States of Jersey Annual Report and Accounts 2019

Annual Report and Accounts

2019

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.

Scope of the Annual Report and Accounts

While most matters within the Annual Report and Accounts are the responsibility of the Government of Jersey, this publication also covers the wider States of Jersey Group, including Non-Ministerial Departments and States-Owned Enterprises. As a result, there are references to both the Government of Jersey and, where appropriate, to the States of Jersey throughout this document. The table on p122 provides more detail on the specific accountabilities of the different parts of the public sector.

Contents

Performance Report

1. Overview 5
2. Performance analysis 11
3. Financial Review 81
4. Sustainability report 107

Accountability Report

1. Corporate Governance Report 119
2. Remuneration and Staff Report 138
3. Political Accountability Report  158
4. Independent Auditor s Report 170
5. Report of the Comptroller and Auditor  180 General to the States Assembly

Primary Statements 181 Notes to the Accounts 186

Performance Report

1. Overview

Chief Minister's Foreword

The 2019 Annual Report and Accounts reflects the first full financial year of work by the present Council of Ministers, and the significant progress that has been made across the public sector to improve services, increase efficiencies and provide strategic direction for major capital projects.

Senator John Le FondrØ Chief Minister

As the year closed, the Council of Ministers vision for the next four years, set out in the first-ever Government Plan, was approved by the States Assembly. This is an ambitious and funded programme of initiatives that puts the commitments we made in our Common Strategic Policy front-and- centre of the Government s vision.

The year has seen us take the first steps in meeting our significant responsibility to put children first, with the recruitment of 22 new social workers and a sincere commitment across the public and private sectors to honour the Children s Pledge.

We made headway in our ambitions to improve the mental and physical wellbeing of Islanders. In November 2019 we launched the Jersey Care Model, outlining a long-term care plan for Jersey which puts the needs and convenience of patients first, to provide more health care in the community, closer to home, by working in partnership with primary care providers. We also launched the Listening Lounge, a much-needed step in reducing the stigma surrounding mental health and recognising the importance of improving mental health services in Jersey.

Also significantly, we created the Our Hospital Political Oversight Group, who are taking forward the project management process and community engagement needed to see a new hospital proposition put before the States Assembly in 2020.

The Closer to Home partnership initiative, launched at Communicare,

has been a great success in our aim to increase community provision, delivering a wide range of activities, services and information to all parts of the community in a location convenient to them. The project demonstrates the fantastic evolution of partnership work between the Government, the Parishes and the community and voluntary sector.

We have begun the work to ensure the long-term sustainability and protection of our environment. We are launching a consultation on the new Island Plan, which will shape how Jersey s natural and built environment will look over the next decade. We are also publishing a Carbon Neutral Strategy and a Sustainable Transport Plan.

But 2019 was also a year with external challenges, and the management of these has been integral to the success and stability of the Island s economy and constitutional position.

We made extensive preparations to navigate the impact on Jersey of the UK s departure from the European Union, ensuring our Island is prepared, regardless of the outcome of Brexit, and working with colleagues in the other Crown Dependencies, to ensure our voices are heard and our interests continue to be represented by the UK Government. This has included important work to support the most vulnerable Islanders and has strengthened our important relationships with the Parishes and charitable sector.

We have also ensured that extension of the UK s World Trade Organisation membership will be the default position in the event that a comprehensive trade agreement is not reached. That policy has been an ambition of successive Jersey governments for more than 20 years.

The Government has continued to establish our Island s identity on

the world s stage, participating in a number of multinational events and building relationships with governments overseas, in Europe and further afield.

Jersey Finance s New York Office was opened in October, with financial support from the Government. I have long been a strong supporter of this move and believe that launching an office in the world s largest institutional investment market enables Jersey to enhance its visibility and reputation globally. I also undertook an official visit to Singapore, Hong Kong and China in October 2019, meeting regional policy makers, representatives from the financial services industry, and digital entrepreneurs to deliver the Island s key messages.

The year also saw the Government reaffirm that we are determined

to work with the UK Government, the Organisation for Economic Co- operation and Development and Financial Action Task Force in order to develop an effective global standard that addresses the global problems

of financial crime and tax evasion. In March we were confirmed as a cooperative jurisdiction by Economic and Financial Affairs Council, and in June we made a joint commitment, alongside Guernsey and the Isle of Man, to adopt public registers of beneficial ownership, as they become the global standard.

While much has been achieved in 2019, I believe that 2020 will be a watershed year for Jersey and the Island s public sector. It will be the year that we move beyond the planning and debating to see the Government Plan in action bringing improved services and greater efficiencies to Islanders.

2020 will also see significant steps made in the delivery of the Our Hospital project and proposals for a new migration policy. These are areas that Islanders have sought clarity on for some time, and I hope that we will be able to move forward with renewed purpose as they are announced.

I look forward to sharing that progress with you in the coming year.

I would like to thank the Treasury Minister, and her officials for their work in preparing this Annual Report and Accounts, and all colleagues across the Government of Jersey for their ongoing dedication to our Island and the services we provide.

Senator John Le FondrØ Chief Minister

Date: 17 March 2020

Chief Executive s Report

2019 was a year in which the transformation of the public service moved from a stabilisation phase into recovery, as we got to grips with and resolved a range of legacy issues and began to see improvements across a range

of services, systems and processes.

It was also a year in which the Government faced some difficult issues, including resolving some longstanding pay disputes and industrial action among some employee groups, the everyday impacts of legacy underinvestment in IT and HR infrastructure, and the risks presented by external forces, including Brexit.

Strategically, the focus of much of 2019 was on the development of the Government Plan 2020-23, which was approved by the States Assembly at the end of the year. But the work to meet the vision of the Council

of Ministers outlined in the Common Strategic Policy in 2018 has been ongoing.

We also continued to provide the wide range of everyday, frontline public services for Islanders: teaching children, caring for patients, supporting vulnerable people, maintaining our roads, sewers and sea defences, and keeping our Island and our borders safe and secure, to name but a few. I want to acknowledge and thank all our employees for their hard work, and I know how highly valued the services that they provide are by those who use them.

One priority area of focus is in putting children first. We appointed a Director of Children's Safeguarding and Care, ran a very successful local and international recruitment campaign for children s social workers,

Let s Be Honest, which has so far enabled us to make 22 permanent appointments, helping us to create a more stable workforce in this area.

We also had an Ofsted inspection report, which identified notable improvements in key areas, including a significant shift in corporate

and political support for children's services, and acknowledgement that children in need of help and protection are better supported. However, there is still much to do to fully transform Children s Services and the Government Plan contains many initiatives to deliver against this priority.

Charlie Parker Chief Executive

The Government s preparations for a No Deal Brexit, led by the One Government Brexit Team, comprising officers from across the public sector, tested and strengthened our emergency planning process. The mutual respect and collegiate working it engendered is a demonstration of the benefits of working as one entity.

Significantly, we have started to strengthen our relations with parishes and the voluntary and community sector, which is enabling us to provide more services to Islanders closer to home.

Looking to our financial performance, Ministers reviewed and challenged what government does and established a programme to deliver £100 million of efficiencies between 2020 and 2023. The Efficiencies Plan, published in October, explains how joining up services, being more commercial and cutting waste will help free up the investment to fund the Government Plan priorities over the next four years, and identified the first £40 million of sustainable efficiencies to be delivered in 2020.

The process of modernising the public service, which began in 2018, has continued apace. The restructured departments and their leadership teams are working together more collaboratively and effectively, to plan and deliver more joined-up services against a shared vision and the outcomes defined in the Common Strategic Policy.

After an intensive and at times difficult set of negotiations, we reached agreement with all public sector pay groups on the 2018-20 pay settlements, with the exception of the unions representing civil servants. Those pay settlements took a significant step in correcting unfair inequalities between pay groups, in line with the principle of equal pay for work of equal value.

We also made key appointments to a number of senior roles across the organisation, including the Director General for Health and Community Services, a Group Director of Modernisation and Digital, a Group Director of People Services and a new Chief of Police.

It is vitally important to me that we implement effective succession planning to nurture and support the rising stars already working within the public sector, as well as attracting new graduates back to the Island, providing the public sector workforce of the future.

The Inspiring Women in Leadership and Learning (I WILL) initiative to develop female leaders was established to begin that process with the talented women already working in the Government.

Many of the consultants who provided support and expertise in some key areas in the early stages of transformation have completed their work, and the number we employ is forecast to fall significantly in 2020 as we continue to build our internal expertise and resilience.

All of these changes are underpinned by our drive to improve the culture, leadership and organisational behaviour within the public services.

A Team Jersey Phase One report, published in April 2019, proved difficult reading, providing evidence of bullying and harassment and a blame culture in some parts of the organisation, and a tolerance of poor workplace behaviour. As a consequence, we have been looking to tackle this head on with the Team Jersey programme.

Some of the issues raised were already known, and a new bullying and harassment policy had already been launched in January. Work to respond to the report s recommendations is well underway. We piloted a new performance and development system My Conversation, My Goals which is also being further embedded in 2020. We started work on a new People Strategy and a new Wellbeing Strategy is due to be launched.

As part of the Team Jersey roll out, priority areas of the organisation are receiving additional support to create a positive workplace culture.

In February we moved around 400 colleagues into an interim administrative head office in Broad Street, vacating our Cyril Le Marquand House and South Hill offices, providing more modern, open-plan workspaces and facilities.

But too many of our staff still work in a poor-quality environment in offices that are old, with poor wellbeing facilities, poor energy efficiency and limited disability access. We therefore announced plans in November to vacate 14 offices and move 1,600 public servants into a new, permanent building providing them with the modern facilities they need and

deserve, which creates redevelopment opportunities for housing and

other uses for the vacated sites. In 2019 we launched a procurement exercise to find a development partner for this initiative, with the objective of finalising the construction by 2023.

The Chief Minister has said that he expects 2020 to be a year of delivery, and it will be for members of the Senior Leadership Team and their departments to ensure that the vision of the Council of Ministers, as set out in the Government Plan, is put into action.

I am confident, despite the challenges we re facing, that over the next three years we will have substantially improved Jersey s public service from one that was doing the very best it could for Islanders while hobbled by a legacy of underinvestment, to one that is modern, efficient and is performing among the very best of comparable organisations. As we begin the process of recovery in 2020 we are aiming to drive forward a comprehensive programme to have repositioned the public services by 2023.

Being Chief Executive is a unique challenge, and I am privileged to  

have been entrusted with leading the public service through this period  

of change. The Annual Report and Accounts shows an organisation  

that is delivering services for Islanders day to day while simultaneously  modernising and transforming for the future. I would like to thank the many  staff within the organisation for their hard work, help and support as we

continue our modernisation journey. Charlie Parker

Chief Executive

Date: 17 March 2020

2. Performance analysis

This section of the 2019 Annual Report and Accounts provides an insight into:

how Jersey is performing against the desired Island outcomes

the range and scale of services that government delivers in support of those outcomes

projects and initiatives delivered in 2019 designed to deliver progress

awards and recognition achieved by public services, staff and service partners in 2019.

Introduction

Our approach to performance analysis for 2019

Alignment to the Common Strategic Policy

In 2018, the Common Strategic Policy 2018-22 was unanimously agreed by the States Assembly. It sets out the following five priorities for the Government to focus on over the next four years:

  We will put children first

  We will improve Islanders wellbeing and mental and physical health  We will create a sustainable, vibrant economy and skilled local

workforce for the future

  We will reduce income inequality and improve the standard of living  We will protect and value our environment.

In addition, the Common Strategic Policy included a set of ongoing initiatives, many of them related to making the Government more efficient and effective.

The performance section of the 2019 Annual Report and Accounts assesses performance against these priorities and provides additional insight into:

  how Jersey is performing against the desired Island outcomes and

any trend variation from 2018

  how Government services are performing against the priorities set

out in the Common Strategic Policy 2018-23

  how the public sector, along with its supporting arm s length

organisations, made a difference to Islanders in 2019

  awards and recognition achieved by public services, employees and

service partners in 2019

  what the Government is working towards in 2020 and beyond.

In addition, this section of the report also outlines key achievements and delivery against an ongoing priority to modernise Government, creating an effective, innovative public service that meets the needs of Islanders effectively and efficiently. This report provides an update on progress made against these initiatives under the chapter

 Modernising Government .

From vision to impact measuring what counts

In 2019, the Government agreed a strategic planning and performance management framework for the organisation that links wellbeing outcomes for Islanders with our strategic priorities, operational business plans and individual appraisals.

Common Strategic Policy 2018-22

Put children first

Protect and  Improve Islanders' value our  wellbeing and environment mental and

physical health

Create Reduce  a sustainable,

income inequality  vibrant economy and improve the  and skilled local standard of  workforce for living the future

Sets out the long-term community vision expressed by Islanders.

JERSEY'S PERFORMANCE FRAMEWORK

Shows how Jersey is doing on the journey to achieving sustainable wellbeing

Sets out the plan for the Island's positive growth over the next ten years and the framework against which planning decisions are made

Sets out the high-level priorities of the Government of Jersey during this term of office

GOVERNMENT PLAN

Sets out the activities to be delivered

and associated income and expenditure

to deliver the Government of Jersey's DEPARTMENTAL OPERATIONAL priorities over the next four years

BUSINESS PLANS

Translates the activities set out in the

Government Plan into actionable

departmental tasks and measurable  MY CONVERSATION activities, together with accompanying  MY GOALS

detail of a wider set of services and

deliverables

A Government-wide process, requiring regular discussions between employees and their line manager about individual's performance against agreed goals

PERFORMANCE MANAGEMENT AND BUSINESS PLANNING STANDARDS AND PRINCIPLES

PUBLIC FINANCE (JERSEY) LAW

Sustainable Wellbeing Sustainable Finances

It is an important tool to ensure good business management, transparency and accountability. It will enable and drive the alignment of our services and the investments we make to improve the sustainable wellbeing of Islanders over successive generations, as required by the Public Finances (Jersey) Law 2019.

We have further extended and developed the principles and standards for good performance management. We will start implementing them through a dedicated training programme in 2020. In addition, a national performance framework will be published in 2020, showing how Jersey is doing on the journey to achieving sustainable wellbeing.

The 2019 Annual Report and Accounts was developed with the ambition of providing more qualitative information, making the link between a negative or downward trend in performance and a resulting action or delivery. In addition, a section on areas for improvement has been added for each priority to provide a fuller picture on Government performance. However, it is still a transitional report, as we recognise that there is still some way to go in terms of developing the capability and capacity to fully embed a performance management culture across all services and the associated reporting against performance measures.

We will continue to develop a transparent and open dataset supported by insights and narrative which tell the story of progress and change.

Putting children first

How is Jersey doing?

14,172

Total children in education

69%

Children aged 10-11 years with a 'healthy' BMI

1,334

Referrals to Children's Services

64

Crimes involving child exploitation (sexual and criminal)

1,420

Jersey domiciled students attending UK universities

1.7

Infant mortality rate, per 1,000 live births (3 year average)

40%

Households with children who find it 'quite' or 'very difficult' to cope financially

321

Children who are recorded as victims of crime

78%

Children aged 4-5 years with a 'healthy' BMI

83

Children Looked After

67

Number of children on Child Protection Plans

96

Number of high-risk domestic abuse cases where one or both parties have children

The data presented is the most recent available annual data value as at 31st December 2019. Some data is open to fluctuation as figures for 2019 are finalised

in the first quarter of 2020. The symbols next to the data signify whether there has been a positive/negative/no significant change between the most recent data 15 value and the prior annual data value.

Putting children first

What difference did we make this year for children?

