20 21R.39/2022

States of Jersey 2021 Annual Report and Accounts

Our purpose

Our purpose as the Government of Jersey is to serve and represent the best interests of the Island and its citizens. In order to do this, we must:

Provide strong, fair and trusted leadership for the Island and its people

Deliver positive, sustainable economic, social and environmental outcomes for Jersey Ensure effective, efficient and sustainable management and use of public funds Ensure the provision of modern and highly valued services for the public.

Contents

Performance Report  4

Introduction   11 2021 Performance Highlights    14 Departmental Annual Reports   64 Delivering the Efficiencies Plan for 2021  149 Financial Review   174 Human Rights, Anti-Bribery and Anti-Corruption Statement  219 Environmental Sustainability Report  221 Key to Abbreviations  234

Accountability Report  236

Corporate Governance Report 237 Remuneration and Staff Report 261 Political Accountability Report  281 Statement of responsibilities   295

Independent auditor s report to the Minister for

Treasury and Resources  296 Report of the Comptroller and Auditor General to

the States Assembly  308

Primary Statements  310 Notes to the Accounts   315

Performance Report

Chief Minister's Foreword

2021 continued to present a difficult challenge for the Government of Jersey, as we maintained our

multi-faceted response to the Covid-19 pandemic while also maintaining business as usual. We worked hard to protect the community by mobilising the funds, systems, and staff needed to successfully develop life-saving public health guidance, a flexible border testing scheme, and a

Senator John Le FondrØ successful vaccination programme.

Chief Minister Our vaccination programme began on 13 December 2020

and continued throughout 2021. By the beginning of August, there was an 80% take-up for both primary doses in adults and the booster programme began in September. By the end of 2021, more than 200,000 doses of the Coronavirus vaccine had been administered to Islanders.

We maintained a comprehensive programme of financial support for the businesses and individuals most affected by the pandemic, engaging with local businesses and employees and continuing to benefit from Jersey s expertise through the Economic Council.

This Annual Report and Accounts reflects the significant work that has been undertaken by the Government as part of its response to the Covid-19 pandemic, and also highlights the progress which has been made on the Government s longstanding commitments to Islanders.

Covid-19 continued to have a significant impact on the performance of the public sector as colleagues were redeployed and public demand for services changed as their lives were affected by both the pandemic and the Government s response to it.

Despite this, we continued to tackle our strategic priorities. The Children and Young People s Emotional Wellbeing and Mental Health Strategy was developed in 2021 and runs until 2025. It funds a wider range of community and Government services to prevent and treat mental health problems, and to provide intensive support for more complex cases.

We have introduced family-friendly reforms giving new parents increased leave and support to care for their children.

A new Family Support Team was established to improve parenting and family stability, to reduce the number of children coming into care and to reunify families as their children leave care. We have created a new Intensive Fostering Service and funded a pilot scheme providing school meals in five primary schools.

Care leavers now receive financial support from a £1.67 million Corporate Parenting Package to move on to independent living and into suitable employment.

A new Health Access Scheme provides free GP visits for children up to 17 years old who are living in an income support household.

We have developed the Jersey Care Model charting a future for healthcare in our Island that focuses on prevention and a patient-centred approach. We have invested in, and improved access to, mental health services, and we have established an on-Island Mental Health nursing degree. We have also opened the Listening Lounge, passed a new Mental Health Law and undertaken a £7.3 million project to build a dedicated acute mental health facility.

We have allocated £1.58 million to secure the provision of an Air Ambulance Service until 2024, provided £411,000 towards an adaptive surf centre run by Healing Waves and extended the rollout of HPV vaccines to boys aged 12 and 13 for the first time.

We have made important progress on several major capital projects, including the new Government headquarters, a new hospital and Fort Regent.

We have maintained Jersey s AA- S&P credit rating, despite the financial impact of Covid-19. We have established a Digital Academy and supported both the Island s growing digital sector and the emerging medicinal cannabis sector.

We have delivered long term projects such as the Migration Control Policy, approving seasonal work permits for the agriculture industry and creating 150 seasonal work permits for the hospitality industry.

We have launched an annual income and spending survey and established the Business Licensing Skills fund. We have provided £160,000 in funding for Art House Jersey and ensured that 1% of the Government s budget is devoted to arts and culture.

Our External Relations team has represented Jersey s interests in the post-Brexit negotiations between the UK and EU, working to increase Jersey s visibility, improve access to decision-makers and facilitate business flows with priority global markets around the world. Our new sanctions and asset-freezing law has been brought into focus by the prompt action taken alongside the UK in response to the Russian invasion of Ukraine.

As part of our commitment to reduce income inequality, we have subsidised GP fees for up to 12,000 Islanders on Income Support or Pension Plus. We committed the Government to being a Living Wage employer and have Increased the minimum wage three times by a total rise of 5.6% since April 2019.

We froze Andium rents for 2021, capped social housing rent increases, and set new minimum standards for rental properties. We also increased the Community Cost Bonus - leading caps by 13.8% and started to provide free bus travel for Jersey residents with long-term disabilities.

As part of our commitment to protecting our environment we have presented both a Climate Neutrality and Sustainable Transport Policy to the States Assembly, established a Climate Emergency Fund and run a Citizens Assembly on Climate Change. We have also delivered a Shoreline Management Plan to protect our coast for the next 100 years, and we have passed a new Wildlife Law which will protect 46 types of animals and birds.

We have published a countryside access map and launched the Tiny Forest planting partnership; and extended free parking for electric and hybrid vehicles.

We have invested in the modernisation of the Government s record keeping and digital programmes, which assisted with the shift to home working and allowed the States Assembly to become the first parliament in the Commonwealth to meet digitally. We have also achieved a significant reform to Jersey s taxation system by moving all taxpayers onto a Current Year Basis.

We have also taken steps to re-finance our existing pension liabilities which will deliver significant long-term savings, even after allowing for inflation, of more than £700 million (£3.6 billion in cash terms). Of course, much of these savings will be delivered over the long term, but even over the next three decades or so, our plan will save the taxpayer around £300 million. This is equivalent to more than five times the cost of the new Les Quennevais School.

We have also been successful in our rebalancing programme which has achieved savings of £56 million for the taxpayer since 2020, with a further £20 million identified in the Government Plan for 2022. A total of £76 million annual recurring savings. This allows for additional resources to be invested into the priorities of Islanders while delivering effective public services.

I would like to thank the Treasury Minister and her department for their work in preparing this Annual Report and Accounts. The results speak for themselves: lower than expected spending, higher than expected income, a strong balance sheet, with assets increasing by £481 million to £8.1 billion; and consistently healthy investment performance, with gains of £348 million in 2021.

I would also like to recognise the hard work of colleagues across the public sector for their commitment to protecting the health and wellbeing of Islanders and providing the best possible services in difficult circumstances. Their flexible and resilient approach has enabled us to keep up with business-as-usual while also dealing promptly and effectively with the impact of a global health crisis.

To them and all our community, I want to say a huge thank you for your support and resilience during what have been some of the most challenging times that this Island has seen for many decades.

This is the final Annual Report and Accounts published during the term of this Council of Ministers and so I want to close by thanking every one of those officers who have worked so tirelessly to deliver the priorities of Ministers over the last four years. It has been a privilege to lead this Government and I believe, as these accounts show, despite the historic challenges we have faced, the Government retains strong reserves, a positive balance sheet and has achieved significant savings for Islanders, both in the short and the long term.

Senator John Le FondrØ Chief Minister

Date: 31 March 2022

Suzanne Wylie Chief Executive

Chief Executive s Report

I am pleased to be presenting this Annual Report on behalf of the Government of Jersey, my first as the new Chief Executive and Head of the Public Service. The 2021 report shows that we have emerged from 2021 with our finances in better shape than expected and at the same time as continuing to support Islanders during a continued pandemic, the Government also moved forward with many of its priorities.

The report clearly demonstrates the breadth of the work undertaken by the Island s public sector. In particular, it shows how colleagues across Government have continued to adapt to deliver everyday services, protect the health of Islanders, provide ongoing support to those most impacted by the pandemic and also ensure that the Island remained resilient from an economic perspective.

The pandemic has, in my view, highlighted a growing agility, with teams reacting rapidly to ensure continuity of services. Services like Test, Track and Trace, Border Testing, the Covid-19 helpline, and Personal Protective Equipment Hub were quickly expanded or contracted as required and financial support packages were maintained for businesses

and individuals. The organisation continued to pull together, with colleagues redeployed to where they were most needed, and officials working closely with business and community organisations to provide support and advice in a timely manner.

The range of business support packages, implemented by the Economy Department were extremely well received by those businesses and sole traders most impacted, which included the Visitor Attraction and Events Support Scheme, Fixed Costs Support Scheme, Visitor Accommodation Support Scheme, etc.

Also of note, was progress with new technology implementation, which included upgraded hardware and software to help colleagues across Government with more effective service delivery during the pandemic as well as enhancements to the online PCR test booking system, the introduction of an online system for booking vaccination appointments and the launch of the digital COVID status certificate.

In 2021, spending in response to Covid-19 was £109 million, compared to £190 million in 2020. By early April 2021, we had approved nearly £30 million, under the Fiscal Stimulus Fund, for projects that were timely, targeted and temporary and could accelerate economic recovery. Eleven projects were completed by the end of the year, with the remainder due to be finished by June 2022. There has been some rescheduling of major infrastructure projects due to the impact of Covid, with most of the unspent funding being transferred to 2022 to continue to move these projects forward. Progress continued with the Our Hospital

Project with the submission of the Planning Application in November 2021. The Corporate Portfolio Management Office and Commercial Services is also actively improving oversight of projects and capital spending programmes to secure better value for money and assurance on delivery.

In respect of our financial position, 2021 saw higher than anticipated earnings/income and economic activity, and less expenditure than budgeted. We were prudent in the face of the uncertainties of Covid-19, and fortunate that the impact was less severe than feared. We have a strong balance sheet, we have needed to borrow less than anticipated, and we have a good platform to build upon in 2022.

Whilst progress has been made against agreed targets for the Efficiencies and Rebalancing Programme, which was established in the 2020 Government Plan to support the modernisation agenda, departments encountered some challenges in the face of the pandemic. The efficiencies delivered in 2020 through one-off measures, of some £15m, have been carried forward to 2021, increasing the target for recurring savings measures to £35 million. It is pleasing to see that departments across Government have continued to rise to the challenge and delivered a further £32.9 million in this financial year, taking us close to the cumulative target of £60m across 2020 and 2021. In 2022, the Government will continue to strive towards the cumulative efficiency targets.

The Finance Transformation Programme to drive value for money and robust financial control, also continues to make good progress with for example, the roll out of Zero-Based Budgeting reviews and a more consistent approach to business cases. Substantial efforts have gone into preparing for the implementation of Connect, which as part of the Integrated Technology Solution, will join up finance, human resources and procurement systems, and provide the foundation for a shift in the way Government operates.

Turning to other achievements, External Relations established new cross-government structures to ensure we can input effectively into the UK Government s new programme of trade negotiations, and that the Trade and Cooperation Agreement is implemented in line with Jersey s interests.

The Minister for International Development, Deputy Carolyn Labey , launched a consultation on Island Identity, which will help foster a shared understanding of Island citizenship and belonging. This saw a programme of work to ensure that the Island s distinctive qualities can be recognised afresh, protected and celebrated, including the production of accessible resources for teaching and demonstrating our unique identity, commissioning key pieces of research, and understanding related issues that matter to Islanders.

The Island Public Estate Strategy 2021-35 was published and sets the framework for the management of all Government operational land and buildings under a single Corporate Landlord Model. It provides an assessment of our existing assets and defines the vision, aims and objectives for the Estates Strategy in the context of the current economic and financial environment, while balancing future needs and aspirations of the Island.

Another key milestone, achieved during the first half of 2021, was the contractual agreement on the development of a consolidated office that will bring together colleagues from across the public service to reduce our overall office estate and reduce the number of leases.

Across the public service, we continue to address long-standing issues of recruitment and

retention, creating opportunities for development and progression. Our People Strategy is already refocusing our efforts to develop on-island talent and skills. Last year, we welcomed our first cohort of interns and launched our World Class Manager programme to improve the quality of management across the public sector. As an employer, we are leading the way by being a Jersey Living Wage Employer and introducing a sector-leading approach to parental leave.

We have also built on the Jersey Performance Framework, which was introduced in January 2020, to measure how we are performing against a set of service performance measures defined in the 2021 Departmental Operational Business Plans. You will see some of these measures presented in this report as an illustration of how services are performing and helping us to focus on areas for improvement. These measures will continue to be refined in 2022.

In summary, I believe this report demonstrates that the public sector has been resilient in the face of adversity and has also continued to deliver the objectives set by the Council

of Ministers in the Government Plan. It is evident that 2021 was again a year of managing our public finances to ensure that we protected and supported the health and wellbeing of Islanders, and the livelihoods of our businesses and this report shows that this has been achieved.

I would like to congratulate Jersey s public servants for these achievements and as the new CEO, I look forward to working alongside my colleagues to build on these achievements and at the same time, nurture a culture of continuous improvement to ensure we provide the very best services to Islanders.

Suzanne Wylie Chief Executive

Date: 31 March 2022

Introduction

Section 1 Introduction

Content of the Performance Report

The Performance Report includes the following information:

   A statement from the Minister for Treasury and Resources providing their

perspective on the performance of the Government of Jersey during 2021 (see Minister for Treasury and Resources Foreword in Section 5)

   A statement from the Chief Executive Officer on the performance of the

Government of Jersey during 2021. The Performance Report is also signed by the Chief Executive Officer (see Chief Executive Officer s Report)

   An analysis summary of performance (see Section 2 2021 Performance

Highlights , Section 3 Departmental Annual Reports , Section 4 Delivering the Rebalancing Plan for 2021 and Section 5 - Financial Review )

   Information on respect for human rights, anti-corruption and anti-bribery matters (see Section 6 - Human Rights, Anti-Bribery and Anti-Corruption Statement )

   Information on environmental sustainability (see Section 7 - Environmental

Sustainability Report )

The Jersey Financial Reporting Manual requires that the Performance Report provide a fair, balanced and understandable analysis of performance1, and is reviewed by Auditors for consistency with other information in the financial statements2.

1 Para. 5.2.2 JFRM2020 [R.144-2020 Accounting Standards to be Adopted for the States of Jersey's Annual Financial Statements 2020 [Min. T&R].pdf (gov.je)]

2 Para. 5.2.3 JFRM2020 [R.144-2020 Accounting Standards to be Adopted for the States of Jersey's Annual Financial Statements 2020 [Min. 11 T&R].pdf (gov.je)]

Introduction

Scope of the Performance Report

Given the breadth of Government activity, the Performance Report necessarily summarises information from across the organisation. As such, the Annual Report and Accounts should be read as part of the suite of strategic and business planning and performance reporting information as set out in the Jersey Strategic Framework and Jersey Performance Framework.

The Jersey Strategic Framework includes the: Common Strategic Policy

  Government Plans

  Departmental Operational Business Plans Annual Report and Accounts

  Mid-Year Review

  Annual and Mid-Year Progress Reports The Jersey Performance Framework includes:

  Island Outcomes and Indicators Service Performance Measures

Service Performance Measures were first included in the 2020 Departmental Operational Business Plans and were reported on for the first time in the 2020 Annual Report and Accounts. During 2021 quarterly reporting against the Service Performance Measures was introduced to provide Islanders with more timely information on the performance of Government Departments.

