But the report stipulates that efforts to address public financing pressures “cannot be at the expense of having inadequate numbers of police and support staff to deliver what the people of Jersey deserve and expect”.
The Policing Plan explains that “in recent years, the States of Jersey Police have been asked by the Government to make significant savings to help ease the burden of public financing pressures”.
While the Jersey Police Authority (JPA) supports the idea of the organisation sharing these pressures, the independent watchdog notes that it is “important to note that inadequate funding can have several negative consequences”.
According to the Policing Plan, funding cuts could impact public safety, police effectiveness, and overall wellbeing of the community.
“It is important to understand that the specific consequences may vary depending on the extent of underfunding and the unique circumstances of life on the island,” the report says.
Pictured: The estimated budget for the police in the financial years 2024 to 2027.
The JPA notes that the minimum number of police officers should be 215, along with 125 support staff – as agreed by the States Assembly in 2019.
However, the report explains that “additional pressures faced by the Government since the pandemic have made it challenging for treasury colleagues to fulfil the expected investment”.
The Policing Plans warns that “the consequences of underfunding can be detrimental to both officers and staff, as well as the communities they protect”.
Pictured: Chief Officer, Robin Smith.
In the document’s foreword, Chief of Police Robin Smith said that the force “understand the importance of providing value for money”.
“Every resource entrusted to us will be managed judiciously to ensure the most effective and efficient delivery of services,” he explained.
JPA Chair Simon Harman said that optimising resources by understanding current and future policing demands and ensuring value for money were “key pillars” of the plan.
He said: “Through regular resource allocation reviews, performance metrics, and collaborative partnerships, we will strive to maximise the impact of every pound invested in policing.”
Pictured: Improving value for money is one of the police’s priorities.
The ways in which financial stability will be delivered by the police in the next four years are set out in more detail below:
- Measure the efficiency of police operations with performance metrics through demand profiling and forecasting.
- Allocate resources based on data-driven assessments of crime trends and community needs using predictive analytics and forecasting.
- Collaborate with community organisations and social services to leverage resources and share costs
- Use modern technology for administrative tasks and advanced data analytics to identify trends in criminal Continuously review internal processes to eliminate unnecessary bureaucracy.
- Identify and mitigate risks by developing contingency plans for emergencies.
- Maintain transparency in financial matters and hold staff accountable for performance.
- Use external auditors to assess policing practices and compliance with ethical standards.
- Ensure that cost-saving measures do not compromise legal, policy and ethical standards