One of the five strategic priorities for the Government is to put children first. Our aim is for Jersey to be the best place for children and young people to grow up, where children can:

  grow up safely, feeling part of a loving family and a community that

cares

  learn and achieve, having the best start in life and going on to fulfil their

potential

  live healthy lives, enjoying the best mental and physical health and

wellbeing possible

  be valued and involved in the decisions that affect their everyday lives.

The Independent Jersey Care Inquiry identified a shortage of skilled

social workers in the Island as a key issue for children and families  requiring social support and care. It identified that the turnover of staff  

and the number of agency staff made it difficult for practitioners to  Iev  ewrisyho nfe or establish supportive relationships with children in care. In response to  taon bd es ahfaeppy

this, we launched a new social work degree at University College Jersey

at Highlands College, in partnership with the University of Sussex, to  Children and Young address the shortage of skills in this area.  People's Plan 2019-23

Putting Children First: The plan for Jersey's children, young people and their families

We have developed a Children and Young People Plan 2019-23 which  sets out in detail how we plan to achieve these aims. The plan describes  key priorities in each of the above categories with measurable criteria for  assessing success.  

Here are just a couple of ways in which we worked together to put  children first in 2019.

Case Study 1: Let's Be Honest

We launched the Let s Be Honest recruitment campaign earlier this year to build a substantively permanent and highly-skilled workforce of social workers, which is crucial as we seek to protect the welfare of our most vulnerable children and young people in Jersey.

The national recruitment campaign involved an open and honest letter from the Children s Minister and Director General of Children, Young People, Education and Skills, setting out the reasons why we need to attract and recruit social workers to the Island.

It involved media and social media advertising in Jersey and the UK and specialist jobs fairs, leading to 400 people enquiring about these roles.

By November 2019, we had so far recruited 22 new social workers to permanent roles.

This shows an increase in confidence in the improvements in Jersey s Children s Services and is excellent news as we work towards building a sustainable workforce. The recruitment and workforce strategy is beginning to impact upon staff stability and is providing a platform on which good practice can develop and flourish.

In October, the Let s be Honest social worker recruitment campaign won a national 2019 Recruitment Effectiveness award, after being recognised at the highest levels by the recruitment marketing profession at a ceremony in London.

The category recognises well-planned, well-designed and well-executed initiatives that have helped organisations to achieve their talent acquisition goals. It looks for measurable evidence of how the strategy and execution met the brief and its objectives.

Case Study 2: Food and Nutrition Strategy

Tackling childhood obesity and encouraging youngsters to form positive healthy eating habits to take into adulthood is a key focus of our Food and Nutrition Strategy. In 2019 we launched three pilot schemes to promote healthy eating among the Island s children.

From the start of the autumn term nearly 200 children at Samars and Janvrin schools signed up for nutritionally-balanced lunches, in a pilot scheme provided by the charity Caring Cooks. The meals, which includes a two course meal and a dessert, cost £2.50 each and some children are eligible for a free meal.

We are also providing more than 1,100 children at St Saviour, Grand Vaux, Rouge Bouillon and First Tower primary schools with fruit and vegetable snacks as part of the Food Dudes programme. The programme

increases the amount of fruit and vegetables that children eat through trying and developing new tastes, which is encouraged by the Food Dudes cartoon characters and receiving small rewards.

Susan Burry, Health and Wellbeing Dietician, said: It s great going into these schools and seeing children trying fruit and vegetables, many for the first time. Parents are also telling us that while they haven t previously been able to get their youngsters to eat fruit and vegetables, they re now much more open to trying new and healthy foods.

Up to sixteen families will also benefit from an eight-week Family Healthy Lifestyle programme, launched for parents and children in years one to three at Plat Douet and Springfield primary schools. The families receive weekly sessions with a Registered Dietitian and physical activities with Jersey Sport. During the programme they are learning about nutrition labelling, cooking on a budget and how to make healthy snacks and packed lunches.

How are our services performing when it comes to putting  children first?

Growing up safely Overall performance

Learn and achieve Overall performance

Key Stage 1 is the two-year stage of schooling for pupils aged 5 to 7 (known as years 1 and 2). Key Stage 2 is the four-year stage of schooling for pupils aged 7 to 11 (known as years 3 to 6, inclusive)

  WSimaepmapacirltootsef adthnnedumJtraietniaovlnrsia,nbl.l yeT-fhboear elap  nilloocoetkidsin mbgee aiantl gswtihnrie attwlhleeodr J  fietocrrs atewny obp eyr iemroaarll sreydt os o cauhstos toeols ssa ltlhe 78% primary schools. Of children aged 4-5 years  

with a 'healthy' BMI  

  We launched a Food Dudes pilot at four primary schools St Saviour, Grand

to eat more fruit and vegetables. 26%

Vaux, Rouge Bouillon and First Tower. The Food Dudes programme is proven

to be effective across hundreds of UK primary schools, encouraging children

Decrease the number of children who had a dental extraction

  We launched a partnership between MESCH (Maternal Early Sustained

Childhood Home visiting programme), FNHC (Family Nursing and Home Care) and Supersmiles Charity to support children s oral health.

Increase children s quality of life

  We ran a campaign to increase the number of foster parents, which resulted

in a doubling of the numbers seeking to foster or adopt a child.

  We created a Permanence Team, as a dedicated service for care leavers

focusing on successful transitions to independent adulthood, and/or proper arrangements for ongoing support from adult services.

Of households with children who said the cost of dental appointments for children  stopped them going at least sometimes

Valued and involved Overall performance

Rinecdoumcee fcahmildilyren s experience of poverty and the impact of living in a low- 34

  We reviewed the use of data captured on RONI (Record of Needs Indicator)

and established ways to improve learners progression avoiding NEET (Not in education training or employment).

Increase the number of children who are aware of their rights under the UNCRC

  The Children s Commissioner detailed her strategy for the next four years to

ensure that children s rights are promoted across the Island.

  We established the School Council Network, with a rights respecting focus.

Care Leavers supported by Children s Services who are in Education, Employment or Training

65%

Care Leavers supported by Children s Services who are in Education, Employment or Training

  The number of rights respecting schools increased from 9 in 2018 to 37

awards included: 1 school at Gold, 8 schools at Silver, 18 schools at Bronze. 3,272 in 2019. Of the 37 schools registered, UNICEF Rights Respecting Schools

  We established a Corporate Parenting Board, which has endorsed and Individuals attended the

promoted the development of a Children s Pledge and supported the Youth Service establishment of an independent Children s Advocacy Service.

Increase the number of children who feel their school would act on their ideas  Jersey College for Girls held a course in August aimed at empowering female

students.

  Jersey College for Girls partnered with an online platform

MommyDaddyMe.com to create customised courses in English, STEM subjects, and coding for students in Asia and around the world.

Increase the number of children who feel their community would act on their ideas

  We developed and delivered a Children s Plan with clear outcomes and

priorities.

  The Jersey Youth Connect project was initiated, with work starting on the

development of a Youth Parliament.

What do we need to improve on?  

Although we achieved a lot in 2019, there is still some way to go in  achieving our aims to put children first. The areas of focus for the future  will include:

  Children s services  2019 was the first year of delivery against our

Children and Young People Plan 2019-23 and although the supporting metrics demonstrate that some positive change has been achieved

in the first year, with the number of children looked after reducing for example, equally the metrics demonstrate a worsening in the number of domestic abuse cases involving children, which signifies more focus is required to address this issue through our multi-agency approach.

  Child and Adolescent Mental Health Services Based on research,

we recognise that we still need to build the foundations of mental health services and early intervention services for families to create preventative measures in early life.

  Our legislation and policy Does not currently support our long-

term reform objectives and aims to put children first as outlined in the Children and Young People's Plan 2019-23, and we recognise this needs to change if we are to continue to make substantive improvements for children.

  Early years We need to make progress on the policy priorities

identified by the Early Years Policy Development Board, which has taken an in-depth review of current arrangements.

  Schooling system During 2019, we started a comprehensive

independent review of the school funding which will result in a detailed report in 2020. Looking to the future, we recognise the need continually to evolve and improve our education system, to move with the times and collaborate to ensure that our children have the best possible education.

Detailed information and plans to progress the above improvements are contained in the Government Plan 2020-23.

SPOTLIGHT ON

Island safety and security

The vision of the department of Justice and Home Affairs is for Jersey to be a place to live, work and visit, where people are safe and feel safe, which is free from discrimination and where rights and differences are respected. The department is made up of numerous functions which collectively work towards this vision.

States of Jersey Ambulance Service

States of Jersey Police

States of Jersey   Jersey Customs and  States of Jersey Fire and Rescue Service Immigration Service Prison Service

Health and Safety  Official Analyst Jersey Field Squadron

Inspectorate

Safety

252 1.5 0.4

Number of emergency department  Fires per 1,000 population Road traffic collisions resulting attendances for assault injuries  in death or serious injury per  

1,000 population

264 8 38

Proactive inspections of high risk  People injured in fires with  Number of reported road traffic  workplaces by the Health and Safety  0 fatalities collisions where a driver was above Inspectorate the drink-drive limit

Fire and Rescue

The primary causes of fires in Jersey in 2019 to which the Jersey Fire and Rescue Service (JFRS) responded are:

Smoking Related

12%

Electrical Cooking / Kitchen Accidental*

33% 30% 16%

*careless handling / disposal / sleeping Deliberate

9%

On 30 March, at 05:55 the combined control room received a 999 call from a woman passing by who reported smoke coming from a third-floor flat window. Her immediate actions in calling 999 were instrumental to a man being rescued from the building. By remaining on the scene, she was able to pass on the location of

the flat to responding crews, saving valuable seconds for the casualty.

The fire was attended by two fire engines and nine fire fighters, who had to force entry to the property wearing breathing apparatus and using a high-pressure jet to extinguish the fire.

One male casualty was carried out of the flat and given emergency first aid on the scene, before being taken to hospital by paramedics for treatment.

As there was no working smoke alarm, the passer-by s quick action prevented this fire from spreading and the incident ending with a much worse outcome for the casualty.

Security

£12.3m 21 133

Drug seizures (street value) Immigrants refused   Prisoners are held in La Moye

entry at Jersey borders and there were 0 escapes

Heroin Seizure

The van and the drugs as they were discovered in the fuel tank.

On 7 September 2019, Customs and Immigration Officers on duty at St Helier harbour stopped the driver of a VW Caddy van which had arrived by ferry from Poole. The driver claimed to be travelling to Jersey to sell a quadbike and intended to stay in Jersey for one night.

During an in-depth search of the van officers examined the fuel tank and discovered that it had been modified. Once removed, the tank was found to contain 16 packages, containing heroin weighing just under 10kg. The drugs had a maximum street value in Jersey of £10 million which represents the highest value for a single seizure of controlled drugs in the Island.

On 17th December 2019 the driver, Alexander Daniel Cullen, a 29 year old from Liverpool was sentenced by the Royal Court to 14 years of imprisonment.

Improving Islanders wellbeing  and mental and physical health

How is Jersey doing?

50%

Of adults who are  overweight or obese

13.55yrs

Healthy life expectancy at 65 for previous  three-year period

51%

Of adults meet recommended levels of physical activity

23%

Of adults who drink alcohol do so at potentially hazardous or harmful levels

29%

Of adults with one or more of 13 long-term conditions

37

Mental health - Place of Safety detentions

15%

Of adults smoke daily or occasionally

194

Avoidable mortality: avoidable mortality rate per 100,000 population

26.3

Average mental wellbeing score on the short Warwick- Edinburgh scale (7-35)

Improving Islanders wellbeing  and mental and physical health

What difference did we make this year to the wellbeing, mental and physical health of Islanders?

Every day, we deliver services that touch the lives of all Islanders and many of our visitors. Our work directly contributes to improving the Island s quality of life, the fairness and balance of our society, and the health of our economy. We recognise the importance of our services in support of Islanders wellbeing and mental and physical health which is reflected in our Health and Community Services ambition to create a healthy Island with safe, high-quality, affordable care that is accessible when and where our service users need it .

Overall, the services aim to enable Islanders to live longer, healthier and more productive lives by ensuring the provision of safe, sustainable, affordable and integrated services that are delivered in partnership with others. Here are just a couple of ways in which we worked together to improve Islanders wellbeing and mental and physical health.

The Jersey Care Model

Jersey Care Model

In October 2019 we launched the Jersey Care Model. This is a vision developed by clinical professionals in Health and Community Services in partnership with stakeholders, including GPs and our expert partners in the community and voluntary sector.

It has a focus on the continued improvement of our mental health services, making sure they are on a par with those we offer for physical health. The Jersey Care Model has an emphasis on prevention of illness

and providing more services in the community, meaning in the future that  Islanders will only be admitted to hospital when they need emergency or  specialist hospital care.

There will be an increased focus on care known as 'Intermediate Care'  which includes provision like Rapid Response , Reablement and 24hr  community access , which means that people who need help and care,  but do not need to be in hospital can be cared for in their home or in the  community.

The Listening Lounge

We know that there is significant pressure on Jersey Talking Therapies, a talking therapies programme run by Health and Community Services.

To reduce this, and to make mental health support more accessible in

the community, the Listening Lounge opened in Charles Street, St Helier in November. Islanders do not need to make an appointment to attend.

This is a dedicated supportive environment where Islanders can access free, early help and support before they reach the need for specialist secondary mental health care. This is in partnership with a local care provider, LV Group, working in partnership with Mind Jersey and the Recovery College.

How are our services performing when it comes to  improving Islanders wellbeing and mental and physical  health?

Healthy Lifestyles Overall performance

  Jmeorsree ya cStpivoer .t launched a new initiative to encourage Islanders to become 5,041

  We received investment approval to build on Jersey Sport s grant to Active card memberships with  

deliver the Inspiring an Active Jersey strategy and behavioural change, in 79% of customers saying they are  supporting Islanders to be increasingly physically active. satisfied  

  We developed soft measures to support the use of new and improved

  Sites were selected, and planning applications were approved for new skate 84%

walking and cycling infrastructure.

parks in St Brelade and St Helier. Of Islanders who rate Jersey's  

range of sporting activities and  

  An independent report, commissioned by the Government, assessed the events as 'good' or 'very good'

future requirements for Jersey s indoor and outdoor sports division, how the

quality of facilities might be improved and the future management options for

54%

the redesigned sports facilities portfolio.

  We submitted capital business cases for 2020 and 2021 to 2023 to establish

funding for multiple facility refurbishments and improvements to maintain the Of car drivers who commute by  current sport infrastructure stock. walking, cycling or public transport

at least occasionally

  Senior clinical physiologist Kari Pitcher became the first non-physician at the

49% General Hospital to be able to implant a cardiac device, which helps doctors

to diagnose hard-to-detect and life-threatening heart conditions.

  We identified and commenced a number of key prevention initiatives with

the aims of reducing preventable disease, closing gaps in health promotion capacity and expanding the Food and Nutrition Strategy.

  We began work to develop a Health and Wellbeing Framework, to embed

health and wellbeing at the heart of all government policy.

  Cervical screening has been made free for all eligible women, through Jersey

GPs and Le Bas Centre, using Government funding. With support from Jersey Cancer Relief, we have also switched to an improved screening method.

People were supported by the Help2Quit service to successfully quit smoking

42,000

Vaccinations were funded to help protect Islanders

  In September 2019, the human papillomavirus (HPV) vaccine which is

help protect them against HPV-related cancers. 7,200 routinely offered in schools to year 8 girls was introduced for year 8 boys to

Cervical samples taken, 22% increase on the number taken in the previous year

4,989

Women had a breast screening examination (88% of those invited to attend)

598

People were screened for bowel cancer

Mental Health Overall performance

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pilot for preventative support, as well as plans for a Place of Safety at Clinique Admissions to acute adult mental  Pinel. health units (Orchard House  

including Cedar ward overflow)

  The charity My Voice Jersey was awarded a two-year Government contract

to help give vulnerable Islanders with mental health issues a voice. The team,

org.je) in April, describing the advice and support it offers, and how to access 26 days

which started its two-year contract in January, launched a website (myvoice.

its services. Mean average stay in acute adult  

  We promoted mental health awareness through a diverse programme of mental health units (Orchard House)

activity to support Mental Health Awareness Week.

