This content has been automatically generated from the original PDF and some formatting may have been lost. Let us know if you find any major problems.
Text in this format is not official and should not be relied upon to extract citations or propose amendments. Please see the PDF for the official version of the document.
STATES OF JERSEY
r
STATES STRATEGIC PLAN 2005 TO 2010
Lodged au Greffe on 4th May 2004 by the Policy and Resources Committee
STATES GREFFE
PROPOSITION
THE STATES are asked to decide whether they are of opinion
to a p prove the Overall Aspiration for the Island and the proposed States Strategic Plan 2005 to 2010 as set
out in pages 1 and 5 to 55 of the Appendix.
POLICY AND RESOURCES COMMITTEE
REPORT
In March 2003 the Policy and Resources Committee undertook to bring forward a Strategic Plan which set out the strategic direction for the States and a coherent high-level action plan to protect and enhance the quality of life in the Island.
Every States Member was given the opportunity to join one of 4 working groups to discuss and put forward the issues that should be included in the Strategic Plan. As a result of this work, the Strategic Aims Report and Discussion Paper' was lodged in December 2003.
Aware of increasing public concern about the Island's future, the Policy and Resources Committee felt that it was imperative that the planning process should include the opportunity for wider public debate. Imagine Jersey 1 and 2 were 2 all-day events which gave every Islander the opportunity to participate in shaping the Island's future. In parallel, the first draft plan was made available in November, with the Strategic Aims Report and Discussion Paper' published for comment at the end of December. The Scenarios and the process for Imagine Jersey 2 were published before the event and invited further comment. The media were also fully briefed.
As a direct result of the consultation process and subsequent feedback, the Strategic Aims Report and Discussion Paper' has been refined and updated and is now presented as the proposed Strategic Plan.
The Strategic Plan is ambitious in identifying a set of objectives which will improve the quality of life for Islanders. However, it must be recognised that States resources are finite and difficult choices will have to be made.
Therefore, if the Plan is to be achieved, once it has been approved, it will require all Committees and States Members to commit to its implementation rather than identifying further new initiatives of their own.
The key events and the timetable of the development process for the Plan are –
March 2003 Policy and Resources away day identified key issues to be
addressed.
June 2003 Policy and Resources Committee:
– identified the overall aim and broad outline of the plan;
– agreed the consultation/development process and invited States Members to form Working Groups.
Presidents agreed Policy and Resources Committee proposals. July to September 25 States Members met in 4 working groups to develop the
2003 Strategic Aims and actions as follows:
– Group One: Economy and Population
– Group Two: Environment and Community
– Group Three: Island Identity and Quality of Life
– Group Four: The States and the Public.
October 2003 Policy and Resources Committee:
– agreed the preliminary draft of the Plan;
– conceived Imagine Jersey 1 as a means of testing ideas with the public.
Presidents agreed.
States Members were briefed by the President of the Policy and Resources Committee.
Imagine Jersey design detailed by Steering Group.
November 2003 Imagine Jersey 1
Presidents discussed outcome of Imagine Jersey 1 and agreed away day.
Presidents' away day:
– identified key performance indicators;
– discussed choices and trade offs required;
– developed initial broad scenarios as a means of explaining choices and likely implications.
December 2003 Policy and Resources Committee:
– developed the Strategic Aims discussion document, published as RC55/2003, to all States members and the public;
– instructed officers to develop scenarios, ensuring that they were robust and coherent;
– reconvened the Imagine Jersey steering group with wider membership.
January 2004 Public were invited to consider the Strategic Aims discussion
document R.C.55/2003.
All States Members were briefed by the President of the Policy and Resources Committee.
February 2004 Fiscal Strategy was published for public debate.
Policy and Resources agreed Imagine Jersey 2 process and content.
4 possible scenarios were published to illustrate the range and implications of different policy choices.
March 2004 Imagine Jersey 2 attendees were invited to consider possible
future options, test the scenarios and develop their own. All States Members were invited to attend and supplied with copies of the scenarios. Presidents were specifically invited to receive the output from the event.
Presidents' away day was held to further develop the content of a focused Strategic Plan. It was agreed that the Committee of
Presidents should take responsibility for ensuring that key over- arching policies were developed.
April 2004 Policy and Resources Committee:
– met with Presidents to finalise the plan;
– Strategic Plan was lodged au Greffe' for States debate.
The next steps are scheduled as follows:
May/June 2004 Presentations of the Strategic Plan to States Members and the
public.
June 2004 Debate by the States.
APPENDIX
States of Jersey
Strategic Plan 2005 to 2010
THE OVERALL ASPIRATION is to ensure that Jersey:
- Is an Island where people enjoy a good quality of life because of a high-value, prosperous economy which supports a pleasant environment and an inclusive society.
- Is a community where people:
- Benefit from equality in access and opportunity
- Are free from discrimination, and
- Are supported to become self sufficient wherever possible
- Has an effective and enabling government, accountable for its decisions and delivery of services.
APPENDIX CONTENTS
Page Aspiration for Jersey 1 Contents 2 Foreword by Senator Frank Walker 3 Vision for the Future – Jersey in 2010 5 Strategic Aims 8 Aim One – To Create a Strong and Competitive Economy 11 Aim Two – To Maintain a Sustainable Population 16 Aim Three – To Enhance Quality of Life 19 Aim Four – To Protect the Physical Environment 29 Aim Five – To Invest in Jersey's Youth 34 Aim Six – To Promote Jersey Pride and Self-Belief 38 Aim Seven – To Develop Jersey's International Personality 41 Aim Eight – To Reconnect the Public and the States of Jersey 45 Aim Nine – To Balance the States Income and Expenditure & Improve the 50
Delivery of Public Services
Next Steps 56
FOREWORD
Jersey has enjoyed excellent services, a high quality of life and a vibrant economy for many years and this plan sets out the policies that will enable it to continue to do so for many years to come. It is a plan designed to provide the Island with a new sense of purpose, and a clear sense of direction, thereby helping to build a higher level of confidence in the future.
We now live, more than ever before, in a global economy and this has presented the Island with numerous new and unprecedented challenges. We have already successfully met many of those challenges but many still remain. If we are to deal with these and build upon the strengths of the past in order to protect the future we will need to put our differences behind us and pull together in a cohesive and determined way. The aim of this Strategic Plan is to provide policies and objectives around which we can unite and through which we can work together to provide the future for us all that we expect and aspire to.
The plan covers nine key aims, all of which are inter-dependent and designed to ensure prosperity, equity, inclusiveness and unity and, last but not least, a high quality of life. These aims have been developed through comprehensive consultation involving members of the public, States members and public servants. I am grateful to them all for their time and their contribution.
