reduction in budget. The Authority has satisfied itself that this two per cent reduction can be managed without compromising effective policing but any future reductions could prove extremely challenging.

Foreword by the Chief Officer of Police

In recent years our strategy has been focused on targeting specific types of crime – for example, burglary or alcohol related violence - as well as multi-agency partnerships that support crime prevention and re-offending. During this period we have seen recorded crime reduce considerably; however the overall crime levels for 2014 are now expected to remain broadly similar to 2013. This suggests that from 2015 onwards, we will need to work both smarter and harder in order to deliver further improvements whilst also accommodating a 2% reduction in our budget. Key to achieving this is to continue to strengthen our approach and commitment to community policing.

Despite this overall reduction in recorded crime, Police

activity has increased considerably in non-crime areas – The changing profile of police work over the last 3 years in particular with missing persons and dealing with

concerns for people's welfare - reinforcing our broader 49n%on-crime related activities

responsibility towards community safety. 50%

39% 40%

Community policing is an essential platform to help us to better understand local

issues and concerns, and ensure all sections of our community have a voice and can 23% 30% crime-related activities

be heard. It is this drive for inclusion and tolerance which provides a central theme 20%

for the 2015 Policing Plan. Crime, anti-social behaviour, community tolerance and 17%

compassion is something that affects us all, and with which we can all get involved. 10% 4%

We continue to make progress raising awareness about domestic abuse and supporting its victims. If UK research applies equally to Jersey, then these incidents may continue to increase over the next few years. I am determined that, in the 21st Century, all members of our community should feel safe.

As the profile of criminal activity has changed in recent years, so we have -10% 2%

developed new competencies and capabilities to deal with cyber-crime, internet-

enabled crime and undertake hi-tech crime investigations. In the last 12 months we -20% 15%

have seen the number of cyber investigations more than double. Equally, we are -30% 25% 26%

also being proactive about the changing trend towards New Psychoactive

Substances as well as dealing with a global increase in terrorist threat. -40% N3 oyteeasr period was 1 Nov 2011 - 31 Oct 2014 37%

SOJP only started recording words of advice on 1 Jan 2014

I am confident I have the best team around me and, with the public's continuing support, we can meet these challenges.

Introduction

Policing the Island of Jersey

Jersey has a resident population of nearly 98,000 people and also hosts up to 700,000 visitors each year. English is the main language spoken, although the Island has a diverse and multi-cultural community that is made up from a number of different nationalities. Whilst the Island is a British Crown Dependency, Jersey is self-governing and has its own financial and legal systems and its own courts of law. It is this status as a Crown Dependency with its own government and legislation that creates a distinct policing environment, and makes it difficult to draw direct comparisons with UK constabularies.

The States of Jersey Police must be largely self-sufficient in developing and maintaining services that are provided through a local, regional and national level police service infrastructure in the UK. Key differences include:

• Jersey's role as an international finance centre requires the police to work with enforcement agencies around the world to combat money laundering and terrorist funding

• Providing a range of functions that would normally be delivered by other service providers in the UK. For example, administrative requirements of the criminal justice process, providing a vetting and barring service, managing CCTV and a Central Firearms Register

• Policing the Island's main entry and exit ports. Jersey's airport serves about 40 destinations and handles around 1.5 million passengers a year. Another 750,000 travel through Jersey's sea ports

• Being the place of last resort' and, in particular, providing a safety net for some of the most vulnerable people in our community

In addition to their normal duties, many officers are also trained in specialist skills – for example: firearms, search, surveillance, siege negotiation, collision investigation, public order, and family or sexual offence liaison. It is the combination of low crime-rates and multi-skilling that enables Jersey's Police to provide a similar range of public services to a UK constabulary but with significantly fewer resources. This approach does, however, require increased investment in training to keep officers at the required level of expertise.

About the Jersey Police Authority

The Jersey Police Authority (JPA) is an independent body, established under Article 4 of the States of Jersey Police Force Law 2012. The JPA has the duty of ensuring that the States of Jersey Police (SOJP) (a) are an efficient and effective police force; (b) Deliver the key aims and objectives referred to in the Annual Police Plan, and (c) act in accordance with any management policies which may be set by the Minister of Home Affairs.

After delivering the current Policing Plan, the primary function of the JPA is to ensure the delivery of the objectives laid out in the Police Plan 2015 by the States of Jersey Police. The JPA will adhere to the objectives of the Department of Home Affairs and ensure effective collaboration is undertaken with all partner agencies. As part of its duty to ensure the delivery of the objectives above, it will analyse, monitor and document the information gathered through our meetings on a quarterly basis, using the information provided by the States of Jersey Police Senior Management Team and from other partnerships who are working alongside the Police. The JPA receives statistical analysis of all recorded crime figures on a monthly basis and uses these figures to measure performance against the KPI's within the Plan.

In its first year, the JPA has been consulted on the introduction of Body Worn Video Cameras, participated in the decision making of the safe and effective introduction of Taser use to the Island, monitored and commented on the development of the Law Reform Consultation document, and attended seminars and meetings involving multi agency partnerships including BASS (Building A Safer Society) initiative and JMAPPA (Jersey Multi Agency Public Protection Arrangements).

The JPA consists of 7 voluntary members. It has a Chairman, four public members and two political States Members.

Contribution from Honorary Police

There have been a number of changes to the organisational structure of the policing services in Jersey in the last year. The SOJP Policing Plan 2015, prepared for the first time with the close collaboration of the States of Jersey Police Force and the Jersey Police Authority, is but one example.

In relation to the Honorary Police, the Connétable s (Miscellaneous Provisions) (Jersey) Law 2012 also brought about changes as the Connétable s have now relinquished their personal policing powers and the Chefs de Police are responsible for operational policing within their Parish.

But there has been no change to the commitment of each Connétable who is still responsible for the efficient and effective policing of the Parish and to provide community policing to meet the specific needs of the parishioners.

In delivering this service, the Honorary Police work closely with the SOJP. Indeed, the Foreword by the Chief Officer of Police identifies the SOJP aim to strengthen their approach and commitment to community policing as being key to the further reduction of crime levels.

As the framework for the service in 2015 is set, both for parishes and for the SOJP, we look forward to a continuing strengthening of our working relationship. This will both enhance the role of the Honorary Police and enable the SOJP to work with a key partner in delivering community policing for the benefit of Jersey.

Len Norman, Chairman, Comité des Connétable s Danny Scaife, Chairman, Comité des Chefs de Police Hugh Raymond, President, Honorary Police Association

Developing this Plan

This is the first plan developed by the Jersey Police Authority. It is different from previous plans as it sets out more clearly defined and measurable activities and actions for the police to deliver during 2015. It will also provide a framework against which the Jersey Police Authority can hold to account the performance of the States of Jersey Police. In developing the 2015 Policing Plan the Jersey Police Authority and Chief of Police have:

• Consulted with the Home Affairs Minister

• Reviewed the current threats and risks posed to the Island Business, Residents, workers

And visitors' expectations Aims andFi naamncbiaitli oPlnasnning

• Considered the latest (2014) Jersey Annual Social Survey

Incorporated direction and policy from Corporate Management Board and Stakeh o l d ePracrotnmemrsihtmip eanntds 2 2015 Priorities

Listened to key partners and stakeholders

States Employment Board Policing

Crime and intelligence

• Where appropriate, included the direction, research, advice and learning analysis Plan Risk management

offered by the College of Policing and UK Constabularies

• Taken stock of what was achieved in 2014 and reviewed the impact of new Jersey's contribution to the People plan

initiatives on service delivery UK national policing effort

• Identified new opportunities to consolidate and build upon the delivery of the Home Affairs Minister & States

Force's commitments in the year ahead of Jersey strategic plans Financial planning

Visible: WSet aarteetsh eorfe wJehresneyyouPnoeelidcues' sanvdaplruoveidse a 2.5 Structure of the 2015 Policing Plan

reassuring presence It is not possible to document all the activities that will take place during 2015. As such, this plan Considerate: We are open, approachable and considerate in excludes the day-to-day operational activities of policing; instead it focuses on areas that are changing our relationships with the public we serve or being developed. To communicate these priorities,

Community: We are part of our community, we don't just the 2015 Policing Plan has been structured into six 2015 Policing Plan structure police it. We are committed to keeping Jersey a safe and sections. Equally, it is not practical to write policies or

special place procedures that cover every circumstance or 1. Being visible and responsive

Resolute: We are strong and decisive when we need to be, eventuality. This approach would also be too 2. Protecting our communities from harm focused on keeping residents, businesses and visitors' safe restrictive given the broad and dynamic nature of 3. Bringing offenders to justice

and feeling secure policing. Therefore, as a general principle, it is 4. Enhancing trust and confidence Resourceful: We have the capability to adapt and respond important that police officers and police staff use their 5. Improving value for money

to the unique demands and challenges of Island policing judgement and discretion within a framework of 6. Investing for the future

agreed values.

