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2016 Policing Plan
R.15/2016
Prepared by Jersey Police Authority
[1] December 2015
Contents
Page
- Introductions
- Foreword by the Chair of the Jersey Police Authority 3
- Foreword by the Chief Officer of the States of Jersey Police 4
- Foreword by the President of the Honorary Police Association 6
- About the 2016 Policing Plan 7
- Key Strategies and plans
- Keep people safe 8
- A Police Service that is valued 13
- Safeguard and support communities 16
- Modernise the organisation 20
- Resources for 2016 26
- Introductions
- Foreword by the Chair of the Jersey Police Authority
The Jersey Police Authority continues to work closely with the States of Jersey Police in order to oversee its operations and to be constructively critical of policing in the Island. As I said in my previous foreword, we receive a high level of engagement and cooperation from our colleagues in the Police and this has continued throughout 2015. I am confident that that relationship will continue to develop into 2016 and beyond which, in turn, enables us to develop a deep understanding of the issues which affect the Island and its policing.
During the course of 2015, the Jersey Police Authority has engaged more fully with the public in the Island. This has involved carrying out a public survey over the summer months in which almost 600 Islanders took part and told us their views on the services delivered by the States of Jersey Police Force. The results of the Survey have also been taken into account in developing the policing plan for 2016. The format of the policing plan continues to develop which, in turn, makes it easier for us to monitor performance and ensure that the States of Jersey Police meet their key deliverables and continue to provide effective policing for the Island. A new operating model has been developed which we anticipate will improve efficiency across the organisation. This is something that the Police Authority will be monitoring closely during the course of 2016.
We move into 2016 in the knowledge that 2015 has been a good year for the Police who, as the Chief Officer says, have made significant progress in key areas. The medium term financial plan will inevitably have an impact on all aspects of public life and is something that the Police Authority is monitoring closely in the context of the impact that it will have upon the States of Jersey Police Force.
Jonathan White
Chairman, Jersey Police Authority
- Foreword by the Chief Officer of the States of Jersey Police
2015 has been a good year in policing terms and we have made significant progress in key areas – in particular protecting people at vulnerable times in their lives, and bringing offenders to justice by applying modern technology and scientific techniques to old and unsolved cases. This sends a clear message to offenders that we will continue to investigate historic unsolved serious crimes.
Our plans for 2016 are to maintain this momentum and keep Jersey as a safe place to live, work or visit.
Despite investing considerable resources and effort in policing our roads, I have yet to see any sustained improvements. This lack of progress remains an on-going frustration, and I am now asking all Islanders to pull together and collectively make Jersey's roads safer. Key to this is for people to concentrate when they are using the roads and to ensure that their vehicles are roadworthy, in particular their lights are working. In addition to the well-publicised campaigns for seat-belts, mobile phones, speeding and drink- driving – road users shouldn't text, eat, drink or plug into their music player whilst driving and cycling on our roads. Road users need Mike Bowron, QPM to be vigilant, concentrate fully and have their wits about them. Chief Officer of Police
During the past year we have seen new crime trends and so priorities continue to change:
- Whilst the number of domestic abuse incidents now appears to have stabilised, we continue to see an increase in the number of sexual offences that are being reported. We believe this increase is due to victims having greater trust and confidence to come forward - and not because there is more offending. These crimes are often complex and challenging to investigate.
- Following dramatic reductions in night time violence in recent years, we are starting to see small increases in offending of this nature.
- Whilst burglary and malicious damage have decreased, there have been increases in cyber and economic crimes; again these can be complex and challenging to investigate.
- In addition to preventing and detecting traditional drug use, we are now also dealing with New Psychoactive Substances, which present a real threat to our community, and in particular to young people.
- The threats posed by Terrorism and Organised Crime Syndicates – whilst largely unseen – remain a high priority.
In addition to these changing crime trends, 75% of the demand for Police Services is for non-crime related activities. For example, dealing with people who are missing from home or have mental health issues, or providing community support for incidents such as anti-social behaviour.
In light of the economic pressures on the Island's public services, during 2015 I commissioned a project board to conduct a review into how the States of Jersey Police could respond to these challenges. The review focused on the changing demand for our services, what the public want from their Police Service and how we can operate more efficiently and flexibly. I have been delighted by the outcome and based on the evidence presented to myself and the senior management team,
we have developed a New Operating Model' which will be implemented in stages during 2016 (and beyond). We will embark on a major programme to modernise our working practices and improve value for the taxpayer.
In parallel to this review, we have also looked at how we can tap into the capability and connectivity provided by modern technology. Subject to a successful funding application, we expect to start introducing mobile technology for Police Officers during 2016/17. As well as improving contact with the public and officer safety, we will also look to streamline many core policing activities and this should also generate annual efficiencies in the region of £0.5m by 2019.
Finally, we will say good-bye to our Deputy Chief Officer during the first Quarter of 2016. Barry Taylor has been the architect of many of the improvements in Jersey's Police Service over the last seven years and, in particular, has been the driving force behind the development of the new Police Headquarters. He will be succeeded by Superintendent Rob Bastable who will take over the reins as Deputy Chief Officer in March 2016.