Jersey is unusual as a jurisdiction in publicly reporting on such a large range of service performance measures (around 160 for 2021) and is on a journey to develop the maturity of the range and relevance of the measures. Experience during 2021 highlighted that some

of the service performance measures could not actually be reported on or were inward, rather than output, focussed. For 2022 further improvements have been made, with some measures dropped; some redrafted; and some new measures introduced. It is expected that the approach to service performance reporting will continue to evolve, with consideration around the extent and means of reporting corporate level data as compared to operational data; and the balance between what is reported on in the Annual Report and Accounts, as compared to more timely online reporting.

In order to assist readers in accessing further information we have sought to include links to additional information throughout the Performance Report.

Further information on Government of Jersey strategic and business planning and performance reporting can be found here.

Introduction

It should also be noted that the Performance Report does not set out in detail relevant delivery from Non-Ministerial Departments, States-Owned Enterprises and arm s-length bodies, many of whom produce their own annual reports.

The abbreviations for Ministers and Departments used throughout the Performance Report can be found at Appendix 1.

Section 2

2021 Performance Highlights

This section highlights examples of:

   COVID-19 performance; and

   significant change and improvement to support the Common Strategic Policy

(CSP) priorities and Modernising Government during 2021.

The highlights touch on many of the key programmes and projects delivered by the Government of Jersey during 2021, together with examples of exceptional service delivery and other notable awards or recognition. Each programme and project box describes:

   Project Title

   Common Strategic Policy (CSP) reference   Lead Minister

   Lead Department

   What was accomplished in 2021.

More detail on the progress during 2021 of Government Plan and Departmental programmes and projects that support the CSP priorities and Modernising Government can be found in the Annual Progress Report for 2021.  The graphic below provides a quick reminder of the 5 Common Strategic Policy and Modernising Government strategy.

Performance Report Accountability Report Primary Statements Notes to the Accounts 2021 Performance Highlights

We will put children first

by protecting and supporting children, by improving their educational outcomes and by involving and engaging children in decisions that affect their everyday lives

We will improve Islanders' wellbeing and mental and physical health

by supporting Islanders to live healthier, active, longer lives, improving the quality of and access to mental health services, and by putting patients, families and carers at the heart of Jersey's health and care system

5 Wwstroeernwkgftiholelrnccinreegfaooturer tfahinesanufcusiattulasirneeravbiclees, invdibusrtaryn, tb ye cenohnaonmcinyg  aonurdinstekrinlaletidonlaol cpraolf ile by delivering an economic framework to improve productivity, by nurturing and

Strategic and promoting our Island identity, by delivering the best outcomes from Brexit, and by Priorities improving skills in the local workforce to reduce Jersey's reliance on inward migration

We will reduce income inequality and improve the standard of living

by improving the quality and affordability of housing, improving social inclusion, and by removing barriers to and at work

We will protect and value our environment

by embracing environmental innovation and ambition, by protecting the natural environment through conservation, protection, sustainable resource use and demand management, and by improving the built environment, to retain the sense of place, culture and distinctive local identity

Modernising Government

We will improve the way in which Government and the public service function, so they deliver modern, efficient, effective and value-for- money services and infrastructure, sound long-term strategic and financial planning, and encourage closer working and engagement among politicians and Islanders.

A States Assembly and Council of Ministers that work together for the common good

A new, long term strategic framework that extends beyond the term of a Council of Ministers

A modern, innovative public sector that meets the needs of Islanders effectively and efficiently

ongoing

initiatives A sustainable long-term fiscal framework and

public finances that make better use of our public assets

An electoral system which encourages voter turnout and meets international best practice

COVID-19 Performance

During 2021, the agenda for the Government was again dominated by COVID-19 and the need to interrupt transmission and mitigate potential harms. But the year began more positively, seeing the roll-out of a vaccination campaign which gained momentum and impact as the year progressed. The combined effect of effective vaccination and the lower severity of the Omicron variant has now enabled government to de-escalate its COVID-19 measures, creating space for a greater forward focus on recovery. During 2022, recovery will be progressed across the spectrum of Island life, addressing the impact of COVID-19 on health, social issues and the economy.

Vaccination

Vaccinations save lives. COVID-19 vaccines provide individuals with strong protection against serious illness, hospitalisation and death. The COVID-19 vaccination programme commenced on the 13 December 2020 and continued throughout 2021. By the beginning of August, the objective of achieving an 80% take up for both primary doses in adults was achieved and the booster programme began in September. By the end of 2021, over 200,000 doses of the coronavirus vaccine had been administered to Islanders.

Total Vaccinations First Dose Second Dose Third Dose

209,935 81,467 76,997 51,471

Vaccinations updated: Wednesday 29 Dec 2021

More than four-fifths (87%) of Islanders aged 18 and over had received two doses of the vaccine, whilst 60% had received their booster dose in 2021.

Infection levels in the island were inevitably lower as a result of the Programme. Between July and December 2021, unvaccinated people were estimated to be 3 to 4 times more likely to test positive for COVID-19 than those who had received at least two doses of the vaccine. Over the same period of time, the estimated relative risk of admission to Jersey General Hospital due to clinical COVID for those aged 40 years and over was 3.5 to 14.4 times greater in those who received less than two doses of the vaccine than in those who received two or more doses.4

3 https://www.gov.je/Health/Coronavirus/CoronavirusDocuments/R COVID Cases Vaccine Status Report.pd f

16 4 https://www.gov.je/Health/Coronavirus/CoronavirusDocuments/R Vaccine status of COVID19 patients in Jersey General Hospital.pdf

Winter Vaccination Programme

Total vaccination doses administered by age group** Data as up to Wed 29 Dec 2021

(% of popu lation vaccinated) The figures are subject to revision where additional details may be obtained

COVID-19

AGE BAND FIRST DOSE SECOND DOSE  FLU VACCINE

80+ years ~100% ~100% 99% 89% 75 -79 years ~100% ~100% ~100% 90%

70 -74 year s ~100% 99% 91% 81% 65 -69 years 96% 96% 85% 73% 60 -64 years ~100% ~100% 87% 65% 55 -59 years ~100% ~100% 80% 55% 50 -54 years 93% 91% 68% 41% 40 -49 years 88% 87% 52% 17% 30 -39 years 78% 75% 34% 12% 18-29 years 71% 67% 23% 6%

16-17years 61% 28% 2% 11%

12-15 years 46% 4% <1% 52%

0 -11 years 5 0%

*This is counted as a single dose, and may not equal the total number of people vaccinated, depending on the specific dose regime (e.g. people receive multiple doses). **Population defined using latest available total population estimates from Statistics Jersey

The roll-out of the vaccine programme followed the advice of the Joint Committee for Vaccinations and Immunisations (JCVI), identifying a range of priority groups including clinically vulnerable Islanders and those working in front-line health and social settings. The vaccine programme achieved an uptake of 95% of two doses for those high risk 16-69 year old Islanders, and 86% for moderate risk Islanders. The uptake of two doses by front-line health and social workers was very high (more than the number identified in the population at the start of the pandemic) and three-quarters had taken up the booster dose by the end

of 2021.

Alongisde the exisitng routes for administration, the 2021 winter influenza (flu) vaccine programme was also co-administered at the vaccination centre, with over 13,000 doses being administered at the same time as the COVID booster vaccine for eligible Islanders. This led to a doubling of the uptake of the flu vaccine in the 50-65 age group compared to previous years.

Total Flu Vaccines Delivered Total Flu Vaccines Delivered

42,113 02 January 2022

Schools and  Pharmacies GP Surgeries Vaccination

nurseries Centre & workplace

9,197 8,044 11,313 13,556

0 - 16 Years 17 - 49 Years 50 - 64 Years 65 - 79 Years Over 80 Years

9,475 5,445 11,969 10,705 4,519

48% 12% 52% 80% 90% Coverage Coverage Coverage Coverage Coverage

*Most 17-49 year olds ineligable

As in 2020, the implications of COVID-19 on performance continued to be seen during 2021.

There are both positive and negative differences, often within the same public service systems, for example:

   Demand for Child and Adolescent Mental Health Service (CAMHS) increased by over 30%

in two years (from 661 and 683 referrals in 2019 and 2020 respectively, to 885 in 2021)

as children s wellbeing was impacted by COVID-19. Despite this significant increase in referrals, CAMHS has reduced waiting times

   Overall, the Outpatient Waiting List is up minimally (0.8%) compared to the end of 2019.

This is made up of a 13% reduction in the acute secondary care waiting list, alongside a significant increase in the waiting list for community services (dental services and some physiotherapy services). The reduction in the Acute Secondary Care Waiting List is driven by increased activity during 2021, as opposed to a reduction in referrals

   Bus ridership was up 34% on 2021 (2.98m compared to 2.2m in 2020) but is still

significantly below the 2019 ridership of 4.97m

   The percentage of planning applications completed within target has declined from 66%

to 54%, but the percent approved has increased from 82.8% to 88%

   2021 saw another year of significant disrupted border activity but despite this there was

an increase in smuggling. Jersey Customs and Immigration Service (JCIS) drugs seizures totalled £665,000 for 2021 an increase from the £500,000 in 2020

   An easing of COVID-19 travel restrictions created a surge in demand for passports, which

lead to a reduction in the standard passport turnaround time.

As during 2020, throughout 2021 the Coronavirus pandemic continued to impact on the lives of Islanders and the response by the Government of Jersey. The data set out below highlights the key areas of activity and focus that the Government of Jersey has taken

in responding to the pandemic, including testing, contact tracing and the roll-out of the Coronavirus vaccine.

Key summary health impacts of the pandemic are presented, including the number of cases and sadly the number of deaths where COVID-19 was registered on the death certificate. The data also outlines the hundreds of thousands of tests undertaken and the distribution and location of the cases that they identified. Uptake of the vaccine doses, alongside summary information about the impact of the vaccine on cases and hospitalisations is presented, highlighting the success of the vaccine programme in 2021.

Table 1. COVID Statistics

*Note that a small number of tests return an inconclusive result **Registered by 31st December 2021

COVID-19 Case Rates During 2021

The number of Covid-19 positive cases varied throughout the year, with peaks in case rate in July and December associated with the Delta and Omicron variants, respectively. The 14-day case rate per 100,000 peaked at around 2,900 in July, and was around 3,600 at year end.

Figure 2: Volumes of positive cases and 14-day case rate per 100,000 population in 2021

Indicator Definitions

Indicator definitions

Seven-day moving average trend in daily new symptomatic positive test cases: each result is recorded against the day that the symptoms began.

Seven-day moving average trend in daily new asymptomatic positive test cases: each result is recorded against the day that the swab was taken. These would generally be tests carried out for surveillance purposes (healthcare workers, hospital and

___  14-Day Case Rate per 100,000 population

COVID-19 Testing

In total, almost 700,000 PCR tests were undertaken in 2021, with just over 2.4% of tests returning a positive result. Jersey s PCR testing rate has been higher than countries with significant travel links to the Island (note that some countries, including the UK, count LFTs in their total figures, whereas Jersey currently counts PCR and DiaSorin antigen tests only).

Figure 3. Weekly testing rate per 100,000 population

Source: ECDC, UK Government, and Government of Jersey

As in 2020, the implementation of the Safer Travel Policy led to higher numbers of PCR tests being conducted for inbound travellers over the summer, with a peak of 17,750 tests

in the week of 5th September. In total, just over half of PCR tests in 2021 were administered to inbound travellers. In November 2021, fully vaccinated passengers (at the time, those who had received two doses of the coronavirus vaccine) no longer required a PCR test

at the border which led to a significant decrease in the number of Inbound travel tests administered.

Figure 4. Number of Weekly PCR Tests (based on date of swab) by Testing Reason in 2021

Source: Government of Jersey. *The On-Island Surveillance Screening category includes workforce screening, admissions screening, cohort screening, and contact tracing.

21 Note: The On-Island Surveillance Screening category includes workforce screening, admissions screening, cohort screening, and contact

tracing.

As the waves of infections in July and November occurred, the number of tests conducted for Islanders who were symptomatic seeking healthcare increased. In total, 58% of the positive cases in 2021 were picked up via this testing programme. An additional 25% of positive cases were identified through the contact tracing process.

Table X. PCR Testing Summary by test result and testing reason

Note: A small number of tests return an inconclusive result

Operational changes responded to changes in demand, and to changes in policy which included a whole-island Lateral Flow Testing (LFT) programme, adding new sectors to workforce PCR screening, and removing the need for follow-up tests for passengers and Direct Contacts.

Key operational changes included:

   Providing Lateral Flow Tests (LFTs), initially in education settings, then across employment

sectors, for Direct Contacts and, from October, for all Islanders. As at 31 December 2021, there were approximately 12,250 education sector registrations, 1,575 businesses and almost 44,350 home LFT testing registrations

   Changing systems and processes to respond to changes in travel testing

   Increased opening times, including testing at the Airport, to respond to periods of very

high demand

   Consolidating all non-travel PCR testing at the Harbour Testing Centre, mothballing the Airport Drive-through Testing Centre and the pre-admission testing centre at Overdale

   Teams in the health and care sector, in emergency services and the prison undertaking

regular peer-to-peer testing, and testing of their residents

   Supporting education settings with PCR screening, LFTs and Covid Safe visits

   Co-ordinating whole-Island responses to outbreaks, to quickly suppress further

transmission in higher risk environments

   Switching on-island PCR test processing from a private provider to the hospital laboratory   Sequencing of a risk-based selection of positive tests, to identify Variants of Concern

   An increasing ability for Islanders to book their own test appointments online

Cases

In total, 16,969 cases were identified in 2021.

Total cases Total recovered Total deaths Total vaccinations

19,422 16,679 89 219,359

Cases updated: 4:01 PM, Friday 31 December 2021 Vaccinations updated: Wednesday 26 January 2022

This graph shows the cumulative number of positive cases over time.

Performance Report Accountability Report Primary Statements Notes to the Accounts 2021 Performance Highlights

All confirmed cases (Total confirmed positive cases)

(excludes those confirmed as old no longer active at time of detection)

19,422

Prior to 1 July 2020 Since 1 July 2020 "Old cases" Cases managed in other jurisdictions

320 19,115 13 52

Probable COVID-19  Laboratory proven Total Deaths

deaths COVID-19 deaths

89 17 72

Place of death

General Hospital St Saviours Hospital Care Homes Domestic Properties 51 3 30 5

Age band of deaths

Gender of deaths

Female Male

38% 62%

*An old case is one where an asymptomatic person tested positive but a subsequent serology test confirmed the virus was old and no longer active. These people did not have to continue isolation and neither did their direct contacts.

Cases managed in other jurisdictions are cases where the person has travelled from the Island prior to receiving a positive result Laboratory proven COVID-19 is when a death ha occured following a positive PCR test.

A Covid death is one where COVID-19, or suspected COVID-19, is mentioned on the death certificate. This includes all cases where the virus is recored, whether as the direct cause or in a combination with other health condition.