  PPliannesl wtoerree losucbatmei tOterdch. ard House to a newly-refurbished building at Clinique 381

Education and training delivered  

  We established a new Mental Health Care Group as part of the Health to 381 people with mental health  

department operating model, which has resulted in a new Head of Care difficulties or those who support  Group and Associate Medical Director and will be supported by a Lead them by Jersey Recovery College  Nurse, Lead Social Worker, Lead Allied Health Professional, General Manager

  The training in suicide prevention programme Connecting with People  1,594

and Improvement Lead.

continues to be rolled out. The programme teaches staff suicide awareness Referrals were made to Jersey

and prevention and is targeted at health and social care staff, police, Talking Therapies

ambulance teams and now voluntary and community sector partners.

  We created the Prevention of Suicide Framework for Action plan which will

secure improvement in the 24-hour crisis response to support immediate

care needs, and where relevant, put in place safety plans to reduce imminent suicide risk.

  A pilot scheme was launched, in partnership with the Salvation Army, in

August to give Islanders with learning disabilities the opportunity to grow fruit and vegetables in the community. This group reduced individual's social isolation whilst increasing their mental well-being as well as giving an opportunity to be an active part of their community.

  Jersey Library launched a new set of books to help Islanders manage their

mental health and wellbeing.

386

Referrals made to older adults primary care mental health team

96

Admissions to older adult mental health units

Health Care Overall performance

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Red 1 (most serious/life threatening)    We upgraded hospital equipment and added a second MRI scanner. ambulance calls responded to  

  We launched a new process for gathering feedback from physiotherapy within target time of 8 minutes

patients, both outpatients and those on wards at the General Hospital and

  A new Health and Community Services Board was established, with 63%

Overdale.

the purpose of providing oversight of the department, shaping culture, Red 2 (situation is serious or could  overseeing risk and seeking assurance about the services provided by be life-threatening) ambulance calls  the department and the experience and safety of patients receiving the responded to within target time of  department s services. It met in public for the first time in July. 8 minutes

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Of all emergency admissions during    An amendment was made to the Control of Housing and Work Exemptions 2019 who had a previous admission  

(Jersey) Order 2013 by the Chief Minister, which enables children and young within 30 days, excluding oncology  people aged 25 and under of health employees who have Entitled, Entitled and maternity

for Work Only or Licensed Residential and Employment status, to access all

  New models of primary and intermediate care were introduced: 111

categories of employment in Jersey.

A new community service is available through selected GPs, which makes it easier for patients to get help with mental health problems before

they become more serious, and offers a range of community-based and individual actions.

A new service is available through selected GPs to support patients out

of hospital and back into the community. It means that patients can leave hospital earlier and transfer home with the right clinical and social support available.

The second phase of development of the EMIS platform was initiated, a digital platform for integrated care, which will facilitate information sharing and improved process flow between primary, secondary, Family Nursing and Home Care (FNHC) and Hospice.

  Plans for new models of primary and intermediate care have been devised

including:

Diabetic Supplies: to make access easier for diabetic patients to obtain the ancillary supplies they need, they have been made free of charge (funded by the Health Insurance Fund), dispensed from community pharmacies, replacing the paid for (subsidised) distribution from Overdale Hospital.

Shelter clinic: provide range of primary and specialist services for Shelter clients in dedicated clinic to improve access for vulnerable clients who often present with mental and physical healthcare issues.

Dressings: improve access to specialist medical hosiery for patients receiving care in the community through FNHC or their GP.

Babies admitted to the  Special Care Baby Unit

1,433

Referrals to the Adult Social Care Team

183,162 (19,205 DNA)

Number of attended outpatient appointments (and number of  "Did Not Attend"s)

39.6%

Of people waiting more than 90 days for an outpatient appointment

1,228

Referrals were made to Rapid Response and Reablement services with 77% of those referrals being accepted and treated

4.7 days

Average (mean) length of stay  for acute emergency admissions

  UGfanecsnilciethyr aefoldHru aloessdspecitsaaslr mec oe  mn t thmoe ef  dncecaevreed l .no Tep hemidse spn, rt wo o ghf ir  ct ahhme bm Arienc ugwt se i llt  oF egl noeaot brh  lemer o amd nue imll t  iw-ppi rt rohovi fn ee t dshseional 2.1 days services. Average (mean) length of stay  

for elective admissions

  We commenced an improvement programme to address long clinical

pathway waits, including improvements to outpatient services and better use

33.1 days

of our workforce and processes.

  The Health and Community Services and Children Young People and

Education Services departments are developing a joint transition plan for the Afovre Sraagmea r(meseaadnm) leisnsgiothnsof stay  Child Development Centre and Child and Adolescent Mental Health Service

(CAMHS) which sees closer working to support access and early help and

been appointed to further improve specialist access for healthcare. 86 intervention (prevention). In addition, a new Consultant Paediatrician has

  We are developing the connectivity of the hospital diagnostic labs to GPs People completed alcohol detoxes

for end-to-end electronic test requesting, processing and reporting. All

Digital MESH) and it is currently in pilot with two Island GP Surgeries (Island 525

technical components for the solution are now in place (connection via NHS

Medical Centre and Health Plus). Pilots (clinical trials) have also started for the Referrals to the Alcohol and Drugs  Radiology department. Service  

  Our ePrescribing project will mean we can move from paper-based to

electronic prescriptions and administration of medicines within secondary care. This will require a significant upgrade to the Wifi provision to support the project and future digital initiatives. The initiative started this year and will be delivered in 2020.

  A new digital stock control system (WASP) was delivered to Pathology to

provide electronic management of Pathology consumables and other items.

  The integration of the digital platform for integrated care (EMIS) was

completed and is live.

  We completed the EMIS contract renewal for five years and the scope of the

contract was expanded to include users in scheduled and unscheduled care. The Diabetes Centre is scheduled to go live on the system in early 2020.

  We started the upgrade of EMIS GP IT infrastructure for primary and

community care to enable Cyber Essentials and a modern IT infrastructure. We also deployed new tools for primary care to support the Jersey Quality Improvement Framework, and support for GPs to comply with NICE (National Institute for Health and Care Excellence) guidelines. Provision for targeted advice around Jersey formulary is underway and is expected go live in early 2020.

  A new system Ward watcher was delivered to the Intensive Care Unit (ICU) to

support more efficient reporting from the ICU.

  We have made preparations for the inspection of services for adults and

vulnerable children following the standards being released in January 2019.

  We developed and implemented an intermediary ambulance crew roster for

16-hour cover to reduce pressure on emergency frontline operations.

  We conducted detailed research into end-of-life choices in Jersey, including

issues associated with assisted dying and dying well.

  A new Damages Law was drafted and approved, which allows for changes

to the way damages payments are assessed and awarded, resulting in significant Government savings.

  We implemented a change in the system for organ donation, where there will

be an assumption in law that adults consent to donating their organs after death, unless they say otherwise.

What do we need to improve on?  

Although we have achieved a lot in 2019, there is still some way to go in  achieving our aims. The areas we will focus on for the future will include:

  Mental health services We recognise that the demand for mental

health services outweighs the available provision and that service users experience waiting times for primary care mental services that are too long. Based on take-up and customer feedback, we have identified the need for more proactive solutions like the Listening Lounge, which was launched in 2019, to help prevent mental health issues from escalating. For individuals with more complex cases, we need clear pathways for care which are integrated with other Government departments and our community services. We have also recognised the need for a Place of Safety' for Islanders experiencing acute mental health difficulties. 2020 will see the introduction of a Crisis Prevention and Intervention Service. This new service will support individuals at point of need through a multi-professional team approach. This will be linked to the Listening Lounge (which was launched in Q4 of 2019) and Jersey Talking Therapies. The service will cover the whole pathway for mental health care from prevention to intervention and recovery.

  Prevention  We need to continue to combat preventable disease

and illness by tackling the root cause of the problem and encouraging healthy lifestyle choices. We need to support Islanders in the community to prevent health issues from occurring and to support care closer to home. To aid this, we will continue to focus on the catalogue of screening programmes we offer to islanders which include: bowel screening, breast screening and cervical screening, and a range of inoculation programmes for both children and adults alike. We will continue to do all we can to ensure Jersey is "smoke free" through the offer of our Help2Quit service to Islanders. Pro-active communication campaigns will continue to ensure that Islanders know about these programmes.

  Increase of community services The development and ethos of

the Jersey Care Model will ensure that services to Islanders are as accessible as possible and, wherever possible, are delivered safely and appropriately in the community to ensure convenience. This is already happening with offers such as community physiotherapy and the Listening Lounge.

  Development of the Jersey Care Model Health and Community

Services will continue to further develop plans to ensure the Jersey Care Model is taken forward in 2020 - subject to detailed "stress testing" from expert health planners who are scrutinizing the proposed model. The Jersey Care Model aims to ensure that HCS can concentrate on offering both appropriate hospital services and services in the community so Islanders are receiving the treatment and support they need in the most appropriate location.

  Our Hospital The team in Health and Community Services will

continue to work with the Our Hospital project team to provide an effective "health brief" for this essential project to ensure Islanders and HCS colleagues who work in the hospital benefit from both a building and a clinical environment which fits their needs and is future-proofed. The Jersey Care Model project and the Our Hospital project teams will work closely together as we continue to build a health and social care system for Jersey.

  Patient Tracking List (PTL) We will continue to ensure that by

implementing an up to date Patient Tracking List, (on which work began in Q4 2019) waiting lists for operations, treatment and appointments are up to date and accurate so Islanders can receive the care they need as swiftly as possible. This will be applied to both our physical and mental health services to ensure parity with both physical and mental health.

  Our Estates  We will do all we can to ensure that the environment for

our patients and staff is as good as it can be to work in and be cared for in - we want to provide treatment and care in the best possible setting. This is especially true of our mental health services. 2020 is a key year for an upgrade to our mental health services estate for inpatients and we will be offering regular updates on this in 2020.

  Partnership working We will continue to work with our skilled, expert

colleagues in the community and voluntary sector and in Primary Care to ensure that we offer Islanders the best skills and choice across the Jersey health and social care system. This is a key part of our work as we seek to develop the Jersey Care Model.

  Recruitment and retention of staff If we are to offer the best

treatment and care to patients and clients, we need to recruit and

retain highly skilled professional colleagues for both our hospital and community services. We will do all we can to support "home grown" recruitment while also ensuring we attract colleagues we need for their expertise from the UK and further afield. We welcome colleagues from a diverse range of backgrounds for their skills and experience.

Detailed information and plans to progress the above improvements are contained in the Government Plan 2020-23.

Sustainable, vibrant economy and skilled local workforce

How is Jersey doing?

872 72 51 £4,707m

People registered as  Productivity per  Productivity per  Total GVA (basic) in real actively seeking work   FTE (£ thousand)  FTE (£ thousand)   terms All sectors

at year end   All sectors Non-finance sectors

1,270 37 £58m Agriculture

sector People employed  P(£r othdouucstiavnitdy )per FTE  Contribution to GVA

5,990 59 £335m Construction

sector People employed  P(£r othdouucstiavnitdy )per FTE  Contribution to GVA

13,680 143 £1,843m Finance

sector People employed  P(£r othdouucstiavnitdy )per FTE  Contribution to GVA

7,270 46 £314m Wholesale  

and retail sector People employed  P(£r othdouucstiavnitdy )per FTE  Contribution to GVA

6,400 38 £212m Hospitality

sector People employed  P(£r othdouucstiavnitdy )per FTE  Contribution to GVA

Other sectors not shown include: Manufacturing, Electricity, gas and water, transport, storage and communication, Other business activities and Public administration. For a full breakdown per sector, see the GVA and GDP 2018.

The data presented is the most recent available annual data value as at 31st December 2019. The symbols next to the data signify whether there has been a 35 positive/negative/no significant change in real terms.

Sustainable, vibrant economy and skilled local workforce

What difference did we make this year to creating a sustainable, vibrant economy and skilled local workforce?

The Government plays an important role in the ongoing sustainability

of our economy both directly, through the development of appropriate policies, taxation measures and support for local business, and indirectly via grants and financial support to arm s length organisations, such as Jersey Finance and Digital Jersey. Both Jersey Finance and Digital Jersey carry out many programmes to support industry deepening and resilience and the development of skills in the Island to support economic growth. This year saw the opening of the Digital Jersey Skills Academy, which aims to grow digital skills in Jersey, and a substantially increased hub and office space, to support the Island s digital growth.

Key to attracting businesses and skilled workers to Jersey is its vibrant culture. This year the States Assembly agreed to increase funding for culture, arts and heritage to 1% of overall States revenue expenditure by 2022.

Extensive planning has continued throughout the year, focusing on the UK s exit from the European Union and how this would impact Jersey. Ministers and officials from across Government have worked closely with colleagues in the UK and the other Crown Dependencies to

ensure that Jersey s interests are considered throughout this complex process. A particular focus of this work has been on the implications of a possible No Deal Brexit, and a cross-Government working group of officials was formed to mitigate any potential disruption to the Island, our community and our economy. The programme of work, focusing on the future relationship between the UK and the EU, and how Jersey will feed into future partnership negotiations and capitalise on future trading opportunities with global markets, is also in train.

Here are just a few ways in which we worked together to create a sustainable, vibrant economy and skilled local workforce in 2019.

Let s Talk Trade Consultation

During the summer, we carried out an Island-wide consultation, focused  on Jersey s trading relationships after Brexit. The consultation aimed  

to inform industry, businesses and Islanders about the Brexit-related  

changes to the UK s future international trade policy, and what this could  Let's talk Trade mean for Jersey. It also sought views from stakeholders on: Cthoe Gnsuolvtaetrinomn erenst opof Jnseer sferoym

  the priorities to share the Government s approach to international trade

  the principles-based approach that the Government is currently taking

on external trade.

Let s Talk Trade was formally launched at the Government s Jersey Brexit  

Ready event, the focus of which was both preparing for a possible No  

Deal Brexit, but also how Jersey should position itself in a post-Brexit   trading world. During the launch event, we held several workshops with

the joint-Jersey Business/Government session attracting more than 160

local business representatives.

The consultation asked stakeholders for their views on a wide breadth of trade-related matters including goods, services and the Island s future relationship with the EU and offered the opportunity for respondents to submit their answers to gov.je/letstalktrade.

So far, the Government has received more than 600 responses, which is one of the largest public consultation responses that has ever been achieved by the Government.

Jersey Met Office developing services to enable Jersey  businesses to work more efficiently

Jersey Met is developing services which are enabling Jersey businesses  to work more efficiently. The decision to make the high-quality radar  freely available via the gov.je/weather website provides an excellent  quality service to the farming and building communities. This has led the  Jersey Met team to develop more detailed forecasts to supplement the  radar, and these will become available in 2020. Not only will this help  the farming and building businesses to plan their week ahead, but it will  also provide an enhanced planning service for the community, helping  everyone to make better decisions for activities at the weekend.  

Foundations a vocational employment scheme

The Foundations programme was established by the Back to Work team to help support unemployed Islanders to gain the skills and confidence to move into employment. Over the past year it has provided vocational opportunities in three sectors:

  Environment working in collaboration with the National Trust to open

up and maintain Jersey s green spaces

  Office administration scanning paper documents to digitise records

  Manual work assisting charities to refurbish and maintain their

premises.