Mike Bowron, QPM Chief Officer of Police
- Foreword on behalf of the Honorary Police
The provision of community policing is a key feature of the 2016 States of Jersey Policing Plan. It builds on the SOJP aim to strengthen their approach and commitment to community policing as being key to the further reduction of crime levels.
The Honorary Police role is to provide community policing to meet the specific needs of the parishioners. The current arrangements whereby SOJP community officers are linked to parishes strengthens the good working relationship which exists between officers.
But community policing is not without its challenges. There has been a significant increase in recent years in the number of events, sporting, cultural and tourism, and, perhaps, an unrealistic expectation that the Honorary Police is always available and will assist when SOJP cannot attend. The Connétable s, who are responsible for the efficient and effective policing of the Parish, are mindful that officers give of their own time voluntarily to serve their parish and each may need to address this issue in their individual parish policing plans. Likewise, with their responsibility for operational matters, the Chefs de Police must be realistic about the assistance which can be provided whilst ensuring that the policing demands of the parish are met.
The service provided by Honorary Police officers is now recognised with the award of a medal for Long and Meritorious Service instituted by Royal Warr ant – awards were recently made to 61 officers who have each served 12 years or more, two of whom have given 30 years' service to their parishes. The value of the Honorary Police was further acknowledged during the recent States debate on the upper age limit for officers - retaining the expertise, skills and knowledge of officers who wish to continue to volunteer can only be to the benefit of parishes as we work with the SOJP in delivering community policing in the island.
Len Norman, Chairman, Comité des Connétable s Danny Scaife, Chairman, Comité des Chefs de Police Hugh Raymond, President, Honorary Police Association
- About the 2016 Policing Plan
- Developing this Plan
In developing the 2016 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
- Considered the latest (2014) Jersey Annual Social Survey which contained Police information
- Listened to key partners and stakeholders
- Incorporated direction and policy from Corporate Management Board, Council of Ministers, and States Employment Board
- Where appropriate, included the direction, research, advice and learning offered by the College of Policing and UK Constabularies
- Taken stock of what was achieved in 2015 and reviewed the impact of new initiatives on service delivery
Business,residents, workers and
visitors expectations Aims and ambitions Partnership and stakeholder Priorities
commitments
2016
inteClrliimgeen tcree anndas laynsisd Policing Risk management
Plan
Jersey's contribution to the People plan
UK national policing effort
Home Affairs Minister & States of
Jersey strategic plans Financial planning
2016 Performance Indicators
Number of crimes reported per 1,000 population
Overall number of crimes that are detected
Number of residents that think SOJP are doing a satisfactory job Number of residents that feel safe in their local neighbourhood
Cost of policing Jersey per 1,000 population
- Accountability and Performance Measurement
This plan not only sets out the key policing priorities, but also includes measurable activities and actions for the Police to deliver during 2016. This provides a framework against which the Jersey Police Authority can hold the States of Jersey Police to account for their performance. In addition, the Jersey Police Authority has identified a number of broad performance indicators which it can use to compare Jersey's performance against other Police Forces. Each year, the Jersey Police Authority formally reviews and reports on the States of Jersey Police's overall performance. The most recent review is the 2014 Annual Report.
- Structure of the 2015 Policing Plan
To communicate the priorities for 2016, this Policing Plan has been structured into four sections. Each section starts with a one-page overview and is then supported by a more detailed action plan.
It is not possible to document all the activities that will take place during 2016. As such, this plan includes examples of day-to-day Police activities whilst focusing on areas that are changing or being developed.
2016 Policing Plan Structure
Section 3.1 Keep people safe
Section 3.2 A service that is valued
Section 3.3 Safeguard and support the community Section 3.4 Modernise the Organisation
3.1 Keep people safe Performance indicators
Police Officer visibility is key to maintaining public confidence and ensuring people feel safe and are secure. Number of crimes per 1000 population.
Police Officers will continue to be highly visible, in particular in busy locations and at peak times. This Crime detection rates.
extends beyond the morning rush-hour or lunchtime, and includes all Parishes. It also involves proactively
policing the night time economy in St Helier – where officers will continue to be deployed to known Day-to-day policing activities hotspots, and extra officers will be deployed at the peak times of Friday and Saturday nights.
- Provide a 24/7 emergency response.
In addition to maintaining focus on anti-social behaviour and road safety issues, the Police will also look Provide operational leadership in times of more closely at what threat or risk is presented by Financial and Cyber criminals. confusion, crisis and civil unrest.
- Be the service of last resort'.
Equally, the risk to Islanders is not just contained within our shores and significant work continues to ensure Provide a high-visibility policing presence. Jersey plays its part in preventing organised crime and managing terrorist threats. Prevent crime.
- Respond to incidents, accidents, crimes and
Tackling drugs concerns for public safety and welfare. Following the Drugs Review in 2015, the need for a multi-agency approach to tackle drug and alcohol issues Investigate crimes and bring offenders to is important, and supporting an Island-wide strategy on drugs will be central to the effective management of justice.
drug and alcohol abuse in the longer term. Legislation will also need to be updated in order to keep up with Deal with domestic incidents, sex offences and the increase in New Psychoactive Substances (NPS) which present such a threat to young people at present. child abuse.