Direction and key strategies

Being visible and responsive

Police visibility, responsiveness and support to communities is key to keeping crime levels down and providing people with a sense of peace and reassurance. Listening, understanding and being in touch with local community issues and concerns is also critical in helping to prevent crime and maintain public order. Whilst Jersey is already a very safe place, it is important that it remains so, especially in light of this current period of economic uncertainty. In addition to further developing the community policing model, 2015's plans also describe a number of other key areas:

responding to Code 1 emergencies

Urban Rural Target time 6 mins 10 mins Average response time 4'45" 8'28"

% Target time met 82% 76%

% Target time not met 18% 24%

1 Nov 2013 - 31 Oct 2014

There is greater focus on community inclusion and inclusive activities, including schools, young people and minority groups. Continuing efforts to minimise anti-social behaviour, including the need to address causes as well as anticipating and responding to incidents.

Greater focus on working with businesses, including practical support and prevention activities and advice.

Maintaining progress over the last 18 months in reducing night-time economy related violence and anti-social behaviour.

New to this year's Policing Plan is the updating and modernising of the Police's approach to equality and diversity. Again this is critical to an effective community policing model. This year's plan focuses on two key areas: Whether the officers and staff of the States of Jersey Police are broadly representative of the communities they serve.

How the Police can better access, understand and represent the interests and concerns of minority groups within the community.

Detailed plans supporting these strategies can be found at Appendix 1.

Protecting our communities from harm

This section covers a broad spectrum of activities ranging from supporting and protecting vulnerable people in our community to the Police's approach to cyber-crime. It also includes the Police's plans for domestic violence, financial crime and road safety.

2015 will start with an independent inspection of the Island's financial services in January, by Moneyval. This will include the Police's Joint Financial Crimes Unit (JFCU). During the year the Police will also focus its efforts on preventing technology enabled crime – ranging from helping to protect the Island from a major cyber-crime attack, to advising individuals on how to protect their home computing. This also links strongly with preventing economic crime, identity theft and internet enabled fraud. An additional focus for 2015 will be to support the introduction of a modern legislative framework relating to cyber-crime, internet enabled fraud and on-line bullying and harassment.

Once a hidden crime, domestic abuse has emerged in recent years as a mainstream criminal justice issue in Jersey and, in partnership with the Safeguarding Board, the Island's domestic abuse strategy will be updated during 2015.

This theme of partnerships and multi-agency co-operation is central to protecting vulnerable people. Key partnership activities for 2015 will include implementing an 18 point plan designed to improve performance for rape investigations and prosecutions across all areas of the Island's criminal justice sector. Jersey's Police will also work with Guernsey and the Safeguarding Board to develop a Multi-Agency Child Death policy as well as a Child Death Overview Panel.

Whilst mainly behind the scenes, Jersey maintains a strong focus on Island security, principally by supporting the UK Government's Counter Terrorism Strategy – Contest'. This affects not only the Island directly, but it is important that Jersey also plays its part in helping UK and France to protect their borders. Equally the Police have responded to the recent increase in terrorist threat level both with internal changes as well as working with other organisations. The focus for 2015 will be increased understanding and awareness of terrorist threats amongst States' front line employees.

Detailed plans supporting these strategies can be found at Appendix 2.

Bringing offenders to justice

Progress continues to be made in respect of the active and intrusive management of prolific offenders. Operation Crackdown seeks to target, disrupt and minimise the impact of habitual and prolific criminals. During 2015, and working with the Probation Service, a new strategy will be developed that seeks to minimise re-offending behaviours, and thereby help to maintain low levels of crime in Jersey .

The Police will continue to reduce the impact to the public of volume crime, such as burglary and car crime, by tackling it pro-actively. This will reduce the number of offences, increase the number of offenders brought to justice and provide a high quality of service to the victims and witnesses involved.

Jersey's Police will also look to develop a new drugs strategy for 2015 - supported by independent research that has recently been commissioned by the Medical Ethics Research Committee – whilst also supporting and recognising the important work that the Building a Safer Society (BaSS) initiative plays in this area.

Like the majority of community problems, the need to adopt an holistic and partnership approach to problem solving, as well as identifying and addressing the root causes of issues, is essential if the Island is to see long term success in this important area.

In parallel and working with Jersey Customs and Immigration Service, the aim will also be to target, disrupt and dismantle individuals or crime syndicates who supply illegal drugs in Jersey, including New Psychoactive Substances (NPS).

Detailed plans supporting these strategies can be found at Appendix 3.

Enhancing trust and confidence

The requirement to police with consent' remains as valid today as when it was first developed by Sir Robert Peel. As such the need for the Police to demonstrate consistency, integrity, honesty, and fairness remains central to their effectiveness. It is a common theme throughout this Policing Plan and is central to the community policing model and the renewed focus on equality and diversity.

Public confidence comes in many different shapes and sizes. It can be influenced by external activities – such as the media or UK policing activities, as well as the internal standards and the behaviours of Police Officers themselves. Our research suggests that the Police have good support from Islanders - which stems from a positive and constructive relationship that Police Officers have with members of the Island's

communities.

The 2015 Plan highlights a number of areas where the Police will seek to increase its transparency and openness – principally by making more information publicly available on its website. This also coincides with the introduction of Freedom of Information legislation to the Island.

During 2014 the Police reviewed their current approach to crime recording, which has been based previously on the UK's Home Office Counting Rules. In 2015 new crime recording rules will be introduced and details will be published on the Police website.

In 2015 (and beyond) the Police will adopt the new UK policing code of ethics as the standard for its conduct and behaviour. Whilst this will require changes to the law, and will take about two years to implement completely, it is an important step towards modernising Police conduct and standards for the 21st Century.

Detailed plans supporting these strategies can be found at Appendix 4.

Improving value for money

A key development for 2015 will be the introduction of a new performance framework for Jersey's Police Force. It has been recognised for some time that the current approach to performance measurement and reporting may benefit from being updated and, whilst levels of recorded crime have reduced significantly in recent years, there remains a growing requirement to demonstrate that this is also being achieved efficiently and economically.

Increasingly, public perception equates a reduction in crime with an opportunity to reduce the policing budget, without fully appreciating that the Police's role is broader than the investigation and detection of reported crime. An effective performance management framework, and greater transparency and openness concerning policing activities and responsibilities, will help to present a more balanced picture. The public can then better determine whether their Police provide value for money.

Whilst the States of Jersey Police have responded constructively to budget reductions in recent years and there are no obvious signs of excessive waste in their practices, there will undoubtedly be opportunities to further improve efficiency and effectiveness.

2015 will see a 2% reduction in the States of Jersey Police's operating budget. Given that 87% of Jersey Police's budget goes towards staff costs – and recognising the current budget reduction follows a series of cutbacks in previous years, the Police will need to reduce its overall workforce strength to make the books balance in 2015. Whilst some Police posts have been cut, the priority has been to look to achieve savings from back office roles.

It seems increasingly likely that further savings will be also be required in future years and there is recognition that these are unlikely to be achieved without reviewing the Force's current operating structure; this review is also planned to take place in 2015.

In addition, a key feature of 2015's Plan will be to conduct Lean' reviews to identify how services to the public can be improved whilst also improving efficiency, as well as finding other areas in which save money or improve value for money.

Detailed plans supporting these strategies can be found at Appendix 5.

Investing for the future

Notwithstanding the general economic climate and likely reduction in budgets, it remains important that the States of Jersey Police continue to invest for the future.

It is expected that mobile technology should not only improve Police efficiency, but should also improve crime detection and crime prevention capabilities. An on-going review into mobile technology is due to be completed in 2014 and should set the direction for the foreseeable future.