Over the past year, 27 people have been supported into open employment from the programme. As well as helping them to move into paid employment, the programme has also benefited the community and reduced the income support bill, funded by taxpayers. Among the initiatives that they were involved in were:

  Refurbishing the JSPCA cattery, the Jersey Air Cadets Training Centre

and the Art Therapy Centre

  Digitising all outstanding Social Security paper records

  Managing green areas of Jersey s coastline, valleys and meadows,

which encourages indigenous wildlife to return.

How are our services performing when it comes to  creating a sustainable, vibrant economy and skilled local  workforce?

International profile Overall performance

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Ministers and other senior Parliamentarians across the UK political spectrum. New laws passed to support Brexit  This was effective in mitigating a repeat attempt to legislate for the Crown legislation changes

Dependencies on the subject of public beneficial ownership registers.

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(BOI) with EU tax and law enforcement authorities, the Crown Dependencies Applications to the Brexit

made a joint policy announcement that they wished to further develop the settlement scheme

accessibility and transparency of their BOI company registers in a way that

4

is in line with the principles of the EU fifth Anti-Money Laundering Directive

(AMLD 5).

  This has also included Jersey Ministerial attendance at the major annual

party conferences, alongside regular meetings in Westminster, including participation in the All-Party Parliamentary Group on the Channel Islands. We also engaged regularly with officials in UK Government departments across Whitehall, both in London and by hosting visits to Jersey, to ensure that our Brexit objectives are met, our interests are taken into consideration, and

our planning for a potential No Deal is in line with that of the UK. We have continued to work to minimise any potential disruption to the economy as a result of Brexit.

International agreements concluded with target markets  to enhance political, commercial and cultural cooperation

18

Ministerial meetings in Brussels with Guernsey

  External Relations has also continued to lead on implementation of the

Government of Jersey s Global Markets strategy, increasing Jersey s visibility, access to decision makers, and business flows with priority high growth markets outside the UK and EU. This included delivering more than 20 inbound and outbound visits to foster closer relations with Global Markets and negotiating a suite of new international agreements.

  We have secured extension of the UK s World Trade Organisation (WTO)

membership to Jersey following the UK s departure from the EU. This ensures that Jersey companies will have access to global rules on the trade in goods, services and intellectual property with other WTO members, including EU Member States. This represents the conclusion of a process to achieve extension of the UK s WTO membership that has been an objective of the Government of Jersey for more than 20 years.

  A dedicated One Government team prepared Jersey for exit from the EU

without a deal on three dates in the year, thereby mitigating the potential impact of no deal on supplies to the Island including medical supplies, on vulnerable people, and on critical national infrastructure. This was a complex exercise supported by a ReadyforBrexit consultation and media campaign, and by cooperation from a wide range of sectors in business, government and civil society.

 The Bureau des Iles Anglo-Normandes (BIAN) led work to ensure Jersey and La  

Manche/Normandy renewed their partnership agreement to enhance regional  relations. The jurisdictions will continue to work on developing trade, initiating  digital opportunities, encouraging sustainable educational links and enhancing  social events through cultural diplomacy.  

 The Jersey EU Settlement Scheme for EU citizens by the end of the year had  

attracted over 10,000 applications, of which 40% had been processed.

 In 2019, the Global Markets team improved access to decision-makers and  

increased Jersey's visibility amongst the diplomatic community by facilitating 13  meetings with Ambassadors and High Commissioners in London and by securing  meetings with Ministerial-level representatives from at least 10 different priority  Global Markets.

Overall performance

I n  cTrheeasJinegrs eJey rLs oe ny d'so vnisOibffiilictye coordinated roundtables with key figures from  27

all sides of the UK Houses of Parliament, covering issues including Brexit,  Inbound and outbound visits   beneficial ownership and the constitutional relationship between Jersey and  to foster closer relations with   the UK. Global Markets  

 We continued engagement with the All-Party Parliamentary Group on the

Channel Islands, including hosting seven Parliamentarians in Jersey to coincide with Liberation Day 2019.

 We worked in tandem with Jersey Finance to produce an advertorial in

Prospect Magazine to explore the role of responsible modern finance centres such as Jersey.

 Channel Islands Brussels Office (CIBO) produced and distributed targeted

briefing notes aimed at EU 27 interlocutors on Brexit, tax, financial regulation and tackling financial crime.

27

Positive or neutral news stories related to Jersey s engagement with Global Markets from May to December 2019

 We corresponded with key Ministerial appointments in the reshuffle following

Boris Johnson s appointment as Prime Minister.

 We hosted two EU Ambassadors in Jersey, from the Netherlands and Austria,

and official-level visits from France, Germany and the Faroe Islands, as well as outbound officer visits to France, Portugal and Malta.

 External Relations enhanced Jersey s profile and identity with EU Embassies

in London through six Minister-Ambassador meetings, for instance with Switzerland, and held official-level interactions with all European priority countries.

 With the EU Institutions, two joint Ministerial visits with Guernsey (January

and September) and senior official level meetings with the European Commission s leads on anti-money laundering (February), data protection (March) and tax (November), and with the European Investment Fund in Luxembourg (June); and the European Securities and Markets Authority (ESMA) and the European Banking Authority (EBA) in Paris (November).

 Led by Bureau des Isles Anglo-Normandes (BIAN), we successfully engaged

with the newly formed French All-Party Parliamentary Group on the Channel Islands as well as French Senators (upper house) and former French Ministers, furthering goodwill and understanding of Jersey in France.

 Jersey hosted inbound diplomatic visits by the Consul Generals of Poland

and of Germany and promoted the smooth introduction of Jersey s EU Settlement Scheme.

 The Chief Minister signed a Portugal Education Agreement, which will see

continued cooperation and support for Portuguese children in Jersey.

 We hosted two significant stakeholder events: a European Ambassadors and  

high-ranking officials dinner in London; and a European Honorary Consul  reception in Jersey.

 We held a successful programme of inward visits to Jersey, including the  

UK-India Business Council, the Bahrain Economic Development Board, a  Japanese Embassy FinTech delegation, the Chinese Education Association  for International Exchange, and a SelectUSA commercial delegation.

 We actively engaged with the Jersey diaspora in the UK, via membership  

and Vice Chairing of the Jersey Society in London, including attending  quarterly meetings, Council meetings and other social events.

Improving access to decision-makers in other jurisdictions

 The Global Markets team improved access to decision-makers and increased  

Jersey's visibility amongst the diplomatic community by facilitating 13  meetings with Ambassadors and High Commissioners in London and by  securing meetings with Ministerial-level representatives from at least 10  different priority Global Markets.

 We widened engagement with UK Opposition Parliamentarians, including  

meetings with Labour frontbenchers.

 CIBO developed a targeted engagement strategy for the new EP, beginning  

with written approaches by CIBO in September to 20 key MEPs on the ECON Committee.

 Ministerial attendance at French international commemorations alongside

other Heads of State.

 The Minister for External Relations visited Paris to meet the Minister for

European Affairs, Nathalie Loiseau, while the Minister for Infrastructure visited the Netherlands to meet the Dutch Cycle Embassy.

 Ministers attended the World Government Summit in Dubai and the

SelectUSA Investment Summit in Washington.

 Ministers also visited the USA, UAE, China and South Africa (World Economic

Forum).

Facilitating business flows

 Jersey and Bahrain signed a Memorandum of Understanding to work

together on digital innovation, to encourage more women into the digital sector, and to help entrepreneurs to create digital businesses.

 Jersey and Rwanda signed an Addendum to the Memorandum of

Understanding signed in 2016 to build and expand on existing cooperation.

 The Chief Minister signed a Memorandum of Understanding on educational

cooperation with the China Education Association for International Exchange.

 We concluded negotiations with the UAE on Jersey s first-ever Bilateral

Investment Treaty breaking new ground with an innovative type of international agreement.

 We also secured removal from the Croatia blacklist confirmed at January

Ministerial meeting with the Croatian Permanent Representative to the EU, and were informed of the planned removal from Lithuania s list at September ministerial meeting with the Lithuanian Permanent Representative to the EU.

 We have helped alleviate Brexit concerns over regional trade by leading

discussions with French regional authorities. The French confirmed they intended to assign a status to certain French ports to help continuity of trade between the Channel Islands and France post-Brexit.

  We provided bespoke support to over 20 Jersey-based non-financial

services businesses, giving in-depth analysis on specific markets and signposting them to overseas agencies that assist with in-country business development.

Alignment with international standards

  EU Finance Ministers (ECOFIN in March) formally confirmed Jersey s

position as a cooperative jurisdiction, following the introduction of economic substance legislation.

  The OECD s Forum on Harmful Tax Practices conducted a review of Jersey s

tax regime and assessed it as not harmful its highest-possible rating.

  Jersey received top ratings in April 2019 for its trust company regulation

following the first evaluation of regulation and supervision in Jersey by the Group of International Finance Centre Supervisors (GIFCS).

  The United Nations Office on Drugs and Crime recognised the Framework for

Return of Assets from Corruption and Crime in Kenya (FRACCK), an innovative approach to asset return and an example of international best practice.

  Officials from Jersey and Kenya engaged in capacity building activities

and training as part of a shared commitment set out in the Jersey-Kenya Memorandum of Understanding to tackle financial crime and corruption.

  We amended the Data Protection (Jersey) Law 2018 to ensure the continued

free flow of personal data with the UK under any Brexit scenario until December 2020.

  We provided information to the European Commission to assist in the

evaluation of Jersey s data protection regime against EU standards (the General Data Protection Regulation -GDPR). Confirmation that Jersey continues to meet essentially equivalent standards ( adequacy ) should ensure the continued free flow of personal data with EU.

  We developed, with the Jersey Office of the Information Commission (JOIC),

a new fee model to enable appropriate regulation under the new data protection regime.

  The Sanctions and Asset-Freezing (Jersey) Law 2019, a key piece of financial

crime and Brexit legislation, which will ensure Jersey can continue to enforce sanctions following the UK s exit from the EU, received Royal Assent.

Jersey Overseas Aid

  JOA became the largest non-UN Member State donor to the UN s Country

Based Pool Fund funding mechanism, ensuring Jersey s humanitarian contributions reach those most in need as quickly as possible.

  Jersey s largest-ever training and artificial insemination programme was

launched in Rwanda in partnership with the RJA&HS so that a life- changing female Jersey calf will be born on average every hour for the next three years.

  JOA launched two new bursary schemes, providing financial support for

school leavers, career changers and professionals wishing to contribute towards a development programme and gave more to local charities working overseas than in any previous year.

  A third Jersey resident joined JOA s internship programme. The scheme

provides rare and invaluable experience for Islander s wishing to pursue a career in International Development, including a six month placement overseas.

  Three teams of Islanders volunteered in Tanzania, Kenya and Lebanon,

constructing water infrastructure at a school, building a Sand Dam and providing one-to-one care for profoundly disabled people.

40%

Increase in allocations to local charities working overseas

3  

Allocations to UN Country Based Pooled Funds

14

Projects funded under JOA s £8m Financial Inclusion partnership with Comic Relief, which is transforming lives in Sierra Leone, Rwanda and Zambia.

  JOA introduced additional measures to increase the accountability

and effectiveness of aid, and focused Jersey s development work overseas on just three keys areas where Jersey can add particular value: Dairy, Conservation, and Financial Inclusion.

  Jersey s enhanced dairy cooperation with the Rwandan Minister of

Agriculture was reviewed and the Jersey Africa Forum was launched in Kigali, to enable African countries to take advantage of the Jersey breed. A conference on Dairy for Development was attended by 120 people from 19 countries.

  JOA hosted two inward visits by senior World Bank officials and

attended the global Consultative Group to Assist the Poor (CGAP) donor meeting, to help deploy Jersey s expertise and capital in the provision of financial services for the poor.

  Jersey was represented on advisory board of the UN s Syrian

Humanitarian Fund and NGO-led Start Fund advisory council.

  The JOA Minister, Commissioners and officials visited Central African

Republic, Kenya, Lebanon, Nepal, Malawi, Ethiopia and Rwanda, inspecting projects, visiting charities and holding meetings with UN and government officials.

  The Jersey International Development Network was inaugurated with

a series of talks and events to increase public understanding and to help individuals, charities, firms and philanthropists get involved with overseas aid.

  JOA introduced a new Grant Management System to improve

oversight and accountability for ongoing projects and grantees.

Economic Growth Overall performance   With the support of Government, Digital Jersey opened a new tech co- 662

Digital and telecoms

working space and research centre for digital innovation at Red Houses. The Digital Jersey membership Digital Jersey Xchange (DJX) is based at the JT South Exchange in St Brelade

and aims to exploit opportunities created by the growth in internet-enabled

devices, using the Island s world-leading connectivity, including the fibre

network.

  Additional Government funding was secured to expand the Digital Jersey

Hub in St Helier, taking space in the next door building, growing desks and event space and creating meeting rooms and small offices for the increasing membership.

  We conducted a feasibility study into a joint Channel Islands Computer

Emergency Response Team (CERT).

  We launched the second Island-wide cyber security maturity assessment.

  In conjunction with partners, we conducted regular cyber security awareness

sessions and training campaigns for local businesses.

  We held a conference with the UK s National Cyber Security Centre (NCSC),

to raise awareness of the importance of cyber security for businesses and the services that the NCSC offers to businesses in Jersey.

  We continued to implement the Telecoms Strategy.

  We worked with CICRA and other key partners to facilitate the testing of 5G in 2019 and allow for the release of the spectrum for commercial 5G from 2020.

  We made changes to the Electronic Communications (Jersey) Law 2000 to

enhance the ability of organisations to conduct business electronically in Jersey.

  We formed the Technology Advisory Panel to support the formation and

evolution of policy and legislation related to the Government s digital ambitions.

Financial services

  With the support of Government, Jersey Finance opened a New York office.

  We prepared for the Moneyval assessment, including National Risk

Assessment, legislative and policy development and resource adequacy assessment.

  We developed legislation as a basis for updating the Registry, in preparation

for consultation and implementation in 2020.

  We continued to develop Jersey s approach to regulating pensions and

consumer credit.

  We developed objectives for Jersey s finance industry ahead of participation

in a trade agreement between the UK and the EU.

  We continued to support development of Jersey s Sound Business

Practice regime.

Agriculture

  The Cultivate Young Minds programme held an event for school students to

meet representatives from the agriculture and horticulture industries, from Jersey and the UK, to gain a deeper understanding of the island's rural culture and the career opportunities in this sector.

  We welcomed scientists from Cranfield university to discuss the latest

practices in pesticide and fertiliser use with our teams and members from the potato and dairy industries and Jersey Water.

Tourism and hospitality

  We published an update to the Jersey Destination Plan. The plan sets out

the shared vision and actions of the Government, Visit Jersey, the hospitality industry, and the wider Island to drive forward and improve productivity in our tourism and hospitality sector. An interdepartmental officer group was created to establish a viable and responsible industry for the growth and production of medicinal cannabis as part of the Rural Economy Strategy.

Overall performance

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economic framework. Inward investment  

  A Political Oversight Group was established for the Future Economy businesses approved  

Programme, which will deliver an economic framework for Jersey. The

158

programme aims to work across Government and with industry to identify

opportunities and challenges for sectors and across our economy. Plans will

be developed to maximise opportunities and mitigate challenges to improve

productivity. This will drive the creation of a sustainable, vibrant economy and Enquiries received by  

a skilled local workforce for the future. Locate Jersey for businesses  

considering relocating to Jersey

  We submitted plans to establish a Productivity Support Scheme, which would

21

be open to applicants from all of Jersey s sectors for financial support to

deliver transformational initiatives to improve their productivity.