The States of Jersey Police will also look to strengthen its drugs detection capability with the addition of two Conduct intelligence led patrols and Police drug dogs to their ranks. operations.
- Manage dangerous situations, including
Domestic abuse and sexual assault firearms and knife incidents.
The Police will continue to develop expertise and capability in the priority area of Child Sexual Exploitation Identify ways to reduce crime.
(CSE), as well as improve the speed and conviction rate for rape investigations. They will also continue to Protect people and buildings from national work with other agencies to review the Island's current domestic abuse strategy. security threats.
- Police major events and VIP visits.
Finance and cyber crime Manage sex offenders and known violent MoneyVal conducted an inspection on behalf of the International Monetary Fund (IMF) in 2015, and the criminals.
report card' is expected in early 2016; any subsequent recommendations will need to be actioned. The Combat global economic crime, as well as local Police's cyber and internet crime capability will also be further strengthened through specific training for fraud.
frontline officers and staff.
States of Jersey Police - Plans for 2016
Ref | Objective | Key deliverables | Miles tone dates | Resources allocated | Expected benefits |
- Keep people safe
- Maintaining public safety
3.1.1.1 | Policing the Night Time Economy |
| Throughout 2016 Q2, 2016 Q4, 2016 | Ch Insp Operations All Uniform Response Police Officers Ch Insp Community Policing Ch Insp Community Policing |
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3.1.1.2 | Anti-Social Behaviour and Harassment |
| Q1, 2016 Q2, 2016 | Ch Insp Operations Ch Insp Operations |
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3.1.1.3 | Dangerous dogs' register | Research and consult with respect to the introduction of an Island wide dangerous dogs' register, and present recommendations to the Senior Management Board. | Q2, 2016 | Ch Insp Community Policing | To determine if opportunities exist to further enhance public safety. |
3.1.1.4 3.1.1.5 | Safer road use Foreign National Offenders (FNOs) |
- two campaigns to focus on drink-driving - one campaign on speeding - one on defective vehicles
(c ) Improve early flagging of overseas convictions to prosecution authorities and courts. | Q1 - Q4, 2016 Q2, 2016 | Ch Insp Operations All Uniformed Police Officers Det Ch Insp Intelligence Det Insp Force Intelligence Bureau |
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Ref | Objective | Key deliverables | Miles tone dates | Resources allocated | Expected benefits |
3.1.1.6 | Reducing crime and preventing offending |
- Police Procedures and Criminal Evidence (Jersey) Law 2003 (PPCE) - Road Traffic Jersey Law 1956 - Licensing (Jersey) Law 1974 Report and make recommendations to the Senior Management Board.
- Design, produce and promote an on-line crime reduction booklet for all-Island use - Focus on Cyber and Internet related crime in business | Q3, 2016 Q3, 2016 Q4, 2016 | Ch Insp Operations and Department Heads Crime Reduction Officer | To ensure that the legislation most used is up to date and fit for both public and modern policing needs. Enhanced crime reduction service, especially in respect to Cyber Crime where it is estimated that 80% of all such crime can be prevented with relatively simple measures and steps. |
- Tacklingdrugs
3.1.2.1 | Support the Island Drugs review | Following publication of the Drugs Review in 2015:
| Q1-Q4, 2016 | Det Ch Insp Intelligence Det Ch Insp Crime |
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3.1.2.2 | Update SOJP's Drugs Strategy and Capability |
| Q2, 2016 Q2-Q4, 2016 Q2, 2016 Q4, 2016 | Det Ch Insp Intelligence Det Ch Insp Crime Ch Insp Community Policing Ch Insp Community Policing |
Further enhance drugs detection capability. Further enhance drugs detection capability. |
Ref | Objective | Key deliverables | Miles tone dates | Resources allocated | Expected benefits |
- Domestic abuseand sexual offences
3.1.3.1 | Child Sexual Exploitation (CSE) |
| Q2, 2016 Q2, 2016 On-going Q3, 2016 | Det Ch Insp Crime Det Insp Public Protection Unit |
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3.1.3.2 | Rape investigations and support to rape victims | Implement the agreed and adopted Rape Action Plan. | Q1 – Q4, 2016 | Det Ch Insp Crime Det Insp CID |
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3.1.3.3 | Domestic Abuse Strategy | Working with the Safeguarding Partnership Board, review and update an Island-wide Domestic Abuse Strategy. Ensure a strategic and co-ordinated allocation of responsibilities with key partner agencies. | Q2, 2016 | Det Ch Insp Crime Det Insp Public Protection Unit | An Island-wide Domestic Abuse Strategy will seek to identify key partner agencies' responsibilities and ensure that there is a strategic and co-ordinated approach to tackling Domestic Abuse. |
- Finance,cyberandinternetenabledcrime
3.1.4.1 | Cyber and Internet Enabled Crime |
- Prepare and develop internal policies, procedures and training plans in Digital Intelligence and Investigation Framework. - Deliver training to all Officers and relevant support staff.