Training and development of staff remain key priorities and a core requirement of policing for the future. However, the manner in which training is delivered will continue to be modernised with the introduction of greater on-line learning, a new appraisal system and an updated competency framework. This will not only reduce training costs, but should also reduce the time officers spend away from front line duties due to training commitments.

Equally, the States of Jersey Police need to review the current skill requirements for Police Officer roles. This will support not only more focused training plans and activities, but also support a more flexible and skills based approach to manpower planning.

And finally, we now live in an information management age, where the public and Police workforce have unparalleled access to information. The Police are currently developing an information management strategy which should support important developments such as the new Freedom of Information legislation, UK Management of Police Information (MoPI) requirements as well as local Vetting requirements.

It is expected that this review will also influence the Police's technology strategy as well as improving important workflow and processes in anticipation of moving to a new Police headquarters in late 2016.

With a new Police headquarters now under construction, this is being used as a focal point to modernise a number of working practices and, in particular, to ensure we get the most value from technology. A separate project has already started to plan and prepare for the transition to new premises.

Detailed plans supporting these strategies can be found at Appendix 6.

Resources distribution of 2015 budget

Support Services £000s Deputy Chief Officer £000s

2015 budget Information Technology 980 Operational Fund 150

Facilities & Maintenance 1,210 Management 558

Training 540 Integrity & security 237

The 2015 budget allocation for the States of Jersey Police is Project Management 110 Welfare & Police T&Cs 210 approximately £24m. This reflects a 2% reduction on 2014's budget. Management 90 13.3% 4.5% £1,155

Performance & Planning 110

Communications 90

Audit & Governance 25 35.8% Uniformed operations £000s About £21m (85%) of the budget goes towards staff costs, leaving a £3,155 Response & Incident Mangement 7,400

Community policing 1,400 balance of £3.0m (13%) as a general revenue budget. The Police's 16.1% £8,800

facilities and maintenance costs are high because of the run down state CCruismtoindayl &Jusdteicteention £090301s

of its buildings at Rouge Bouillion. Whilst the new Police headquarters Volume crime investigation 758 Crime Services £000s building costs are being met separately, there will be additional CVreitmtininga&l jBuasrtircineg& admin 1,344688 30.2% CPruibmliicn aPlr o&t ePcrtoioanctive Investigations 11, ,620800

transition expenses that will need to be found in 2016. CPrriompeerMtyanagement 13564 JIonitneltl Figinenacnec i&a lCCoruimnteesr UTenrirtorism 11 ,,76 00 00

Income -100 Forensics & Hi Tech Crime investigations 950

£3,900 Operations & admin 270 2015 workforce profile

£7,400

non-uniformed police officers

employees

ACPO 2

Superintendent 2 Grade 14+ 3 Chief Inspector 4 Grade 11 - 13 10 Inspector 13 Grade 8 - 10 48 Sergeant 42 Grades 4 - 7 46.5 Constable 160.5 Manual Workers 9 Total 223.5 113.5

total establishment 337

(full time equivalent officers and staff)

In 2015 the States of Jersey Police currently will have a funded establishment of 223.5 police officers and 119 civilian staff. The slightly higher than average ratio of Police Officers to civilian staff reflects a practical need to maintain operational resilience. Many officers and staff have secondary specialist roles in addition to their day job'. This enables the Police to provide a similar range of services to a UK constabulary with significantly less money and people. However, it requires greater emphasis on training, flexibility and for people to be prepared to move around a lot.

comparison of SOJP staffing with UK police forces (per 1000 population)

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0

UK police averages

£000s

City of London Dyfed Powys North Wales Jersey Norfolk

Officers Staff All

Appendices

Appendix 1 Being Visible and Responsive

Appendix 2 Protecting our communities from harm Appendix 3 Bringing Offenders to Justice

Appendix 4 Enhancing trust and confidence Appendix 5 Improving value for money

Appendix 6 Investing for the future

page 18 page 25 page 33 page35 page 39 page 44

Being visible and responsive Appendix 1

States of Jersey Police - Plans for 2015

	Objective	Key deliverables	Miles tone dates	Resources allocated	Expected benefits
1.1	Community Policing
1.1.1	Strengthen SOJP's overall effort, expertise and focus directed towards community policing	Increase community policing effectiveness by placing officers where they are most visible, available and accessible to the community Introduce dedicated schools liaison post into the community policing team Reallocate 2 Detective Constables into the community policing team to focus on managing crime related community issues and high demand families Reallocate dog handlers to community policing teams with a specific focus for policing rural parishes Adjust working/shift patterns to ensure officers are available during expected peaks in demand, in the most cost efficient manner possible	Q1, 2015 Q1, 2015 Q1, 2015 Q1, 2015 Q1, 2015	Within existing SOJP resources Within existing SOJP resources Within existing SOJP resources Within existing SOJP resources Within existing SOJP resources	Enhanced visibility, accessibility and availability of Police Officers Enhance trust and confidence in the Police with young people. Educate young people on Police matters Broaden the intelligence picture Develop relationships with staff, parents and young people Enhance Police visibility in rural parishes More effective deployment of specialist resources More efficient and effective matching of resources to demand Working hours are better aligned to community needs
1.1.2	Develop a remote working capability for community officers	Progress recent decision to trial the introduction of dedicated secure police computer within parish halls	Q2, 2015	Within existing SOJP resources	Officers to spend increased time within their communities Enable efficiencies for the administration of Parish Hall Enquiries and other processes

Community Engagement

1.2.1	Co-ordinate and enhance community knowledge and understanding	Increase integration and consultation with communities so as to increase SOJP overall community effectiveness Share and co-ordinate existing community knowledge and contacts within SOJP Maintain strong and open communications channels with each parish, existing community members, and representative groups Identify gaps in community knowledge, key relationships or representative groups and develop plans accordingly	On-going Q1, 2015 Q1 - Q4, 2015 Q1, 2015	Inspector, Operational Support Unit Inspector, Operational Support Unit Inspector, Operational Support Unit Chief Inspector, Operational Support Unit (and nominated officers within existing resources)	Better understand community issues in order to: - Build trust - Maintain public safety and order - Diffuse potential community problems at an early stage - Encourage community harmony and tolerance - Gather relevant intelligence and prevent crime / support investigations - Reduce concerns for welfare - Reduce criminal behaviours
1.2.2	Extend SOJP's reach into the community	Focus on identifying and establishing effective relationships and communications with hard-to- reach groups Nominate officers with responsibilities for specific community specialism. To include: - Disability - Age - Lesbian, Gay, Bi-sexual, Transgender (LGBT) - Faith - Race Nominated officers are to develop their own network to enhance their effectiveness Actively seek feedback concerning the most effective approaches and channels for effective communications with each hard-to-reach group	Q1 - Q4, 2015 Q1, 2015 Q1 - Q4, 2015 Q1 - Q4, 2015	Chief Inspector, Operational Support Unit Nominated officers Nominated officers Nominated officers
1.2.3	Promote greater SOJP interaction and inclusion with the community	Nominated officers are to develop plans to progress knowledge and understanding of community issues, and increase meaningful contact with community groups, in particular minority communities Name (and provide background details) of officers with key public facing roles. For example: -Liaison officers for each Parish -Crime reduction officer -Schools liaison officer -Events planning officer -Major incident officer Include named points of contact with specialist responsibility for: -Race -Disability -Age -LGBT -Faith Put in place systems to ensure details remain accurate, relevant and informative to community needs, and alternate named contacts are published when officers become unavailable	Q1, 2015 Q2, 2015 Q2, 2015	Nominated officers Within existing SOJP resources Within existing SOJP resources	Improved reporting of criminal activity and overall trust in SOJP by all sections of the Island's community, including minority communities Improved customer service Improved transparency of police services and roles Improved public accountability for police officers To meet customer service standards Maintain credibility and effectiveness of SOJP website
1.2.4	Develop internal knowledge and understanding of community issues	Deliver regular internal updates to officers on community policing initiatives, issues and developments	Q1 - Q4, 2015	Within existing SOJP resources	Improved knowledge, awareness and support to the public
1.2.5	Partnerships and joint working	Identify key contacts with other agencies in order to progress community understanding and problem solving Increase inclusion and interaction of other agencies in problem-solving and general community activities Develop closer working relationships with (and within) schools and school support networks (e.g. PTAs and Multi Agency Support Teams)	Q2, 2015 On-going On-going	Improved and increased joint- working will impact on SOJP resources, but is considered an essential investment for future benefits	Increased knowledge of key points of contact who can support SOJP's community policing priorities - assessable by the maintenance of a register of contacts and frequency/relevance of contributions