  An Inflation Strategy Group was established to consider and develop any Residency applications from high  

appropriate policy responses to support the Government s commitment to low net worth individuals approved and stable inflation.

  Waded irnetsros dthuec eedx pae ncetawti oTnasx aotif o t nh e(C E oUm Cpoadniee  so f CEocnodnuocmt Gicr Souubps otannBcues) iLnaewss to 8%

Taxation that relevant businesses can demonstrate adequate economic

Increase of visitors to Jersey substance in the Island. based on previous year

  We worked with the OECD to ensure Jersey s compliance with its own

  We introduced changes to competition legislation to include a new 96%

taxation assessment work on substance .

jurisdictional threshold test for mergers, a block exemption for certain vertical New business licenses arrangements, a formal settlement and commitments procedure, and a review issued within SLA

of the framework for market investigations.

  Following market research highlighting consumer demand, we liberalised

Sunday trading, from the end of November 2019. We continued the development of a legislative framework to support growth opportunities.

Skills and employment Overall performance

  WtUhneei vCdeehrlsaivinteyn reaenldId sa laU Cnnidivv iGel Errsonitugypi nCeo oef llPr einr gogefeHJsiesgirhoseenray ,lAwEpniptghreinGneoteivcr ees rs, nhLmoipne idnnot pnfua Snrtdoniuentrghs bhfoaiprn   7kw5it%h of 28%

the cost of the course. Leadership positions (Civil service  grade 15 or equivalent and above)  

  Changes to the Control of Housing and Work Law were made to allow across Government are occupied  

children of key workers (nurses, midwives and social workers) to work in by women

Jersey without the need for five years residency.

  Tcohuer Wseo amimene din a Tt ebcr hin gg rinogu pm oofftheerersdbaa fcrke ein, tGoo thveer wnmoreknptl-ascpeo,n asnodre tdo, hteenlp-w  eek 89%

women to develop their technology skills.  Job starts achieved against target

  We launched one of the largest recruitment campaigns the Island has ever

seen for social workers Let s Be Honest . The campaign aims to build a more permanent and highly-skilled workforce of social workers.

  A new BA in Social Work degree, run by University College Jersey at

Highlands College, was rolled out and all places were filled.

  We amended the Jersey Immigration Work Permit Policy to allow 130 work

permits to be made available to the agriculture industry and to allow the hospitality industry to employ up to 150 non-EEA (European Economic Area) hospitality workers, for a nine-month period.

  The Migration Policy Development Board (MPDB) published an interim report

summarising its research on migration controls and how any changes could

be used to help reduce the Island s reliance on inward migration.

  The first-ever Zest Festival was held, celebrating all that is new and exciting

about the hospitality industry in Jersey, as well as providing upskilling sessions for those already in the industry including butchery, fishmongery and sustainability.

  We increased the number of industries from four to eight working with Skills

Jersey in action groups to identify and close skills gaps.

  We delivered Jersey s first annual skills and employability conference.

  We created the Festival of Engineering to promote careers in this industry.

  We launched new apprenticeships for Child Care, Therapeutic Counselling,

Chartered Management Institute (CMI) Business Management and Horticulture.

  We successfully ran a World Youth Skills Day campaign to promote differing

careers open to the youth of Jersey.

  We delivered a week-long Festival of Learning for adult learners and career

changers.

  We delivered a week of careers talks with local professionals during National

Careers Week.

  We delivered the biggest and most successful Skills Show ever, to promote

all the career pathways open to all Islanders.

  We delivered numerous skills holiday camps in carpentry, culinary arts and

digital creative sectors to give secondary school students a chance to get hands-on experience in these areas.

  With the support of Government, Digital Jersey launched the Digital Jersey

Academy to deliver working age digital training to fill industry skills gaps.

  Dofi gthiteal Dskeislli sg nst, r Eantegginye we or, rCk oisn ost nrugcoti n(DgE, aCn) dp rsocghroaomlsmhea.ve taken up the delivery 72%

  We consulted on and launched a Post-16 Education Strategy. Sustainability of permanent Job    We carried out the initial evaluation of the current Higher Education provision Starts > 6 months  

and funding model.

  Wstrea taergeyd, teov eulnodpeinrpgi na nth Iesl adnedv-ewloidpemEenntte orpf rais oen aen-sdt oEpmsphloo yp e f ro Er  na gll abguesmineens ts 170

skills and development needs. Students taught by Digital Jersey

  Fees collected from businesses employing non-local staff have been used

to fund training and support for local residents and businesses, focusing on industries with recognised skills gaps, such as care, hospitality, manufacturing and retail.

Entertainment, culture and arts Overall performance

  Tbhoraered oVfi sJite Ersnegyl asn adt t ra t ch teio  nJe s r hs ae vy e M gu as ine eu dm , n Laati oHnoaul greu ce o Bginei taion nd   bHya tmoup rt iosntne. 211,853

  Archirondel Tower refurbishment was completed to allow Jersey Heritage Visits to Jersey heritage sites  

to let the tower. and 13,947 Jersey Heritage

  We completed the stabilisation of the 190,000-year-old La Cotte de members

St Brelade.

  Tohne yreeawr.as a three-fold increase in the number of Jrriais students year 380,000

Visits to Jersey Library   A Proposition was overwhelmingly adopted by States Assembly requiring the

public sector to promote Jrriais and an amendment passed to recognise

Jrriais as an official language of the States Assembly.

  There was increased participation in the Jrriais section of the Jersey

Eisteddfod 2019.

  To encourage equality, diversity and inclusion, Jersey Arts Centre has:

Increased the number of wheelchair user spaces

Run British Sign Language Interpreted performances for longer

Provided open access (no auditions) for Junior Drama, youtheatre, ACT, and Brighter Futures theatre companies

Given subsidies for overseas cultural exchanges with youtheatre

Given a fee/subscription waiver to those accessing the above companies, where identified and necessary

Fitted hearing and induction loop facilities Provided complimentary tickets for carers Conducted orientation visits upon request.

  ArtHouse Jersey is establishing a version of its Artist Lock-In, by piloting the

scheme with a primary school which will be rolled out further.

What do we need to improve on?  

The areas of focus for the future will include:

  Migration  We need to continue to manage the demand for inward

migration and the impacts on the population. We must develop a clear way forward through the migration policy.

  Productivity There have been positive increases from 2018 to 2019

in the Finance and Hospitality sectors, although productivity in other areas continues to decline. The Government plays an important role in supporting economic growth in Jersey which is linked to a productive and effective workforce. In 2019, plans were finalised to begin the process of improving productivity including the development of an economic framework to support productivity improvements and sustained economic growth.

  Economic framework  Significant efforts are being made both by

Government and through Arms-length organisations (ALOs) to make a shift to address productivity issues, diversify the economy and address skills shortages which risk future growth potential. These are large scale and multi-faceted issues which require cross collaboration between industry, Government and associated bodies to address. Measuring and monitoring the performance of Government services in this is complex and requires more specific definition of the performance measures appropriate, which is an additional aim of the economic framework.

  External Threats We need to continue to manage the impacts of

external global economic changes on our Island.

  Skills Tactical change in 2019 aimed to target key areas of skills

shortage whilst also providing general engagement on careers and skills on the Island. Strategic change is required and is planned for 2020 and beyond.

Detailed information and plans to progress the above improvements are contained in the Government Plan 2020-23.

SPOTLIGHT ON

Island maintenance

The Government contributes to managing and improving the built environment in our Island through:

  managing and maintaining the Island s public parks, gardens, playing fields and

other open amenity spaces

  cleaning public buildings, highways, beaches and promenades  collecting and disposing of refuse and waste.

37,403 16% 100%

Tonnes of refuse collected Proportion of road network  Pumping stations reactive  

requiring resurfacing maintenance completed within target

70% 1,840 1,903

Pumping stations planned   Bedding plants were planted  Love Jersey reports were logged maintenance completed within target in main parks by Islanders*

*The Love Jersey app and website provide Islanders with the means to report faults directly to Government and parish service providers and to track the response.

Household Reuse and Recycling Centre

Throughout 2019, La Collette made significant progress as Jersey s one-stop centre for waste management.

Sites for the disposal of clinical waste and commercial scrap metal were both opened at La Collette, enabling more waste to be managed from the area. When the purpose-built metal recycling centre opened in October, it was the final piece of infrastructure needed to create a single location for waste management.

We also adapted the Household Reuse and Recycling Centre and Household Green Waste Reception s customer opening hours in response to public demand. Research showed that the majority of customers primarily used the waste and recycling facilities during the weekend and that longer Sunday opening and a later closing time on weekday evenings would be welcomed. In addition, our Household Reuse and Recycling Centre team were nominated and won the Customer Service Employees of the Year award at the Pride of Jersey Awards.

A third of the Island s waste is recycled, while the non-recyclable waste is collected by parishes and commercial operators and taken to the Energy

Recovery Facility at La Collette, where its incineration generates enough electricity to supply 10,000 homes in Jersey. The ash that is left is then exported and repurposed into a building material, which is used in the construction of roads, pavements, bridges, car parks and footpaths in the UK.

Reduce income inequality and improve the standard of living

How is Jersey doing?

£680

Median weekly household income after tax and benefits (real term)

23%

Islanders living in 'relative low income' households (after housing costs)

10%

Increase in private rental prices on previous period (Oct Sep)

31%

Islanders who report having been discriminated against  in the previous 12 months

0.2%

Decrease in real term average earnings

13%

Islanders living in 'relative low income' households  (before housing costs)

64%

Adults who are 'very satisfied' with their housing

30%

Households who find it  

 quite difficult or very difficult to cope financially

18%

Net housing supply that is affordable

252

Complaints to  Environmental Health regarding rental dwellings

Reduce income inequality and improve the standard of living

What difference did we make this year to reduce income inequality and improve the standard of living?

Addressing the key factors that influence household income is a priority for the Government. The Back to Work programme is continually evolving to support Islanders who are actively seeking work by removing barriers to employment. Initiatives such as Foundations which provides paid vocational work experience for up to six months on projects that benefit the local community have proven to be a successful stepping stone into employment on the open market.

The Government provides a financial safety net for Islanders who need

it most, when they need it, through Income Support. However, our aim

is to help families to increase their earned income, so they can become financially independent, wherever possible. The 2019 uprates of the

value of Income Support were aligned to these aims, along with the priority to put children first, providing families with a further £260 a year, and allowing workers and pensioners to keep more of their own earned income.

Here are just a couple of ways in which we worked together to reduce income inequality and improve the standard of living in 2019.

Case Study 1: Living Wage employer

The Government is leading the way to become an employer of choice, having been accredited by the Living Wage Foundation for consistently paying our employees across the organisation above the living wage

thresholds. In September, a plaque from the Foundation was unveiled in  our Broad Street office reception by the Chief Minister, Senator John Le  FondrØ.

It s also hoped that by promoting the living wage the Government will lead  by example and encourage other Jersey organisations to sign up to it.  Embracing the principles of the Living Wage Foundation, the living wage  is now a requirement for all Government contracts where the service  

is carried out on Government premises for more than two hours a day,  

or more than eight hours a week, for eight consecutive weeks. Existing  contracts are being updated as they are renewed, with a final target date  

of August 2024.

The Jersey Living Wage Campaign Team Leader, Jennifer Bridge, said: I  am thrilled that the Government of Jersey has adopted the living wage.  We champion the living wage as we want all members of our community  to have the opportunity to live with dignity and, especially those on the  lowest wages, to climb out of poverty and thrive within our community.  

Case Study 2: Closer to Home

Closer to Home is a partnership approach to delivering services and activities for Islanders at existing community venues around the Island. Following a successful trial period at Communicare Centre in St Brelade, a number of new venues were added during the year. A wide range of partners from the voluntary and community sector, as well as Government services, are delivering health, wellbeing and social activities, clustered together, making it easy for customers to access a range of activities and support in convenient locations.

By working collaboratively with the parishes and local charities, we are able to deliver preventative services and early interventions to customers who need it most. Activities and services are grouped according to the age of their intended audience. Feedback from customers and partners has been very positive and the initiative will be expanded further in 2020.

How are our services performing when it comes to  reducing income inequality and improving the standard  of living?

Income inequality Overall performance

 WJHeoeruscesoiynm.gTmhQiesu sainiolidtnyeepNdee antw dweoidnrket  ,r - rre eav ncie ogwmin, mg le  erden vbdieys wcP h r ooaffneagsciscnoegrs  tTsh i etmo eosltiohgcyibi aBill ir  thoyow cunrs i  tioenf rg it a hi nefo  r  18%

social housing, as well as revising the current banding system used to assess  Net housing supply that is  applications. The Minister for Children and Housing published a response  affordable

and next steps in implementing recommendations.

 Wdeovrekl ocop mm menet n ocfe adnoenwahroemvieelwe sosfn he os ms set lr ea st se ng ey s fso, rw J he ir cs he yw.  iAll s in o fon re m o tf h t eh e  465

first actions of the review, a Homelessness Cluster has been set up. The  Net additions to the   Cluster will provide an opportunity for local organisations and agencies  housing supply

involved in homelessness support to come together and discuss the issue of  

homelessness in Jersey, further develop existing relationships and explore  3,212 opportunities for improved working practices. The Government Plan identifies  

funding to establish a Housing Options service to provide support, advice  

Rent safe dwellings

and guidance on all housing issues including providing help to those who are  

homeless or at risk of homelessness.

 Andium Homes and housing trusts began a three-year process to deliver  

600+ new affordable homes (social rented and assisted purchase).  

 Andium Homes achieved its target of 100% of properties meeting the Decent  

Homes Standard by 2020.

 Andium Homes joined the rent safe scheme, bringing the largest provider of  

social housing onto the scheme which protects tenants.

Social inclusion and removal of barriers to work Overall performance

 15 celebrants were sworn in to conduct non-religious weddings. The decision

to create these new roles was made following public consultation and to allow the public to choose their own wedding celebrant.

 Jersey s first humanist wedding took place, following changes to laws in

2018. The service was conducted by civil celebrant Gill Hayes.

 The States of Jersey Police launched a new text service for those who are

deaf, hard of hearing or have severe speech difficulties, to enable them to report emergencies.

28

Difference between % of disabled islanders with a life satisfaction score of 7-10 and the rest of Jersey's population

 The States of Jersey Police launched a new Island-wide campaign in June

to increase awareness and understanding of hate crime. Developed with community groups, the campaign featured Jersey victims and community leaders talking about their experiences of hate crime in the Island.

 Ongoing work was carried out to register charities, so that public trust and

confidence in the charitable sector is protected.

 Work on developing the Island Plan was designed to include consideration of

children and older residents.

 Proposals were approved to extend family-friendly employment rights in the

Employments Law, including up to 52 weeks of parental leave for all parents and new breastfeeding rights.

What do we need to improve on?  

The areas of focus for the future will include:

  Due to the ageing demographic, we need to plan now to support

workers to take steps so that they will be more financially independent in their old age.

  We need to continue to develop a housing policy to plan for an

increased demand for affordable housing in future years. Although

the quality of social housing has improved, the strict eligibility criteria currently limit the number of social housing tenants. We need to increase the availability of social housing as well as improving standards for private sector tenants. Home ownership is increasingly out of the reach of working families and we need to investigate schemes to help increase the number of first time buyers.

  We need to develop new ways of improving community-based

services and supporting inclusion and diversity. Funding for the Disability Strategy will be available from 2020 and we must ensure that Government support is provided in areas where it will make a real difference to disabled people. There is increasing awareness of the need for Government policies to take account of inclusivity and diversity issues and we need to work with business and community organizations to support positive steps in these areas.