| TBD Timetable to be set by EDD Q4, 2016 Q4, 2016 | All Officers and Staff Cyber Police Strategy Group Hi-Tech Crime Manager Hi-Tech Crime Manager | Critical training requirement for all frontline Officers and Staff, ensuring a consistent service to the public. Training supported by appropriate internal policy and procedures. Ensure Island-wide protection for critical services and effective partnership working for all interested parties. If viable, potentially significant intelligence may be gained from devices that are being examined by the Hi-Tech Crime Unit (HTCU). Increased knowledge shared with other similar Forces. |
Ref | Objective | Key deliverables | Miles tone dates | Resources allocated | Expected benefits |
3.1.4.2 | Financial Crime |
- Extend the community reach of participants and their role to prevent fraud locally. - Monitor, detect and warn against imminent and developing fraud methods and trends. | Q1-Q4, 2016 Q1-Q4, 2016 Q1-Q4, 2016 | Det Insp Joint Financial Crimes Unit Det Insp Joint Financial Crimes Unit Force Legal Advisor Det Ch Insp Intelligence Det Insp Joint Financial Crimes Unit | Enhanced compliance with international anti-money laundering requirements, supporting future improved international ratings for Jersey and improvements to financial crime and Anti-Money Laundering (AML) effectiveness.
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- A Police Service that is valued
It is vital that the public have confidence in the Police, and they are respected for being fair, honest and trustworthy. This concept of policing with public consent' was a key theme to Sir Robert Peel's nine principles of policing, and dates back to 1829.
Central to maintaining this level of trust is for the Police to understand what Islanders want and expect from their Police Service, and for the Police to conduct themselves professionally and with integrity at all times.
Assessing public confidence and customer satisfaction
A key requirement set out in the 2016 Plan will be for the Police Service to review Islanders' needs and expectations and ensure they are not only providing a suitable service, but are doing so in an effective way. This will build on the survey undertaken by the Jersey Police Authority as well as responses to the Jersey Annual Social Survey (JASS) in 2016.
Responding to demand
Calls to the Police are prioritised in order that resources are allocated accordingly. The States of Jersey Police will continue to respond (to anywhere in the Island) to high priority calls for help (Code 1) within 10 minutes, and Code 2 priorities within one hour. It is important that when people are in imminent danger, they have confidence that a Police Officer will attend quickly. The Police will also look to upgrade their current telephone system during 2016 to not only support this prioritisation process, but also to provide important management information and to help improve resource and asset utilisation.
Supporting victims of crime
In 2016 there will be renewed focus on protecting victims of crime. In addition to better co-ordinating existing victim and witness care services, the Police will also research how new technology could help to keep victims informed during the criminal justice processes. Whilst also featuring in 2015's Policing Plan, there remains a particular need to support the victims of sexual assault and the introduction of a Sexual Assault Referral Centre (SARC) remains a priority.
Code of Ethics for Police Officers
The States of Jersey Police will train its Officers and staff in the UK's recently published Police Code of Ethics, ensuring Police Officer conduct remains appropriate and relevant to the 21st Century.
Performance indicator
- Number of residents that consider the States of Jersey Police to be doing a satisfactory (or better) job.
Day-to-day policing activities
- Approximately 16,000 Police incidents are recorded, prioritised and managed each year.
- The average Police response time for Code 1 (highest priority) calls is less than six minutes, and for Code 2s it is less than one hour.
- Victim and witness care services are provided to approximately 150 people at any time.
- The Police write to victims of crime and get feedback on the services provided.
- Each officer is required to keep in regular contact with the victim of crime whilst investigating the incident.
- The Community Policing Team actively seek out the views and concerns from under- represented groups in the Island.
- In addition to reports by the local media, the Police keep the public up to date via social media and have approaching 18,000 Facebook followers and over 7,000 Twitter followers.
- The Police take part in the Jersey Annual Social Survey (JASS) every two years to better understand the public's views and priorities. The next JASS survey is due to take place in 2016.
States of Jersey Police - Plans for 2016
Ref | Objective | Key deliverables | Miles tone dates | Resources allocated | Expected benefits |
- A Police Service that is valued
- BetterunderstandpublicneedsandexpectationsfromStatesof Jersey Police
3.2.1.1 | Public confidence and customer satisfaction |
| Q4, 2016 Q4, 2016 | Performance Manager (Lead) Force Project Manager (+ Project Team) Performance Manager (Lead) Force Project Manager (+ Project Team) | An improved understanding of our community needs and expectations from policing in Jersey. |
3.2.1.2 | Jersey Police Authority (JPA) survey | Review the findings of the Jersey Police Authority Survey (2015) and develop plans for consideration by the Senior Management Board. | Q1, 2016 | Performance Manager | An improved understanding of our community needs and expectations from policing in Jersey. |
3.2.1.3 | Jersey Annual Social Survey (JASS) |
| Q1, 2016 Q4, 2016 | Performance Manager Performance Manager | An improved understanding of our community expectations and priorities from policing in Jersey. An improved understanding of neighbourhood safety, key community concerns and the performance and levels of public trust and confidence in SOJP. |
3.2.1.4 | Social Media and Police Apps |