Implementing SOJP's diversity strategy

1.3.1

Establish an SOJP Diversity Forum and effective governance structure

Establish a Diversity Forum (chaired by the Deputy Chief Officer) with responsibility for delivering the SOJP's Equality and Diversity Strategy (2015 - 2020)

Develop a 2015 action plan to deliver the agreed equality and diversity priorities. Ensure sufficient resources are allocated to support its effective implementation

Use the UK policing's equality framework as the standard against which to assess and develop SOJP's commitment and progress towards community equality and diversity issues

Q1, 2015

Q2 & Q4 2015

Within existing SOJP resources

Deputy Chief Officer and SOJP Diversity Forum

SOJP Diversity Forum

Focus and resources are directed to continually improving equality and diversity issues

Improved community-led intelligence and crime prevention

Supports public trust and confidence in policing

Regular monitoring and evaluation against a framework of agreed equality and diversity standards

1.3.2

Establish a workforce profile

If possible, establish a baseline and understanding of SOJP's workforce profile (e.g. gender, race, LGBT, faith, age, disability)
Identify plans and opportunities to support the overall objective that SOJP workforce should be broadly representative of the community it serves'

Review workforce profile annually thereafter

Publish workforce profile data in the Annual Policing Report

Q4, 2014 Q2, 2015

Q4, annually

Q1, annually

SOJP Diversity Forum

Within existing SOJP resources

SOJP workforce profile broadly reflects that of its local communities

Promote public confidence amongst all sections of Jersey's communities

Anti-social behaviour (ASB)

1.4.1	Maintain existing focus and approach to ASB	Use existing data, intelligence and experience to deploy officers in known or anticipated hot-spots to disrupt or deal with anti-social behaviour	Q1 - Q4, 2015	Within existing SOJP resources.
1.4.2	Support the development of a new ASB Strategy	Contribute to the development of a multi- agency strategy on anti-social behaviour being led by Building a Safer Society (BaSS) Subject to review and approval, by the Senior Management Board, develop plans and allocate resources to implement ASB strategy requirements	Q2, 2015 Q2 - Q4, 2015	Within existing SOJP resources. To be determined	Develop a more effective and community centric approach to tackling ASB issues and their causes.

Working with businesses

1.5.1

Allocate greater internal resources and focus to understand business needs

Re-align the Crime Reduction Officer function to focus more on commercial crime and protection, and engagement with this section of the community

Q2, 2015

Within existing SOJP resources

SOJP develops an improved understanding of commercial sector needs and requirements Reduction in business-related reported crime levels

1.5.2

Maintain and develop relationships with businesses

Maintain established links with business. In particular:

The finance sector and SOJP's Joint Financial Crimes Unit
The licensing trade and SOJP's Licensing Support Team

Businesses located in St Helier (in particular the retail and hospitality trades) and the Town Policing Unit
Where appropriate seek to extend relationships in order to gain a better understanding of any trends or concerns business / business sectors may have

Q1 - Q4, 2015 Q1 - Q4, 2015

Q1 - Q4, 2015

Joint Financial Crimes Unit Licensing Support Team

Town Policing Unit

Within existing SOJP resources

Continue to develop knowledge and understanding to support the policing requirements of business sectors

1.5.3

Develop specific initiatives to support business

Improve secure data transmission in areas such as Shop Alert and the communication and enforcement of Exclusion Orders

Identify opportunities to improve real time communication of information and intelligence to prevent commercial crime
Develop a campaign to increase awareness and focus on commercial security and crime prevention issues

Q3, 2015

On-going

Q2, 2015

Within existing SOJP resources

Communications Manager and Crime Reduction Officer

Improve the quantity and quality of intelligence and information to support SOJP activities and operationsImprove real-time mutual co-operation and intelligence sharing amongst businesses to prevent crimeImprove crime detection rates on commercial crime Measurable reduction of crime reporting in crime hotspot areas and within certain categories of offending

(d) Promote and enable self-help by businesses through the provision of advice and timely support via SOJP's website

On-going

Within existing SOJP resources

1.5.4

Improve analysis and crime prevention advice

Improve analysis and communication of business- related crime and other patterns which impact or are relevant to the commercial sectors

On-going

Within existing SOJP resources

Improve communication business related crime activity

Increase prevention or early intervention activities

Provide more focused and tailored crime prevention advice

Policing the Night Time Economy (NTE)

1.6.1

Maintain focus and momentum on reducing NTE related crime

Maintain Operation Visible on Friday, Saturday and Sunday nights in the St Helier area

On-going

Within existing SOJP resources

Reduction in NTE violence with injuries High visibility presence, public reassurance and NTE crime prevention at times of high demand

1.6.2

Continue to focus on preventing NTE economy related crime

Continue to work with off-licenses in order to: -Take a robust approach to selling alcohol to under- age (or other vulnerable) people

-Encourage greater social responsibility with regard to alcohol sales

Continue to work with key partners to reduce NTE related crime and anti-social behaviour. For example: -Parish Constables, Safer St Helier

-Building a Safer Society, Other Ministerial and Non- Ministerial government departments

Increase political engagement to resolve broader NTE related problems. For example, the location of places of refreshment and road safety issues
Maintain a partnership approach to solving NTE related problems. For example, reviewing SOJP's Licensing Strategy, and permits for licensed premises
Develop periodic licensing trade meetings, focused on providing education, advice and guidance
Synchronise local initiatives with national campaigns. For example, safe drinking and alcohol awareness campaigns

On-going On-going

On-going Q2, 2015

On-going

Licensing Support Team

Reduction in incidents involving vulnerable people

Reduction in reported alcohol thefts

Maintain support and momentum to deal with NTE crime

Better awareness and mutual understanding

1.6.3

Enforcement

Maintain a robust, consistent and intelligence-led approach towards licensing trade offences

On-going

Licensing Support Team

Number and quality of licensing checks

Protecting our communities from harm Appendix 2

States of Jersey Police - Plans for 2015

Objective

Key deliverables

Miles tone dates

Resources allocated

Expected benefits

Protecting the most vulnerable in our community

2.1.1

Enhance support and services relating to sexual assault

Develop a Sexual Assault Referral Centre (SARC) for both children and adults

Implement SOJP's elements of the joint Rape 18 point improvement plan that was developed in 2014

Further develop the capacity of a new Independent Sexual Violence Advisors (ISVAs) service who will work in support of victims

Throughout 2015

Throughout 2015 in partnership with LOD Throughout 2015

Led by DCI Operations in partnership with H&SS DCI Operations & LOD

DCI Operations

Enhanced victim care and ability to capture forensic material without involving the Police

Enhanced victim care and improved chance of successful CJ outcome with an aim to improve consistent low level of conviction rates

To enhance the care and support provided to victims of sexual assaults

To bring more offenders to justice based on historic low level of conviction rates

2.1.2

Research and identify any requirements to support young people Not in Education, Employment or Training (NEETs)

Following the recent death of a small number of young people, a work stream remains under development to support and enhance the lives of Children and Young People who are Not in Education, Employment or Training (NEET). This work remains embryonic but will (in partnership) be developed further throughout 2015

(a) The program of work will include engagement with Young People in order to explore and support life opportunities

Throughout 2015

Head of Crime Services in support of multi-agency groups led by H&SS

The program of work seeks to enhance the lives and prospects of these Young People in order that they don't become vulnerable or over reliant on public services

2.1.3

Review procedures for detainees under the influence of NPS

Review Police Procedures and Criminal Evidence legislation and develop proposals to address detention clock' issues for detainees under the influence of New Psychoactive Substances (NPS)

Q4, 2015

Director, Criminal Justice

Legislative framework is reviewed and proposals developed to ensure that detention is compliant with Human Rights and individual welfare needs

Protecting vulnerable people through partnership working

2.2.1

Safeguarding Partnership

Support the Safeguarding Partnership Board in updating the Island's Domestic Abuse Strategy

Once developed, identify any resource implications for SOJP for approval by the Senior Management Board

Support the implementation of any subsequent recommendations in relation to the revised Island- wide Domestic Abuse Strategy

Support the Safeguarding Partnership Board (and in collaboration with Guernsey) develop

- a Multi-Agency Child Death policy, and

- a Child Death Overview Panel

Through the Place of Safety Sub-Group, continue to work with partner agencies to identify and secure funding and location for a more appropriate/secure place of safety for people with mental illnesses

Engage with the Health Service to develop an alternative approach to detaining non-violent people in custody who are under the influence of New Psychoactive Substances (NPS)

Q1 - Q2 2015.