At the core of the plan is the continuing development of our economy, thereby providing employment and financial security for Island residents as well as generating the funds to support a continuing high level and comprehensive range of public services and a world-class infra-structure. If we are to achieve this, our taxation structures which have served the Island so well for over 50 years, but which no longer reflect the world in which we live and do business, will need to be radically changed. This vitally important issue is being led by the Finance and Economics Committee and will be decided upon by the States in separate debate. Without that reform however, this plan cannot be delivered and the future of the Island cannot be secured.
Nor will the plan be successfully implemented without a new form of cohesive and effective Government and we are on target to introduce Ministerial Government towards the end of 2005 as planned.
The transformations that will take place will be painstaking – change is never easy – but the end result will be a streamlined and efficient system of government that is better suited to the Island's needs and better prepared to face the challenges of today and tomorrow. It will also enable us to meet the commitments we have given to eliminate waste and reduce public spending in real terms, as the public of the Island has demanded, in a co-ordinated and timely manner.
This Strategic Plan sets out prioritised high level aims and objectives as an integral part of a framework of government service and resource planning.
By showing the leadership and coherence necessary in producing and adhering to this Strategic Plan, the Policy and Resources Committee believes that we will be meeting the legitimate expectations of the people of Jersey for the States and for the future of their Island.
Senator Frank Walker
President
Policy and Resources Committee
VISION FOR THE FUTURE – JERSEY IN 2010
This Strategic Plan is intended to set out what the States needs to achieve to secure Jersey's future in an increasingly global community.
The Plan describes a vision for Jersey's future and the nine Strategic Aims which underpin it. For each of these Aims, a number of objectives and actions have also been identified which are considered key to achieving the Aims. These are set out in the Strategic Plan, along with their criteria for success.
In order to achieve success, an integral part of the process will be to move towards more effective government which will deliver both improved performance and efficiency. This necessitates a clear and unifying strategy for the public sector so that everyone is aware of and aiming to achieve the same goals. People will work to a clear set of objectives and performance will be measured.
The vision of Jersey for the future has been defined as a result of a number of consultation and prioritisation processes involving politicians, members of the Public and senior public sector staff.
How will Jersey look in 2010 if the objectives of this Plan are achieved?
The Island has taken a more positive stance, welcoming economic growth. Helped by improved transport links and relationships with other jurisdictions, we have successfully sought new and appropriate opportunities, both locally and internationally, which underpin the society to which Islanders aspire.
Having undergone a complete review, the government is reformed and has adopted a new light-touch, consultative yet focused and cost-effective approach with strong leadership, greater transparency and accountability. It promotes inclusivity and reduced inequalities in society. A new migration system, employment laws and integrated tax, spending and welfare policies encourage greater equity.
The quality and efficiency of public services is now widely acknowledged. Spending reductions and the removal of bureaucracy has minimised tax increases for the resident population.
A cohesive migration policy has been implemented with a cap of 1% per annum on the increase in the working population. Mechanisms have been established to ensure that migration is only supported where it contributes to sustainable economic growth by creation of wealth or jobs for local people.
As a result of a wider skills base, which has been developed by the Island's investment in life-long learning, industries are able to diversify their products and services and contribute to the Island's economic growth. Changes in employment regulations have shifted the emphasis from employing low cost immigrant labour to jobs that reflect the true cost of employment. This has provided greater opportunities for employment amongst the resident population and unemployment has been minimised.
The pressures placed upon the Island's infrastructure and the effect that these changes have on the environment are acknowledged as consequences of economic growth. These are managed by the introduction of government policies designed to minimise the impact of this growth and help to enhance the existing environment. The emphasis is placed firmly on retaining quality of life for the resident population and revitalising the vibrancy of the Island's unique culture and character.
What will cause this to happen?
- Strong, decisive, political leadership, engaged with the community;
- Fiscal changes, including 0/10% corporate tax changes which are promoted as improving the climate for business, and expansion of the current tax base;
- Greater focus on investment for the future rather than just support for today;
- Investment in the medium term in future economic productivity to encourage long term economic growth with minimum population increase;
- Recognition that the financial services sector is the engine for economic growth with scope for further diversification and expansion;
- Effective marketing of Jersey to raise the Island's international profile;
- Diversification and modernisation of products and services and focus on niche' activities within the traditional' industries such as agriculture and tourism will help to provide more opportunities and fuller employment within the island as well as enhance quality of life;
- The planning regime will encourage re-investment of development proceeds to maintain the character of Jersey countryside and attractions;
- A thorough review and overhaul of regulation placing the emphasis on government guidance and facilitation in place of restrictive regulation and red tape will encourage individual and business responsibility and self-management;
- A complete review of the current transport links and investigation of alternative possibilities, which will be critical for economic expansion and to maintain the quality of life for local residents;
- Streamlining and improved targeting of benefits and the establishment of integrated and affordable low-income support schemes to reduce financial and social exclusion and inequality;
- Adequate provision for the ageing population, which protects pensions and at the same time encourages flexibility to create greater opportunities for them to remain economically and socially active;
- Regular consultation with the youth population to ensure their inclusion in society and their involvement in Jersey's future;
- Effective management of the population through a comprehensive migration policy to ensure that any increase in the working population has been restricted to no more than 1% per annum over the 5 year period;
- An increase in the housing stock of no more than 1,750 units. This is achievable through a review of current Planning procedures and the Island Plan to investigate more efficient use of urban areas and to encourage regeneration of land;
- Investment in, and integration of, policies to improve the management of existing infrastructure to minimise the environmental impact of any increase in population and to relieve the pressure it places on the Island's biodiversity and countryside;
- A more cohesive and effective policy for the utilisation of all States assets, including the utility companies and States-owned property.
What are the consequences?
- Real economic growth across the breadth of the economy - averaging at least 2% per annum (real terms) - which delivers £20m p.a. additional tax revenue resulting in no further personal tax increases above the level proposed by the Finance & Economics Committee;
- Inflation is likely to continue at current or at a slightly lower level;
- House prices remain relatively stable as increased supply matches growing demand;
- With the right support mechanisms a rural enterprise economy will be established, which will tie in with the tourism and leisure industries, and help to secure quality of life for residents. Rural enterprise will provide a real alternative to traditional farming.