  Our benefit rules for incapacity are old fashioned and often do not

support workers to remain in employment. We need a thorough review of incapacity benefits, working with the new Jersey Care Model and drawing on international evidence, to design new benefits that are fully supportive of workers who have a health condition.

Detailed information and plans to progress the above improvements are contained in the Government Plan 2020-23.

SPOTLIGHT ON

Traffic and roadworks

10,039 5m £47m

Vehicles recorded in morning   Bus journeys Carriageway maintenance back peak traffic on nine main routes  log as at end of 2019

towards St Helier

5.24 31.6yrs

Miles of roads resurfaced  Return period for resurfacing and strengthened and micro asphalt

Roadworks

During 2019, Growth, Housing and Environment continued to ensure that the Island s road network remained safe and fit for purpose. Through dedication and innovation, GHE were able to ensure that some of Jersey s busiest roads would be fit for decades to come.

When working on such major arteries as Route des Quennevais, Longueville Road, Five Oaks and Rouge Bouillon, we did our best to keep disruption to a minimum. Roadworks were carried out during school holidays and weekends where possible and, during the busiest times of the working week, activity was minimised to give motorists a smoother journey to work.

Often work was hampered by exceptionally heavy rain and by the discovery that lower road layers were in a worse condition than expected. When Rouge Bouillon was closed for resurfacing during the autumn half term holiday, it was imperative to reopen it before the schools reopened on Monday morning. It was only by having teams willing to work when the weather allowed and late into the night that it was completed at 8pm on the Sunday evening.

GHE continued to use micro asphalt an alternative method of restoring less well-used roads. A bit like retreading tyres, micro asphalt extends the road s life without the time and effort of a complete resurfacing. In 2019, it was used on two miles of road in St Ouen and St Peter.

Protect and value our environment

How is Jersey doing?

64%

Jersey beaches achieving 'excellent' in the European Bathing Water Directive Guide Standard

29%

Non-inert waste that is recycled

150.7

Kilometres of coast and countryside access routes available to the public

531 hectares

Areas of land protected as ecological and geological Sites of Special Interest

0.97

Tonnes non-inert waste generated per person

38.2

Average nitrate levels (milligrams per litre) in surface streams

71%

Jersey s surface area that is classed as green space

1.44

Energy consumption  per person in tonnes of oil equivalent (toe)

14

Invasive species exerting a negative impact on marine biodiversity

Protect and value our environment

What difference did we make this year to our environment?

Scientists and naturalists have been studying Jersey s natural environment for more than two centuries, during which time more

than 400,000 terrestrial and marine species have been recorded. It is estimated that around three percent of local marine species reach their northerly limit in the Channel Islands, and are not found in the UK, and many terrestrial plants and animals are either unique to our Island or special in a UK context due to our geographical location.

The past decade has seen a systematic attempt by the Government, working with environmental NGOs, to identify the extent and health of local key habitats and species. A new wildlife law has been drafted and the results of extensive public consultation have been incorporated into the draft law. Jersey has responsibilities under multi-lateral environmental agreements on biodiversity, which are implemented through local legislation, policies, active conservation management activities, and education and awareness-raising programmes. This process, and the continued protection of Jersey s natural environment, has far-reaching social benefits, allowing people to be active, accessing our vibrant countryside while improving their wellbeing and physical health.

Here are just a few ways in which we worked together to protect and value our environment in 2019.

Case Study 1: Action for Cleaner Water Group

The Action for Cleaner Water Group has worked to improve water quality  in the Island s groundwater, streams and reservoirs through the reduction  in the use of environmental pollutants. The group a joint initiative  between the Government, Jersey Water, the Jersey Farmer s Union, the  Royal Jersey Agricultural and Horticultural Society, and leading members  of the farming and dairy industries collaborate closely to implement  best- practice working methods to protect the quality of the Island s water  resources.  

Since the voluntary group began, fertiliser use by farmers has decreased  by an estimated 25% and all pesticides used are risk assessed for use  

in specific catchments and controlled. The nitrate and pesticide levels in  the private boreholes and streams feeding our reservoirs continues to reduce. The group produced a video (available on Jersey Water s website) showcasing the measures being taken.

Case Study 2: OSPAR Convention

(Oslo/Paris convention for the Protection of the Marine Environment of the North-East Atlantic) Convention

2019 was a landmark year as the Island hosted the OSPAR Biodiversity Committee Meeting during which Annex V of the OSPAR Convention was extended to the Island. Annex V, which concerns the protection and conservation of marine ecosystems, habitats and biological diversity, was extended to Jersey in March 2019 after the Island demonstrated that it was fully compliant with its articles. This is the culmination of years of extensive work to protect the marine natural environment for generations to come.

How are our services performing when it comes to  protecting our environment?

Environmental innovation and ambition  

 The States Assembly adopted P.27/2019, Climate Change Emergency:  

actions to be taken by the Government of Jersey, in May 2019, requiring the  Government to produce a plan with the aim of Jersey being carbon-neutral  by 2030.

 The draft carbon neutral strategy was developed and lodged with the States  

Assembly in December.

Natural environment  Overall performance

 The Shoreline Management Plan (SMP) was finalised in 2019. The SMP

examines the risk of coastal flooding using the UK s National Oceanography Centre guidance to assess the impact of climate change on flood risk in the future. It is based on a sea level rise prediction of 0.83 metres by 2120 (this would equate to approximately 25cm over 30 years if there were a uniform increase over the 100-year period). The SMP details the management intent for the Island s coastline over the next 100 years, with the aim of preventing and managing the effects of coastal erosion and flooding, through assessing the impact of climate change on rising sea levels over time. It considers

the coastal defences already in place, their condition and how they can be improved where needed.

 The first batch of soil improver, made partially from sea lettuce collected at St

Aubin, was used.

 We invested in alternative crop types to ensure better environmental

protection and sustainability of the agricultural industry.

 We engaged with Cranfield University to ensure that ongoing soil health is

given appropriate consideration.

 We continued our research and development to determine low-volume high-

value cropping.

 We are drafting an invasive species strategy and have implemented

measures to control invasive species.

32

Increase in numbers of pollinator patches 2019 onwards

91.9

Area in hectares covered by seagrass beds in St Aubin's Bay (West)

151

Coverage in square kilometres of Marine Protected Areas

133

Volunteers trained under ecological monitoring programmes per year

 We raised awareness of the values of biodiversity and the steps they can

2.9% take to conserve and use it sustainably.

Organic matter containing carbon present in soil on arable land for the previous three year period

2  

Individual outbreaks of statutory organisms controlled and eradicated in a suitable (three year) timeframe

0  

Pollution incidents due to pumping station failure

Built environment Overall performance

  We published a report on the Island s housing needs between 2021 and 22%

Policy, planning and review

2030, based on a range of migration scenarios. This report will be used to Of Jersey Residents who are  

help inform the new Island Plan to deliver new homes. very satisfied with St Helier     We invited the public to give their views on the vision and options for the as a place to visit

future development of Southwest St Helier in August and September. The

key opportunity sites or port development sites in this part of the town and 1,123

draft Southwest St Helier Planning Framework sets out planning guidance for

considers how each could be developed and contribute to the regeneration Planning applications/projects  of St Helier. enabled

  We conducted public engagement and consultation on the Island Plan

Review Strategic Issues and Options paper over the summer, the outcome of which will help to determine how some of the big issues facing the Island should be addressed in the new Island Plan.

  We carried out consultation with the public on the Shoreline Management

Plan for Jersey, which assesses the risks to the coastline from the effects of climate change over the next 100 years and sets out policy options for responding to the risks.

  We completed the Island-wide review and designation of the Jersey s listed

buildings and places, to ensure the protection of our built heritage and archaeology.

99%  

Building control applications processed within target

50%  

Major planning applications completed within target

  We held the Jersey Design Awards to recognise and celebrate good quality

73%  design in the Island leading to an improvement in our built environment.

Development and building Minor planning applications   We welcomed the sale of our second building in the International Finance completed within target

Centre. The Jersey Development Company sold the building for £47.6 million

  The next phase of plans to redevelop La Moye prison were approved, at a

cost of £8.3 million. It includes the replacement of the prison s secure gate, the creation of a secure visitor and staff entrance and search areas and offices for prison staff and Government employees.

  We started construction on the new £79 million sewage treatment works

project at Bellozanne which is due for completion in late 2022.

  We replaced and upgraded the surface water pumping station at Baudrette

Brook, at the top of the Dicq Slip, which helps prevent flooding in the area.

  The new Les Quennevais School development project was awarded the

ultra-site status, which is a first for a site in Jersey. Achieving ultra-site status requires registered contractors and their supply chains to demonstrate industry-leading best practice and collaboration among clients, contractors, subcontractors and suppliers. An ultra-site accreditation is the highest level of attainment within the Considerate Constructors Scheme.

What do we need to improve on?  

The areas of focus for the future will include:

 We need to tackle the climate emergency now. Local climate trends  

are deviating from the 30 year norm and are in line with global climate  change predictions: air and sea temperatures are rising; the growing  season is lengthening; both summers and winters are wetter; cold spells  are shorter and warm spells are longer. The carbon neutral strategy  

is just the beginning of this journey to carbon neutrality by 2030. We  will need to be innovative in our approach and achievement of this aim  will require engagement with Islanders and other nations to identify  opportunities for change.

 The quality of our marine waters and the biodiversity within them is very

high. Pressures on the natural resources can arise from fishing activity and other economic activities. We need to continually monitor these pressures and work collaboratively with Government agencies and external parties to avoid unforeseen and detrimental impacts on our marine biodiversity.

 Although we see signs of improvement, elevated nitrate levels and the

presence of pesticides means our water is of a poorer quality than we would aim for. This is a result of a high density population and long-term intensive agricultural practices in close proximity to our water courses and catchments. We need to continue to develop solutions to this issue and bring our water quality in line with standards.

 Our fight against pollution is ongoing and we will need to consider how

we price and cost pollution to change behaviours. Assessing the value of the Island s environment and then the detrimental impacts of that pollution is a key tool to be developed.

 Conservation management of our designated semi-natural sites is

successful in preserving local biodiversity. We are not immune to global biodiversity losses as shown by downward trends in migrating species. Indicator species, such as, butterflies and breeding birds show the biodiversity value of urban and agricultural habitats is far lower

and also is becoming poorer compared to designated semi-natural

sites. Environmental stewardship schemes can improve the value of agricultural habitat for wildlife. Our legislation needs to be strengthened to conserve and protect our natural environment.

 In creating a new Island Plan that is fit for the 2020s, we have to think

not only about how we conserve the landscape of our Island, but also how we enhance the environment of our urban centres. Creating good quality places and providing homes, which nurture strong communities, is a priority, as is continuing to support a sustainable Island economy and our public infrastructure.

Detailed information and plans to progress the above improvements are contained in the Government Plan 2020-23.

SPOTLIGHT ON

Working in partnership

£41.4m 98

Total value of significant grants   Voluntary and community  

(more than £75,000) paid to arm's  sector (VCS) organisations involved length bodies across 9 thematic partnerships

Why is working in partnership important?

A key element of the work to strengthen the relationship between the

Government and the voluntary and community sector (VCS) in the Island is to develop greater partnership working and encourage more collaboration. The VCS is broad and varied and charities and voluntary organisations deliver a wealth

of services and activities that support and enhance our public services. It is recognised that this will be more effective as well as more efficient if we all work in a more collaborative way.

What difference did we make this year?

Partnership working is being enhanced through both theme-based groupings and several cross-cutting workstreams, including volunteering, developing outcomes- based accountabilities training, and developing a community minibus scheme. However, it is the thematic clusters that are creating a more joined-up way of working and nine thematic cluster groups are now meeting regularly.

The clusters cover areas such as learning disabilities, mental health, both children and young people and adults, children, homelessness, older people, disability, cancer and equality, diversity and inclusion. Each comprises both VCS representatives and Government officers and as well as sharing information, addressing gaps and duplication, undertaking joint work and discussing new approaches, they are building strong partnerships with work carried out outside the meetings. Across the nine cluster groups a total of 98 voluntary organisations are involved in this work.

In addition, a strong partnership approach with both the VCS and the parishes is being developed through the Closer to Home initiative. Through developing ways of delivering services and activities in locations across the Island a set of principles have defined how this approach is being rolled out. At the heart of the Closer

to Home way of working is strong collaborative working, particularly bringing organisations together to address the needs of specific demographic groups. As well as providing services and activities closer to where people live, the ethos is supporting the community-focused approach embedded in the new health care model. Throughout the next 12 months a series of parish roadshows will be held offering free health checks and advice, guidance and support from a wide range of VCS organisations and Government departments.

Modernising Government

Our ambition is to provide a modern, innovative public sector that meets the needs of Islanders effectively and efficiently. In order to do so, we have continued to focus on improving the ways we plan for the future, operate as a single organisation, and deliver and improve services.

What difference did we make this year to modernise government?

Planning for the future

Medium and long-term strategic planning is key to creating the right conditions for our economy to flourish and to support the best outcomes for Islanders. In 2019 we continued to improve the way that the Government conducts business to enable it to deliver modern, effective, value-for-money services through the following initiatives:

  The first Government Plan 2020-23 This is an important part of

our new strategic framework for the Island, integrating income and expenditure decisions together with policy, planning, performance and outcomes, helping to ensure that taxpayers money is spent effectively. Developed by Ministers over several months, it is very different from the Medium-Term Financial Plan. It sets out the Government s ambitions for its term in office within a long-term plan, which includes a rolling one- year delivery plan as part of a more detailed four-year financial outlook.

Proposed Government Plan 2020-23

  The Public Finances Law  The introduction of the new law provides the framework for the Government to improve its financial planning.

It was approved by the States Assembly in May. The Public Finances Law also links long-term planning with need to establish positive outcomes for Islanders; it mandates the Council of Ministers to take into account the sustainable well-being (including the economic, social, environmental and cultural well-being) of Islanders over successive generations.

  Departmental business plans For the first time ministerial

departments have published operational business plans in a consistent

format with clear strategies for improving cross-Government working. DRAFT

They translate the Council of Ministers priorities as set out in the DBuespianretsmsePnltaanl sOperational Common Strategic Policy, and activities detailed in the Government

Plan, into actionable tasks and measurable activities in each

department against which the Government can be held to account.

  Efficiencies Plan New investment in priority areas needs to be

balanced with delivering efficiencies in others. In order to achieve

this, the Government must transform the way in which it delivers

public services. The Government has established an Efficiencies

Programme to deliver £100 million of efficiencies over the period of the DEPARTMENTAL OPERATIONAL Government Plan. The initial phase of the programme has identified BUSINESS PLANS 2020

efficiencies worth £40 million for 2020 to contribute to funding both

new commitments and ongoing initiatives. Efficiencies Plan 2020-23

  Brexit  The UK s forthcoming exit from the EU will present challenges

and opportunities for the Island into 2020 and beyond. A E2ff0 i2c0ie-n2c3ies Plan  considerable amount of work has taken place in 2019 to prepare for the

outcomes of Brexit, including the development of Jersey s international

trade policy, the negotiation of new trade arrangements, planning

for the operational challenges of hard and soft Brexit scenarios, and

communicating the potential impacts of Brexit with Islanders. These

workstreams have been coordinated with a cross-governmental

approach, with officers from all departments involved in forward

planning, and preparedness for a potential day one no deal scenario.

  Office Modernisation Programme This is one element of the public

estate strategy, which will be published in early 2020. The consolidation of our office estate began with the move of more than 400 colleagues into our Broad Street interim office in February 2019. In October, the Council of Ministers approved plans to develop a single, permanent office headquarters to house front-line and back-office functions in

one location. This will reduce the Government s office estate over the next decade from 21 offices to just seven, halving the office space

from 36,000 square metres to 18,000, reducing running costs by up

to £7 million a year as well as potentially saving around £30 million in economic costs over the next 30 years.