Q3 2015

As required by any delivery plan

By Q4 2015

Review progress in Q2, 2015

Head of Crime Services DCI Operations

DCI Operations

Director, Criminal Justice

To achieve better outcomes for victims

To better hold perpetrators to account and enhanced Criminal Justice attrition rate

Develop a joint capability to review the deaths of all children.

Jointly identify child death reduction and prevention measures.

SOJP risk is reduced by providing mentally ill patients with an alternative to custody cells as an appropriate and secure place of safety.

Reduced Force Medical Examiner (FME)costs

Reduced custodial admissions

Fewer mental health issues dealt with in the criminal justice system

Reduced FME costs

Reduce risk of death in custody

Reduce time taken to process detainees

2.2.2

Multi Agency Risk Assessment Conference (MARAC)

Support the planned independent review of the MARAC and develop an enhanced Independent Domestic Violence Advisor (IDVA) service based on current demand

2015

Head of Crime Services.

To quality assure the MARAC process and provide enhanced support for high risk victims of Domestic Abuse

2.2.3

Multi Agency Safeguarding Hub (MASH) Strategic Board

Following the planned review of the MASH by the Children's Services during Q4, 2014, (and subject to any potential SOJP resource requirements being approved by the Senior Management Board) support the MASH Strategic Board to implement agreed recommendations

Q1 - Q2 2015

Head of Crime Services

Enhanced Child Protection and Safeguarding measures thereby reducing the potential harm caused to Children and Young People

2.2.4

The Jersey Multi- Agency Public Protection Arrangements (JMAPPA)

In 2014 the States of Jersey Police assumed Chairmanship of The Jersey Multi-Agency Public Protection Arrangements (JMAPPA) which seeks to manage sex & violent offenders (70 at the beginning of 2014). This work will continue throughout 2015, with a continued focus of potentially dangerous offenders in order to prevent and reduce harm

Implement the recommendations of the 2014 Serious Incident Review. In particular, enhance the IDVA service.

Assess the impact of reduction in one Detective Inspector post as a result of the 2% budget saving for 2015

Throughout 2015

Head of Crime Services

Improved Public Protection measures

2.2.5

Update the Suicide Prevention Strategy

Support the development of an updated Suicide Prevention Strategy

Q1 - Q2 2015

Head of Crime Services

A reduction in the number of suicides

2.2.6

Shelter Trust

(Drunk and incapable facility)

Continue to support Shelter Trust to meet recognised safety standards with regard to the management of drunk and incapable detainees

Provide safe handling training to Shelter staff

Throughout 2015

Sergeant CJD

Inspector CJD

Reduction in costs of criminalising such behaviour

Reduced Force Medical Examiner costs Mitigation of risk for SOJP

Road Safety

Objective

Key deliverables

Miles tone dates

Resources allocated

Expected benefits

2.3.1

Review existing Road Safety Partnership arrangements

Working with Transport and Technical Services Department and other interested stakeholders, review the effectiveness of the existing Road Safety Partnership and Road Safety Strategies.

Q3, 2015

Within existing SOJP resource

Reduction in road fatalities, serious and minor injuries in Jersey.

Greater awareness of dangers and preventative measures for all road users.

2.3.2

Maintain core road safety activities

Pending the outcome of a review of the Road Safety Partnership:

(a) Continue to support road safety initiatives led by Transport and Technical Services Department, and work in conjunction with the Honorary Police, DVS and Customs at high profile road checks.

Throughout 2015

Within existing SOJP resource

Reduction in road fatalities, serious and minor injuries in Jersey.

Greater awareness of dangers and preventative measures for all road users.

Maintain the 'Let's Look Out for Each Other' campaign to encourage better driving standards and behaviours

Continue to promote better road safety practices and more responsible road behaviours through enforcement.

Throughout 2015

Within existing SOJP resource Within existing SOJP resource

Taser and Firearms

Objective

Key deliverables

Miles tone dates

Resources allocated

Expected benefits

2.4.1

Taser implementation

The full adoption of Taser is expected to be complete by the end of October 2014. During 2015:

Any officers failing to qualify will be re-coursed and assessed and it is therefore anticipated that all will be Taser-trained by the beginning of 2015
All Tactical and Strategic Firearms Commanders will have received awareness training so that the viability of Taser as a less-lethal option is understood at all levels in the command chain

Q4 2014

Q1 2015 Q1 2015

Within existing SOJP resource

Within existing SOJP resource Within existing SOJP resource

All authorised firearms deployments will have an additional and valuable less-lethal tactical option available, further lessening the probability of an officer having to discharge a firearm

All instances of Taser "use" will be recorded – "use" covers everything from and including the removal of the device from the holster Monthly statistic on Taser and firearms usage will be provided to the JPA

2.4.2

Firearms Licence Accreditation

Following a decision to seek accreditation for the College of Policing Firearms Licence in 2016:

Develop a work schedule for 2015 to enable accreditation in 2016

Implement the plans and preparations for the award of a temporary Firearms License in 2016

Q2, 2015

Q2 – Q4, 2015

Within existing SOJP resource Within existing SOJP resource

Ensure SOJP maintains recognised UK standards with regard to all matters relating to firearms

Promote public confidence (and be able to demonstrate if required) that all firearms officers have been trained to recognised UK standards

Cyber-Crime

2.5.1

Objective

Key deliverables

Miles tone dates

Resources allocated

Expected benefits

Implement the agreed Cyber- Crime strategy

Following approval of the Cyber-Crime strategy in 2014, the focus for 2015 will be to deliver the agreed 19 point action plan. Included within the plan are the following key work streams:

Develop partnerships with National 'Get-Safe-Online' and 'Cyber street' Groups. In particular:

- Provide advice and guidance to local agencies who represent vulnerable groups

-Cultivate links to business groups and other key partners i.e. States IT, Data Security officer etc.

Maintain ACPO approved Open Source training and guidance

-Develop Force knowledge bank

-Establish appropriately skilled and trained 'first response team'

-Ensure National Centre for Applied Learning Technologies (NCALT) training delivery for cyber-crime

-Develop an internal Communications strategy

Broaden Operation Hornet to focus on cyber enabled crime and deliver an awareness raising prevention campaign

-Ensure co-ordinated advice and media guidance via all forms of external interaction i.e. website, social media, mainstream press etc.

2015 Q1-Q4, 2015

Q1-Q4, 2015

Within existing SOJP resource

Within existing SOJP resource - multiple leaders

The key over-riding aims and benefits of the Cyber-Crime strategy are to:

Prevent our community from becoming victims of Cyber-Crime

Protect vulnerable groups and persons and working in partnership to reduce risk

Prepare our staff and response to meet the demand

Pursue those engaged in Cyber-Crime

More structured, consistent and comprehensive response to Cyber-Crime incidents

Improved communication flow between local partners in terms of intelligence, best practice and emerging technologies and threats Improving public confidence in the way we deal with Cyber-Crime.