Probable COVID-19 is defined as the persson either tested negative in laboratory testing or was not tested for COVID-19 and the cause of 24 death was certified as 'Probable COVID-19' bases on clinical history and investigations.

COVID Safe Team

In early 2021, the Covid Safe Team was introduced, integrating teams from Contact Tracing, Monitoring and Enforcement. The team continued to work closely with emergency services, critical national infrastructure, businesses and both Honorary and States of Jersey Police.

Contact tracing accounted for around 25% of all positive cases in 2021. Policies relating to the testing and isolation changed during 2021, but identifying and notifying Direct Contacts remained an important element of suppressing transmission, as c7% of 62,800 Direct Contacts subsequently tested positive. In addition, providing Islanders with information regarding their increased risk helps individuals make informed choices about behaviours and activities for example, choosing not to attend a social event, or visit a vulnerable relative if you are a Direct Contact.

Over the course of 2021, there was an increased focus on supporting workplaces, with specialist Covid Safe advice and guidance. This was provided reactively in response to identified outbreaks, and proactively in critical workplaces (including every school) and in businesses which requested additional support.

The Covid Safe Team contributed to safer travel, by monitoring daily wellbeing SMS messages, authorising Pre-Departure Certificates and Critical Worker exemptions.

They also supported positive individuals, keeping in touch during their isolation period, monitoring welfare and wellbeing and signposting individuals to additional support as required. Where necessary, they also secured hotel accommodation for those unable to isolate at home.

And, working with States of Jersey Police and the Honorary Police, the Covid Safe Team monitored compliance with legal requirements, including mask wearing and the collection of customer details for contact tracing purposes. Reports of possible breaches were investigated and, where appropriate, escalated for prosecution.

We will put Children First

by protecting and supporting children, by improving their educational outcomes and by involving and engaging children in decisions that affect their everyday lives.

The following are highlights of our progress in supporting this priority in 2020, through activity to protect lives and livelihoods during COVID-19, service delivery and Government Plan programmes and projects.

THRI G

CHILD, YOUNG PERSON AND THEIR FAMILY AT THE  

Put Children First MCEDU, CYPES

Development of co-produced Children and Young People s Emotional Wellbeing and Mental Health Strategy

The Children and Young People s Emotional Wellbeing and Mental Health Strategy was developed during 2021. It aimed to provide a mechanism for driving through the substantial changes that were needed to improve children and young people s emotional wellbeing and mental health. The draft strategy went out to consultation in May 2021 and almost 300 people responded. Public comments and considerations have been integrated into the final strategy. There is now a much greater focus on outcomes and clear acknowledgement of timelines, dependencies, and deliverables. The final strategy runs for four years from January 2022 until 2025, to align with agreed Government Plan funding.

Our vision is a society where all children and young people enjoy a happy, confident childhood, are able to thrive and achieve their potential, and to grow into adults who can cope with the demands of daily life and contribute to life in full.

The strategy explains how this vision will be achieved from 2022 to 2025, by putting funding into a wider range of community and Government services to keep children and young people mentally healthy, prevent mental health problems from starting, to provide support much earlier and ensure sufficient intensive resource is available for more complex cases.

Put Children First MCEDU, CYPES

CAMHS awarded the Jersey Association for Psychological Therapies (APT) annual awards for excellence in Dialectical Behaviour Therapy (DBT) 2021

Jersey s Child and Adolescent Mental Health Service (CAMHS) won a national award for the support they provide to young Islanders to learn techniques to manage intense emotions.

A young Islander joined CAMHS Jersey representatives at the Jersey Association for Psychological Therapies (APT) annual awards for excellence in Dialectical Behaviour Therapy (DBT) 2021.

Clinical Nurse Specialist, Alison Pell, a co-presenter of the Jersey CAMHS award submission, said: After reaching the finals last year, we reflected on our learning from the awards, looking to see how we could improve the DBT offer at Jersey CAMHS. We developed a Jersey Friendly Parent DBT offering called

 Parenting a child with intense emotions , which is a course that can be delivered both face to face and online.

Put Children First MCEDU, CYPES Launch of the Family Intervention Service

In 2021, funding was approved and work commenced on redesigning the Family Support Worker role and function, to evolve it to the standard needed for the service and meet the needs of the children and young people we work with.

In July 2021 CYPES opened union supported consultation with existing Family Support Workers, which concluded in August and the service was formally established. Between August and December the remaining posts were recruited to and as of January 2022 CYPES now have a fully established team (one Team Manager, two Senior Family Support Workers and 15 Family Support Workers).

The premise of the service is to work restoratively, and in a strengths-based way, alongside Social Workers, supporting with direct interventions to reduce the number of children and young people coming into care as well as reunifying children with their families as they leave care.

The service will:

   Work with families to improve parenting capacity, and reduce or eliminate abusive episodes

   Help to develop family support networks to improve stability for children and their family

   Ensure that children are supported to remain in the care of their families, as long as it is safe to do so

   Support foster carers and work alongside social workers and care providers for young people in care

to stabilise and maintain their provision and prevent placement breakdown.

Put Children First MCEDU, CLS Summer Reading Challenge

Over the Summer, Jersey Library partnered with nine UK authorities to trial a fresh approach to the Summer Reading Challenge, with every child receiving a reading diary in school and the option of also joining the Jersey Library. The pilot was a great success, with many more children taking part than in past years and a large number of children using the Jersey Library for the first time. While the sharp spike in COVID cases in July severely interrupted distribution of the Summer Reading Challenge packs to children in school the offer was still taken up by around 2,700 children, compared to just over 2,000 in 2019. Around 60% of the children who started the Challenge read six books over the summer holidays. The roll-out of universal library membership also met a receptive audience and there are now around 1,200 more children in the Island regularly using Jersey Library.

Put Children First MCEDU, CYPES Independent Review of Inclusive Education and Early Years

During 2021, The National Association for Special Educational Needs (NASEN) undertook an Independent Review of Inclusive Education and Early Years on behalf of the Government of Jersey.

A diverse range of stakeholders were involved including children and young people, their families, schools, charities, and professionals working with young people. The report was shared in December 2021 and included 50 recommendations. It highlights the need for an agreed definition of what constitutes inclusive education in Jersey. A plan is being co-produced to meet these recommendations over the next 10 years with both short (1-2 years) medium (3-5 years) and long-term objectives.

Several recommendations are already in process, including:

   A Jersey wide framework to support transition experiences between stages and settings

   A Parent Carer Forum to work collaboratively, listening to the voice of the broader community of

young people with additional needs

   All Record of Needs (RON) are reviewed annually with funding allocated and targets agreed   A full review of the Inclusion Service commenced in September 2021

   Jersey s Virtual School has been established, and four posts recruited into

   The policy for Home Education (EOTAS) was reviewed, in conjunction with the families involved

   A review of Alternative Provision took place during autumn term 2021, with proposals to improve

provision for social, emotional and mental health needs

   A partnership has been established with Winchester University to deliver accreditation for all school

SENCo s. The first cohort of 21 staff began training in the autumn.

Put Children First MCEDU, CYPES Education Reform Programme

The programme was initiated in early 2021 and is charged with delivering the ambition for Jersey s education services to compare well with the best in the world. The programme encompasses multiple projects broadly clustered into three areas: strengthening educational provision; progressing finance and governance structures; and developing transformational policy objectives. Strong progress has been made developing and funding provisions for multilingual learners, children with special educational needs and those in receipt of Jersey Premium. Recognising the causal effect between increasing quality of teaching and children s educational attainment, several new learning and development opportunities have been established. Finance projects have focused on addressing the structural deficit in schools and developing a new funding formula.

Put Children First MSS, CLS CLS Support for Care Leavers

The CLS Work and Family hub continued to work in partnership with CYPES Leaving Care team, utilising CLS s dedicated Benefits and Back to Work resources to ensure that care leavers are provided with the best support possible. This ensures that care leavers have essential financial support in two major areas in their lives - to move on to independent living (if that s their pathway) and to move into suitable employment.

CLS also have a dedicated Specialist Officer who works with CYPES s Personal Advisors to ensure that all care leavers fully understand the benefits and support they are entitled to. This includes help applying for financial assistance through Income Support.

The Care Leavers Support team within the Work and Family Hub were immensely proud to be selected as the winners of the Government of Jersey Our Stars Working in Partnership award at the end of the year in recognition of all their work supporting care leavers.

The team ran familiarisation sessions for the Leaving Care team to help them understand how Income Support works, how to complete an online application, and make applications for any special payments. The financial support available through Income Support is in place to help Care Leavers with rent and other living expenses, as well as grants to help with rental deposits, purchasing white goods and other essential furnishing items all aimed to help them set up their first home.

In addition to financial support, the team also provides employment support through a dedicated care leavers Back to Work Advisor. This advisor works closely with each care leaver s own Personal Advisor and builds up a positive working relationship with the care leaver to help understand their career goals, and then together they plan a pathway into suitable employment.

For those who need it, suitable training is provided and often delivered via partnership with Highlands College. For care leavers who are jobseekers furthest away from employment the team provide several helpful solutions including improving their confidence and communication skills as well as supporting their mental health - looking for the right time to move them forward into suitable, supported employment. One aspect the team are really proud of is the recently developed Care Leavers Guarantee / Incentive programme which helps the career goals of care leavers by providing paid employment for up to 12 months in the private or public sector with Government roles paid at the living wage.

During 2021, the team supported 15 care leavers into employment, including five into Care Leaver Internship posts (although COVID restrictions limited the full ambition in this area). Looking ahead into 2022, the team wants to continue to strengthen the working relationships between CLS, the Leaving Care team and care leavers by continuing the monthly meetings between the two departments. This

will ensure that all action plans are combined, giving each care leaver just one comprehensive plan of support and a wrap-around services from the two teams. The team will carry on reviewing its support, making sure it gives the best advice and service to care leavers.

Put Children First MSS, CLS Health Access Scheme

A new Health Access Scheme (HAS) was launched at the end of 2020 to ensure cost isn t a barrier to visiting the doctor. The Scheme includes free GP surgery visits for children up to the age of 17 living in an Income Support household.

Additionally, older children and adults receiving income support or members of the Pension Plus scheme can visit a GP surgery for a flat rate of £12 including additional services such as blood tests and spirometry.

Approximately 11,000 people were eligible for the HAS scheme at the end of 2021 and 56,000 payments were covered by it during the year.

Put Children First MSS, CLS COVID Catch-up on Dental Treatment

In December 2021, a new, short-term scheme was launched to help low-income families with the cost of catching up dental treatment due to the pandemic. Public Health advice is that children in low-income households were more likely to have fallen behind in regular dental treatment due to the pandemic. This scheme therefore supports the costs of a check-up, treatment and application of preventative treatments including fluoride varnish for all secondary school children in Income Support households. The Scheme is temporary and will run until June 2022.

20201 2P1ePreforrfmoramnacnec He iHghiglihglhigtsh ts

We will improve Islanders' wellbeing and mental and physical health

by supporting Islanders to live healthier, active, longer lives, improving the quality of and access to mental health services, and by putting patients, families and carers at the heart of Jersey s health and care system.

The following are highlights of our progress in supporting this priority in 2020, through activity to protect lives and livelihoods during Covid-19, service delivery and Government Plan programmes and projects.

Health and Wellbeing MHSS, SPPP COVID-19 Vaccination Programme

Throughout 2021, over 210,000 doses of COVID-19 vaccinations have been provided to Islanders. The Vaccination Programme operated in every week of the year, in a mass vaccination centre, in care homes, private homes and various institutions.

The objective of achieving an 80% take up for both primary doses in adults was achieved on 8 August 2021. By the end of the year, 88% of the population over 18 had received two vaccinations and 62% of all Islanders over 18 had received two doses and a booster.

The team demonstrated excellent collaborative working, and this was recognised by winning the Team of the Year award in 2021 awarded by the Government of Jersey Star Awards.

The success of the Vaccine Programme meant that primary and acute care services were not overwhelmed; Islanders had strong protection against serious illness, hospitalisation, death, and infection levels were lower than would otherwise have been the case. As a side benefit, offering the flu vaccination alongside COVID vaccinations for those aged 50-65 led to a doubling of uptake, reducing the number of those suffering illness from flu over the winter. The high vaccination levels underpinned the formulation of public health measures relating to education, economic and social welfare.

Health and Wellbeing MHSS, HCS COVID-19 Healthcare Response and Recovery Plan

As part of the COVID-19 response Health and Community Services (HCS) has maintained its incident response structure within HCS but also across the community. HCS has introduced a new on-island COVID-19 testing facility increasing the on-Island testing ability into a Government operated facility. Further expansions to testing arrangements include the introduction of 4 in 1 testing for respiratory viruses, including Covid, RSV, flu A and B.

The COVID-19 clinical guidelines are consistently reviewed with emerging science, changes in treatment internationally. A Long COVID-19 Service has been established initially focusing on paediatrics with all children diagnosed with long COVID-19 under the age 10 having been reviewed.

The COVID-19 pandemic is considered the major disruptive event of this decade, affecting health and care systems worldwide. This novel virus has increased the influx of patients in hospitals, and healthcare organisations are facing unprecedented constraints in their operations to deal with increased demand and pressed capacity.

HCS was forced to change the profile of the services that can be offered during the pandemic, with much of the focus being on dealing with urgent rather than routine work as capacity was restricted. This has created waiting list pressures and delays in provision of preventative services such as cancer screening.

In early 2021 HCS produced a comprehensive recovery plan for all services materially affected by COVID-19 disruption. All HCS services were reviewed and those that have been particularly impacted by COVID outlined their plans to be able to return to pre-COVID business as usual positions. A detailed plan was prepared to allow for wave 2 and catch up on services using a mixture of internal and external resources. Backlog was calculated looking at the Q1 position in 2020, compared to the Q1 position in 2021 and the net difference calculated.

Covid-19 Health and Wellbeing CM, OCE

COVID-19 Communications Campaign

Since the start of the pandemic, communications have been vital in keeping Islanders informed about important changes to policy, urgent action to take, the importance of vaccination prompted by behaviour change, and the shift to taking personal responsibility with use of Lateral Flow Tests and other public health mitigations.

The communications approach throughout the course of 2021 included regular engagement with industry bodies, arm s-length organisations, Parishes and the voluntary and community sector, to ensure key stakeholders and their audiences were kept informed. Frequent briefings with States Members, Scrutiny panels and the Island s media were also held ahead of significant announcements. Important announcements and updates were frequently communicated though press conferences, media releases, interviews with Ministers and subject matter experts, and multi-media Island-wide campaigns. In 2021, nearly 300 COVID-19 related media releases were issued, 17 press conferences were held, and 36 COVID-related campaigns were rolled out to all Islanders.

A key focus of the approach was to ensure that our communications were accessible to all. All press conferences were subtitled and content was translated into British Sign Language. In Q1 of 2021, we rolled out the Vaccination Programme to some of the Island s most vulnerable. The communications factored in how important it was to make sure the messages about vaccination were heard by Islanders who are traditionally harder to reach. As such, direct engagement took place with the ConnØtables and Parishes to ensure that Islanders who needed assistance were identified, and the team worked with organisations and charities such as Call and Check, Age Concern, Good Companions Club and Jersey Alzheimer s Association to further support vaccination bookings.