| Q2, 2016 Q1 - Q4, 2016 | Communications Manager Head of IT | Improved operational capability from social media. Enhance public communications and transparency concerning SOJP and its work. |
- RespondingtodemandforPoliceServices
3.2.2.1 | Emergency Response |
| On-going On-going | Ch Insp Operations Ch Insp Operations | Improved customer satisfaction. Increased public confidence. Appropriate deployment of resources and assets. |
Ref | Objective | Key deliverables | Miles tone dates | Resources allocated | Expected benefits | |
3.2.2.2 | Call Handling |
| Q1, 2016 Q1, 2016 Q3, 2016 | Ch Insp Operations Control Room Manager Ch Insp Operations Control Room Manager Ch Insp Operations Control Room Manager | The current telephony system to manage 999 calls is due to be upgraded and presents SOJP with an opportunity to improve call flow and improve understanding of demand for Police Services. Deliver a more streamlined service to the public when they contact the Police, including managing and prioritising demand more effectively. | |
3.2.3 Supporting victims of crime | ||||||
3.2.3.1 | Survivors of sexual assault | To work with partners to secure funding and establish a Sexual Assault Referral Centre (SARC). | Q2, 2016 | Det Ch Insp Crime | To provide the very best service to survivors of sexual assault giving clear pathways for not only reporting but also support and guidance. | |
3.2.3.2 | Victim and witness care | Following a process and function review of the Victim and Witness Care Unit, design and implement plans to develop an integrated Victim and Witness Care Unit service. | Q2, 2016 | Head of Criminal Justice Unit Victim and Witness Care Unit Victim Support | A more customer-focused and streamlined Victim and Witness Care Service, that is better integrated with external agencies such as Victim Support, and Independent Domestic Violence Advisors. Removal of duplication of practices and processes. | |
3.2.3.3 | 'Track my Crime' | Research and make recommendations in respect of introducing 'Track my Crime' technology to allow victims of crime to better understand their place in the overall criminal justice process and timetable. | Q2, 2016 | Head of IT Project Manager | Improved communication and transparency for victims of crime. | |
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- Jersey Care Enquiry
3.2.4.1 | Review findings and recommendations | Review any findings and recommendations from the Independent Care Enquiry (ICE). | Q1–Q4, 2016 | Det Ch Insp Crime | Ensure that all available learning is taken from the ICE. |
- Policestandardsandconduct
3.2.5.1 | Code of Ethics | Following publication of guidance from the College of Policing, train officers, staff and the Jersey Police Complaints Authority (JPCA) regarding adoption of the new Code of Ethics. | Q1-Q4, 2016 | Det Ch Insp Professional Standards | Enhance public confidence in policing. |
- Safeguard and support communities
Understanding Jersey's communities is an important part of policing. As communities diversify, so the risk of social unrest increases as people with different values and beliefs live in close proximity. Jersey already has a diverse community and boasts a broad range of nationalities and faiths, as well as an ageing population and increasingly accepting attitudes towards disability, sexuality and gender.
The Island's communities are also constantly changing - particularly as people enter and leave the Island for work reasons, as well as people who visit the Island. Equally, communities are a rich source for Police intelligence - people in local neighbourhoods are more likely to know if criminal acts have taken place (or are about to take place) and who may be involved.
Community Engagement
In 2015, the States of Jersey Police revisited its approach to Community Policing to ensure they understood community issues and stressors, and were in a position to resolve issues before they escalated. Whilst much of this activity is now embedded in daily Police routines (including working alongside their Honorary colleagues), this work is set to continue for the foreseeable future.
In 2016 the States of Jersey Police will research the feasibility of introducing a Neighbourhood Watch Scheme into the Island, as well as setting up a Youth Panel to help engage with young people for crime prevention ideas.
Recharging for dedicated Police Services
The States of Jersey Police will also look into whether there is an opportunity to provide key organisations with dedicated Police resource and capability - and to charge for this service.
Safeguarding vulnerable people
There is an increasing expectation that the Police should support people at vulnerable times in their lives. This can range from looking for people who have gone missing or intervening when there is a genuine concern for someone's health and welfare. Significant work took place during 2015 in relation to how the Police should be supporting people with mental health issues and this work is now reflected in the 2016 Policing Plan.
In 2016, the Police will also support a multi-agency approach towards the prevention of suicide, as well as taking forward existing multi-agency work, in particular, the work of the Safeguarding Partnership Board.
Performance indicator
- The number of residents that feel safe in their local neighbourhood.
Day-to-day policing activities
- Dedicated Licensing Unit checking and educating licensees and door staff.
- Planning and policing major events and VIP safety requirements.
- Crime reduction advice and campaigns (for homes and businesses).
- New building design – ensuring key safety requirements are included at the design stage.
- Emergency and disaster recovery planning and exercises (often with other emergency services).
- Community problem solving, including neighbour disputes and anti-social behaviour issues.
- Schools liaison and problem solving.
- Shop Watch' scheme ( St. Helier Town Centre).
- Maintaining strong links with Parishes and Honorary Police colleagues.
- Implementing the Police's Equality and Diversity Strategy, including maintaining contact and communications with key community groups.
- Supporting multi-agency and partnership work to progress Island-wide issues and challenges.