More timely and accurate recording of Cyber- Crime allegations Increased skill and knowledge of staff - mainstreaming Cyber-Crime into everyday policing

Improved public confidence in the way we deal with Cyber-Crime

Increased intelligence led prevention, protection and enforcement opportunities

Mainstreaming Cyber-Crime into every day policing

(d) Working with the South West region, NCA and Action Fraud develop relationships to ensure connectivity and access to resources

-Ensure that the appropriate equipment, software and secure network is available for use by local investigators

Q1-Q2, 2015

Within existing SOJP resource

More structured, consistent and comprehensive response to Cyber-Crime incidents

Improved communication flow between local and international partners in terms of intelligence, best practice and emerging technologies and threats

Improving public confidence in the way we deal with Cyber-Crime

2.5.2

Review and modernise Cyber-Crime related legislation

As required, support the Law Officers and Home

Affairs Departments to develop compliance with the full range of relevant legislation, as developed by the Council of Europe Convention on Cyber Crime. This will impact upon such legislation as:- Computer Misuse (Jersey) Law 1995- Police Procedures and Criminal Evidence (Jersey) Law 2003- Regulation of Investigatory Powers (Jersey) Law 2005 - Criminal Justice (International Co-operation) Jersey Law 2001 - Criminal Justice (International Co-operation) Jersey Regulations 2008

Support the Economic Development Department to develop amendments to the Electronic Communications (Jersey) (EDD led)

Q1-Q4, 2015

Q1-Q2, 2015

Within existing resources and in accordance with Home Affairs and LOD resources Within existing resources and in accordance with EDD and LOD resources

Harmonise the local criminal law elements of Cyber-Crime offences and connected provisionsProvide for criminal procedural law powers necessary for the investigation and prosecution of such offences, including the gathering of evidence in electronic formSet up a fast and effective regime of international co- operation

To create the legal framework to prosecute online / cyber behaviour that is considered to be grossly offensive, malicious or threatening (i.e. behaviour that is not captured under a course of conduct' by existing harassment legislation)

2.5.3

Broaden role and remit of SOJP's Hi-Tech Crime Unit

Having established a highly skilled and effectively resourced Hi-tech Crime Unit:

Continue to provide Hi-Tech support (including providing expert evidence) to Jersey Customs & Immigration Service and Guernsey Police
Developing a formal service framework for the provision of these services to partner agencies
Explore options to develop Jersey as a lead HTCU for small Island Police services.

2015 2015

Senior Scientific Manager

Lead island wide collaborative status & income generation

Income generation

Lead Island-wide collaborative status and income generation

Financial Crime

Objective

Key deliverables

Miles tone dates

Resources allocated

Expected benefits

2.6.1

Support the Island's overall standing as a reputable finance centre

Prepare for and support the independent inspection

of the Islands Financial Services Industry by Moneyval – including the JFCU

Fully assess and implement where appropriate (in agreement with the Senior Management Board) recommendations arising from the said 4th round assessment

Q1, 2015 Q1-Q4 - 2015

Within existing SOJP resource

Jersey remains recognised as a reputable finance centre

JPA will be kept informed of progress at key points in the process

2.6.2

Enhance the efficiency and effectiveness of the Joint Financial Crimes Unit (JFCU)

Following the appointment of a dedicated JFCU lawyer in Q4, 2014, identify ways to streamline investigations and prosecutions

Once identified, implement new processes and practices to enhance services for victims of financial and economic crime

Review the reporting, recording, investigation and advice given by SOJP staff to members of our community regarding all local and international fraud especially that associated with the cyber environment (including the relationship with Action Fraud)

Increased collaboration with JFSC, PPU and Community teams - Joint operations with Trading Standards, Citizen Advice, Consumer Council, Community Savings and JFSC re Scam awareness, consumer rights and 'debt'.

Q1-Q2 – 2015

Q1-Q2 – 2015 Q1-Q4 - 2015

Dedicated JFCU lawyer

Within existing SOJP resource

Provide an enhanced service for victims of financial and economic crime

Increased confidence in the way the SOJP deal with all manner of financial related crime

Improved intelligence and communication flow between local and international partners Increased knowledge and skill of staff

More structured consistent and comprehensive response to all related financial crime and intelligence

Improved confidence in the work and delivery of the JFCU

Counter terrorism and national security

Objective

Key deliverables

Miles tone dates

Resources allocated

Expected benefits

2.7.1

Maintain Island security and an effective counter terrorist capability

SOJP remains committed to the work of the UK Government's Counter Terrorism Strategy – Contest' through its links to both the South West and South East Counter Terrorism Units

(a) The local adoption and development of the Counter Terrorism strategy (PREVENT, PURSUE, PROTECT and PREPARE) drives day-to-day tasking and activities

This is achieved through day- to- day tasking and supervision

Special Branch Officers in partnership with Jersey Customs & Immigration Service

Effective implementation of UK Government's counter terrorism strategy

2.7.2

Respond effectively to changes to national security

In light of the increased terrorist threat level:

- Maintain wider community awareness and briefings (in particular to States Chief Officers)

- The development of and participation in local and national counter terrorist operations

- Enhance engagement with UK's South West Counter Terrorist unit partner (Contest Strategy)

Develop a programme to train, develop and enhance awareness of counter-terrorist related issues for front-line States of Jersey employees. Include existing multi-agency channels for the escalation of any issues or concerns

Q1-Q4 – 2015

Q1-Q2 - 2015

Within existing resources - led by SB Ports Unit

Within existing resources and led by Special Branch

Maintain and enhance local capability and capacity in respect to all Counter Terrorism issues

Protect and secure Jersey's borders

Maintain public confidence in Police services Heightened understanding and awareness of Island-wide counter terrorism threats and actions

Bringing offenders to justice Appendix 3

States of Jersey Police - Plans for 2015

Objective

Key deliverables

Miles tone dates

Resources allocated

Expected benefits

Volume crime

3.1.1

Develop and implement plans to further reduce volume crime

We will seek to maintain low levels of acquisitive and in particular burglary and car crime
Working in partnership with the Probation Service (and other relevant stakeholders) review and update the existing strategy in respect of managing Persistent & Priority Offenders (PPO)

Throughout 2015

DCI Operations

Maintain low level of offences

Maximise the number of offenders brought to justice

Provide a high quality of service to the victims and witnesses involved (to be assessed through survey) To minimise the re-offending behaviour of persistent and priority offenders, helping to maintain low levels of crime in Jersey

Serious and organised crime

3.2.1

Research issues and opportunities for sexual exploitation and trafficking

Under the auspices of Operation Phoenix, and working with key partners, research and seek to better understand issues surrounding organised sexual exploitation and trafficking within the Island whilst securing an Island wide policy position on the issue of prostitution
Subject to the findings of the research, develop plans accordingly

2015

To be determined

Head of Crime Services

To be determined

The protection of vulnerable and exploited people To be determined

3.2.2

Target and disrupt the supply of drugs and New Psychoactive Substances (NPS)

Working in partnership with other law enforcement, principally JCIS, we will seek to target and disrupt / dismantle those individuals or crime syndicates who are intent on the supply of illegal drugs in Jersey, including New Psychoactive Substances (NPS)

Q1-Q4 - 2015

Within existing resources and in full co- operation with JCIS

Dismantle those Organised Crime Groups Prosecute those individuals engaged in this type of criminal activity Maintain and enhance public confidence in the way the SOJP deal with the supply of all controlled drugs

3.2.3

Target and disrupt the supply of drugs and New Psychoactive Substances (NPS)

An application to the Health & Social Services Medical Ethics Research Committee has recently been approved which will result in an assessment of current illicit drug use within the Island.

Q1-Q2 - 2015

Health and Social Services Medical Ethics Research Committee's research project to provide an assessment of current illicit drug use within Jersey.

Reduction in the threat presented by Organised Crime Groups

Reduction in the supply and distribution of illegal drugs and NPS

Successful prosecutions against individuals engaged in the supply and distribution of illegal drugs / NPS.

3.2.4

Develop a States of Jersey Police Drugs Strategy

As required, support Building a Safer Society (BaSS) in developing a an Island-wide strategy aimed at minimising the harm caused by crime, anti-social behaviour and substance use
Develop a States of Jersey Police Drugs Strategy (that fully aligned with BaSS objectives) for consideration by the Senior Management Board

Q1-Q4 - 2015

Within existing resources

Tackling drug misuse in order to reduce the harm caused to individuals, families and communities

Support UK National and Island strategies

Enhance public confidence in SOJP's ability to enforce drugs related legislation

Enhancing trust and confidence Appendix 4 States of Jersey Police - Plans for 2015

Objective

Key deliverables

Miles tone dates

Resources allocated

Expected benefits

Implement Code of Ethics

4.1.1	Adopt Code of Ethics as best practice	Adopt Code of Ethics as best practice guide to complement Code of Conduct set out in Police (Complaints & Discipline Procedure)(Jersey)(Order 2000)	Q1, 2015	SMB approval required	Compliance with College of Policing ethos Code of ethics becomes part of growing Police professionalism Lead to greater confidence across the policing profession and communities
4.1.2	Revise existing laws, regulations and orders	Work with the Jersey Police Authority, Jersey Police Complaints Authority and Home Affairs Minister to revise the Law and Procedures for Police misconduct Consultation with Police Association and stakeholders Embed new Code of Ethics into legislation Submit draft legislation to the States for adoption	Q3, 2015 Q1, 2016 2015 Q4, 2015
4.1.2	Revise existing laws, regulations and orders		Q3, 2015 Q1, 2016 2015 Q4, 2015
4.1.3	Implementation	Implement new Code of Ethics and Law/Order Train and brief officers, staff and the Jersey Police Complaints Authority	2016 – 2017	Deputy Chief Officer and Jersey Police Complaints Authority Within existing SOJP resource

Victim & Witness Care

4.2.1

Witness Care

Continue to recruit, train and develop Witness Care staff and volunteers to deliver focused services to witnesses and victims of crime
Contribute to Integrated Witness Care Review

Q3, 2015 Q1, 2015

Within existing SOJP resource

May require reallocation of resource to central service

Improve the witness experience when contacting SOJP Re-allocation of resources to contribute to victim hub to reduce duplication of service to victims.