- There will be less reliance on low-paid immigrant labour in both the tourism and agricultural industries;
- A greater range of jobs and employment opportunities within the island, and an increased emphasis on skill acquisition will encourage trained and educated younger people back to the Island and secure the Island's future skills base;
- A younger overall population will reduce the dependency ratio and help to retain and attract a larger tax income base, securing the future provision of core services (health and education) in light of the demographic shift;
- Greater pride in the community and Jersey's future and confidence in the public sector and political leadership;
- A more streamlined, yet stronger and more effective government which encourages greater personal responsibility and autonomy;
- Investment in infrastructure, including water supply and waste strategies to cope with any population increase. Consideration will need to be given to other public services and other existing infrastructure to ensure that current levels can be maintained with any increase in population.
STRATEGIC AIMS
To achieve the vision, nine key Strategic Aims have been identified as priorities that government must deliver to secure a prosperous, sustainable future whilst retaining the Island's environmental and cultural heritage. These are:
Aim One - To Create a Strong and Competitive Economy Aim Two - To Maintain a Sustainable Population
Aim Three - To Enhance Quality of Life
Aim Four - To Protect the Natural and Built Environment Aim Five - To Invest in Jersey's Youth
Aim Six - To Promote Pride in Jersey
Aim Seven - To Develop Jersey's International Personality
Aim Eight - To Reconnect the Public and the States
Aim Nine - To Balance the States Income and Expenditure and Improve the Delivery of
Public Services
Over-arching Policies
During the process of compiling the Strategic Plan, it became clear that a number of additional over- arching policies needed to be formulated and put in place to deliver the Strategic Aims. These are necessary to deliver the vision set out for Jersey's future. Responsibility for formulating these policies will rest with the Committee of Presidents.
It is intended that the formulation of these policies will be complete within the next 12 months.
These policies relate to:
- Economic growth with sustainable inflation coupled with economic diversification and the creation of job opportunities
- Regulated inward migration and housing by licensing
- The provision of good standard, secure and affordable accommodation for all
- Working towards eradication of financial and social exclusion in the Island and more integrated and equitable tax, spending and welfare policies
- Minimising the impact of the population on the environment, safeguarding traditional landscapes and responding to urban issues
- Proposals for addressing and implementing the recommendations of the Health Funding Review
- Improving the democratic process to offer leadership to the Island and prioritise States resources
- Promoting community involvement in Island affairs
- Planning a sustainable future with young people
- Developing Jersey's international Personality
- A thorough review and overhaul of government regulation and bureaucracy
Migration Strategy
It is recognised that population issues are a major concern to Islanders. To maintain a balance between economic growth and the size of the resident population, a compromise is required. It is therefore proposed that:
- Population growth be allowed only to support the economy
- The aim should be for economic growth of 2% per annum in real terms
- This should support full employment for local people
- Sustainable growth in inward migration would be supported when:
- it supports economic growth and increases tax revenue
- skilled people are necessary to support industries that would employ local people
- Numbers of low wage immigrant workers should be kept to a minimum
- The working population should be allowed to grow by no more than 1% per annum over the next 5 years.
Strategic Aim One: To Create a Strong and Competitive Economy
Jersey has a highly specialised economy. It is the presence of a strong, internationally-competitive Finance Industry which provides a level of prosperity not only enjoyed by the 12,000 direct employees, but which spills over to the benefit of everyone on the Island. We will need to ensure that appropriate investment and action are taken to retain and enhance this industry in the face of strong international competition.
At the same time we will promote rural enterprise and tourism industries, which play such a large part in preserving the Island's heritage and character. The role of these and other emerging industries in enhancing the beauty of the Island, attracting people to come and live here and providing diverse employment opportunities for Jersey people is of the utmost importance to our quality of life and our economy.
Whilst promoting and securing traditional strengths, the Island must remain ready to adopt new initiatives and opportunities to broaden and deepen its economic base without causing unsustainable population pressures.
It is evident that success will depend upon world-class business conditions, a strong international reputation, excellent local and international communications and reliable transport links.
The overall aim is to create real terms economic growth of at least 2% per annum in order to fund the Island's services and provide employment for local people.
Strategic Aim One: To Create a Strong and Competitive Economy
- Economicgrowth with sustainable inflation The States will:
| Timescale | Lead Responsibility |
Implement an Economic Development Policy to encourage economic growth | 2004-2005 | Economic Development |
|
|
|
Reform taxation to sustain a competitive low tax environment | 2005-2008 | Finance & Economics |
|
|
|
Pursue a sustainable Anti- Inflation Strategy | Ongoing | Policy & Resources |
|
|
|
Attract more high- wealth individuals who contribute economically and socially to the future of the Island | 2005-2006 | Economic Development |
Continue to ongoing Policy & Economic negotiate fiscal Resources Developmen agreements with
countries in order
to increase
opportunities for
growth and
diversification of
the finance and
other industries
- Encourage enterprise,innovationanddiversity – particularly in high value-addedsectors The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Actively support the promotion, diversification and further development of the financial services industry in the Island | Ongoing | Economic Development | Finance & Economics Policy & Resources | Continued growth of a diverse and profitable financial services industry An increased range of financial services An increase in tax receipts from the financial services industry |
|
|
|
|
|
Encourage the development of new enterprises and companies with high value-added potential and which contribute most to | Ongoing | Economic Development | Environment & Public Services Policy & Resources Finance & Economics | Introduction and retention of new industries An increase in tax receipts from new industries |
the community |
|
|
|
|
|
|
|
|
|
Develop a strategy which will explore and promote new opportunities for the rural economy | 2004-2005 | Economic Development | Environment & Public Services | A well-kept countryside A wider range of rural enterprises Less labour- intensive and higher value jobs in the rural economy |
|
|
|
|
|
Develop a Tourism Strategy which will investigate new opportunities and niche' markets | 2004-2005 | Economic Development |
| An increase in overall visitor spending An increase in tax receipts from the tourism industry Less labour- intensive and higher value jobs in the tourism sector |
|
|
|
|
|
Formulate a comprehensive external transport and communications strategy which will benefit both business and residents | 2004-2005 | Economic Development | Harbours & Airport | Improvement in air/sea transport links Reduced travel costs An increase in passenger numbers An efficient, effective and competitive communications structure |
- Anopeneconomywhichencouragescompetitionandminimises the costof doing business The States will:
Timescale Lead Strategic Success
Responsibility Partners Indicators Reduce unnecessary Ongoing Policy & Economic A decrease in regulation and Resources Development the number of bureaucracy in the Legislation regulations Island New regulation
introduced for key policy areas
only
Fewer complaints about excessive red-tape
Maintain and Ongoing Economic Finance & Competitive cost develop policies Development Economics of doing
which are consistent business in
with free and open comparison with trade across borders competitor
and encourage jurisdictions greater Sustained competitiveness in growth in domestic markets external trade
Competitive prices of goods
Strategic Aim Two: To Maintain a Sustainable Population
Like most small and prosperous jurisdictions, Jersey has a relatively high population density, although less than neighbouring Guernsey. The spill-over effects of this have become more evident in recent years, with increasing numbers of motor vehicles on the roads and rising property prices.