States of Jersey Police - Plans for 2016 | |||||
Ref | Objective | Key deliverables | Miles tone dates | Resources allocated | Expected benefits |
- Safeguard and support communities
- Community engagement
3.3.1.1 | Community Engagement Strategy | Further develop and embed the SOJP Community Engagement Strategy into all aspects of operational policing delivery:
| Q2, 2016 Q2, 2016 Q4, 2016 | All Officers and staff All Officers and staff Communications Manager | Effective engagement leads to increased community participation and ownership of Police-related issues. Improved understanding, awareness and co-ordination of SOJP's community engagement strategy, both internally and with Honorary Police Officers. Increased awareness of community issues and concerns. |
3.3.1.2 | Equality and diversity in action | Further develop trust and confidence with minority groups within the Island:
| Q4, 2016 Q1, 2016 Q4, 2016 | All Officers Nominated Strand Lead Officers Ch Insp Community Policing | Enhanced community trust in Police services. Improved understanding of community issues and needs. Improved understanding of community issues and needs. |
- Listen to and work with Communities
3.3.2.1 | Review introduction of fully funded Police Officer roles | Explore opportunties for fully funded partnership for Police Officers in the strategic areas of Education and Andium Homes. | Q4, 2016 | Community Policing Team | Andium Homes and Education Department represent a significant number of residents in Jersey and may benefit from a dedicated Police presence, subject to such services being fully funded. |
3.3.2.2 | Neighbourhood Watch | Introduce the 'Neighbourbour Watch' initiative to Jersey. | Q3, 2016 | Community Policing Team All Officers and staff | Improve community involvement and understanding of public safety and policing issues. |
3.3.2.3 | Engage with Young People | Investigate opportunties to engage and involve young people in Crime Reduction issues, especially in respect to Cyber Crime. Produce a report and recommendations for review by Senior Management Board. | Q2, 2016 | Community Policing Team Crime Reduction Officer | Enhanced Crime Reduction service, especially in respect to Cyber Crime where it is estimated that 80% of all such crime can be prevented with relatively simple measures and steps. |
Ref | Objective | Key deliverables | Miles tone dates | Resources allocated | Expected benefits |
- Safeguard vulnerable people
3.3.3.1 | Mental health illness |
| - Q4, 2016 Q4, 2016 Q4, 2016 Q4, 2016 Q4, 2016 Q4, 2016 Q2, 2016 | Ch Insp Community Policing Ch Insp Community Policing Ch Insp Community Policing Ch Insp Community Policing Ch Insp Community Policing Deputy Chief Officer Ch Insp Community Policing |
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3.3.3.2 | Prevention of suicide strategy | Be part of a multi-agency working group that is responsible for delivering the Jersey Prevention of Suicide Strategy. | Q4, 2016 | Det Ch Insp Crime Det Insp CID |
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Ref | Objective | Key deliverables | Miles tone dates | Resources allocated | Expected benefits |
3.3.3.3 | Safeguarding Partnership actions and activities |
| Q1, 2016 Q2, 2016 Q1 – Q4, 2016 On-going | Det Ch Insp Crime Ch Insp Operations JMAPPA Coordinator Det Ch Insp Crime Det Insp Public Protection Det Ch Insp Crime Det Insp Public Protection MASH management Det Supt Crime Det Ch Insp Crime Det Insp Public Protection | Enhanced compliance with UK Multi-Agency Public Protection Arrangements standards ensuring:
To ensure that the Police role within the Multi-Agency Safeguarding Hub (MASH) is efficient and effective and is providing the best value possible.
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3.3.3.4 | Jersey Vulnerable Adult Risk Management [VARM] Forum | Be part of a multi-agency working group that will look to shape and implement a Vulnerable Adult Risk Management [VARM] Forum in Jersey. | Q1 – Q4, 2016 | Det Chief Insp Crime Det Insp Public Protection |
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- Modernise the Organisation
The current economic climate and the expectation of budget reductions over coming years have required the Police to look critically at how they operate and how they are organised. This section of the Policing Plan recognises that it is no longer sufficient to simply provide good policing services, but these also need to be undertaken efficiently and provide value to the taxpayer.
New Police Headquarters
A critical project for the States of Jersey Police is the completion of its new Headquarters building. Whilst it is not expected to become operational until the first quarter of 2017, a significant amount of work will need to take place during 2016 to meet this deadline. It is also serving as a focal point for other projects.
New operating model
The review of the Police's current operating model identified a number of opportunities and challenges, and these will need to be planned and progressed during 2016.
New organisational structure
To support the operating model, the Police's organisational structure will also need to be reviewed; in particular where it should prioritise and allocate resources, and whether the number of supervisory and management roles can be reduced over the coming years.
New technology
Considerable research took place during 2015 into the opportunities and benefits of the States of Jersey Police adopting mobile technologies. The conclusion was that it will provide the basis for significant performance improvements, and subject to funding being approved this project should progress rapidly during 2016. It is hoped that the first mobile applications will become available in time for the move to the new Headquarters.
Savings Strategy
The Savings Strategy will also require the Police to look at partnership and collaboration opportunities, and in 2016 the main focus will be how the States of Jersey Police can work more efficiently with the Island's Customs and Immigration Service. It will also require the Police to look at when it should charge for services, and whether there are opportunities to stop, reduce or outsource some Police activities.
Performance indicator
- Cost of Police Services per 1,000 population.
Day-to-day demand for the Police During a typical week:
62 999 calls are received.
236 incidents are recorded.
55 crimes are recorded.