4.2.2

Victims Fund

Establish the feasibility of a Victims Fund' to ensure that victims receive court awarded compensation
Report to the Criminal Justice Strategy Board

Q2,2015 Q2, 2015

At request of CJ Strategy Board

Victims receive compensation in full at first payment rather than in instalments or not at all

Update Home Office Counting Rules (HOCR)

4.3.1

Implementation of revised HOCR Rules

Once agreed by Senior Management Board, implement revised HOCR rules (as adjusted for Jersey)
Update SOJP website with details and an explanation of the revised HOCR for Jersey
Provide training for operational staff in HOCR and National Crime Recording Standards (NCRS) to ensure consistency of recording practice

Q1, 2015 Q2, 2015

Q2 - Q4, 2015

Within existing SOJP resource Within existing SOJP resource Within existing SOJP resource

Keep Jersey Police Authority apprised of HOCR developments Increase transparency

Enhance understanding of SOJP performance data on-line Maintain high levels of compliance with HOCR to ensure ethical recording practices are maintained

4 Vetting and disclosure services

4.4.1

Review and update practices for internal vetting requirements

Develop and implement revised vetting processes and procedures for Police Officers, Police employees, temporary staff and contractors:

Review and modernise existing practices and policies
Automate vetting on-line processes with 3rd party specialists
Develop and implement a policy for the on-going maintenance of vetting and security clearances

Q1, 2015 Q1. 2015 Q1, 2015

Force Vetting Officer to be appointed from within existing SOJP resource

Clear understanding of security clearances for rank and position across the organisation

Efficient and effective vetting processes (using existing in-house systems)

Mitigate organisational risk

4.4.2

Review and update vetting and barring practices and services provided to external organisations and groups

Provision of vetting services related to working with children and vulnerable groups (utilising the UK's Disclosure and Barring Service (DBS)) :

Review and update existing vetting processes and practices
Establish full on-line connectivity with the UK DBS in order to manage disclosure and barring applications, including invoicing and identity verification processes
Develop an additional service (subject to legal advice) to provide an enhanced local vetting service for those not eligible for DBS checks
Once developed, publicise new application processes and requirements to other government departments, local employers, charities and voluntary groups

Q1, 2015 Q2, 2015

Q2, 2015 Q3, 2015

Force Vetting Officer to be appointed from within existing SOJP resource

Mitigate organisational risk

Improve quality, service and transparency - and reduce process costs - of applications

Enhanced service to the public through the provision of Basic Certificates, issued by SOJP which will be legally compliant with Data Protection legislation

Support the roll-out of the revised service provision

Enhanced information on SOJP website regarding checks and online submission of forms and prepayment

4.4.4

Improve Subject Access Request processes

(a) Develop an on-line application and payment capability for Subject Access checks

Q4, 2015

Force Vetting Officer to be appointed from within existing SOJP resource

Improve quality and service, and reduce process costs of applications

4.5 Enhance transparency and visibility concerning police activities

4.5.1

Update policies and publish on SOJP website

Update and streamline existing policies and procedures by adopting UK's Authorised Professional Practice (APP) standards where appropriate:

Nominate officers and staff to review existing policies and procedures, and assess relevance and applicability of APP

Develop suitable templates and internal directory for all policies and procedures

Distribute current policy documents to nominated officers and staff for review and alignment to APP

Present revised policies and procedures for review and approval at Senior Management Board

Q1, 2015 Q1, 2015 Q1 2015

Q1 - Q4, 2015

Within existing SOJP resource

Within existing SOJP resource Within existing SOJP resource Within existing SOJP resource

Will ensure SOJP follows accredited and researched standards

An easily searchable library of APP and SOJP generated policy and procedures which can be publically accessible under FOI

Internal governance and review and policy adoption process

		(e) Approve revised policies and procedures and publish non restricted policies on SOJP website	Q4 2015		Greater transparency for (non- restricted) Police policies and practices
4.5.2	Publish Police performance data on the SOJP website	Following the revision of Home Office Counting Rules (HOCR) for Jersey, publish general police performance data on the SOJP website	Q1, 2015 (and quarterly thereafter)	Within existing SOJP resource	Greater public transparency and accountability concerning police activities Opportunity to develop broader ownership of public safety issues
4.5.3	Publish minutes of meetings on SOJP website	Review internal documents (such as minutes of meeting) and, where appropriate publish non- restricted information on the SOJP website	Q1, 2015	Within existing SOJP resource	Greater public transparency and accountability concerning Police activities Increased public confidence in police activities Greater public understanding of the breadth and scope of Police work
4.5.4	Gifts, hospitality and expenses register	Maintain an accurate record of gifts, hospitality and expenses for the Chief Officer of Police and the Deputy Chief Officer of Police Publish information on SOJP website	Q1, 2015 Q1, 2015	Staff officer	Greater public transparency and accountability concerning Police activities

Improving value for money Appendix 5

States of Jersey Police - Plans for 2015

Objective Key deliverables Miles tone dates Resources allocated Expected benefits

Process efficiency and Lean

5.1.1

Lean projects

"Lean" is a States of Jersey-wide initiative to focus on improving both services to customers and process efficiency. Its principal benefit is to identify and drive out wasteful practices.

(a) Complete a minimum of six Lean' projects across SOJP during 2015

Q4, 2015

Lean trained officers and staff

Improved customer experience

More efficient and effective use of resources

Greater ownership and involvement by officers and staff

5.1.2

Process Reviews

Uniformed operations processes

Crime Services processes

Map and review key operational processes

- Implement the approved Graded Response Policy, updating SOJP's response times and incident management, and resource allocations practices

- Review customer contact practices and processes

- Review immediate response/initial actions to domestic incidents

-Priority offender management processes

-Crime investigation processes

-Multi Agency Safeguarding Hub Processes

-Multi Agency Risk Assessment Conference processes -Missing / Absent person processes

-Forensic service provision

-Forensic recovery processes

-Hi-Tech Crime processes

Q1 - Q4, 2015 Q1, 2015

Q1 - Q4, 2015 Q1 - Q4, 2015

Q1 2015 Q1 2015 Q4, 2015 Q4, 2015 Q2 2015 Q4, 2015 Q4, 2015 Q4, 2015

Head of Departments and Lean trained officers and staff Superintendent Uniform Operations Superintendent Uniform Operations Superintendent Uniform Operations

Superintendent Crime Services Superintendent Crime Services Superintendent Crime Services Superintendent Crime Services Superintendent Crime Services Superintendent Crime Services Superintendent Crime Services

Improved customer experience

More efficient and effective use of resources

Greater ownership and involvement by officers and staff

(d) Support Services processes

Review vetting practices for SOJP officers, staff and contractors

Review vetting practices for external applications

Review Parish Hall Enquiry administration processes General administration and communication with Parishes Review practices for external subject access requests Review identification procedures

-Performance management reporting processes

-Risk management processes

-Force inspectorate processes

-Project and change management processes and documentation

Q1, 2015 Q1, 2015 Q1, 2014 Q1, 2015 Q4, 2015 Q4, 2015 Q1, 2015 Q1, 2015 Q1, 2015

Q2, 2015

Director Criminal Justice Director Criminal Justice Director Criminal Justice Director Criminal Justice Director Criminal Justice Director Criminal Justice

Director Corporate Development Director Corporate Development Director Corporate Development

Director Corporate Development

5.1.3

Capture improvements

Following process reviews, identify and develop plans to capture service improvement and efficiencies