The population issue is interconnected with the Island's economic future. To stimulate the economy and enjoy the prosperity that the Island has seen in the past will require a strong, skilled and specialised workforce which is not always at hand in the Island. Developments in the rural and tourism sectors will need to take into account the Island's employment and population resources and aim to reduce reliance on low-wage immigrant labour thus developing a sustainable population balance.
By encouraging the prudent use of natural resources, the impact on the Island's environment should be minimised, thus modest and sustainable population movements could be allowed to balance economic and social pressures.
The aim is to manage population changes over the next 5 years in order to promote economic growth and creation of jobs for local people. The strategy would be to ensure that growth in inward migration is only supported where it creates wealth to fund the Island's public services or to support industries which employ local people.
The working population should not be allowed to grow by more than 1% per annum and workforce changes should be redirected from low wage jobs into other sectors. Initiatives to enable people to remain economically active for longer and constraint on the public sector workforce will also create further opportunities.
By the end of the decade the policies in place should support continued economic growth without continuing population increases.
Strategic Aim Two: To Maintain a Sustainable Population
- Regulatedinward migration andhousingbylicensing The States will:
Timescale Lead Strategic Success
Responsibility Partners Indicators
Put in place a new 2004-2005 Policy & Economic An appropriate policy on migration Resources Development balance
which allows for between the manageable Environment economically
economic growth & Public active and those and balances Services who are not economic, social and Employment A high level of
environmental & Social employment objectives Security An improved
match between migrant worker skills and industry/business skill requirements
Maximum increase in the working population of
1% per annum over the next 5 years
Make sufficient Ongoing Policy & Reduced capital investment in the Resources Environment costs in the
development and & Public longer term maintenance of the Services Sufficient Island's Finance & capacity in the infrastructure to Economics Islands'
sustain population Housing infrastructure to growth deal with the
population's needs
- Developing a skilled andqualifiedworkforce which meetsthe Island'sneeds The States will:
Timescale Lead Strategic Success Responsibility Partners Indicators
Develop a strategy to 2004 - 2005 Economic Education A rise in the broaden and enhance Development Sport & level of
the skills base of the Culture appropriately Island, support skilled and business qualified people development and resident in the provide employment Island
for the resident A better match population. of skills vs.
skills shortages
A reduction in the demand for migrant labour
Strategic Aim Three: To Enhance Quality of Life
A clean, healthy and safe environment enhances our quality of life. The States will support this aim through the development of comprehensive, long-term environmental and planning policies to minimise the impact of any population expansion, and through the introduction of further measures to ensure that the Island remains a low-crime community.
The move towards reducing the inequalities in society must also be a high priority. The States will continue to invest in essential services, ensuring that these services reach the people who need them most, and that all islanders have access to the services they require.
The introduction of an integrated tax, spending and welfare system will be of great benefit in fulfilling this aim, as well as ensuring that there is less duplication of work in different States' departments.
The States will also support, provide or enable the provision of the wide-range of cultural and leisure activities available in the Island so that islanders can continue to pursue their interests. Support for those in education – both full and part-time will also be a priority for the States.
The States will underline their commitment to Human Rights with the introduction of the Human Rights (Jersey) Law in 2004, ensuring through the law the basic principles of respect and equality for all citizens.
Strategic Aim Three: To Enhance Quality of Life
The States will do its utmost to ensure that all members of society have equal access to the facilities and services which they require and which enhance our quality of life
- Accessto services The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Ensure that proactive measures are taken so that all groups have access to services as required | Ongoing | Policy & Resources | All Committees | Increased availability of/access to services Improved public opinion on services Improved access for the disabled |
|
|
|
|
|
Encourage the integration of services for more effective delivery | Ongoing | Policy & Resources | All Committees | Improved co- ordination, implementation and delivery of social strategies Reduced number of contacts with States' Departments One stop shop Efficiency savings Greater equity in local health and social care provision |
- Enable the provision ofgoodstandard, secure and affordable accommodationforall
The States will:
| Timescale | Lead Responsibility | Strategic Partner | Success Indicators |
Ensure that adequate numbers of entry level dwellings are provided | In line with Housing timetables | Housing | Environment & Public Services | The availability of affordable accommodation which meet the Island's needs Stable Housing market/prices Reduction of numbers on housing lists |
|
|
|
|
|
Introduce new policies which will ensure more equality in entitlement to accommodation | In line with Housing timetables | Policy & Resources | Housing | Housing market/prices that are stable Greater equity in the Housing market |
- Work towards the eradication of financial and social exclusion in the Island and more integrated and equitable tax, spendingandwelfaresystems
The States will:
Timescale Lead Strategic Success Responsibility Partners Indicators
Introduce a unified 2005/2006 – Employment Finance & An improved income support before & Social Economics income support system and integrate fiscal Security system that is in with the new tax reform place by the end system of 2006
An integrated tax/benefits structure
- Plan for a long life' society The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Encourage more flexible working practices | Ongoing | Employment & Social Security | Economic Development | Implemented employment laws |
|
|
|
|
|
Develop policies that provide greater opportunities for older people to remain socially and economically active | 2005 | Employment & Social Security | Health & Social Services Housing Economic Development | An increase in the number of older people participating in Jersey society More economically active people over the normal age of retirement Increased participation in programmes for older people |
|
|
|
|
|
Develop policies to ensure that States' planning and resource priorities reflect the needs of an increasingly ageing population | 2005 | Health & Social Services | Employment & Social Security Education Sport & Culture Environment & Public Services Housing | An increase in the availability of sheltered housing Living options that incorporate facilities for ageing tenants Housing categories that reflect the resident population An increase in the number of elderly able to remain in their own homes Reduced "bed- blocking" of acute hospital beds by elderly patients due to |
|
|
|
| the lack of residential care/ rehabilitation/ home support |
|
|
|
|
|
Support and encourage arrangements for ensuring adequate pension provision | Ongoing | Employment & Social Security | Finance & Economics | Increased personal savings and private pension schemes to supplement the States' pension Less income support required for retired people in the longer term A sustainable future for the Social Security Fund Maintenance of the value in real terms of States pensions |
- Achieving healthforall The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Ensure an integrated and sustainable approach to healthcare provision for all | Ongoing | Health & Social Services | Employment & Social Security Finance & Economics | Greater integration of health and other social services Levels of care which compare favourably with accepted professional standards An increase in the number of public/private sector |
partnerships providing healthcare
Greater co- operation and resource sharing with other communities
Strengthen Ongoing Health & Housing An enhanced community services Social and extended that enhance the Services range of
health and well- community being of all support
Improved access to health information and services
- Aiming for a well-educated society The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Ensure an integrated and sustainable approach to the provision of education | Ongoing | Education Sport & Culture | Economic Development Employment & Social Security | Continued increase in the successful outcomes of education programmes An increase in the number of 3- 5 year olds receiving early years' programmes An increase in the number and range of education programmes available An increase in % of students accessing |
higher/further
education
Ensure that suitable Ongoing Education Economic An increase in provisions are made Sport & Development the number of to encourage life- Culture inhabitants of all long learning ages accessing
learning programmes
- PromotionofHuman Rights andEqualOpportunities The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Work towards the elimination of all forms of discrimination | 3 – 5 years | Policy & Resources | Home Affairs | Appropriate legislation in place A reduction in the number of complaints |
|
|
|
|
|
Ensure that the Government as an employer continues to deliver equal opportunities and encourages other employers to do the same | Ongoing | Policy & Resources | Employment & Social Security | A greater reflection of the make up of the population throughout the workforce Code of practice for employment standards in place and operational |
|
|
|
|
|
Set minimum standards for employment and social protection | 3 – 5 years | Employment & Social Security |
| Minimum wage established Employment Law in place |
|
|
|
|
|
Implement Human Rights Law | 2005 - 2006 | Policy & Resources | Home Affairs | Appropriate legislation in place |
A reduction in
the number of complaints
All public
sector practices
are Human
Rights
compliant
- Low levels of crime - To ensure that Jersey remains a safe place to live, work and visit, encourages legitimate Financial Services into the Island, and enhances its international reputation.