Officers deal with:
- 4 grave and criminal assaults
- 3 sexual assaults
- 6 domestic assaults
- 13 common assaults
- 1 cruelty/neglect of a child
- 12 thefts
- 3 dwelling break and entries
- 11 offences against property
51 persons are held in Custody.
77 sex and violent offenders are actively managed.
44 child protection notifications, and 12 adult protection notifications are processed.
Firearms officers attend 2 incidents.
Receive 44 suspicious activity reports from financial institutions.
Deal with 33 anti-social behaviour incidents.
Respond to 8 missing person reports.
Carry out 90 stop-checks.
Attend 25 road traffic collisions of which 7 result in injury.
Respond to 21 concern for welfare / mental health incidents.
Deal with 78 road traffic offences, 14 licensing and disorder offences and give 96 words of advice' to members of the public.
Ref | Objectiv | Key deliverables | Miles tone dates | Resources allocated | Expected benefits |
- Implement SOJP Savings
3.4.2.1 | Culture, Capability, Reporting and Governance |
| Q3, 2016 Q3, 2016 Q1, 2016 Q2, 2016 | HA Finance Director / Performance Manager Performance Manager HA Finance Director / Performance Manager HA Finance Director / Performance Manager | Develop a clearer understanding of the cost of Police operations, activities and transactions. Ensure the performance framework remains focused and relevant. Potential benefits include:
Identify opportunities for further efficiencies and savings. |
3.4.2.2 | New Operating Model | (a) Develop plans and delivery timetables to support the implemention of the new Operating Model. ( b) Implement THRIVE - THRIVE has been in development by UK Forces for almost two years and is based on the concept of assessing calls for service and subsequent incident grading according to: Threat, Harm, Risk, Investigation, Vulnerability and Opportunities for Engagement. . (c) Create a Communications Centre - The Communications Centre will include the following functions: - Command and Control - Call Assessment and Management - Dispatch - Enquiry Desk, Crime Recording and Crime Management - Desktop investigations - Appointments (D) Develop proposals and costs to support an integrated Command and Control capability for the Police and Fire Services within the new HQ. | Q1, 2016 Q3, 2016 Q3, 2016 Q2, 2016 | Deputy Chief Officer (RB) Deputy Chief Officer (RB) Deputy Chief Officer (RB) Deputy Chief Officer (RB) | A more effective and efficient Police Service that reflects 21st Century Community priorities, needs and crime profiles. Call handlers will be empowered to decide the outcome of the for service based on their knowledge, experience, and application of THRIVE and consideration of the Principles and Force Values. • THRIVE will enhance and improve how the SOJP deal with calls for service by ensuring that we have the people with the right skills in the right place at the right time. • Incident grading and response will be victim focused by making an assessment of the needs of the caller and the circumstances of the incident. By investing in technology, simplifying our processes and training in the THRIVE principles, the Communications Centre will deliver the listed functions in the most efficient and effective way. Officers and staff will be trained in all functions in order to make best use of resources and will be empowered to resolve situations at the earliest opportunity either by phone or identifying the best physical response. Efficient use of resources. |
Ref | Objective | Key deliverables | Miles tone dates | Resources allocated | Expected benefits |
3.4.2.3 | New Organisational Structure |
- Service redesign using Lean methodology - Stop, Reduce or Outsource (SRO) principles The level of service required from each function will be assessed and the cost savings from reducing the service level will be identified.
| Q1, 2016 Q3, 2016 Q3, 2016 | Deputy Chief Officer (RB) Deputy Chief Officer (RB) Deputy Chief Officer (RB) | A more efficienct, effective and affordable Police Force that has appropriate supervisory structures and staffing levels to meet 21st Centrury policing challenges , trends and demand. |
3.4.2.4 | People Strategies |
| Q1, 2016 Q4, 2016 | Human Resources Manager Human Resources Manager | Ensure tight controls and approvals are in place to manage workforce costs. Improve individual and team performance. |
3.4.2.5 | Charging for services |
| Q2, 2016 Q2, 2016 Q4, 2016 | Ch Insp Operations Ch Insp Operations Deputy Chief Officer Supt Operations Ch Insp Operations | The current charging structure is outdated and does not reflect current costs. The ability to recover costs is increasingly necessary when policing commercial profit making events. At present the cost of policing comes from within normal operating budgets with some events costing in the region of £20k to deliver. |
3.4.2.6 | Collaboration and partnerships |
| Q2, 2016 Q2, 2016 Q1, 2016 | Det Ch Insp Intelligence Det Insp Force Intelligence Bureau Det Ch Insp Intelligence Det Insp Force Intelligence Bureau Scientific Services Manager |
Clearer expectations around investigation of fire scenes in terms of what types of incident should be attended and how they should be forensically investigated to obtain best evidence. |
Ref | Objective | Key deliverables | Miles tone dates | Resources allocated | Expected benefits |
- Operational Savings and Efficiencies
3.4.3.1 | Surveillance improvements |
| Q2, 2016 Q2, 2016 | Det Ch Insp Intelligence Det Insp Force Intelligence Bureau |
|
3.4.3.2 | Civil disclosure framework | Develop a civil disclosure framework to standardise disclosure requirements and remove ambiguity both internally and with external agencies. | Q3, 2016 | Head of Criminal Justice Unit |
|
3.4.3.3 | Criminal Justice improvements | Review and develop the Viscount's Liaison Officer role. | Q1, 2016 | Head of Criminal Justice Unit | Increase resilience to provide support to the Viscount's Department. |
3.4.3.4 | Scientific Service improvements |
| Q1, 2016 Q4, 2016 | Scientific Services Manager Scientific Services Manager | More flexible working and multi skilled workforce. Unified processes used to ensure rigorous quality standards are met and maintained. Enhanced audit trails for all aspects of Scientific Services work. |
3.4.3.5 | Lean reviews | Undertake the following Lean reviews, ensuring each has measurable benefits of either improved quality, service, efficiency or cost reduction.