Q3 - Q4, 2015

Heads of Departments and Yellow Belt' trained officers and staff

Deliver service improvements and realise efficiencies and savings from process reviews

5.1.4

Develop process and activity measures

Develop process and activity measures and indicators for key processes

Q2 - Q4, 2015

Heads of Departments and Performance Manager

Identify process and activity measures and indicators to contribute towards the SOJP performance framework

Enhance individual and organisational performance

5.2.1

Implement and embed new e-PRA system

New e-PRA system is due to be implemented during 2014
Capture organisational training needs

Conduct post implementation review and report findings to Senior Management Board

Q4, 2014 Q1-2, 2015 Q3, 2015

HR Manager Training Inspector HR Manager

Increased and more effective use of PRAs

Enhanced productivity, focused to individual needs, including development requirements Support for succession planning and career development

Engaged and motivated officers and staff

5.2.2

Develop a new performance framework

Develop a modern and relevant performance framework that supports effective decision making, planning, resource management, management control and reporting

New performance framework presented to Senior Management Board (SMB) for review and approval
Implementation plan developed and agreed by SMB

Q1 2015 Q1 2015

Chief Inspector seconded to Corporate Development

Improved performance and reporting Improved accountability

Improved financial and cost awareness Improved partnerships and external relationships

Improved planning

Improved decision making

Improved risk management

Improved awareness of key Police priorities and issues (internally and externally)

5.2.3

Redesign role and composition of the Performance Board

The Performance Board is the key vehicle to deliver performance and management information:

Review the role, purpose and membership of the Performance Board in light of the new performance framework
Consider including risk, organisational learning, audit and inspection issues within the Performance Board's scope
Develop recommendations for SMB review and approval
Implement approved recommendations

Q1 2015

Q2 - Q4, 2015

Chief Inspector seconded to Corporate Development

A more effective approach to:

Enhance organisational performance and effectiveness
Disseminate, manage, control and discuss SOJP performance issues

5.2.4

Review current corporate risk management practices

Undertake research and consultation
Develop proposals for Senior Management Board approval
Implement agreed findings (provisional date only)

Q1 2015 Q1 2015

Q4, 2015

Chief Inspector seconded to Corporate Development Resource yet to be identified

A clear understanding of the threat, harm and risk profile to the States of Jersey Police

Appropriate / proportionate contingencies and mechanisms are in place to mitigate risks where necessary Risk is actively managed

5.2.5

Internal Audit

& Inspection

Research and design a modern Inspectorate (internal audit) capability
Develop an audit / review plan for Senior Management Board review and approval
Implement proposals

Q1, 2015

Q2 - Q4, 2015

Chief Inspector seconded to Corporate Development

External, peer and internal review of operations and effectiveness Promotes cost effective practices Supports organisational learning

Learning & Development

5.3.1

Critical skills and manpower planning

Identify and document critical skills required for front line services (Crime Services, Uniformed Operations, Custody and Response Investigation Unit)
Propose critical skills and appropriate manning levels for key front line services for review and approval by the Senior Management Board (SMB)
Following SMB approval pass essential and desirable skills profile to Rostering Manager to support a more dynamic approach to manpower planning and resource allocation
Following SMB approval, identify and develop a more structured approach to workforce skills development and management:

-Focused induction training - on joining and following promotion or internal transfer (for officers and Police staff) -SOJP's approach to developing and maintaining core policing skills

-Use of e-learning, coaching, mentoring, self-development and task and competency checklists

Q2, 2015 Q2, 2015 Q2, 2015

Q2 - Q4, 2015

Training Inspector Training Inspector

Training Inspector and Rostering Manager

Training Inspector (supported by Line Managers)

Enables a more focused and cost effective delivery of training services

Auditable skills development programme

Contributes to more effective and efficient manpower planning processes

Enhances productivity and effectiveness of officers and staff

5.3.2

Reduce Training delivery costs

Identify and implement opportunities to reduce training expenditure, whilst also improving the quality and effectiveness of organisational skills and capability:

Increase e- learning and classroom training capacity -Introduce at least 15 new National Centre for Applied Learning Technologies (NCALT) training packages to SOJP during 2015

-Increase overall capacity to deliver classroom training by 15% (within existing training resources), through e-learning and other initiatives

-Develop five in-house on-line training packages, specific to Jersey's legislation and/or SOJP needs.

Identify and implement opportunities to charge for training services provided by SOJP
Enhance training partnerships

-Review existing joint training initiatives for quality, service and cost effectiveness

-Identify additional opportunities to share training delivery and resources within Home Affairs Departments, other agencies with enforcement responsibilities and other Police services.

Q1 - Q4, 2015 Q1 - Q4, 2015

Q1 - Q4, 2015 Q1 - Q4, 2015 Q1 - Q4, 2015

Q2, 2015 On-going

Training Inspector Training Inspector

Training Inspector Training Inspector Training Inspector Training Inspector

Maintain 10% reduction in training budget for 2016 and beyond

Increase efficiency and effectiveness / reduce training delivery costs

Reduce abstractions from front-line duties

Improve focus and relevance of training

Income generation

Reduce training delivery costs Increase utilisation of training resources

Iron out areas of potential duplication/ waste (in particular with other uniformed services)

Prepare for budget reductions / changes

5.4.1

Efficiency effectiveness and budget savings review

In light of anticipated budget reductions research and develop proposals:

Implement 2% savings plan for 2015 budget

Exploratory work towards charging for services at full cost recovery
Develop a future operating model to include:

- Staffing levels (in relation to demand for services)

- Supervisory ratios

- Organisational design (in relation to customer expectations

and changing trends)

Q1, 2015 Q2, 2015 Q3, 2015

Senior Management Board

Finance Manager

Senior Management Board

Complies with budget reduction directives

Identify new / alternative income sources

Contingency planning in the event of future budget reductions

5.4.2

Prepare for 2016 pension changes

Respond to the pension change process, including requests for information and projections etc.
Where possible, influence the design of any new pension arrangements in order to:

- maximise the operational effectiveness of Police Officers, particularly with regard to the physical nature of their role

- minimise any additional budget cost

Q 1-4 2015 Q 1-4 2015

HR Manager HR Manager

Complies with central pension change proposals

A fully productive and affordable workforce

Investing for the future Appendix 6

States of Jersey Police - Plans for 2015

Objective Key deliverables Miles tone dates Resources allocated Expected benefits

Learning & Development

6.1.1

Leadership and Management development

(a) Following the review of SOJP's management and leadership requirements in 2014, design and implement identified training needs.

Q1 - Q4, 2015

Training Inspector

Dynamic and customer focused Police Officers and Police staff who keep Jersey safe and provide value for the taxpayer

Information Management

6.2.1

Information Management Strategy

Develop an Information Management Strategy to incorporate:

Management of Police Information ( MOPI)
Freedom of Information (FOI)
Technology
Management Information
ICT
Vetting and Barring

Q1, 2015 Q1, 2015 Q1, 2015 Q1, 2015 Q1, 2015 Q1, 2015

Director of CJD, Information Manager ,

Data Protection and Audit Officer

SMB approval December 2014

Manage information in compliance with legislation (UK and Jersey)

Protect the reputation of SOJP through the development and awareness of appropriate policies and procedures

Mobile data & technology

6.3.1	Mobile data	Following the review in 2014 into the application and benefits of mobile data for policing Jersey, develop and implement plans accordingly	Q1, 2015	Head of IT	Ensure any mobile data proposals have a clearly defined and realisable return on investment
6.3.2	Social Media	Following the review in 2014 into the effective use and application of Social Media, develop and implement plans accordingly	Q1, 2015	Communications Manager	Maintain strong and effective communications with all sections of the local community

New Police Headquarters

6.4.1

New Police HQ build

The new Police HQ is being designed to meet modern environmental standards, improve working conditions and to enable more effective working practices. SOJP has developed internal work streams to support:

the building process, taking into account Home Office guidance, and emerging design and decision requirements
Identify and develop modern (technologically enabled) workflow and operating systems in time for occupation of the new build
Where possible 'future-proof' key operational requirements, for example:

- Custody suite

- Force Control Room

- Scientific & Cyber-Crime requirements

Q1 - Q4, 2015 Q1 - Q4, 2015

Q1 - Q4, 2015

Facilities and Project Manager

Modern working environment Enhanced operational capability Integrated work processes and systems

Policing Plan 2015.