The Connect Me service was a vital part of the COVID communications for 2021, particularly in support of rolling out the Vaccination Programme. Through the service, frequent meetings were held with the voluntary and community sector to ensure the communications were meeting the needs of all Islanders. The input from these collaborative meetings informed the communications approach and channels used, for example:

   Ensuring letters to high and moderate risk Islanders were also posted out as Easy Read Information

versions for Islanders who find written information difficult

   A walk-through video of the vaccination centre was created with Disability and Inclusion Officer to

ensure Islanders with disabilities felt prepared when attending their appointment

   Clocks from EYECAN were placed at the vaccination centre for Islanders with sight impairment

   All leaflets were translated into French, Polish, Portuguese, Bulgarian and Romanian and distributed

via the Connect Me service

   All leaflets were created in Easy Read Information format

   Radio ads translated into different languages to support vaccine roll out

Communications were informed by work with behavioural scientists, including focus groups and surveys, to ensure campaigns where behaviour change was needed were as successful as possible.

Health and Wellbeing MHSS, SPPP

Assisted Dying

The Minister for Health and Community Services made a commitment to establishing a Citizens Jury to consider the matter of assisted dying by writing to all States Members on 13 February 2020. This followed community interest in the matter, including an e-petition in 2018 signed by 1,861 people, to request a change in the law, public meetings and a public survey in 2019 which indicated public support for assisted dying.

A deliberative Citizens Jury approach was selected to gain an in-depth understanding of the community response to a complex moral and ethical issue that could not be achieved by focus groups or surveys alone.

The Jury made its decision that, in principle, assisted dying should be permitted in Jersey. On 23 November 2021, the States Assembly voted to agree with the Council of Ministers recommendation to enact the Jury s decision. Policy and legislative drafting have commenced to enact the changes necessary during 2022 and 2023. This decision has made Jersey the first jurisdiction in the British Isles to move to legalise assisted dying.

Health and Wellbeing MHSS, HCS Patient Tracking list (PTL)

Inpatient

The Elective Wating List at the end of 2021 was 10% lower than at the end of 2019. The Diagnostic Waiting List increased by 74% during that period - this is due to endoscopy procedures being delayed due to COVID. The growth in this waiting list slowed in the second half of 2021 and we are starting to see the impact of the introduction of the new bowel screening programme Faecal Immunochemical Test (FIT) in December. It is anticipated that this reduction will continue through 2022 as the FIT programme is rolled out. In addition, endoscopy capacity is being reviewed.

Outpatient

Overall, the Outpatient Waiting List is up minimally (0.8%) compared to the end of 2019. This constitutes a 13% reduction in the Acute Secondary Care Waiting List and a significant increase in the waiting

list for our community services (dental services and some physiotherapy services). It is evident that

the reduction in the Acute Secondary Care Waiting List is driven by increased activity during 2021 as opposed to a reduction in referrals.

Work is ongoing to separate outpatient diagnostics from the outpatient waiting lists and move them to the Diagnostics Patient Tracking List.

Health and Wellbeing MHSS, MINF, HCS, IHE

Our Hospital

The States Assembly approved a preferred site and access route in January 2021. We worked with clinicians to ensure the designs for Our Hospital meet the needs of Islanders. Designs were published in May, and the project budget and financing were approved by the Assembly in October. In November the planning application for the main site was submitted. It is anticipated a decision will be made in quarter two of 2022, following a public inquiry.

In addition:

   The project has assembled the majority of land required to deliver a new hospital at Overdale. In

a very small number of cases, agreement has not been reached on terms with landowners, and compulsory purchase processes have commenced

   Work is ongoing to temporarily relocate services currently based at Overdale to the former Les

Quennevais School. In December, planning consent was obtained for the change of use of the existing buildings at Les Quennevais to provide healthcare services.

The Our Hospital Project is therefore poised to move into the construction phase subject to a favourable planning determination. This will be a significant step forward in providing Islanders with a modern, fit for purpose hospital to:

   Improve patient experience

   Support modern health care practice and future health care models    Meet both current and future clinical and patient needs

Overdale Reprovision Project

This project is an enabler of the overarching Our Hospital Project. To build the new hospital we will need to clear the Overdale site.

At the beginning of the year, the services provided on the Overdale campus were reviewed. This identified which services could move to the former Les Quennevais school and which need to be found alternative sites. Only the Assisted Reproduction Unit and Pharmacy Stores will not move to Les Quennevais.

The design of the new facility had significant clinical input through a series of User Groups. The

design has a greatly improved clinical working environment for the majority of services moving to Les Quennevais. Patient facing activities will be undertaken on the ground floor. The upper floors will provide staff space including:

   Administration areas   Rest areas

   Changing facilities.

The Planning Application for the change of use from a school to a heath facility was submitted in August. Once submitted, asbestos removal commenced, along with a soft strip of the former school. This was completed in December, with planning approval awarded in the same month. Planning permission is in place as well as the finances. Tendering is currently underway and there are no significant impediments to construction at this time.

The current pharmacy store will revert to the Five Oaks site. To enable this to happen Building Bye-Laws Application was submitted in December.

Regular engagement with clinical users will continue until services move to the new site, which is anticipated to be at the end of 2022.

Health and Wellbeing MHSS, HCS Community Maternity services

The Community Midwifery and wider team have been supporting women with the choice of where to give birth. The completion of the maternity refurbishment with the new midwifery led birthing centre will give women further choice on where to give birth. Last year, 38 women delivered their babies at home which is positive for both mother and baby. This is 4.5% of the births compared to only 2% in UK.

There has been an increase in home births of 1-3% year on year since 2013 except 2021. BBC Jersey have recently run a radio and TV section on rising home birth rates, so another increase is expected. Initially 10% of women booked for a home birth in 2021. Actual percentage of home births is lower due to women changing their mind or due to increased delivery risk factors like premature rupture of membranes, premature labour, and breech presentation

Progress in the service for 2021:

   We continue to use standardised homebirth bags developed by Baby Lifeline a national charity.    We are able to provide pools for women to use and a 24/7 on call service

   All midwives have now got personal safety devices for lone working

   We have implemented a yearly obstetric emergencies training day for the community midwifery team

to practise for emergencies, specifically in a home birth setting. In a first for Jersey, we are going to be training with the ambulance service as a multi-disciplinary team.

The Maternity Voice Partnership (MVP) officially launched in October 2021, though the MVP have been working with maternity throughout 2021. The MVP are individuals who are committed to co-producing maternity services to ensure the model of maternity care is woman and family centred.

The MVP have an independent website for women and their families, to seek the feedback of individuals regarding their experience. This feedback is used in the co-production process for service improvements. The MVP is chaired by members of the Clinical Governance Committee for the Women and Children s division in HCS.

We have seen real commitment and engagement with the MVP in 2021 and their desire to keep reaching out to all families, proactively hearing the voice of all women.

20201 2P1ePreforrfmoramnacnec He iHghiglihglhigtsh ts

We will create a sustainable, vibrant economy and skilled local workforce  for the future

by delivering an economic framework to improve productivity, by nurturing and strengthening our financial services industry, by

enhancing our international profile  and promoting our Island identity, by delivering the best outcomes from Brexit, and by improving skills in the local workforce to reduce Jersey s reliance on inward migration.

The following are highlights of our progress in supporting this priority in 2020, through activity to protect lives and livelihoods during Covid-19, service delivery and Government Plan programmes and projects.

MEDTSC, MTR, OCE (Economy), Economy and Skills

T and E, CLS

COVID Ongoing Business Support

Businesses whose trade continued to be severely affected by COVID-19 received Government support to enable them to remain operating as the Island recovered from the pandemic.

Fiscal Stimulus Fund

The Fiscal Stimulus Fund has been created to allow funding for projects that will enable the Jersey economy to recover from the effects of the pandemic in the short to medium-term. Each of these projects had to fulfil the criteria of being timely, targeted, and temporary and they had to be managed individually by an Accountable Officer to ensure that the benefits were being realised.

The funding was aimed at smaller scale, agile projects of no more than £5 million per project, which could also demonstrate they could:

   Assist in reducing the fall in output and employment in the short-term

   Provide opportunities to assist in reducing the damage to the economy in the medium to long-term. Co-Funded Payroll Scheme

The Co-Funded Payroll Scheme (CFPS) was Government s primary response to the economic consequences of COVID-19 during 2021. The Scheme has now provided more than £140 million of support to businesses since its inception in March 2020. Support in 2021 peaked in the month of January when more than £9.5 million was provided to support 7,400 workers across almost 1,800 businesses.

The CFPS, the biggest economic intervention made by Government in Jersey s history, was established as an emergency measure to protect employment when businesses were required to close. At its peak, the CFPS supported more than 15,000 jobs and 3,500 businesses at a monthly cost of £21 million. Through 2021, it continued to help protect jobs as businesses adapted to changing conditions.

The Scheme is currently on track to deliver its objectives which are as follows:

   Support Islanders incomes: ensure workers continue to benefit from a reasonable level of income

to avoid hardship during the crisis and preserve demand to support an economic recovery once physical distancing and Stay at Home restrictions are lifted

   Ensure businesses can survive the crisis: enable as many businesses as possible to survive the

immediate crisis so they are in a position to resume trading and supply capacity remains intact

   Maintain employment: ensure employment remains as close to pre-crisis levels as possible

   Support a robust economic recovery: enable nominal Gross Value Added (GVA) in each of Jersey s

sectors to return to pre-crisis (2019) levels by 2022 at the latest.

The Treasury team reviewed funding requests and business cases resulting in a total allocation £133m to COVID response in 2021 and worked to ensure that the Government Plan includes suitable levels of funding as we move into the recovery phase.

Other Schemes

Other schemes included the Fixed Costs Support Scheme, the Business Disruption Loan Guarantee Scheme and sector-specific schemes which helped sectors even after the Island had exited the Reconnection Roadmap, and public health restrictions had been largely removed.

Economy and Skills MERFS, OCE (Economy) Financial Services Policy Framework

Financial Services is at the heart of Jersey s economy, representing over 40% GVA and employing over 13,000 people directly as well as supporting other sectors. In 2021 work took place to ensure that Jersey remains one of the world s successful international finance centres by updating the Government s policy framework for the sector with the intention of protecting and nurturing the strengths which have enabled the industry to thrive for six decades.

The framework sets out the Government s vision to create the environment required to enable the continued success of Jersey's financial services industry across private wealth, funds, capital markets, and banking. It will do this by facilitating the industry's digital transformation, its continued compliance with global standards, and its transition into being a leading centre for sustainable finance. The framework focuses on ten strategic priorities that will guide Government s support for the sector in partnership with the regulator and industry.

In 2021, we also laid the groundwork to bring the Jersey Resolution Authority into effect, which will form a key part of Jersey s financial stability architecture by reducing the risk of financial loss due to bank failure and protecting and enhancing our reputation and integrity as a financial centre.

We maintained and enhanced Jersey s competitiveness by developing, and in some cases lodging, several pieces of legislation that will support the island s attractiveness, including reforms to prospectus rules, limited partnerships and limited liability companies, and the establishment of a creditors winding up regime.

Economy and Skills MERFS, OCE (Economy) National Financial Crime Structure and Workplan

At the core of Jersey s reputation as a responsible international finance centre is our ability to demonstrate that we adhere to global standards. In 2021, significant progress was made to prepare Jersey for our 2023 MONEYVAL assessment against the Financial Action Task Force (FATF) international standards on combatting money laundering and the financing of terrorism.

More than 100 workstreams were launched under a workplan to ensure that Jersey will be ready for the MONEYVAL assessment, six pieces of critical financial crime legislation were passed by the States Assembly, and 10 more prepared for debate in early 2022. Jersey s first National Risk Assessment of Terrorist Financing was published, demonstrating the Island s commitment to implementing all relevant international standards in full, and playing our part in the global fight against financial crime.

Economy and Skills MERFS, OCE (Economy) Bilateral Investment Treaty with the United Arab Emirates

In November 2021, the Government of Jersey and the Government of the United Arab Emirates (UAE) signed a Bilateral Investment Treaty (BIT) in Dubai. The negotiations on the Jersey-UAE BIT had been underway since 2018, and 2021 saw them reach fruition.

Bilateral Investment Treaties (BITs) are international agreements that help facilitate increased flows

of investments from investors of one jurisdiction into the territory of the other jurisdiction. BITs do this by providing investors with greater protection and certainty of treatment regarding their investments, helping to enhance international investments and promoting sustainable economic development.

The BIT is the first of its kind for the Island and, we believe, Jersey is the first Crown Dependency or Overseas Territory to negotiate and conclude a BIT separately to, but with permission from, the United Kingdom. It therefore represents an important milestone in the development of the Island s international relations. It is vital that Jersey can broaden its own treaty network post-Brexit, including through agreements like BITs, which support the growth in investment between both jurisdictions.

The Jersey-UAE BIT is designed to promote responsible investment including considerations of public health, the environment, and labour protections. The new Agreement has been designed specifically to meet Jersey s requirements and is in line with Jersey s economic substance regime.

Economy and Skills MERFS, OCE(ER) Participation in Free Trade Agreements

In late 2020, the International Trade Unit (ITU) was formed to support the Island s growth in trade and investment, as a new international trading agenda developed in the aftermath of the UK s exit from the EU.

In 2021, ITU facilitated Jersey s inclusion in new UK trading agreements including with Norway, Lichtenstein and Iceland (known as the European Economic Area - EEA) which has delivered further continuity in trade relations. Jersey is also included in the brand-new Free Trade Agreement (FTA) the UK has negotiated with Australia, signed in December.

The International Trade Administration (ITA) proposed principles for Jersey s inclusion in UK FTAs, which have been debated and were unanimously endorsed by the States Assembly in November. This provides a transparent and robust mandate to support Jersey s further participation in future UK trade agreements.

Participation in these FTAs has delivered security of preferential tariff rates for Jersey goods and

secured incorporation in vital rules of origin and other customs facilitation chapters, ensuring smooth and efficient trade processes for all our Island s exporters. This is supported by the inclusion of an extension mechanism for other parts of the agreement, particularly services chapters which have the potential to offer not only greater market access but enhanced protections for Jersey businesses over time.

MERFS, MEDTSC, MENV Economy and Skills

OCE(ER), IHE

Brexit

Brexit has produced its own challenges in 2021 and will continue to do so during 2022. As well as having approved the UK / EU Trade and Economic Co-Operation Agreement, we have also seen agreed 15 separate pieces of legislation to ensure we are prepared and are compliant in the way we travel, work and trade with Europe and the rest of the Common Travel Area (CTA).

Economy and Skills MHA, JHA Settled Status Scheme

The impacts of Brexit resulted in large increases in immigration permissions (140%) and work permits (350%). The Customs and Immigration Service worked extensively with the hospitality, agriculture, and construction sectors as well as local business to introduce bespoke work permits schemes. The vastly higher volume of temporary workers brought with it a significant increase in the number of immigration permissions denied or revoked. 17,000 in-time applications to the EU settled status scheme have been submitted, 93% of which were finalised by the end of 2021. This has resulted in more than 15,000 resident EU nationals having received their protected rights to continue living in Jersey and have unhindered travel across the Common Travel Area border.