Operating as an organisation

Modernising the Government necessarily involves examining the ways we work to identify where we can improve. We need to do more to learn lessons from the past, to improve joined up working across the Government and break down historic departmental siloes. In 2019 we focused on:

  Team Jersey Programme Building a positive workplace culture across

all Government departments is an essential pillar for any successful modernisation of Jersey s public services. It drives the necessary cultural and behavioural changes across the public service that will enable us to work as One Government. It sets the framework for the Government to support and develop our people to deliver outstanding public services that are customer-focused and cost-efficient. In 2019 we completed a discovery phase, which included an honest appraisal of what colleagues said about the organisation s culture. We are currently rolling out a range of modules that focus on learning and engagement to give managers and staff the tools to improve the culture and behaviours in the workplace. The next phase will build organisational capability to create and then sustain a change in public servants culture across the Government.

  Supporting and developing our people  Our people are our biggest

asset, so it is important that we create the right conditions for a good working environment and for them to release their potential. As a result, we developed a proposal for wide-ranging investment in our people, which was agreed by the States Assembly as part of the Government Plan. We have identified ways that we will:

Ensure that we have the rights skills and capacity to innovate, plan and deliver better

Invest in talent and nurture leaders of the future Jersey jobs for Jersey people

Invest in personal development of all our colleagues to release their potential as part of improving the training and support to staff.

In 2019 we:

Introduced new policies on bullying, harassment and whistleblowing to further support a positive workplace culture for all colleagues

Launched a new appraisal framework My Conversation, My Goals , which forms part of the new long-term strategic framework to manage and improve performance and development of public servants

Introduced a refreshed behaviours and values framework

Continued to promote the delivery of One Government through work with our senior leadership and senior management groups.

  Finance Transformation We consolidated the Government

finance function into a single department, which enables a stronger corporate approach to financial planning and accounting and removes departmental variation. In 2019 we transferred substantial knowledge from external partners to Government colleagues, through our finance transformation project, which will support ongoing improvement in the way we deliver our finance function. We have also made changes to support better decision making, including establishing:

A new Public Finances Law and Public Finances Manual

An Analytics and Management Information Team to support the production of robust management information, which will provide the necessary evidence to inform our financial information systems and overall finance transformation project

A One Government approach to developing and appraising investment business cases, including adopting the HM Treasury five case model for developing robust business cases.

  Customer feedback We all have an important role to play to ensure

that we better listen to and act on feedback from our customers in order How are that we improve our services. Historically, each department adopted a we doing?

different approach and process to customer feedback, which therefore

made it difficult to provide joined-up responses, resolution and service

improvements. As part of our commitment to modernise the way Compliments Comments Complaints we work and put customers at the heart of what we do, in 2019 we

introduced a new corporate complaints and feedback policy to make We're committed to giving you the best it easy for customers to express their views about how we provide possible service – every day, everywhere.

services. LetSupesa kktno uosw in :person gov.je/feedback

444444 feedback@gov.je

  Improved risk management  Better risk management will allow us to PO Box 55, St Helier, JE4 8PE

identify potential issues before they operationally materialise and put

management actions in place to respond to them. In 2019 we focused

on embedding greater awareness and management of risk at all levels

of Government. We also refreshed and brought together departmental

risk registers to develop a more effective framework to respond to risks

to the business.

  Policy making The creation of the Strategic Policy, Planning and

Performance (SPPP) department brought a One Government approach to the development of policy. SPPP has a corporate responsibility to coordinate and develop areas of policy on behalf of Ministers that previously would have been developed within departments, with

the risk of duplication of effort. Examples of work undertaken in 2019 include the development of the Government Plan, the Island Plan and the Carbon Neutral Strategy.

  Public Accounts Committee recommendations database  This was

developed to bring together all of the recommendations from the Comptroller and Auditor General and the Public Accounts Committee since 2015. Launched in May, it tracks and prioritises action, identifies barriers to progress and flags any recommendations which have

corporate implications in order to improve the organisation s learning

and share insights across the public service.

Delivering services

Our responsibility as Government is to sustain and, where possible, improve the quality of life and the economic, social, environmental and cultural well-being of Islanders. Some key achievements for 2019 include:

  One Front Door Over the past year, more than 140,000 customers

have been served at our One Front Door by Customer and Local Services in La Motte Street, 16% of whom accessed more than one Government service during their visit, where previously they would have needed to visit multiple buildings. Feedback and customer figures indicate that the move has been overwhelmingly positive.

  Co-located Emergency Services Control Room The Ambulance,

Fire and Rescue and Police Services now share a Combined Control Room, which deals with emergency calls, non-emergency demand and enables our blue lights services to provide a more coordinated response to incidents. Future developments will provide a more efficient and responsive service for Islanders and this is an important step towards delivering modern, effective, efficient and integrated blue lights services.

  Revenue Jersey Formed to modernise the way the Government

administers and collects over £800m in revenue each year. Changes  

to legislation have been made, which will encourage voluntary tax  ONLINE OR PAPER? compliance by introducing a scheme of penalties for those who don t

comply. The changes will also enable more effective working across  How will you file your all Government departments and modernise Jersey s out-dated  tax return in 2020? personal-tax regime. In May 2019, a new Revenue Management  You can now complete your personal

System (RMS) replaced the 35-year-old system. Unfortunately, a  income tax return online, making it quicker, easier and more convenient. number of factors including additional work in setting up new systems,

technical challenges and recruitment difficulties significantly delayed

the processing of 2018 tax returns. While some glitches remain to be

resolved, the safe introduction of RMS enabled Revenue Jersey to

launch Online Filing for personal taxpayers from January 2020 - a key

milestone in the Island s adoption of digital services.

  Closer to Home This is a collaborative approach to delivering

services and activities in partnership with the Government, parishes and voluntary and community sector organisations primarily located

in community facilities. It launched in July 2019 at the Communicare Centre in St Brelade and is being rolled out across the Island, with the ambition to provide services in locations that are more accessible and convenient to residents. The initiative provides the basis for future focus on preventative services and early intervention activity.

What do we need to improve on?

Our achievements in 2019 laid the foundations for Government departments to build on in 2020. During the next year, we will take the necessary steps to further modernise and be a more efficient and effective organisation by focusing on a range of initiatives, including:

  Delivering the Government Plan Our biggest priority for 2020 is to

deliver on the ambitions of the Government Plan and the Common Strategic Policy. Significant investment is planned in 2020 to put children first, improve wellbeing and mental and physical health, create a sustainable and vibrant economy, reduce income inequality and improve the standard of living, and improve our ageing infrastructure, all of which will be enabled by an efficient, modern government that works as a single organisation.

  Focusing on prevention We will continue to develop strategies for

prevention and early intervention, so that we can identify opportunities to make a difference to Islanders lives earlier. The ambition will be to avoid creating situations where their personal circumstances or health conditions have a greater impact on their lives or wellbeing, particularly in areas such as education, health and social care, children s services and housing.

  Customer Strategy We will publish and start to implement plans to

make interacting with the Government as easy as possible. We will do

this by removing obstacles to accessing our services and reducing the

level of effort required for customers to interact with us, to make the Customer Strategy customer experience and level of service consistent, regardless of the

way they interact with us and ensuring that services and information are

accessible in the way our customers want them. We will also do more

to improve the services at our One Front Door at La Motte Street. For

example, someone who is sick, and not being paid sick pay from their

employer, may currently need to speak to staff who advise on health

benefits and Income Support. In future, we anticipate that they will need

to speak to just one member of staff. This gives a better experience

to the customer and saves staff time. We will also make more services

available online, which is convenient for customers and also saves

money.

  Completing organisational changes We will continue to break down

departmental siloes and promote cross-departmental management

and decision making by refining our corporate and departmental organisational structures to ensure that we provide a modern, fit- for-purpose civil service for Jersey. This also involves delivering our people strategy to address current and anticipated risks related to

our workforce that will impact our ability to deliver the modernisation of public services effectively. The delivery of the strategy will provide focus for improving our investment in our biggest asset our workforce.

  Public estate strategy  We are currently finalising our public estate

strategy and in early 2020 we will both publish and begin to implement it. Over the longer term it will enable us to manage, maintain and review our assets responsibly, to ensure that we obtain value for money for tax payers and support improved services for Islanders.

  Technology Transformation Programme This will modernise our

technology platforms to deliver new Government-wide capability to enable better citizen-centred services and ensure that we keep up with new technologies and cyber-security standards. Investing now will mean that we can make efficiencies and be more productive in future years, by automating many time-consuming processes.

  Data analytics transformation The Government is data-rich and

insight-poor. The current approach to data analytics has been ad hoc, driven by specific departmental needs and separate leadership decisions. However, Government data contains a wealth of valuable information. This programme will review and develop an effective analytical function so that we can use our data effectively to better evidence and inform operational and ministerial priorities.

  Government Plan 2021-24 We will refresh and update the

Government Plan 2020-23 and the departmental business plans, which describe how the Government Plan will be delivered. We will improve the process for developing the Government Plan 2021-24 and its content, learning from our experience and taking into account recommendations from Scrutiny panels, stakeholders, users and Government Ministers.

  Developing the next tranche of efficiencies The Government Plan

set out the Council of Ministers ambition to make £100 million of efficiencies over its lifetime. Following the first tranche of £40 million in 2020, we will identify ways in which to make a further £20 million of efficiencies in 2021.

Staff recognition

One Gov Awards

The One Gov Awards were devised to recognise and celebrate the contribution of employees across the whole of the Government of Jersey. The awards are aligned to the concept of creating a collaborative, unified organisation and contribute to Government s One Voice and Team Jersey aims.

Government employees nominated 226 colleagues (individuals and teams) and the results were as follows:

One Gov Award Leighton Jenkins

Employee of the Year to recognise an employee for being a 'stand out'

public servant Chris Elliott

Manager of the Year to recognise an individual for great people

management Kieran Heaney

Team of the Year to celebrate the spirit of working together

Health and Community Services Cedar Ward

Community Champion to recognise an individual for outstanding

contribution to the community or charitable work Leighton Jenkins

Innovation Award to recognise an individual or team for devising and implementing a new idea that makes a difference Dr Austin Gibbs

Customer Service Award to recognise an individual or team for

excellence in customer service Silvio De Jesus

Rising Star Award to recognise an outstanding young employee who shows exceptional ability, dedication and promise Georgia Sharp

Dedication to Service Award Paul Stephens

Working in Partnership Award to recognise an individual or team for

excellence in working with partners, internally or externally Service Redesign Team.

Staff recognition

External Awards

Government of Jersey - IEBF Excellence Awards

The Government of Jersey received an award for Delivering Economic Transformation by Embracing New Global Opportunities at this year s Indo-European Business Forum s (IEBF) Excellence Awards. The IEBF nominates governments from around the world who have shown a commitment to transforming their economies by promoting trade and investment opportunities with high growth markets.

Pride of Jersey Award for La Collette

The staff at La Collette Green Waste Facility and Reuse and Recycling Centre won the Customer Service Employee of the Year Award for their wonderful service and cheerful attitude. It was noted that the lovely staff richly deserve to be recognised for the help they provide.

Jersey 3D winner of the 2019 Digital Project Awards

Jersey 3D, which helps users to visualise how proposed developments would look, won the Digital Projects Award at the Information Technology Association Galway (ITAG) Excellence Awards. The model includes a changeable sunlight simulator to see how light and shadows are cast at

any time of day, and at different times of the year.

Best Dementia Garden shortlisted National Dementia Care Awards

The Health and Community Services team from Maple Ward , at Rosewood House, was shortlisted in the Best Dementia Garden category, at the National Dementia Care Awards. The shortlisted initiative was a partnership project involving Health and Community Services and the Scouting Association to develop a therapeutic sensory garden.

Tania Hanson: Heart Hero Jersey Heart Awards

Staff nurse Tania Hanson has been named Heart Hero at the Jersey Heart Awards. Tania works in anaesthetics and recovery in the General Hospital's Day Surgery Unit, and the awards were organised by the Jersey branch of the British Heart Foundation.

UNICEF Rights Respecting Awards

Grouville School were the first school to be awarded Gold under the UNICEF Rights Respecting Schools Award. This is an initiative that supports schools to create safe and inspiring places to learn, where children are respected, their talents are nurtured, and they are able to thrive . The Children s Commissioner has offered all schools the support to progress to either bronze, silver or gold Award.

Nurses win Leaders in Wellbeing Awards

ICU nurses, known as the Calorie Crunchers, won the Wellbeing Ambassador Award 2019 in the Jersey Business Leaders in Wellbeing Awards, for their commitment to health and exercise. The 18 staff members lost more than 20 stones between them between January and June.

St John's Primary Awards

Children at St John s Primary School have won two conservation awards for creating a sensory garden, building animal houses, and planting around the school to help wildlife.

Children's cancer nurse shortlisted for Nursing Times award

The Island's paediatric oncology nurse specialist, Claire Doran, who supports young Islanders and their families, has been shortlisted in the Nursing Times Child and Adolescent Services category. As part of her role Claire liaises with the multi-disciplinary teams in the UK and Jersey involved with a young person s treatment, arranges travel for patients and their families and co-ordinates and administers chemotherapy.

Gold recognition for conservation projects

Jersey Conservation Volunteers were awarded a gold certificate in

the Best Conservation Project category in this year s Jersey in Bloom competition. They were also awarded the overall best in category and the Mike Stentiford Environmental Award 2019. The newly-formed Pollinator Project was also awarded a gold certificate.

Mental health advocate wins national award

Patricia Winchester, chief executive of charity My Voice Jersey, which was awarded a two-year Government contract earlier this year, has won the Outstanding Advocate Award in the National Advocacy Awards held at the NEC in Birmingham.

Finalists in Facilities Management Awards

The success of the Government s partnership with Concerto was recognised at the Premises and Facilities Management Awards 2019. From 1,200 nominations, our work on enabling workplace productivity made the final three in the Partners in Expert Services category.

YOSCARS appoints new youth ambassador

The biggest YOSCARS to date was held this year by Children, Young People, Education and Skills, with 200 young people being recognised and celebrated for their achievements at an awards ceremony.

We now have a new youth ambassador, Yasmin Bates, who will represent young people from across the Youth Service.

Pride of Jersey win for youth workers

Three youth workers from the Jersey Youth Service won an award in the 2019 Pride of Jersey awards.

Adelina d Orleans won Community Champion, David Bras was crowned winner of the Diversity and Inclusion award, and Carmel Butel won the Inspirational Leader award.

Children s Services Let s Be Honest Social worker

The Let s Be Honest social work recruitment campaign won a national award for Recruitment Effectiveness. 22 new social workers have so far been recruited as part of the hard-hitting campaign

3. Financial Review

Minister for Treasury and Resources foreword

I am very pleased to present the 2019 Annual Report and Accounts. Thanks to

the improved processes and hard work of colleagues in Treasury and Exchequer and across government departments, we are publishing this report earlier than ever before.

Deputy Susie Pinel

Minister for Treasury and Resources

I am very pleased to present the 2019 Annual Report and Accounts. Thanks to the improved processes and hard work of colleagues in Treasury and Exchequer and across government departments, we

are publishing this report earlier than ever before. Putting financial information into the public domain earlier not only improves Government transparency and accountability; it also supports more effective decision-making by Ministers and officers over future spending and investment plans. I am grateful to everyone involved in producing this report.

