SOJP management of technology

​​Request ​​842021839

I am writing to request the following information. I am seeking to understand how the Jersey Police manages and procures technology services, particularly in relation to infrastructure and system architecture. 

1. Who within the police holds responsibility for technology infrastructure and system architecture decisions, and what is their role or job title? 

2. Do the Jersey Police use any external managed service providers for technology or infrastructure services? If so, how many and in what capacity? 

3. What governance arrangements exist to define how technology decisions are made between internal teams and any external service providers? 

4. What process do the Jersey Police follow to define its technology requirements before engaging external suppliers or service providers? 

5. Have there been any changes to the governance or contractual arrangements with technology service providers in the last 24 months, and if so, what prompted those changes? 

I am happy to receive this information in any format convenient to you. Thank you for your time.

Response

1. Overall accountability for technology infrastructure and system architecture within the force rests with the Chair of the Transformation Board which is currently the Deputy Chief Officer.

Strategic responsibility is exercised through senior leadership, supported by specialist functions including information security and digital leads. Delivery and operation of core technology infrastructure is largely provided through Government of Jersey Digital Services, which acts as the primary managed service provider for enterprise IT services.

Technical architecture decisions are informed by subject matter experts and are governed through established change, risk, and assurance processes to ensure alignment with operational requirements, security standards, and organisational strategy.

2. Yes, the force makes use of external service providers. These include:

a. Government of Jersey Digital Services, which provides core IT infrastructure and managed services under a formal memorandum of understanding.

b. National policing and UK Government services (e.g. Home Office systems and national platforms).

c. Commercial suppliers providing specific technology solutions, hosting, support, or software services where required.

The number and type of suppliers varies depending on operational need, with services ranging from fully managed platforms through to software licensing, hosting, and specialist support. Supplier use is governed through formal procurement and contract management processes.

3. Technology governance is defined through a combination of internal governance structures, formal agreements, and national frameworks.

The force operates governance arrangements that include:

a. Senior Leadership Team oversight of technology, risk, and investment decisions.

b. Formal governance forums such as change advisory processes and programme/project boards to manage design, implementation, and change.

c. Memoranda of Understanding and service agreements with GoJ Digital Services, which define roles, responsibilities, service levels, and retained authorities between organisations.

d. Defined information security and supplier management policies, ensuring appropriate control over third-party services and risk.

These arrangements ensure that decision-making is coordinated between internal teams and external providers, with clear accountability and assurance.

4. The force follows a structured process to define requirements before engaging suppliers. This typically includes:

a. Identification of operational and business needs.

b. Development of a formal business case or procurement strategy, setting out scope, requirements, risks, and options appraisal.

c. Capture of technical and security requirements at the design stage of projects.

d. Engagement with relevant stakeholders, including GoJ Digital Services, information security, GoJ Commercial Services, and finance.

e. Approval through governance routes in line with the Public Finances (Jersey) Law and associated procurement procedures.

Procurement is then conducted using appropriate frameworks or competitive processes, ensuring value for money and compliance with public sector requirements.

5. The force continually reviews and refines its governance and contractual arrangements with technology service providers to reflect changing operational needs, risk environment, and technology landscape.

Changes over the past 24 months have primarily been driven by:

a. Ongoing digital transformation and the need to modernise infrastructure and services.

b. Security and resilience considerations, particularly where legacy systems present increased risk.

c. Alignment with GoJ Digital Services operating models and partnership arrangements.

d. Procurement activity to replace or upgrade key systems and platforms where they are reaching end-of-life or no longer meet operational requirements.

Where changes occur, they are governed through formal approval processes and supported by updated contracts, procurement strategies, or partnership agreements.​