Economy and Skills MEDTSC, OCE (Economy) B & I Lions Training Camp

We supported the visitor economy, and its diversification into attracting elite athletes to Jersey, by facilitating a training camp for the British and Irish Lions rugby squad in Jersey.

The ten-day camp in June, in preparation for their 2021 tour to South Africa, generated the equivalent of £6 million in media coverage, presenting the Island as a visitor destination, and was used as an opportunity to raise money for Jersey children and for the Island to build diplomatic relations.

While in Jersey, squad members visited pupils from 11 schools and were involved in a Gala Dinner which raised more than £100,000 to enable disadvantaged young people in Jersey to access sport at all levels. The squad also held two open training sessions, each in front of 1,200 spectators and, as well as national and international media, the Lions visit attracted the Ambassador of Ireland to the United Kingdom, Adrian O Neill, and the UK Secretary of State for Digital, Culture, Media, and Sport, The Right Honourable Oliver Dowden MP, who met Jersey Ministers while here for the camp.

The Lions visit was co-ordinated by a team from across Government, Visit Jersey, Jersey Finance, Jersey Sport, and private sector partners, and was a springboard which has since attracted other elite athletes to use Jersey as a training location.

Economy and Skills MEDTSC, OCE (Economy) Corn Riots Festival

The Corn Riots Festival was launched in 2021 with the objective of promoting and celebrating Jersey s history, culture, heritage and identity.

The four-day festival (which was also given the Jrriais name La Folle d Avoßt) was established following the States Assembly declaration of a public holiday to commemorate the 250th anniversary of the Corn Riots, and subsequent Code of 1771.

Around 25,000 people were attracted to events which included musical, theatrical and film shows, exhibitions, talks, workshops, and a culinary and craft market. The ambition is for the festival to become an annual event which fosters a stronger sense of cultural identity and national belonging in Jersey.

20201 2P1ePreforrfmoramnacnec He iHghiglihglhigtsh ts

We will reduce income inequality  and improve the standard of living

by improving the quality and affordability of housing, improving social inclusion, and by removing barriers to and at work.

The following are highlights of our progress in supporting this priority in 2020, through activity to protect lives and livelihoods during Covid-19, service delivery and Government Plan programmes and projects.

Income Inequality and

Standard of Living,  MSS, CLS Economy and Skills

Reducing Unemployment

Overall, it s been a phenomenal year for Back to Work in helping the Island reduce unemployment, starting the year with 1,400 people actively seeking work (ASW) and finishing in December with 810 jobseekers registered as actively seeking work. We hit a peak of 2,290 back in May 2020 but we are now in a much stronger position with the number of jobseekers at its lowest level since 2011.

The Fiscal Stimulus funding we were awarded has enabled the provision of more financial incentives to employers to recruit long-term jobseekers into permanent contracts. This funding has helped to bring the numbers of jobseekers down and also enabled us to focus the range of training courses available for eligible jobseekers in an industry specific way, particularly in areas such as Care, Hospitality and Administration. In Back to Work we launched the Leaving Care team who provide dedicated job-seeking support for our younger customers who have experienced some form of care and to help them benefit from the Care Leavers Guarantee.

Income Inequality and Standard

MSS, CLS of Living

Housing and Regeneration

The Minister for Housing and Communities Creating Better Home Action Plan introduced an ambitious programme for stronger system leadership and co-ordination within Government, necessary in tackling the pressing housing challenges faced by Islanders.

A new post of Head of Strategic Housing and Regeneration has been created and appointed (with development of the team underway), who is working to co-ordinate housing policies across Government.

The creation of the Strategic Housing Partnership has brought together representatives from across Jersey s housing sector to articulate the challenges, share ideas and, ultimately, to help shape strategic housing policy. The first meeting of the Partnership was held on 29 September 2021, and the next one is scheduled for 18 February 2022.

An important milestone was the publication of a pipeline for Publicly owned sites for housing, emblematic of the Government s commitment to delivering more affordable homes. This was complimented by the Minister s Fair Rents Plan, which sets out the positive action being taken in Jersey s rental sector.

The establishment of a Cross-Ministerial Housing Political Oversight Group provides stronger political leadership and political oversight for the implementation of the Creating Better Homes Action Plan. There is also now Housing-Ministerial input to the Regeneration Steering Group, securing direct influence for the Housing Minister in the Government Estates Strategy.

A Modern Methods of Construction (MMC) political working group has been set up with the objective of proving the case for new technologies in Jersey, which could unlock an additional source of high quality, sustainable and affordable homes.

Income Inequality and Standard

MHC, CLS

of Living

Housing Advice Service and Homelessness Strategy Implementation

The first phase of the Housing and Homelessness Project was completed early in 2021 with the launch of the new Housing Advice Service. The new Service means that the team is able to offer more comprehensive services, working collaboratively with all agencies to make things easier for members of our community experiencing housing concerns or homelessness.

The second phase of the project builds on the achievements of Phase 1. We have partnered with UK- based charity, Homeless Link, to review and develop a more robust service for tackling homelessness, bespoke to the needs of Jersey's population. Stakeholder engagement has been key, ensuring that the feedback and recommendations of those working with Islanders affected by homelessness are taken on board. This has included the formation of a Steering Group, a virtual Stakeholder Workshop, a Stakeholder Survey and one-to-one consultation interviews. Consultation will continue in 2022, engaging with Islanders using services to ensure their views are captured and reflected in all future plans.

A number of recommendations have been delivered to date which will be used to design future improvements to the service. The next phase of work will see the development of the tools required to deliver a wider range of services, including more specialist support for those with complex needs.

embrace

our difference

Income Inequality and Standard

MSS, CLS of Living

Disability Strategy Implementation

During 2021, five separate working groups were created providing opportunities for all stakeholders to fully participate in the delivery of the strategy. The Embrace our Difference campaign captured perceptions about disability and inclusion on the island. This reflected that prejudice is still a significant issue for persons with disabilities, with underlying social attitudes remaining a significant barrier to inclusion. These findings will influence our plans for 2022 and were presented at an event in the Jersey Library attended by members of the community and States Members. Lord David Blunkett provided the keynote speech.

Significant progress was also made on the six delivery targets in 2021. 70 buildings including 44 individual Government of Jersey buildings were audited for accessibility. Design activities have commenced to introduce a community transport scheme. In 2020 53% of the Discrimination Claims to the Employment and Discrimination Tribunal were regarding disability demonstrating that people are actively seeking remedy under that provision.

Income Inequality and Standard

MINF, IHE of Living

Estate Strategy

In March 2021, the Island Public Estate Strategy 2021-35 was published marking a first of its kind for Jersey. This long-term strategy sets the framework for the management of all Government operational land and buildings (the Estate) under a single Corporate Landlord Model. It provides an assessment of our existing assets and defines the vision, aims and objectives for the Estates Strategy in the context of the current economic and financial environment, while balancing future needs and aspirations for social housing, education, youth services, victim support, sports facilities and amenity space.

20201 2P1ePreforrfmoramnacnec He iHghiglihglhigtsh ts

We will protect and value our environment

by embracing environmental innovation and ambition, by protecting the natural environment through conservation, protection, sustainable resource use and demand management, and by improving the built environment, to retain the sense of place, culture and distinctive local identity.

The following are highlights of our progress in supporting this priority in 2020, through activity to protect lives and livelihoods during Covid-19, service delivery and Government Plan programmes and projects.

PePreforfromrmananc ce e R Re ep po or rt t AAcccocuonutnatbaibliltiyt yR Repeoprotrt PPrriimmaarryy SSttaatteemmeennttss Notes to the Accounts

S20ec20t1i 2oP1neP r2efo r rfmo 2 ra0mn2 ac0 ne  cP Hee ir Hgfo higr limhglha igtn shc te s Highlights

Environment MENV, SPPP Carbon Neutral Roadmap

In 2021, development of the Carbon Neutral Roadmap began with an Island-wide programme of community engagement, which ran from February to April and explored how the Island might address the climate emergency. A representative Citizens Assembly of 45 Islanders considered evidence presented by experts and stakeholders for a total of 1,500 hours and published a report with detailed recommendations about Jersey s decarbonisation journey. This work is captured and published at climateconversation.je

At the end of the year the draft Carbon Neutral Roadmap was published for consultation, with policies and ambition designed as a result of the people-powered process.

As part of the development of the Carbon Neutral Roadmap, Ministers worked with the UK Government to secure formal intent to extend the Paris Agreement to Jersey at the United Nations Conference on Climate Change, a conference of 26 parties held in Glasgow in November, at which Jersey was represented for the first time.

Environment MENV, SPPP Island Plan Review

The new Bridging Island Plan will set the means to facilitate the Island s positive future growth over

a period of significant uncertainty and provide a new framework against which planning decisions

will be made. The plan will be key to ensuring that the Government of Jersey can deliver sustainable development that will meet the needs of the community, as it balances the future economic, environmental and social needs of the Island in a way that is best for Jersey and which reflects the vision and aspirations of Islanders.

The States Assembly adopted the current Island Plan in 2011. Much has changed since then and there was a need to evidence and respond to current economic, environmental and social challenges, including:

   The need for homes

   Safeguarding the environment

   Supporting the economy

   Mitigating the impacts of climate change

   Responding to our ageing population

   Securing good design and creating better places.

In April 2021, the draft Bridging Island Plan was published for consultation. This was followed by an examination in public, held by independent planning inspectors in November and December, to rigorously test the draft plan in light of the issues raised during consultation and States Members amendments.

The draft plan is scheduled to be debated by the States Assembly in March 2022. Once adopted, it will set the planning policy framework to help deliver the Government s objectives, where they are affected by development and the use of land, sea and buildings.

Environment MINF, IHE, SPPP Sustainable Transport Initiatives

Throughout 2021, multiple workstreams have delivered data and intelligence around the use of cycling and walking across the Island, behavioural and attitudinal insights into why Islanders make the decisions they do on whether they use the bus network as their primary mode of transport, alongside studies on the opportunities of parking policy and emerging technology to support the increase of sustainable transport going forward.

Successful engagement work has been undertaken across key stakeholder groups as well within the community to raise awareness of the positive impacts sustainable transport can deliver at a local level through the increased opportunities of reallocation road space to support play streets for residents.

The Minister for Infrastructure published a second interim report on the Sustainable Transport Policy (STP), with updates on each of these areas, in December 2021. The work highlighted in that report will support the development of a Sustainable Transport Roadmap, to be published in 2022, that will set out the long-term changes to the Island s transport systems including new funding streams to support investment in sustainable transport infrastructure, and needed to achieve the States Assembly s vision that: By 2030, our transport system will make our everyday lives better, support businesses, encourage us and our children to be healthier and make our Island greener .

Environment MINF, IHE Sewage Infrastructure Works

Construction of the new sewage treatment works has progressed well despite the challenges posed by the COVID-19 pandemic, with ongoing delays. The new tanker import facility was successfully completed on 12 April 2021.

In Q3 the main contractor entered into administration and the disruption and delays to the completion of the project were dealt with by contingency measures put in place to minimise any delays and complete the project by the end of 2023.

The First Tower Pumping Station Upgrades Project was initiated in 2019 to coincide with the replacement of the Sewage Treatment Works at Bellozanne. Requirement for upgrades was identified for increased capacity, reduced maintenance, and improved performance as part of the improvements in the Bellozanne Valley area. A new high-capacity odour control system and associated equipment has been installed to replace the existing system for further improvements. The new equipment has significantly improved the odour control and reduced the number of odour-related complaints received by the department. The project has been a huge success and delivered to programme budget and quality standards expected by the department. Furthermore, the co-ordinated design development enables the pumping station to be integrated into the control and automation of the new Bellozanne Sewage Treatment Works for improved operational performance.

Pumping Station odour control replacement. Three stations were identified as requiring replacement odour control units: Le Hocq, Pontac and Le Bourg. This project was completed June 2021.

20201 2P1ePreforrfmoramnacnec He iHghiglihglhigtsh ts

Modernising Government

We will improve the way in which Government and the public service function, so they deliver modern, efficient, effective and value-for- money services and infrastructure, sound long-term strategic and financial planning, and encourage closer working and engagement among politicians and Islanders.

A States Assembly and Council of Ministers that work together for the common good

A new, long term strategic framework that extends beyond the term of a Council of Ministers

A modern, innovative public sector that meets the needs of Islanders effectively and efficiently

ongoing

initiatives A sustainable long-term fiscal framework and

public finances that make better use of our public assets

An electoral system which encourages voter turnout and meets international best practice

The following are highlights of our progress in supporting this priority in 2020, through activity to protect lives and livelihoods during Covid-19, service delivery and Government Plan programmes and projects.

Modernising Government - A

CM, CLS Modern, Innovative Public Sector

Customer Strategy

Although Customer Strategy is led from within CLS, it covers all Government departments. Success is down to these departments adopting new ways of working and changing old habits. We receive hundreds of pieces of feedback each week and this helps us to measure where we are and to make changes and improvements.

We increased the availability and utilisation of customer insight data across all Government interaction channels and in 2021 collected 5,769 rate our service surveys submitted by customers (compared to 604 in 2020).

One of the success factors in this increase of customer insight was the initiation of a telephone survey facility which captured 73% of overall service ratings. We also ran customer focus groups to inform service improvements and will continue to increase and embed the voice of the customer work throughout 2022.

A Customer Experience development programme is underway, with customer service and early resolution of complaints training coming in early 2022. 104 colleagues have already been trained in complex complaints handling. Customer feedback quality assurance processes, internal training and complaints handling procedures have been rolled out across Government. 10% of all closed complaints are now peer reviewed for quality purposes as of September 2021. Cross department engagement is high and four monthly working groups have been established.

The customer insight which is now available allows us to identify where potential improvements can be made either in terms of accessibility, consistency, ease of use or where we need to think ahead for customers all part of our ACE+ framework. The 'starting a business' life event continues to be worked on in 2022 with others to be prioritised and work to commence on improving the current customer journeys across all touchpoints.

Modernising Government - A

CM, COO Modern, Innovative Public Sector

Integrated Technology Solution (ITS)

For the ITS Programme 2021 has been about ensuring that the Programme has been initiated in the right way. Bringing together the multiple partners into a single ecosystem, implementing a standard toolset, processes, way of working and governance to ensure that the programme has the foundations for a successful delivery. We commenced Release 1 of the Programme that looks to provide Treasury and Exchequer (T and E) a more standard way of working as well as replacing un-supported and outdated technology with leading edge, future-proofed cloud technology. This release also replaces Supply Jersey with a more seamless and modern way for our suppliers to connect with Government, and we have already contacted circa 7,000 suppliers to ensure that they are ready for the change. By the end of the year we had completed all requirements definition, ratification, and the design of what the new ways of working will look like and how the new system will support these and had completed 50% of the build of these new processes. We also implemented the Leaders of Change initiative aligned with the wider Change Network.

In parallel to the above we commenced Release 2, which will benefit all employees of the Government of Jersey in providing a standard solution for all things HR and Learning and Development (L&D) related.

In addition, the ITS Programme also delivered on a number of Social Value initiatives that had been committed.