The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Develop and implement a comprehensive criminal justice policy appropriate to the Island's needs | 2006 | Home Affairs | Crown Officers | Reduction in the levels of recorded crime Increased crime detection rates Reduction in the number of re- offenders % of successful prosecutions a smaller prison population housed in appropriate accommodation |
|
|
|
|
|
Recognise and support those concerned with the investigation of crime, the giving of international cooperation and the regulation of the financial services sector | Ongoing | Home Affairs | Policy & Resources Economic Development Law Officers | Reduction in the number of serious financial crimes Positive endorsements by international bodies of the Island's anti money laundering defences |
|
|
|
|
|
Implement a public |
| Home Affairs | Law Officers | Reduction in the |
safety strategy levels of recorded
crime
Reduction in the incidents of public disorder/anti- social behaviour
Reduction in the number of young offenders
Increase in the detection and seizure of drugs
Reduction in drug-related deaths and overdoses Increase in the recovery of drug-related criminal assets
- Support oftheJudicialand legal systems The States will:
Timescale Lead Strategic Success Indicators
Responsibility Partners
Recognise and Ongoing Policy & Crown Greater public support the Resources Officers awareness of the importance of the work of the island's judicial and courts and the legal systems, thus historic
enabling the Courts to privileges of the maintain the highest Island in standards in the maintaining as administration of well as
justice promoting its
own laws
Increased public confidence in having affordable and understandable access to justice
- Rangeof cultural & leisure activities The States will:
Timescale Lead Strategic Success Responsibility Partners Indicators
Agree and implement 3 – 5 Education Economic Increased
a comprehensive years Sport & Development participation in Culture and Leisure Culture cultural and Strategy for the Island leisure
activities
Increase in the number of people employed in using creative skills
Strategic Aim Four: To Protect the Natural and Built Environment
Few islanders would disagree with the desire to preserve traditional landscapes – both natural and built - and conserve and enhance the natural habitats that make Jersey unique.
Without a doubt, as well as being important for the Island's economy, our physical environment is essential to our well-being. Uncontaminated land, air and water should exist as a basic right for all people and in order for this to be achieved both community efforts and comprehensive, long-term environmental policies will be required.
Organised and effective urban planning is also a key tool to enhance our quality of life. It can help us to ensure that common disturbances, such as noise pollution, overcrowding in urban areas and traffic congestion, are alleviated.
The prudent and respectful use of natural resources is another key factor: The Island needs to plan proactively to manage future needs. Only then will we be able to plan for the future of all generations of Jersey citizens.
Strategic Aim Four: To Protect the Natural and Built Environment
The States will protect Jersey's natural and built environment as a critical asset for the common good
- Traditionallandscapesand urban issues
The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Implement comprehensive policies for effective, innovative and intelligent land use and development control | 2006 | Environment & Public Services | Finance & Economics | Optimum use of urban areas and amenity space Preservation and maintenance of special sites |
|
|
|
|
|
Review the Island Plan | 2006 | Environment & Public Services | Economic Development | Revised and updated Island Plan
Optimum use of land whilst protecting the Island's natural beauty Well-kept countryside |
|
|
|
|
|
Protect and promote Jersey's environment as one of its most important assets | Ongoing | Environment & Public Services | Economic Development | Withdrawal of production-led subsidies for agriculture Development of environmental improvement and rural enterprise initiatives |
Diversified land-use which ensures protection of green-land
Increase in the proportion of publicly accessible lands
- Ensure that unpolluted air, cleanwateranduncontaminatedlandexistas a basic right for all The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Implement a framework for comprehensive pollution controls that comply with EU standards with the emphasis on education rather than legislation | Ongoing | Environment & Public Services | Health & Social Services | Reduction in general levels of pollution Decrease in the number of pollution- related health problems (e.g. asthma)
Fewer pollution incidents |
|
|
|
|
|
Respond effectively to pollution incidents | Ongoing | Environment & Public Services | Health & Social Services | Less long-term environmental damage as a result of pollution incidents |
4.3. Conserve and enhance habitats and species The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Implement policies to protect all habitats, species, special places and buildings | Ongoing | Environment & Public Services | Economic Development | No further loss of species or habitats Expansion of RAMSAR sites
|
an increase in the incidence of marine/land species
Investigate and Ongoing Environment Economic No further loss research lower & Public Development of species or impact and less Services habitats due to destructive farming high impact, and fishing methods destructive
farming/fishing measures
Lower levels of chemical usage
Increased fish stocks
- Adoptingfar-sightedenergyandliquidand sold waste policies The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Introduce a comprehensive energy policy | 2005 | Environment & Public Services |
| Compliance with energy consumption targets by States Departments |
|
|
|
|
|
Introduce a comprehensive liquid and solid waste policy | 2005 | Environment & Public Services |
| Sufficient water for the Island's needs
Successful commissioning of new waste disposal plant An extension of the main drains network
A measurable decrease in waste per household |
- Introduce policies that minimise the impactofthe population ontheenvironment The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Introduce schemes to encourage responsible behaviour towards the environment | Ongoing | Environment & Public Services | Finance & Economics | Improved environmental indicators |
|
|
|
|
|
Develop an integrated transport strategy that shifts behaviour and cultural mindset with regard to car ownership and usage | 2005 | Environment & Public Services | Economic Development Comité des Connétable s | An improved public transport system Decrease in the number of car journeys Reduced traffic congestion Improvement in overall air quality at peak times of the day Increase in number of people using public transport
|
|
|
|
|
|
Seek to maximise development for housing purposes on brownfield' sites | Ongoing | Environment & Public Services |
| Limited encroachment into green zone countryside Reduction in number of greenfield' developments |
Strategic Aim Five: To Invest in Jersey's Youth
Engaging young people in the decision-making process and policies of the Island is crucial to Jersey's future.