| Q4, 2016 Q4, 2016 Q4, 2016 Q4, 2016 Q4, 2016 | Supt Ops Supt Crime Services Scientific Services Manager Head of Criminal Justice Unit Project Officer | Improved effectiveness, service, efficiency and cost reduction. |
Ref | Objective | Key deliverables | Miles tone dates | Resources allocated | Expected benefits |
|
| (f) A single Lean review is to be completed from each of the following areas: - ICT team - Facilities team - Vetting & Barring unit - Training team | Q4, 2016 | Head of IT Head of Facilities Head of Info Management Training Inspector |
|
3.4.3.6 | Cost reductions |
| Q4, 2016 Q4, 2016 | Head of IT Head of IT | Enable future financial savings targets to be achieved. |
- Preparing for a New Police Headquarters
3.4.4.1 | New Police Headquarters |
| Q1, 2016 Q1, 2016 Q2, 2016 Q2, 2016 Q2-Q3, 2016 Q3-Q4, 2016 Q4, 2016 Q4, 2016 Q4, 2016 | Deputy Chief Officer (BT) and Head of Facilities | New Police Headquarters: - Keep within budget and delivery timescale - Maintain anticipated timescales for vacating Rouge Bouillon sites |
- Information Security and Information Management
3.4.5.1 | Protective Marking & Security Classifications | Embed the internal use of Government Security Classifications; Utilise Boldon-James Classifier across all information networks. | Q1, 2016 | Information Security Officer |
| |
3.4.6 Support States of Jersey Programme of Public Sector Reform | ||||||
3.4.6.1 | e-Gov | Where appropriate, support SOJP to migrate customer-facing process to online forms. | Q1-Q4, 2016 | Head of IT | More efficient and streamlined processes. | |
3.4.6.2 | Workforce modernisation reforms | Support the on-going programme of workforce modernisation across the States of Jersey. | Q1-Q4, 2016 | Human Resources Manager | As required. | |
4. Resources
4.1 2016 Budget Allocation
The 2016 budget allocation for the States of Jersey Police is set at £23.826m. This reflects a 1.2% reduction on 2015's budget.
Similar to previous years, the majority of the budget is allocated towards staff costs (87%), leaving a balance of £3.0m (13%) as a general revenue budget. In addition to covering facilities costs, non- staffing costs also cover the payment of Forensic Medical Examiners, legal advice, IT costs as well as the general development of the Police Force.
Whilst the new Police Headquarters building costs are being met separately, an additional transition expense of £95k has been allocated in 2016.
Included in the budget is an income of £164k reflecting payment for services provided.
Distribution of 2016 budget Deputy Chief Officer £000s
Management 489
Operational Fund 150
Integrity & Security 183
Support Services £000s Info Management (inc Ve 871
Facilities & Maintenance 1,276 Welfare & Police T&Cs 114
Information Technology 885 £1,807
Training 585 0.077
Project Management 118
Performance & Planning 158 0.141 0.328 Uniformed Operations £000s Management 229 Response & Incident Management 6,458
Communications 118 2016 Budget Community policing 1,366
£3,369 0.098 £23.83m £7,824
Crime Services £000s Criminal & Proactive Investigations 1,433
0.356 Public Protection 1,610
Criminal Justice £000s Joint Financial Crimes Unit 1,996 Criminal Justice & Admin 2,307 Volume crime investigation 482 Crime Management 139 Intelligence & Counter Terrorism 1,036 Property 51 Forensics & Hi-Tech Crime investigatio 1,528 Income -164 Operations & admin 408 £2,333 £8,493
Non-uniformed
Police Officers
Employees 4In.2 20Hu16manthe S Rtatesoes urocf Jerses ey Police will have a funded establishment of 336.1 Full Time Equivalent (FTE) ASuCPpeOrintendent 22 Grade 13-15 3 officers and staff. The ratio of two-thirds (221 FTE) Police Officers to one-third (115.1 FTE) civilian staff,
Chief inspector 4 Grade 9-12 48.3 enables the States of Jersey Police to maintain effective levels of operational resilience. Many officers and Inspector 13 Grade 6-8 42.3 staff have secondary specialist roles in addition to their day job'. This enables the Police to provide a similar Sergeant 41.5 Grades 4-5 12.5 range of services to a UK constabulary with significantly less money and fewer people. However, it requires
Constable 158.5 Manual Workers 9 greater emphasis on training and staff flexibility.
Total 221 115.1
Total Establishment 336.1 (full time equivalent officers and staff)