The beneficial impact of ITS during 2021 is focussed on the Social Value initiatives that have:   Provided 18 weeks work experience for 2 people via the Trident scheme run by Team Jersey

   Committed to an agreed spend with a key local supplier (WARM) who have consequently employed 3

full-time employees (FTEs) to support delivering their commitments back to ITS

   In partnership with Digital Jersey we have delivered the first two Learn to Code courses

   Working with Highlands College we have identified the first three of six students to use SAP Student

licences (the aim is to build a capability on-Island in SAP Development and Configuration, and we will expand this to provide work experience within the Government of Jersey M&D team)

   Working with Arts Jersey, we have provided £15,000 to Map of Wonders

   Undertaken a 1-day volunteering day at Durrell

   Provided 180 Refurbished Laptops to schools on the Island for use by less privileged students.

Modernising Government - A

CM, COO Modern, Innovative Public Sector

Cyber Programme

The Cyber Security Programme has practically completed the first wave of projects which were designed to uplift the maturity of the organisation in terms of security risk posture and cyber industry good

practice. In 2021 substantial progress has been made with a range of people, process, and technology controls being introduced or improved, including a new suite of policies and standards, a focused set of processes for cyber risk management and governance, deployment of a new computer based training course for information security, building an inventory of all our critical data and information assets across Government, as well as a number of technical access control, monitoring, and incident detection/ response capabilities. Going into 2022 the cyber programme has already prepared to accelerate delivery and has ambitious plans to push on with the introduction of further technical controls that will help us protect both citizen and employee data/information.

This programme will enable us to continue to respond to the Cyber threat and evolving landscape we are operating in to reduce risk and protect our assets and people.

Modernising Government - A

CM, COO Modern, Innovative Public Sector

People Strategy

We have launched our People Strategy in November 2021 which outlines our shared ambition: to be a forward-thinking organisation, which offers high-quality public services, values our people, and grows our talent for the future.

More than 400 colleagues were involved in developing the People Strategy, sharing what was important for them to see and experience in our organisation. And, as the name suggests, our people are at the very heart of these ambitions. Central to these plans are our four commitments:

Your Experience: We aim to work together to create a great place to work where we are all supported, belong and are valued.

Your Development: With you, we will create opportunities as a learning organisation to help you to achieve your potential.

Our Organisation: Together we will develop and deliver the right environment for us all to succeed and to be proud of our achievements.

Our Future: We will work together to build a view of the future of work for our people and our island and deliver a plan to get there.

Our People Strategy has been built by our people for our people, and as such has created a greater sense of ownership and joint responsibility for ensuring that the ambition and promises articulated through our four commitments are realised. The publication of the strategy and ongoing engagement events are encouraging and enthusing our people about what they can do in their own respective areas as part of our shared and collective responsibility to help bring these commitments to life. For example, colleagues are now refreshing their department level People and Culture Plans so that they become more expansive and include firm actions to be progressed in each of the four commitment areas. Not only does this help create more expansive and future oriented plans but, they include more robust measures and metrics that will help them to evaluate progress and achievements.

Modernising Government - A

CM, COO Modern, Innovative Public Sector

Team Jersey

The Team Jersey programme works to embed the Government of Jersey values and behaviours framework to build a culture where employees feel valued, included, focused and inspired.

Due to the pandemic Team Jersey sessions were delivered online for the first quarter of 2021 before returning face to face from April 2022 with reduced capacity to allow physical distancing. Despite these constraints the programme has delivered 295 workshops to leaders and colleagues and engaged over 3000 of the workforce to date. New content has been designed and delivered to support building positive relationships, enhance psychological safety in teams and encourage a balance of supportive and challenging behaviours in teams. The programme has purposely focused on working directly with departments supporting them to build and implement People and Culture plans that prioritise identified areas of need and focus on rebuilding teams and improving employee engagement and wellbeing following the pandemic response.

Work to sustain the Jersey Employers Group (JEG) continued and Team Jersey supported JEG in the delivery of a Strategic Workforce Plan for the island and the development and launch of an online Diversity and Inclusion toolkit for employers.

In addition, 2021 has seen the establishment of an internal team who have co-delivered the programme, building their capability to continue to run the programme in house beyond March 2022 when the contract with our delivery partner TDP ends. Team Jersey will continue as part of our business-as-usual activity supporting the ongoing development of a positive culture and implementation of the People Strategy.

People and culture plans are in place in the majority of departments ensuring leadership teams are focused on improving employee engagement and improving their organisational culture. Employees in department who are more advanced have been involved in the improvement activity, can see improvement happening and will feel more listened too.

A better understanding of the organisation values and behaviours has been created and a common language has been established where individuals understand the importance of a positive culture and their role in helping this to happen.

Externally the establishment of JEG has raised Government s profile in leading cultural improvement and as a result Government is working in partnership with the private and third sector to build on Island talent and capability.

We have built internal capability to allow us to continue this work beyond the contract with TDP ensuring this work is sustained and the progress made to date, is built upon.

Modernising Government - A

CM, OCE Modern, Innovative Public Sector

Ask the Ministers

Following the success of the online Ministerial Panel Q&A sessions created for the launch of the Government Plan 2021-24, a series of Ask the Ministers live-streamed events were planned and broadcast between May and December 2021.

The Ask the Ministers events allowed members of the public to pose their questions directly to Ministers through an online platform, and also provided the opportunity to expand the public perception of the Government s role and Ministers responsibilities.

The events were hosted from a purpose-built modular set in the Government s Parade Studio, this has subsequently been used for press conferences and other live events, which were streamed on the Government s social media platforms including Facebook, YouTube, Twitter and LinkedIn. Panel hosts included the late Gary Burgess, Chair of the IoD Lisa Springate, and President of the Chamber of Commerce, Jennifer Carnegie.

Ask The Ministers has provided a significant new channel to engage with members of the public,

with over 35,900 views of the seven events in 2022. The success of Ask the Ministers has led to the development of a range of live-streamed events including Ask the Experts on vaccination and the launch of independent taxation.

The events have also been used to promote the wider work of Government, with the production and streaming of the short Your Government film which provided clarity on the work of Government across all Departments, including emergency services and ALOs.

Modernising Government - A

CM, SPPP (Statistics Jersey) Modern, Innovative Public Sector

2021 Census

21 March 2021 was Census Day for the latest decennial census. The census holds a mirror to society, will provide the latest definitive population estimates, and enables Government and Islanders to understand the circumstances and needs of Islanders. Statistics Jersey carries out the census.

New questions were added on health, long-term limiting illness; sexual orientation; and gender identity   these new questions will enable Government and others to understand how best to support Islanders. An online response option was offered, with over 30 percent of Islanders choosing this approach. With the support of Islanders, the data collection phase was highly successful, with a response rate of over 99 percent.

Since the data collection phase ended, Statistics Jersey has been processing the data capturing data from paper questionnaires; checking for duplicate and missing people; carrying out quality assurance and validation checks, etc. The data will then be aggregated, analysed and the data released in a series of reports during Q1 and Q2 of 2022. The first report will focus on the size and make-up of the population.

Independent Taxation

Modernising Government - A

MTR, T and E Modern, Innovative Public Sector

Independent Taxation

The States Assembly agreed the first law changes to deliver Independent Taxation on 15

September and the first group of Islanders moved to Independent Taxation from 1 January 2022. The introduction of Independent Taxation means that tax law will now reflect the equality and fairness we expect today from our relationships, families, and community, with both partners in

a marriage or civil partnership being treated in the same way for tax purposes. Eligible couples

can choose voluntarily to move to Independent Taxation from 2023 and, once further legislation

is approved, remaining couples will be moved to it from 2025. A Compensatory Allowance will ensure that no couples suffer material financial hardship from the consequential changes to the system of tax allowances which has historically favoured certain types of working arrangements for married couples, providing a gentle transition into the new arrangements.

Modernising Government - A

MTR, TandE Modern, Innovative Public Sector

Long-term Financial Sustainability

The Minister for Treasury and Resources published R.132/2021 Debt Framework on 10th August 2021. This included the Debt Strategy which detailed how the States will issue debt and monitor and control the overall programme.

The Refinancing of Pension Debt project was established to review options for the repayment of the Public Employees Contributory Scheme (PECRS) Pre-1987 debt and Jersey Teachers Superannuation Fund (JTSF) Pension Increase Debt. The project identified external borrowing to repay the pension increase debts as the preferred option. This recommendation was included and agreed in the Government Plan 2022-25. The repayment of the pension increase debts will reduce the cost of financing these liabilities delivering cash savings of £3.6 billion over the long-term equivalent to £700 million when adjusted for inflation.

Measures to achieve balanced budgets by 2024. Work progressed through the year to identify measures to close the forecast budget deficit. The Government Plan included rebalancing measures of £20 million in 2021 with £15 million in departments, £4.8 million held centrally and £1.3 million in Revenues. £15.5m of the 2020 £40m target was achieved through one-off measures and had been rolled over to 2021 with departments required to find recurring savings. In 2020 the brought forward target was £15.5m of which £11.5m was delivered. In 2021 the target was £20m of which £20.8m was delivered.

The Government Plan 2021-24 assumed recurring delivery of all rebalancing measures. Departments are forecasting to deliver £26.8 million of the £29.5 million excluding centrally held and Income Tax. This forecast remains under review as proposals for delivery have not been confirmed in all cases. The target for delivery is of £35.5m.

Modernising Government - A

CM, OCE Modern, Innovative Public Sector

Office Accommodation Project

In 2021, OCE supported the Office Accommodation Project to reach several significant milestones. The Project entered its delivery phase in Spring 2021 following the appointment of a development partner to work alongside the Government of Jersey in delivering a new office building. In early 2021, the former Cyril Le Marquand House site was identified as the preferred site, and in September, planning permission was granted, with demolition commencing in November. Alongside these developments, staff have been engaged to shape the projects, including office concepts, design and accessibility for all colleagues and Islanders using Government services. The Office has supported this in several key ways, with the Chief of Staff acting as the Accountable Officer for the Project until the handover to Infrastructure, Housing, and the Environment and continuing to provide strategic oversight and governance, alongside other OCE colleagues, thereafter.

The Office Accommodation Project will deliver improved teamwork and collaboration across functions and departments, enhance customer services, and reduce operating costs, with practical completion scheduled for mid-2024.

Section 3 Departmental Annual  Reports

This section includes the progress on major and strategic government and departmental programmes and projects, a summary of annual customer experience across Government, departmental performance, and service performance measures.

Progress of Government Plan and Departmental Programmes and Projects

This section provides a view of progress on the most significant projects and programmes for Government. These projects have been categorised as either major or strategic as per the definitions below.

A major project is defined in the Public Finances (Jersey) Law 2019 as:

  a capital project (defined as a project which results in the creation of an asset which will

be held on the States of Jersey s balance sheet) the duration of which, from start to finish, is planned to be of more than one year and the total cost of which is planned to be of more than £5 million; or

  a project that has been designated as a major project under an approved government

plan

A strategic project is defined as:

  a project of significant strategic value, in that it is critical to or will have a noticeable impact

to, the delivery of a strategic priority for the Government with a total cost which is planned to be more than £1 million or;

  a project which has significant cross-departmental impacts.

A summary of progress of these programmes and projects in 2021 is set out below:

Green Amber/Green Amber Amber/Red Red Reset Exempt

Successful  Successful delivery of  delivery appears the project on  probable;

time, budget  however,

and quality  constant appears highly  attention will be likely and there  needed to ensure are no major  risks do not outstanding  materialise issues that at this  into major issues stage appear to  threatening threaten delivery  delivery. significantly.

Successful  Successful delivery appears  delivery of the feasible project is in

but significant  doubt, with major issues already  risks or issues exist, requiring  apparent management  inanumber of key attention.  areas. Urgent These appear  actionis resolvable at this  needed to

stage address these and, if addressed  problems and/or promptly, should  assess whether not present a  resolution is cost/schedule  feasible.

overrun.

Successful delivery of the project

appears to be unachievable. There are major issues with project definition, schedule,

budget, quality and/or benefits delivery, which

at this stage do not appear to be manageable or resolvable.

The project may need re-scoping and/or

its overall viability reassessed.

Asignificant  Data can be change to a  exempt from project's publication baseline which  under

involves a  exceptional business case  circumstances refresh or  and in

change. accordance

with Freedom of Information requirements, i.e national security.

Major Projects Summary of Progress in 2021

Totals

Chief Operating Office

3

Children, Young People, Education and Skills

3

Customer and Local Services

0

Department for the Economy

0

Health and Community Services

3

Infrastructure, Housing and Environment

3

Justice and Home Affairs

1

Office of the Chief Executive

0

Strategic Policy, Planning and Performance

0

Treasury and Exchequer

0

Totals

13

Major Projects Summary of Progress in 2021

Totals

Chief Operating Office

4

Children, Young People, Education and Skills

12

Customer and Local Services

5

Department for the Economy

1

Health and Community Services

7

Infrastructure, Housing and Environment

6

Justice and Home Affairs

4

Office of the Chief Executive

0

Strategic Policy, Planning and Performance

10

Treasury and Exchequer

7

Totals

56

More detail on the progress during 2021 of Government Plan and Departmental major and strategic projects lead by Government Departments can be found in the Annual Progress Report for 2021

Annual Report Customer Experience Summary

This section provides a summary of the Customer Experience in 2021.

Across 2021 many strides forward were made in capturing feedback from customers and using this to improve our services. Below are some of the highlights of the year, most notably that the number of responses to the rate our service survey rose from 604 in 2020 to 5,769 in 2021. Increasing the volume of customer insight further remains a priority for 2022.

5769 104 10% 73%

'rate our service'  colleagues were  of all closed complaints  of service ratings were surveys were  trained in complex  are peer reviewed for  received via our new submitted by  complaints handling quality purposes as of  telephone survey customers in 2021  September 2021

[compared to 604 in 2020]

Increased availabliity  Designed CX  Developed Customer  Initated new telephone and utilisation of  development  Feedback Quality  survey to gain customer insight data  programme (with  Assurance framework,  increased customer across all interaction  customer service and  Internal training and  insight

channels early resolution of  complaints handling

complaints training  procedures

coming in early 2022)

With the introduction of a telephone version of the rate our service survey for some high - volume telephony areas of GOJ (including Customer and Local Services and the Coronavirus Helpline), more customers are now able to tell us how satisfied they were; how easy it was to do what they needed to do; and how the interaction made them feel. This feedback is then used to make improvements to services. This survey will continue to be rolled out across departments in 2022 meaning more insight into services will be collected and used for continuous improvement.

The Government target for Customer Satisfaction (CSAT) is 80% of customers telling us that they are satisfied or very satisfied with the service they receive. The target for Customer Effort Score (CES) is 4 out of 5 telling us that it was easy to get the help they needed.

GOJ Customer Experience Scores

Customer Sentiment Indicator (CSI)

4.1

The volume increased from the launch of additional survey sources:

   Inbound telephone

calls

   Outbound individual

section surveys

   inclusion of rate our

service banner on auto email responses

Customer Effort Score (CES)

4.0

GOJ target 4.0

Customer Effort

On target

Consistent with 2020 results

Customer Satisfaction (CSAT)

76.7%

GOJ target 80%

Customer Satisfaction

Behind target

2.2% increase from 2020

The Customer Effort Score for 2021 was on target at 4 out of 5 with customers who completed the surveys scoring the interaction they had as easy or fairly easy .