This Aim arose out of the Imagine Jersey event and the desire of young people themselves to play an active role in the policy-making of the Island. Young people currently feel that their voices are not adequately heard and these Aims are designed to ensure that their views are taken into account.
Many young people and their parents are concerned about the future of Jersey and need reassuring that today's youth have a future in the Island. Policies on issues such as housing, employment and the environment will impact on their future and also on the decisions of university graduates to return to the Island.
Whilst Jersey has extremely good facilities for young people in many areas, there is, nevertheless, scope to improve both the access and the range of opportunities available. But in particular, young people wish to have a say in how these activities are designed and delivered and to be consulted about the way that they operate.
The States of Jersey is committed to engaging young people more – both in the general, political structure and in consultation about issues that affect their lives. This will provide an opportunity for young people to gain experience which could in turn serve as a training ground for our next generation of political leaders.
Strategic Aim Five: To Invest in Jersey's Youth
- To engage youngpeople in thepolicy-makingprocess The States will:
Timescale Lead Strategic Success Indicators
Responsibility Partners
Consult with young Ongoing Education Policy & Young people people in planning Sport & Culture Resources given a greater activities and facilities voice in the
that directly impact affairs of the
on their lives Island
An increase in the number of people under 30 voting
Establishment of a youth forum
- Toimproveaccessto training, educationaland leisure opportunitiesforyoungpeople The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Improve access to a range of educational and training opportunities so that young people can maximise the educational, career and job opportunities available to them | Ongoing | Education Sport & Culture | Economic Development Employment & Social Security | An increase in the range of educational and vocational, training and apprenticeship options available in the Island Increase in the % of young people undertaking some form of higher/further education/ |
training
Ensure that the needs Ongoing Environment & Education An
of young people are Public Services Sport & improvement in considered when Culture the number and deciding planning range of applications for public facilities for facilities and young people amenities
- To plan a sustainable future with youngpeople The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Develop ways of diversifying the economy so that a wider range of jobs and careers are available to young people | Ongoing | Economic Development | Policy & Resources Education Sport & Culture Employment & Social Security | Increased career/job opportunities for young people Decrease in the number of unemployed people in the 16- 25 age group
|
|
|
|
|
|
Develop policies to reduce disaffection amongst young people | Ongoing | Education Sport & Culture | Home Affairs Economic Development Employment
& Social Security Environment & Public Services | The extent to which young people feel they have a bright future in Jersey Fewer unemployed people in the 16- 23 age group
An improvement in the number and range of facilities for young people |
|
|
|
|
|
Ensure that young people who fall foul of the law are | Ongoing | Home Affairs | Crown Officers Employment
| a reduction in youth crime
A reduction in |
encouraged and & Social the number of re- supported to become Security offenders responsible members Health &
of society Social
Services
Education
Sport &
Culture
Encourage young Ongoing Health & Education Reduction in the people to lead a Social Services Sport & health problems healthy lifestyle Culture associated with
young people
- To attract localyoungpeople to return to the Island afterfull-time education The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Reassess mechanisms for funding university education to ensure that local young people continue to have access to university education | 2006 | Education Sport & Culture | Finance & Economics | Maintain/Increase the % students in higher education |
|
|
|
|
|
Work with employers to maximise the opportunities that are available to graduates | Ongoing | Economic Development | Employment
& Social Security Education Sport & Culture | An increase in the proportion of the Island's graduates returning to Jersey within 10 years of completing their education |
Strategic Aim Six: To Promote Pride in Jersey
For an Island that has achieved so much with so very little, pride and self-belief amongst many in Jersey and what it might achieve are surprisingly low - perhaps due to poor communications on the part of the government, or growing expectations on the side of the Public.
Islanders have many good reasons to be proud. Jersey has a diverse artistic, cultural and natural heritage. In addition to its history, the Jersey of today, is successful cosmopolitan and provides residents with a clean, safe and pleasant place to live.
Furthermore, the Island has a long history of honorary service and community spirit. The Jersey Honorary Police force is one the oldest in the world. Generations of islanders have worked together to make Jersey a better place. Most of all, Jersey manages to balance cultural and social diversity with a strong sense of local identity.
The individuals that help to make all of this happen should be celebrated. The Islanders who achieve great things in Jersey's name should be recognised for their work.
Strategic Aim Six: To Promote Pride in Jersey
- Strengthening CommunitySpiritandCelebratingSuccess The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Encourage events and associations which celebrate and enhance the Island's environmental and contemporary culture and heritage | Ongoing | Education Sport & Culture | Economic Development Policy & Resources
| Increased participation in environmental and cultural organisations Increased number of cultural events The results of an opinion poll to find out what Islanders think of Jersey
|
|
|
|
|
|
Encourage greater appreciation and celebration of the diverse nature of Jersey society and of the new' Jersey identity | Ongoing | Policy & Resources | Education Sport & Culture Economic Development
| Greater awareness and celebration of the diversity of cultural groups Increased promotion of Jersey's cultural exchanges and occurrence of cultural events |
|
|
|
|
|
Support events which enhance the sense of community and encourage a sense of pride in the community and Parish | Ongoing | Education Sport & Culture | Economic Development Comité des Connétable s
| Increased participation in international, cultural and sporting events |
|
|
|
|
|
Promote pride in | Ongoing | Policy & | All | The introduction |
Jersey amongst those Resources Committees of an awards who live and work in recognition the Island scheme
Results of a public opinion poll
Celebrate the Jersey Ongoing Policy & Comité des The introduction Honorary tradition Resources Connétable s of an awards and give greater Attorney recognition public recognition to General scheme
those who give up
their time to serve the
community
Celebrate Jersey's Ongoing Policy & Comité des Increased links French heritage Resources Connétable s with France
Education Continued
Sport and participation in Culture organisations
and events which promote a closer relationship with France
- Promoteinvolvement The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Promote a better understanding of the issues facing the Island today to encourage debate and aid informed choices | Ongoing | Policy & Resources |
| More informed debate
Better understanding of issues Increase in the number of election candidates Increase in the number of people voting at elections
|
|
|
|
|
|
Ensure that 2005 Policy & All Results of information is Resources Committees opinion communicated in poll/survey on ways which reach all feelings of members of the inclusivity community
Strategic Aim Seven: To Develop Jersey's International Personality
In an increasingly globalised world, even small jurisdictions like Jersey come under the spotlight on the world stage. The image that we present on that stage, and more importantly how we behave, is therefore of the utmost importance. It is essential for the Island to build upon its international profile, to ensure that images and facts presented abroad are a true reflection of the very best the Island has to offer. A strong international profile will also give the Island the opportunity to ensure that its own concerns and interests are voiced abroad.
In order to achieve this, it will be important for the Island to strengthen existing diplomatic and political links with both the United Kingdom and the European Union, as well as with appropriate international organisations. Constitutional arrangements will be reviewed and a way forward agreed.
The Island has suffered in the past from incorrect and unfair publicity and must take responsibility for righting this and for presenting Jersey as a destination that is a safe home for families, a beauty-spot for tourists and a well-regulated, efficient and innovative centre for business.
Strategic Aim Seven: To Develop Jersey's International Personality
The States need to define the aspects of Jersey which give the Island its unique character and ensure th reflected in the image of Jersey projected abroad.
- Protect Jersey'sconstitutionalposition, fiscal autonomyandself-determination The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Strengthen Jersey's constitutional position | 2006 | Policy & Resources | Crown Officers | Improved relationship with the UK
Jersey signing international agreements in its own name Increased recognition of Jersey's constitutional position |
|
|
|
|
|
Improve links with the EU to represent and promote the Island, and ensure that the Island is kept informed and involved whenever its interests are at stake | Ongoing | Policy & Resources |
| Greater recognition of Jersey's position by the EU |
|
|
|
|
|
Develop links with other countries which result in benefits for Jersey | ongoing | Policy & Resources | All Committees | Increased opportunities for Jersey people to develop skills and experience Greater freedom to work with international partners |
- International recognitionandco-operation The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Develop a co- ordinated marketing and communications strategy which will help to raise Jersey's profile and enhance the Island's international personality |
| Policy & Resources | Economic Development | Increased positive exposure internationally Evidence of appropriate international recognition
An increase in the marketing of the Jersey products and services abroad |
|
|
|
|
|
Demonstrate responsible and co- operative behaviour with regard to global issues | Ongoing | Policy & Resources | Economic Development | An active and responsible role in voicing the Island's concerns, showing the Island's support for the discussion of international issues No critical reports on Jersey by other governments or international bodies |
|
|
|
|
|
Maximise the economic benefits and resource potential brought about through links with other jurisdictions | Ongoing | Policy & Resources |
| Reduced cost and improved performance of shared functions In crease in the number of shared functions
|
|
|
|
|
|
Explore ways in Ongoing Overseas Aid Policy & The results from which the States can Resources benchmarking maintain and Jersey's
develop its contribution to contribution to Overseas Aid overseas aid against
international guidelines
Improve, where Ongoing Policy & Increased appropriate, the Resources participation and Island's participation attendance rate rate in international in significant bodies international
bodies and meetings
Strategic Aim Eight: To Reconnect the Public and the States of Jersey
The division that exists between the States of Jersey and the Jersey Public is most evident in the low voter turnout at local elections. Even the Island's complicated voting system does not explain a turnout of less than 30%. In turn, such a low turnout suggests a democratic deficit in the Island.
However, relations between the Government and the people of such a small and close-knit jurisdiction should be readily improved, and the States of Jersey is committed to achieving that. A government that can demonstrate clear objectives and act upon them, that is open and accountable, and has a client focus, will be supported by the Public.
As well as improving what we are not doing so well, we feel it is also important for us to point out where we are ahead of the rest. A number of benchmarking exercises will be carried out to enable us to compare our standards with those of comparable jurisdictions.
We will share this information in as many ways as possible. It is essential for us to ensure that we make the States of Jersey, and the services we offer, understandable, open and accountable to all users.
Strategic Aim Eight: To Reconnect the Public and the States of Jersey
- Leadership andlegitimate authority The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Encourage the Committee of Presidents/ Council of Ministers to develop clear corporate leadership and work as a team | Ongoing | Policy & Resources |
|
|
|
|
|
|
|
Take steps to encourage all States Members to feel fully engaged and to develop a fuller understanding of the work of the public service | Ongoing | Privileges & Procedures | Policy & Resources |
|
- Accountabilitymeasures and openness
The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Implement the proposed scrutiny system to ensure that there is full accountability to States' Members and the public | 2005 -2006 | Privileges & Procedures |
| Outcomes from the work undertaken by Scrutiny Panels, Public Accounts Committee, Comptroller and Auditor General |
|
|
|
|
|
Insist on transparency of public accounts, including compliance with GAAP accounting standards | Ongoing | Finance & Economics |
|
|
|
|
|
|
|
Present the annual budget in a form that reveals the full cost of providing services | 2005 | Finance & Economics |
|
|
|
|
|
|
|
Ensure appropriate transparency and openness in Government | Ongoing | Policy & Resources | Privileges & Procedures |
|
|
|
|
|
|
Set out and comply | 2005 | Policy & |
| Approved |
with clear aims and Resources Strategic Plan and objectives coupled Business Plans with indicators of with measurable progress/success that outcomes
can be readily applied Published annual and understood performance
report
- Outcomes from the work undertaken by scrutiny panels, Public Accounts Committee, Comptroller and Auditor General
- CommunicationandAwarenessofPublicPerception The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Improve overall communication/ consultation with the public through a range of media and events | Ongoing | Policy & Resources |
|
|
|
|
|
|
|
|
|
|
|
|
Listen to public feeling and be willing to explain the rationale behind difficult decisions | Ongoing | Policy & Resources |
|
|
|
|
|
|
|
Develop a more consultative approach to governance and encourage public participation in policy-making | Ongoing | Policy & Resources | All Committees |
|
- Improving the democraticprocess The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Explore alternative ways of voting – e.g.; on line, postal, workplace | 2006 | Privileges & Procedures |
|
|
|
|
|
|
|
Require the use of formal consultation papers as policy develops to provide an opportunity for input | 2006 | Policy & Resources |
|
|
|
|
|
|
|
Agree a policy to ensure that reform of the composition and election of the States can be in place by 2008 | 2005 | Privileges & Procedures |
|
|
Strategic Aim Nine: Improve the Delivery of Public Services and Balance the States' Income and Expenditure
Future financial forecasts show that the current levels of spending and taxation are unsustainable. The States must tighten its belt and reduce spending. Even after significant spending cuts, new levels of taxation will be necessary in order to balance income and expenditure. We are committed to being a relatively low-spend, low-tax economy, therefore, spending reductions and improved efficiency are our first target in order to minimise tax increases.