The Customer Satisfaction Score was up 2.2% from 2020, however it was slightly below target with 76.7% customers saying that they were very satisfied or satisfied with the service they had interacted with.

GoJ Customer Effort trends

Question: Overall, how easy was it to get the help / information you required? On a scale of 1 to 5 where 1 is difficult and 5 is easy. Score shown is average score.

Q1 Q2 Q3 Q4 5

4

Target:

4 out of 5 or 80%

3

Jan Feb Mar April May June July Aug Sept Oct Nov Dec

• 2021 effort score Target Volume: 604 (2020) 5,769 (2021)

GoJ Customer Satisfaction trends

Question: How would you rate your overall satisfaction with the service you received? On a scale of 1 to 5 where 1 is very dissatisfied and 5 is very satisfied. Score shown is

% who rate it 4 or 5 satisfied or very satisfied)

Q1 Q2 Q3 Q4

100

80

Target: 80% satisfied of fairly satisfied

60

40

Jan Feb Mar April May June July Aug Sept Oct Nov Dec

• 2021 effort score Target Volume: 604 (2020) 5,769 (2021)

July 2021 saw a dip in satisfaction and effort. This was driven by strain on resourcing with both annual leave and a sharp rise in covid cases

Since July we ve seen a gradual increase in both satisfaction and effort

The above graphs display the trends of Customer Effort Scores and Customer Satisfaction throughout the year, clearly showing a link between the two - the easier the interaction, the more satisfaction it delivers. The key learning here being that in order to increase how satisfied customers are, it is essential that interacting with Government services is as easy and straightforward as possible.

10+Compliment 58698 Customer feedback: 2021

Comment 246

Complaint 1402

Suggestion 63

Total 2409

Total feedback volumes

400 350 300 250 200

150 100

50 0

Qtr 1 Qtr 2 Qtr 3 Qtr 4

Feedback volume by quarter received

Customer feedback in the form of complaints, compliments, comments and suggestions

is also captured across Government and managed centrally on the Customer Feedback Management System (CFMS). Above is breakdown of 2021 feedback which shows that most of the recorded feedback is in the form of complaints. Although there is more to be done

to embed the capturing of feedback (not just complaints) there has been a steady amount collected across the year.

However, there is still work to do in this space to embed use of customer feedback to inform improvements to Government services across the board. This remains a priority for 2022.

Departmental Performance

This section provides an overarching performance analysis for each Government Department. It is intended to tell the story of each Department s year in a fair and balanced way. The narrative has been written by each Department representing their view on their performance.

Service Performance Measures for 2021

Since 2021, the Service Performance Measures for each Government Department have been published each quarter. The annual Service Performance Measures for each Department are also published below.

The data presented is the most recent available annual data value as of 31st December 2021. The symbols next to the data signify whether there has been a positive/negative/no significant change between what we want to achieve and the 2021 outturn.

The change measures shown in the Service Performance tables are either percentage changes between periods, or absolute percentage point changes based on departmental advice as to which measure is most meaningful. The direction of travel (DOT) are color coded Red, Green, or Blue (for neutral).

John Quinn Director General:

Chief Operating Office

2021 has been a year where the Chief Operating Office (COO) has continued to respond to the demands of the pandemic, progressing the major programmes under our management as well as maintaining business as usual . We have continued to enhance the way we enable and protect the Government of Jersey according to our mission.

What Have We Achieved?

Responding to the Pandemic

COO has continued to support the technological developments required by the testing and tracing and vaccination programmes. We have also continued to enhance remote working capabilities and support the changing way in which we work. People and Corporate Services have continued to support resourcing needs and fluctuations as the pandemic has changed as well as leading business continuity challenges across the organisation.

Major Programmes

Integrated Technology Solutions (ITS)

We have created a solid foundation for the ITS programme - by bringing together the multiple partners into a single ecosystem, implementing a standard toolset, processes, way of working and governance to ensure that the programme has the foundations for a successful delivery. Release 1 of the programme completed all requirements, definition, ratification and the design of what the new ways of working will look like and how the new system will support these and had completed 50% of the build of these new processes.

We have contacted over 7,000 suppliers to advise them that a new way of connecting with the Government of Jersey will be coming as part of Release 1 replacing Supply Jersey.

We implemented the Leaders of Change initiative aligned with the wider Change Network.

We also commenced Release 2, which will benefit all employees of the State of Jersey in providing a standard solution for all things HR and Learning and Development (L&D) related.

Furthermore, we completed a number of Social Value initiatives, including the provision

of refurbished Laptops to schools for less privileged students, to supporting the on-Island company WARM with recruiting three full-time employees (FTEs) to deliver their work for ITS, to working with Digital Jersey in delivering Learn to Code courses.

Team Jersey

We've engaged with 1,997 colleagues across the organisation and 917 leaders. We have also trained 42 new Team Jersey Leads and have a waiting list for the next cohort in March 2022. We have offered a colleague and leaders programme, alongside establishing an internal consultancy to improve organisation and team performance across Government. We have supported departments with their People and Culture Plans to create a sense of ownership over developing a positive workplace culture.

Cyber Security

The Cyber Security Programme has practically completed the first wave of projects which were designed to uplift the maturity of the organisation in terms of security risk posture and cyber industry good practice. In 2021 substantial progress has been made with a range of people, process, and technology controls being introduced or improved, including a new suite of policies and standards, a focused set of processes for cyber risk management and governance, deployment of a new computer based training course for information security, building an inventory of all our critical data and information assets across Government, as well as a number of technical access control, monitoring, and incident detection/response capabilities. Going into 2022 the cyber programme has already prepared to accelerate delivery and has ambitious plans to push on with the introduction of further technical controls that will help us protect both citizen and employee data/information.

MS Foundations

To date the programme has delivered a rapid rollout of TEAMS to essential workers (~3000) allowing them to continue working during the COVID pandemic. Microsoft 365 tooling and environment has been implemented across Government to approximately 7 500 users. Implementation will continue in 2022 across the remainder of Government and also the programme plans to build further capability for Government to operate and manage cloud- based services through a Microsoft based platform.

Developing Business as Usual

We have continued to develop and enhance all of our functions during 2021. Some highlights are below:

  Launching of the People Strategy in November we launched a People Strategy which

sets out how we will transition into a learning organisation supporting our people and continuing to develop our culture. We have built this working with our colleagues across the organisation and will set our strategy to deliver against the four commitments: Your Experience, Your Development, Our Organisation, Our Future

  A major component of our People Strategy is the implementation of our Employee Value

Proposition

  Building manager capability, competence, and confidence 215 of our managers and

aspiring managers graduated from the new World Class Manager pilot programme - a 12-module online management development programme that is augmented by cross organisation Action Learning Sets. 91% of participants report putting their learning into practice. In addition, 440 individual managers and aspiring managers participated in at least one of the brand-new Capable Manager Espresso programmes, which comprises of x 13 short sharp espresso learning sessions on management fundamentals and x 2 video tutorials. 95% said the content was useful, 83% easy to access and knowledge increases across the entire suite ranged from 23% to 66%

  A Flex Positive programme was launched which looks to embed a culture where all

employees have access to some sort of flexibility by using a team approach and emphasis on informal flexible working arrangements

  Talent Development - a focus on early in careers talent by our internal Talent team

included the creation of the first ever paid internships programme for Government. Funded through a successful fiscal stimulus bid we received 76 applications from Jersey students and graduates that resulted in 34 placements across all Government departments; six interns' contracts were extended, and three permanent job offers made. An apprenticeship first strategy was created and approved for all civil service grade 6 and under equivalent roles that included the creation of a new professional apprenticeship offer. Pay in line with the Jersey Living wage was approved to attract young people and career changers with guaranteed jobs for all who successfully complete their apprenticeships, and guaranteed apprenticeships for all care leavers who would like to undertake one

  We continued to develop our governance across the department, centralising our

governance records, which we have then rolled out to the rest of the organisation. We have also enhanced our risk recording and reporting and recruited to setup a Programme Support Office for 2022

  In May 2021, the Government of Jersey approved the Project Delivery Framework which

represents a controlled framework for the consistent delivery of projects across the organisation. This has been rolled out and training across all layers of the organisation has been completed and will continue into 2022

  The transfer of the Digital Health team from Health and Community Services to

Modernisation and Digital (M&D) has enabled alignment of roles and retention of domain knowledge and support for HCS

  New processes and governance for managing the demand for IT services across

Government, along with core architectural governance and controls, and a Design Authority to approve proposals for new projects have been implemented. This has ensured quality assurance of new technology solutions into the GOJ from risk, fitness for purpose and value for money along with greater visibility and prioritisation

  The roll out of Microsoft 365 has enabled a channel shift in remote and flexible working

and provided an alternative mechanism for collaboration through the building of an efficient and sustainable platform which is secure and robust.

What does our service performance data tell us about the department s performance?

2021 saw the first launch of our service performance measures for COO. These will improve in depth and maturity into 2022 and beyond.

Our KPI measuring response to Modernisation and Digital (M&D) incidents has fluctuated during the year, however, the management and escalation and communication of these continues to improve. We achieved 100 percent service uptime and network request service rate.

Customer satisfaction, as recorded on the website, remains high with no significant variation to this throughout the year. We have had limited complaints and been able to address these swiftly and satisfactorily.

Workforce absence has increased over the year and is slightly above target. There are a number of factors which could have caused this including COVID absence. This is not a measure which COO can directly control and we are looking at how this can be broken down and included in departmental reporting in 2022.

Case management figures cannot be assessed as positive or negative as we are working to empower staff to raise issues of bullying and harassment, for example (so an increase in cases might be positive), but we are equally working to improve our culture to decrease any instances of bullying and harassment. These numbers in isolation without disclosing individual cases cannot be used for a trend analysis.

Chief Operating Office Performance Measures

2019  2020  Baseline  What we want to  2021  % Change against  DOT against Measure Annual Data Annual Data 2021 achieve 2021 Annual Data what we want to what we want to achieve 2021 achieve 2021

Chief Operating Office Performance Measures

2019  2020  Baseline  What we want to  2021  % Change against  DOT against Measure Annual Data Annual Data 2021 achieve 2021 Annual Data what we want to what we want to achieve 2021 achieve 2021

Further Information

Further information on the Department can be found at Chief Operating Office (COO) (gov. je).

Information on what the Department planned to change and improve, including the service performance measures it used, in 2021 can be found in the Departmental Operational Business Plans for 2021 ID Business Plan COO 2021.pdf (gov.je).

More detail on the progress during 2021 of Government Plan and Departmental programmes and projects lead by the Department can be found in the Annual Progress Report for 2021.

Information on what the Department will change and improve, including the service performance measures it will use, in 2022, can be found in the ID Business Plan COO 2022. pdf (gov.je).

Rob Sainsbury  Acting Director General

Children, Young People, Education and Skills

Education

2021 was another challenging year for schools, settings, and services, with continued disruption caused by the pandemic. Through the hard work and commitment of colleagues, we did our utmost to minimise the impact on children. The year started for all schools with preparation days, including PCR testing for our staff and older students. All settings opened on 10th January; in contrast, schools in other jurisdictions remained closed, for example, those in England not opening until 8th March. Jersey s schools remained open all year, unlike any other school system in the British Isles.

Children and young people have demonstrated their resilience throughout the pandemic. Significant investment of time, resource and effort saw the Jersey Tutoring Programme flourish. Further support to address the learning loss of 2020 saw partnership working

with charities and philanthropists ensuring significant investment in technology, as we seek

to address digital poverty. Students progressed on their pathways, with many successfully transitioning to Higher Education (HE), both on- and off-Island. In addition to the first full year of activity of the Education Reform Programme, including the successful commissioning of the Inclusion Review, the findings of the Early Years Policy Development Board have seen significant additional investment in nursery provision. Both the Higher Education Funding Review and the Review of Skills and Further Education have been completed despite the pressures of the pandemic.

The year has been marked by innovation and problem-solving, including introducing mitigations to ensure that the Jrriais teaching team and our wonderful reading volunteers could return to the classroom safely. We have developed and enhanced the use of remote learning for students, and staff professional development. As School Reviews could not

take place in person, we have innovated to ensure we continue to support leaders with school improvement through new Virtual Visits . We have also maintained our international dialogue; as the year closed, we held the second annual Jersey-China webinar. allowing teaching professionals to share knowledge and best practice with educators from different cultures.

Schools continue to benefit from the Rights Respecting Schools initiative, supported by the Children s Commissioner. So far, four of our schools are at the registration stage, 21 are at bronze, 11 are at silver and three have attained the gold award, demonstrating that they have fully embedded children s rights at the heart of their schools.

Skills Jersey

The Retrain project provides support to those who have found themselves economically

inactive or underactive due to the pandemic. It helps provide technologically enabled careers and a training matching service linked with skills development opportunities for targeted sectors. In addition, Skills Jersey have partnered with Organisational Development to create the first Government of Jersey Internship Programme. 34 placements were offered in 2021, across a range of Government departments. Further, 16 young people engaged in a Traineeship programme to support those not in education, employment or training.

Jersey Youth Service

2021 saw the launch of the Jersey Youth Parliament - a forum for young people to discuss, research and connect current issues to the States Assembly, sharing their voice through three campaigns. During each campaign the members present their findings to the relevant Minister and other States Members. The formation of a Youth Parliament aligns with other jurisdictions who have developed effective structures to hear the voice of young people and influence meaningful changes in their community.

During 2021, we developed a Targeted Youth Support offer which is a short-term and timely early intervention and prevention to support the young person in identifying and addressing their needs. Young people may be exhibiting challenging behaviour or have a range of needs. Targeted Youth Support consists of a small team of youth workers who are equipped to empower young people in making well-informed life choices and decisions. The Youth Service Outdoor Activity model was also implemented in 2021. The new model uses the outdoors to support learning, teamwork, confidence building, problem solving and supports the Schools and Youth Service curriculums. There is now a stronger emphasis on learning and accredited outcomes for young people.

Children s Social Care

Despite the challenges the pandemic provided, our service felt strong, cohesive, resilient and responsive in the face of adversity. Throughout the pandemic, our service, together with partners, has been working hard to provide quality support to meet the variety of needs of our children and young people, to ensure they are safe and thriving. Quality practice leads to better outcomes for children and young people. Throughout 2021, we kept a sharp focus on practice through regular performance monitoring. The growth of our insight and enablement function has empowered our understanding of outcomes, strengthened through the launch of our quality assurance and improvement cycle, practice standards and timescales for best practice. As a direct result, our re-referral rate has reduced to below that of England and our statistical neighbours. The appointment of a permanent Principal Social Worker, in 2021, will provide greater strategic practice leadership.

We worked closely with a range of stakeholders on Operation Divert, using a child first, trauma recovery model, to support young people who were engaged in crime and anti- social behaviour. The data showed a significant reduction in both the number and severity of incidents involving these young people over the six-month period. School attendance for the group improved significantly, from an average of 35% unauthorised absence to 17%. We continue to work with Police and others to develop our impact in the area of Youth Justice.

A challenge for Children s Social Care in the second half of 2021 was the sufficient level of care settings available for our children and young people. For most of the year, we were at capacity across our provision which at times has led to operational challenges. Notwithstanding our efforts to increase capacity through more foster carers and opening

a therapeutic children s home, we have not been able to bring services online at the pace we need. Despite capacity challenges, children are experiencing more stability in their placements than in previous years. A key priority for CYPES in 2022 is the development of a sufficiency strategy.

The number of care leavers receiving support has doubled in the last two years, and the Leaving Care Team now support 75 care leavers. The support and collaboration from key delivery partners across Government and external organisations continues to strengthen and thrive. The key challenge we face is the availability of affordable accommodation.

Recruitment of permanent and agency social workers has been a challenge during 2021. A recent Office of National Statistics report revealed that this is a national challenge. Let s Be Ambitious was launched in November 2021, developed in collaboration with staff using the information and insights gained from the Let s Be Honest campaign. The campaign ran for one month, attracting 35 applicants. The recruitment process is ongoing.

Integrated Services and Commissioning

Integrated Services and Commissioning covers operation service delivery including

Family and Community Support (the Government s early help service), and Health and Wellbeing services including the Child and Adolescent Mental Health Services (CAMHS). It also includes transformation and project implementation activity such as Commissioning

- assessment of need, strategy writing, service and pathway redesign, programme management, procurement, contract management and leading outcomes-based accountability and insight management to inform service improvement and development. A commissioning-based mindset has been promoted across 2021 with key projects delivered including:

  Children and young people mental health redesign including commissioning new

providers such as Kooth (online counselling and support), Autism Assessment Providers to reduce waiting times and the Anna Freud Centre to help Jersey Schools to develop Individual School Action Plans.

  Commencing the work on a Sufficiency (placement and support) Strategy

  New specification for the delivery of FNHC services for children- school nursing, health

visiting and children s community nursing.

Health and Wellbeing

2021 was an incredibly busy year for CAMHS. The growing prevalence of mental health problems in children and young people accelerated during the pandemic across the globe. CAMHS received 855 referrals in 2021 compared to 683 in 2020. Despite the increase in referrals waiting times reduced in 2021 to 4 weeks, from 5 weeks in 2020. CAMHS accepted 92% of all referrals, much higher than other CAMHS services in nearby jurisdictions. During 2021, work took place to improve waiting times for neurodevelopmental assessments with waiting times for autism assessments down at the end of year to 3 months and ADHD assessments to 6 months.

Family and Community Support Service

The Family and Community Support Service was established in February to strengthen the Early Help support offer to families. Building from an initial staff team of 22 full-time employees (FTEs), by the end of 2021 we had built capacity to 28 FTEs with further recruitment underway. The Children and Families Hub responded to 2,814 contacts over the year. Family Partnership Workers worked with over 300 families, co-ordinating teams around the child and family, and building resilience. By providing timely support, problems are prevented from escalating and fewer families require social work support. Group parenting programmes were put on hold earlier in the year due to COVID but in the autumn, some face-to-face and online events were delivered.

Working with our commissioned partners Centre Point Trust, Autism Jersey and Youth Service, we increased the short break offer for children with disabilities with summer play and youth schemes offered over five weeks of the summer holiday. These provided exciting and fun activities for 109 children with a wide range of needs.

What does our service performance data tell us about the department s performance?

Our service performance measures tell a powerful story about the impact of the pandemic on children and young people, and the dedication of departmental staff in supporting them throughout 2021.

Demand for CAMHS services increased by over 30% in two years (from 661 and 683 referrals in 2019 and 2020 respectively, to 885 in 2021) as children s wellbeing was impacted by COVID-19. Despite this significant increase in referrals, CAMHS have reduced waiting times.

Referrals to Children s Social Care have reduced since the start of the pandemic. More families are now supported across the continuum of need, with the Children and Families Hub and Early Help helping us work in a more effective way. The number of Children in Need has reduced as more families are supported appropriately by Early Help. The rate of re-referrals within 12-months has reduced and is now lower than our benchmarks. This is a good measure of our effectiveness in supporting families to make sustainable changes. The number of children on Child Protection Plans and Children Looked After fluctuates across the year but remains below benchmarks. In 2021, we saw an increase in the proportion of repeat Child Protection Plans. Heads of Service are now responsible for deciding whether, and when, children come off Child Protection plans, to become a Child in Need, to improve consistency in this area. Staffing issues associated with COVID-19 and high turnover in 2021 impacted on management oversight and the timeliness of its recording. Staff prioritise cases according to risk and managers and social workers have daily conversations about cases,

not all of which will be recorded.

Our education performance metrics have been impacted by a loss of learning and changes in assessment methodology associated with the pandemic. Mitigations, such as the Jersey Tutoring Programme and Social Recovery measures have supported our most vulnerable pupils. Exclusions were noted to increase in 2021, and work will be underway in 2022 to further analyse the data to understand the reasons behind this trend. Broadly, attainment has remained in line with pre-pandemic levels, as particularly evidenced by attainment measures for Key Stage 1 and 2, although for some metrics, comparisons with previous years are problematic (e.g. GCSEs, due to the cancellation of examinations).

A large proportion of 10 to 16-year olds continued to benefit from involvements with Jersey Youth Service, despite challenging circumstances. This reduced slightly from 29% in 2019 to 27% in 2021. The pandemic has exacerbated challenges in accessing education, employment and training for some of our young people. The proportion of Highlands students achieving positive destinations is below that of previous years, and our care leavers are also affected by difficulties in this area. The Back to Work team is proactively working with care leavers to access employment opportunities.

For 2022, we have refined our KPIs to give a more balanced view of service delivery metrics across the Department. We continue to strengthen our performance management arrangements, in line with recommendations from the Comptroller and Auditor General, and to ensure that we represent the voice and experiences of children and young people in our data.

Children, Young People, Education and Skills Performance Measures

2019  2020  Baseline  What we want to  2021  % Change against  DOT against Measure Annual Data Annual Data 2021 achieve 2021 Annual Data wahcaht iweveew2a0n2t1to wahcaht iweveew2a0n2t1to

Children, Young People, Education and Skills Performance Measures

2019  2020  Baseline  What we want to  2021  % Change against  DOT against Measure Annual Data Annual Data 2021 achieve 2021 Annual Data what we want to what we want to achieve 2021 achieve 2021

Further information on the Department can be found at Children, Young People, Education and Skills Department (gov.je).

Information on what the Department planned to change and improve, including the service performance measures it used, in 2021 can be found in the Departmental Operational Business Plans for 2021 ID Business Plan CYPES 2021.pdf (gov.je).

More detail on the progress during 2021 of Government Plan and Departmental programmes and projects lead by the Department can be found in the Annual Progress Report for 2021.

Information on what the Department will change and improve, including the service performance measures it will use, in 2022, can be found in the ID Business Plan CYPES 2022.pdf (gov.je).

Ian Burns  Director General

Customer and Local services

Across CLS we ve had a productive and positive year in 2021. Support for Care Leavers

Our Leaving Care team have worked hard to ensure they have stronger relationships with other agencies and departments with a real focus on the children we, as a corporate parent

are looking after. From benefits and financial support through to training, career opportunities and help with finding their first home, our team have helped these members of our community on their path to becoming strong independent young people.

Jersey Library

In our local community, several initiatives have helped Islanders engage with a good book. One of them was through our popular summer reading challenge, which this year involved distributing 2,700 reading packs across the 12 parishes. Reading is a life-long skill and we re delighted to see over 1,200 more children regularly using the library as a result of this great initiative.

There s no doubt that communities have suffered during the pandemic and our libraries are at the heart of our local community. Access is always key to the success of any good story, and earlier in the year we were delighted that we were able to launch a new library at Communicare a great centralised location with easy access. We also keep the town library up and running helping to maintain a sense of belonging while minimising that sense of isolation, felt by so many when key buildings and facilities had to temporarily close.

Access to digital services was also a key element that we facilitated in 2021, as many families were struggling with access to computers while members of their family were in isolation.

Health Access Scheme

Looking after our health is always important but with the pandemic this has been highlighted even more so, with the cost of seeing a GP being a barrier for some members of our community. At the request of the Social Security Minister and with the support of GPs,

we set up a Health Access Scheme which provides a range of services for a fixed cost

of £12 for adults and free for children in households on Income Support or Pension Plus. Approximately 11,000 people were eligible for the scheme at the end of 2021 and 56,000 payments were covered by it during the year.

Children s Dental Health

To ensure that children s dental health is maintained, the Minister also requested the setup of a temporary COVID-19 Children s Dental Scheme, aimed at getting secondary school age children (years 7 to 11) to attend check-ups and receive basic dental treatments free of charge, again for those families on Income Support this dental scheme will end in June 2022.

Customer Strategy

The customer is at the heart of everything we do at CLS and it is very pleasing to see so much information and data being captured during the year. This data gives us real insight in to how our customers think and feel and gives us clarity and direction to improve and enhance the way we offer services it tells us that Islanders are using our services in new ways such as online and over the phone, but that some still do prefer to drop-in, using our COVID-friendly appointment system. Across Government more teams are measuring the impact they have on customers, but more in this area needs to be done and all teams across Government need to take a more active interest in listening to their customers and acting on the outcome.

Reduction in Unemployment

An area that has been very successful is the reduction in unemployment. New schemes, clever thinking, training, and support from the Fiscal Stimulus Fund has enabled the team to end the year with the lowest number of jobseekers since 2011 even better when you consider how hard it is for long-term jobseekers to get back into employment. Everything the team does is aimed at getting Islanders back in to work, and this past year has proven how successful they can be.

Housing Advice Service

Another success has been the launch of the Housing Advice Service, delivered under the Housing and Community Minister s strategic priority of reducing income equality and improving the standard of living. Partnering with UK based charity Homeless Link, the team have begun the programme of reviewing and developing a robust way of tackling homelessness but in a way that is bespoke to the needs of our Jersey customers. The steering group and consultation will continue in 2022.

Disability Strategy

At the beginning of 2021, five disability groups were set up to help deliver the disability strategy which included the launch of the Embrace Our Difference aimed at measuring the local understanding and attitudes regarding prejudice against Islanders with a disability   both visible and hidden. Physical access to buildings remains an issue, however the partnerships are working together to promote ownership; and this can only mean good things as we move forward. We were very fortunate to secure Lord Blunkett to speak at our survey findings event, and although the results painted a stark picture, it was good to have key starting point and good advice from Lord Blunkett on how we can all work together to improve the lives of all Islanders.

Crematorium Services

There have been many positive service improvements made during 2021 at the Crematorium, from updating the dØcor, improving the seating arrangements, and working with key stakeholders through a newly formed Service User Group. The Crematorium team continue to deliver an exemplar service for Islanders and have adapted during COVID-19 restrictions to ensure that services have been both safe and appropriate working in partnership with key stakeholders.

COVID Helpline and Support Services

Operationally, the COVID Helpline team have been extremely busy throughout the year. Each time Government changes a COVID policy or guidelines, our helpline team are available to help concerned Islanders. At times this has led to some longer wait times during peak times however the team has worked tirelessly to flex its resources in response. Our teams also continued to operate a number of COVID-19 related support services, ranging from the Co-Funded Payroll Scheme to Isolation Benefits, making agreed modifications through the year in response to the evolving conditions.

Our People and Culture

But what about our people? Our colleagues and friends who deliver great services to our customers day in and day out? We ve been working hard to make sure they are engaged, happy, safe, looked after, challenged, and valued. We have a dedicated People and Culture Plan in CLS that is improving further how colleagues feel about working for the department. We ran a follow-up Be Heard Have Your Say staff survey in late 2021 which gave us an important follow-up to the previous year s survey. It gave us a strong indicator that we are doing well at looking after our colleagues but that we need to do more on opportunities and training.

Recognition is highly prized in CLS and was great to see so many colleagues winning awards at the Our Stars Awards late last year as well as the winners of our very own Living Our Values Awards, presented each month. Recognition is so important, and we firmly believe that the great work we deliver is down to the great people who make up our teams. Congratulations to:

  Manager of the Year - Cath Mearman

  Community Champion of the Year - Raluca Kovacs

  Working in Partnership Award - Work and Family Hub, Care Leaver Support team. Local Services

Out in the community, we work with the various Parishes and charitable organisations, helping to deliver services that our customers need. Our Closer to Home events always prove popular and although the pandemic reduced the number of events we could hold, we did manage to deliver a few across the year, helping Islander s access valuable information and advice at a convenient time and location. Ensuring our customer services processes continue to meet expectations is a major task. We initiated our new Transform programme in 2021 which will eventually align a multitude of systems and processes to deliver one simple way of working and enable customers to transact with us in much simpler and easier ways

  at a time and place convenient to them. The foundations are now being laid for this multi- year programme and a specialist team are now firmly in place to take our work forward.

Fiscal Stimulus Projects

Fiscal Stimulus funding was awarded for five key community-based projects in 2021 one for the Back to Work employee incentive scheme and another to refurbish the Howard Davis Hall to become a brand new social and events venue for public and private events. Work

has already started on the refurbishment and we hope the building will be ready to receive bookings and guests from mid-2022. We also supported a further three funding applications; for the Jersey Employment Trust (JET), Shelter Trust and the Citizens Advice Bureau (CAB).

Our entire community has been able to continue to receive the services and benefits from across CLS despite the challenges that the pandemic has thrown our way. Our people have worked extremely hard to make sure they could deliver for our customers. We are very proud of all that we have achieved over 2021 and we look forward to making it even easier for our customers to do business with us in 2022.

What does our service performance data tell us about the department s performance?

CLS s absolute focus on customer service is shown through the 2021 performance outcomes   despite a challenging year with increased volumes and ongoing COVID-19 impacts.

We flexed our resources to ensure that we:

  Were available to answer customers calls promptly

  Provided income support quickly to those who were eligible Support those who had lost their jobs.

We exceeded our Back to Work job placements six month sustainability target which was a significant achievement for the team. It wasn t possible to deliver our overall target for job starts due to an overall lack of employment vacancies, with the number of people Actively Seeking Work reaching its lowest level since 2011 by year end.

We also met our targets for the percentage of calls answered and for the set-up of new Income Support claims. Business licensing turnaround times improved from 2020 although fell slightly short of overall target.

The quantity of feedback and insights from our customers increased significantly as a result of the introduction of a survey after phone calls, asking the customers how satisfied they were. Customer Satisfaction and Customer Effort measures both improved compared to 2020 as we transitioned away from a heavy focus on COVID-19 priorities.

Finally, we are pleased to confirm that we fully met our savings target for the year.

Performance Report Accountability Report Primary Statements Notes to the Accounts Departmental Performance

Customer and Local Services Performance Measures

% Change against  DOT against

Measure 2019  2020  Baseline  What we want to  2021  what we want to what we want to

Annual Data Annual Data 2021 achieve 2021 Annual Data achieve 2021 achieve 2021

Customer satisfaction rated very  80%  Performance on

satisfied or satisfied (%) 85.4% 68.7% @ Sept 2020 / above target  78.2% -6.8%

of 85%

Performance on/

Customer effort (scored 1 to 5) N/A 3.91 (2020 average)4.1  above target  4.05 -10.0%

of 4.5

Performance on

Calls answered (%) 91.0% 95.4% 91%  / above target  95.2% 0.2%

(2020 average) of 95%