However, efficiency savings alone will not be sufficient to meet all of the demands for reduced States' spending. There will be a need for political prioritisation and decisions about what will not be done. A thorough review of regulation will be a key element in this. Therefore, some non-essential services may have to be reduced or even cut altogether. Nevertheless, lower spending does not mean compromising on quality of services and delivery. Most importantly, the States and islanders must face the reality of today's economic climate: we will be working to a strict budget; the cash limit must be respected.
Our aim for greater efficiency will also ensure that the services we provide are better co-ordinated, thus avoiding duplication and unnecessary spending. This means not only better co-ordination between States' departments, but also with all of the numerous voluntary and private bodies providing services.
Our aim is to turn the States into a high quality public service which is modern, efficient and coherent. We will be an organisation that our staff are proud to be a part of and we will be proud of them and support them. The test of success will be that our staff will be confident that they are not only doing their best, but that they are recognised and supported by the public. Change is always difficult but we are committed to working with our staff, being open and honest and investing in them as we change. Only by working together will we learn to trust each other and achieve something we are all proud to be a part of.
tegic Aim Nine: To Balance the States Income and Expenditure and Improve the Delivery of Public Se
The States' income and expenditure will at least be in balance over the economic cycle. The States w ensure that Jersey remains a competitive tax jurisdiction.
- Prioritise States' Resources The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Agree rolling three year spending plans in its Annual Business Plans, with clear targets for service improvements | Ongoing | Finance & Economics |
| Balanced budget over the economic cycle
Resources allocated in accordance with the Strategic Plan Standard Business Plans produced by all Departments |
|
|
|
|
|
Ensure that Annual Business Plans take an integrated approach to the allocation of resources | 2005 | Policy & Resources | Finance & Economics | Resources allocated in accordance with Strategic Plan priorities |
|
|
|
|
|
Ensure that the revenue consequences of capital projects and the legislative programme are fully quantified |
|
|
| "Whole-life" costing for capital projects The on-going costs of new/amended legislation understood and provided for
|
|
|
|
|
|
The establishment of a single property function for all States property | 2006 | Finance & Economics | Environment & Public Services | Optimum use of States land and property
Reduced costs in the administration of property Improved |
|
|
|
| maintenance of buildings in the longer term |
|
|
|
|
|
Ensure that the States' workforce recognises and shares States' priorities | Ongoing | Policy & Resources | All Committees | A more highly motivated workforce Successful consultation with staff unions and other representatives Results of a staff survey
No industrial action |
|
|
|
|
|
Ensure maintenance, protection and prudent use of States' assets | Ongoing | Finance & Economics | Environment & Public Services | Reduced capital expenditure in the longer term Optimised financial benefits
|
|
|
|
|
|
Agree a policy for the Strategic Reserve | 2005 | Finance & Economics | Policy & Resources | Agreed criteria for the use of the Strategic Reserve Agreed criteria for the size of the Strategic Reserve
|
|
|
|
|
|
Develop a comprehensive strategy for States- owned Utility companies | 2005-2006 | Economic Development |
| Clear criteria for the protection and efficient provision of services provided by States-owned Utility companies Optimised financial benefits for the taxpayer |
- Modernise and optimise delivery whereappropriate The States will:
Timescale Lead Strategic Success Responsibility Partners Indicators
Reform the public 2004-2009 Policy & All Removal of service to provide Resources Committees duplication and a high quality, reduction in efficient and States' spending targeted services in real terms
Cash savings of £20 million in the delivery of government services
Ensure that service 2007/2008 Policy & Finance & Public opinion efficiencies are Resources Economics surveys with improved and positive /improved directed at those results
who need them
most
Develop a 2004-2005 Policy & All The development performance Resources Committees of accountability management through a
culture performance
measurement and management system
More customer focused workforce
Year on year improvement in performance
- Customerfocused delivery The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Improve customer access to services and information | 2004-2009 | Policy & Resources |
| Standardised common support services and customer |
care standards
The results of a customer satisfaction survey
- RecogniseandValue the VoluntarySector The States will:
Timescale Lead Strategic Success Indicators
Responsibility Partners
Establish closer Ongoing Policy & All Less
links between the Resources Committees duplication of States and voluntary work carried sectors out by the
public and voluntary sectors
Outcome of an opinion survey of voluntary sector
Value of work transferred (both ways and including resources)
- Define the relationship betweenthe States and the Parish in thelonger- term The States will:
| Timescale | Lead Responsibility | Strategic Partners | Success Indicators |
Enhance the role of the parishes as a community resource and provide new facilities to encourage, support and sustain | Ongoing | Comité des Connétable s | Policy & Resources | Increase in the services provided by the Parishes More joint working between the
|
community and States and parish activities Parishes
Develop a strategy 2005 Policy & Comité des Clearly
to clearly define the Resources Connétable s defined roles relationship between between the the States and the States and the Parishes Parish
Transfer of services between the States and the Parish
NEXT STEPS
Once the plan is agreed, it is intended that Committees will be asked to demonstrate how they will deliver it.
This will be done through a co-ordinated and standardised Business Planning process that will identify:
- which Committees will be responsible for delivering which part of each of the aims
- the resources required
- the performance criteria on which achievement of objectives in an efficient, effective and economic manner will be judged
- those services which do not fit into strategic priorities
The process will ensure that where more than one Committee will contribute to delivering a particular strategic aim, responsibility for any cross-Committee co-operation/co-ordination is allocated to a Lead Committee. This will lead to more corporate working, less duplication and more effective service delivery.
The next phase will be the Departmental Business Plans for 2005 which should be completed by November 2004.
Resource requirements will be linked to the States Resource Plan. The first stage of this will be the 2006 Resource Plan (produced in 2005) which will be known as the States Business Plan in preparation for the introduction of Ministerial Government.
Performance at all levels will be measured through a robust performance framework which will not only set out the key performance indicators to show that the strategic aims are being delivered, but also that operationally, the States is providing quality, value for money services. An Annual Performance Report will be produced to show how well we have performed.
It is also intended to continue with Imagine Jersey as a forum for public discussion and debate. The Policy and Resources Committee will arrange at least one meeting a year.