The Government of Jersey had another strong year. Group net assets grew significantly, from £7.1 billion to £7.6 billion, which includes £3.9 billion of property, plant and equipment and £3.7 billion of investments. We also recorded good growth in net general revenue income, which increased by £50 million against 2018.

2019 was also a very positive year for our investment performance, with gains of £402 million, compared to £95 million of losses in 2018. The Common Investment Fund experienced excellent results, generating a net return of 13.2%.

These returns directly reflect a positive year for markets, which included a steep recovery from negative returns of 2.7% seen in 2018, but also outperformance by our active managers, who contributed to the excess return above the benchmark.

However, as long-term investors we would caution against reviewing returns over a single year. Over such short periods, returns are expected to be volatile, varying significantly from year to year, as is demonstrated by the vastly different performance in 2018 and 2019.

Over the long term, however, the portfolio continues to perform well, having generated 6.7% returns a year over three years and 7.6% a year over five years.

We also achieved a small uplift in our general income in 2019 raising

£1.3 billion in total. The biggest driver of income growth was tax revenue, at £682 million, a 6% increase on 2018.

Our expenditure in 2019 matched our income at £1.3 billion, which was £63 million higher than in 2018, largely due to an increase in social benefit payments of £20 million and staff costs of £20 million reflecting the uplift in benefits and the pay awards agreed in 2019.

In October 2019, the Fiscal Policy Panel released their annual report with an updated economic forecast. The panel highlighted Jersey s strong position, with robust public finances, a strong net asset position and economic performance markedly better than ten years ago, which is reflected in our financial performance for 2019.

While this, combined with our performance is positive news, as a Government we continue to be aware of external risks, most notably

the present slowdown in the global economy. We have therefore continued to bolster our reserves to protect ourselves against a

potential economic downturn. In 2019 we transferred £50 million into our Stabilisation Fund, with a commitment in the Government Plan to make further substantial deposits into the fund over the next three years.

2019 was a year of unprecedented change for Treasury and Exchequer, which saw the completion of the department s new structure with the move to a single finance department, which is now being embedded into business as usual.

The transformation of Treasury is not just about organisational change, though. It is also about modernising and improving the way that we manage public finances. In September, the Comptroller and Auditor General released a report on Financial Management and Internal

Control with the Government, which welcomed the work carried out by Treasury to strengthen financial control and governance, acknowledging in particular the earlier preparation of the Annual Report and Accounts, a new Risk Management Strategy and the implementation of a new Public Finances Law and accompanying Manual. That report also recognised the work still to do and the need to continue to invest.

The successful approval of the new Public Finances Law allowed the Government to lodge the 2020-23 Government Plan, replacing the previous Medium-Term Financial Plan and Budget. This was a major step forward in our management of public finances, as it brought together both our spending and income decisions for the first time.

It was also a busy year for Revenue Jersey, which continued to modernise its systems and processes, prepared to implement online tax for personal taxpayers and stepped up its tax compliance activities.

In 2019, Revenue Jersey recorded £682 million in tax revenues, including over £7 million through compliance activity, for instance by collecting more unpaid tax debts. Further investment has been allocated for this activity in the Government Plan, to ensure that all taxpayers pay the correct tax.

The new Revenue Administration Law, which was approved in 2019, will enable Revenue Jersey to provide an effective and consistent approach to the administration of all taxes and provides greater powers to recoup unpaid taxes, which in turn will benefit our future income stream. It also sets out the rules for the payment of taxes and charges and the steps that will be taken if a person fails to meet their obligations.

In May, Revenue Jersey replaced a 35-year-old IT system with a new Revenue Management System. The migration of data onto this new system was challenging, involving officers manually inputting thousands of customer files, while at the same time trying to process the 2018 tax assessments. This task, coupled with a staff shortage, led to delays in processing the 2018 returns, which were still not complete at the end of the year.

While these delays have caused inconvenience to many taxpayers, the benefits that the new system will bring will be felt for years to come. The launch of online filing for personal taxpayers in January 2020 enables Islanders to file their tax return online, rather than filling in a paper

form. This will be quicker, easier and more convenient for Islanders and will be more efficient for the tax system, as it will significantly reduce the number of forms that will need to be input manually. The system also enables the automatic assessment of returns from Islanders with straightforward tax arrangements. This will also release resources to undertake the new tax compliance activities.

One of the highlights of 2019 for me was lodging a Proposition in the States Assembly to reform the archaic treatment of married women

in Jersey s personal tax system. While other countries have reformed their tax systems, Jersey s law has been unchanged since 1928 when income tax was first introduced. Approval of the Proposition will enable the necessary changes to take effect in 2022 for the 2021 year of assessment, finally giving married women equality in tax treatment

in law.

Finally, I finish by once again thanking all those who have worked tirelessly to produce this report and to everyone who has brought  about so much positive change to modernise how we manage our  public finances.  

Deputy Susie Pinel

Minister for Treasury and Resources

Date: 17 March 2020

This Financial Review section provides a summary analysis of the consolidated group, including all funds and subsidiary companies, as well as component entities. States Assembly performance refers to the general revenue income and department expenditure as it has been approved by the States Assembly in the Budget Statement and Medium Term Financial Plan (replaced by the Government Plan from 2020).

The Statement of Comprehensive Net Expenditure is split by 'Core' and 'Group' where 'Core' is all parts of the States of Jersey group apart from the consolidated subsidiaries and 'Group' includes those subsidiaries per the diagram on page 93 and the information in Note 4.29 on page 245.

Income

Consolidated Group

Income, excluding gains/losses on the revaluation of investments, increased by £50 million (4%) in 2019 with similar levels of increase across tax revenues, social security contributions and other revenues levied by

the Government.

4%

 2018 (Restated) 2019

£1,255m £1,305m

States Assembly Approved

An increase in Net General Revenues Income of £35 million (4%) from 2018 mainly arises from increases in Income Tax revenue, dividends from the utilities and investment income.

4%

 2018 (Restatedi) 2019

£810m £845m

Expenditure

Consolidated Group

Expenditure increased by £63 million (5%) from 2018. Staff costs and social benefits payments, both of which increased by 5%, account for £831 million (63%) of total expenditure.

5%

 2018 2019

£1,247m £1,310m

States Assembly Approved

Departmental net expenditure, including depreciation, increased by £21 million (3%) which includes increased investment in education, health services, IT and transformation.

3%

 2018 2019

£806m £827m

Balance Sheet

Consolidated Group

A strong balance sheet is maintained with a net asset position of £7.6 billion. An increase in the net asset position of 6% is mainly attributable to the increase in the value of investments and the revaluation of infrastructure and property assets.

6%

 2018 (Restated) 2019

£7,112m £7,552m

Strategic Reserve

The Strategic Reserve remains in a strong position with a balance of £906 million following investment gains of £107 million, reflecting the overall investment performance as at the end of 2019. £7 million was transferred out of the Fund in 2019 to the Hospital Construction Fund.

12%

 2018 2019

£807m £906m

Social Security Funds

The Social Security Funds have increased in value by £288 million (15%) from 2018.

The largest of these funds, the Social Security (Reserve) Fund, recognised investment gains of £267 million in 2019. It remains well placed to manage movements in the market thanks to the investment strategy in place

and the longer term investment performance horizon. 5 year investment performance for the fund was 7.6%.

15%

 2018 2019

£1,921m £2,209m

States of Jersey Group

The 2019 Annual Report and Accounts presents the financial outturn for the States of Jersey Group, as well as the outturn for the income and expenditure approved by the States Assembly. This section of the report provides background information about the services and activities those figures represent, setting out what is and what is not included in the Group and States of Jersey s accounts.

Government Activities

The Government collects taxes and other levies to fund the provision of

a wide range of public services which it administers. These include health care, education, social security, the administration of justice, the provision and maintenance of infrastructure, the protection of the environment and support for the economy, agriculture, fisheries, arts, culture and sport. These functions are primarily carried out by Government and non- Ministeral departments.

The States of Jersey Accounting Boundary

The entities included within the States of Jersey Accounting Boundary are shown below. More information on specific entities is given below.

Core Entities

Consolidated Fund General Revenues and Department Expenditure

The Consolidated Fund is governed by the Public Finances (Jersey) Law 2019 and is the fund through which the majority of the States income and expenditure is managed, including Net General Revenue Income and departmental income and expenditure.

Trading Operations

Under the Public Finances (Jersey) Law 2019, the States can designate any distinct area of operation as a States Trading Operation. Estimates for Trading Operations are approved in the Medium Term Financial Plan.

States Funds

In addition to the Consolidated Fund, the Public Finances (Jersey) Law 2019 names three States Funds the Strategic Reserve Fund, the Stabilisation Fund and the Insurance Fund.

These relate to the operation of the States of Jersey in general. The Public Finances (Jersey) Law 2019 also allows the States to establish special funds (also known as Separately Constituted Funds) for specific purposes. These are usually established by legislation or a States Assembly decision, and more detail is given later in this section.

Social Security funds

In 2013 the Accounting Boundary was expanded to include the Social Security Fund, Social Security (Reserve) Fund and Health Insurance Fund. The Jersey Dental Scheme and the Long Term Care Fund, were also included in this category.

States-controlled subsidiary entities

Andium Homes Limited

The wholly owned social housing provider. It is Jersey s largest provider of affordable housing, managing more than 4,500 properties and providing homes for more than 10,000 Islanders.

Ports of Jersey Limited

The wholly owned operator of the Island's Airport and Harbours, providing the strategic gateway infrastructure and associated services.

States of Jersey Development Company

The wholly owned company responsible for the development and regeneration of States owned property no longer required for the delivery of public services.

The above subsidiaries are distinguished from the Strategic Investments in the utility companies shown below by way of the level of control exerted by the Government of Jersey. A judgement has been made

that sufficient control is exerted over the entities above to meet the criteria for consolidation in to the States of Jersey group accounts.

The relationship with the entities below is judged to be sufficiently different to consider them outside of the group boundary for accounting purposes.

Public sector bodies outside of the Accounting Boundary

Some functions of government are carried out by public sector bodies that are outside of the Accounting Boundary (and so are not included in these accounts). These include:

Parishes

The Parishes perform various government functions, including refuse collection, provision of some parks and gardens and the issuing of some licenses. Details of the functions of individual parishes can be found on the Parishes websites. www.parish.gov.je

Trust and bequest funds

The States administers a number of trust and bequest funds. These funds commonly set defined purposes for the use of their assets, and so are not controlled by the States directly.

Strategic investments

The Government owns controlling investments in the following utility companies:

Jersey Electricity PLC

The Jersey New Waterworks Company Limited JT Group Limited

Jersey Post International Limited

In accordance with the interpretation of direct control applied in the JFReM based on the States, Council of Ministers or a Minister exercising in year control over operating practices, these entities are not consolidated in these accounts and are held as strategic investments.

More information about the valuation of these companies is given in Note 4.14.

Independent bodies

Independent bodies, including the Channel Island Competition Regulation Authority and the Jersey Financial Services Commission, for example, mainly provide supervisory and regulatory functions, and are established by legislation to be independent of the States of Jersey.

States of Jersey Group

States Assembly approved

Consolidated Fund

• Ministerial Departments

• Non Ministerial Departments

• Jersey Overseas Aid Commission*

• Net General Revenue Income

Trading Operations

• Fleet Management

• Car Parking

*The Jersey Overseas Aid Commission is a separate entity funded by a grant from the States Assembly but is included in this group for reporting purposes as it 91 includes Commissioners who are States Members.

Financial Performance

The highlights for the States of Jersey Group and for the States Assembly Approved financial results:

2018 income has been restated throughout to reflect the change in recognition policy for personal income tax to recognise the income tax in the year in which the underlying income was earned. The balance sheet (Statement of Financial Position) has also been restated to reflect the change. More detail can be found in Note 4.5 on page 197.

Subsidiaries

Income £119 million. £3.3 million (2.7%) decrease from 2018. Includes:

• £50 million of rental income through Andium Homes (up 3.1%)

• £32 million of sales in Ports of Jersey including landing dues (up 24%)

• £13 million of investment income

Expenditure £119 million. £3 million (2.7%) decrease from 2018. Includes:

• £29 million of staff costs (up 17.4%)

• £29 million of financial returns to the States of Jersey from Andium Homes (up 1.9%)

• £18 million of premises and maintenance costs (down 21.1%)

Financial Summary 2019

States of Jersey Group

Income Overall

£1.3bn 2019

£368m £1.2bn 2018 (Restated) surplus

Expenditure

(including £1.3bn 2019 iannvde smtmoveenmt geanitnss  

in pension past £1.2bn 2018 service liabilities)

Breakdown of Revenue

£682m Taxation Revenue £36m £233m Social Security Contributions £7m £125m Island rates, duties, fees, fines and penalties £1m £196m Sales of goods and services £12m

£52m Investment Income (£3m) £17m  Other Revenue (£3m)

Breakdown of Expenditure

£418m Staff Costs £20m £414m Social Benefit Payments £20m £306m Other Operating Expenses £21m £73m Depreciation and Amortisation (£4m) £45m Grants and Subsidies Payments £0m

£27m  Finance Costs £1m £27m  Impairments and Abortive costs £3m

(Rounding applied)

Investment gains and losses and the movement in the pension debt liability have been excluded from the revenue and expenditure lines to make year on year 93 comparison of underlying performance more understandable.

Excluding gains on the revaluation of investments and the movement in the pension liabilities, expenditure exceeded income by £5.4 million in 2019, compared with income exceeding expenditure by £8.2 million in 2018.

Income from taxation and social security contributions remained strong, increasing £36 million (6%) and £7million (3%) with increases seen from personal and business taxpayers. This was offset by an increase in expenditure of £63 million (5%) including a 5% increase in staff costs largely attributable to pay awards across pay groups.

There was a swing of £497 million on investment gains/losses to a net gain of £402 million in 2019 with the Common Investment Fund performing strongly generating a net return of 13.2% against a market benchmark of 11.6%.

The valuation of the pension debt liabilities increased by £36 million in 2019. These items have been separated in the financial statements as they are non-operational and subject to greater volatility. Isolating them makes it easier to understand the underlying financial performance of the organisation.

Including all of the above, there was a surplus of £368 million in 2019 compared to a deficit of £65 million in 2018 taking in to account the personal tax restatement.

Financial Summary 2019

States Assembly Approved

Net General Revenue Income Overall

£845m 2019 Actual

£18m £810m 2018 Actual (Restated)

surplus

Breakdown of Net General Revenue Income

£586m Net Income Tax £31m £90m Goods and Services Tax £3m

£63m Imp ts Duty £1m £35m Stamp Duty £0m £14m Island Rate £1m £14m  Other Income (Dividends) £1m £14m  Other Income (non-Dividends) £4m £30m Other Income (Return from Andium) £1m

(Rounding applied)

Income was £18 million more than expenditure after depreciation compared to £5 million in 2018.

Net General Revenue Income for 2019 was £845 million compared to £810 million for 2018 after restating, largely as a result of a £31 million increase in Income Tax and a £5 million increase in investment income. This was partly offset by reduced GST income.

Income Tax increased by £31 million (5.7%) from 2018 once the change in recognition policy to recognise personal tax in the year in which the income is earned has been taken in to consideration. Companies Tax exceeded the forecast in the Government Plan 2020 due to assessments from previous years and a higher level of revenue from large retailers in the first year of the tax applying.

Non Dividend Investments increased by £3 million (31.3%) from 2018. This was primarily due to the wider investment returns experienced across the portfolio.

Departments' Gross Expenditure (Near Cash)

£886m 2019 Actual £20m £866m 2018 Actual

Departments' Gross Expenditure breakdown (Near Cash)

£408m Staff Costs £17m £251m Other Expenditure £3m £181m Social Benefit Payments £4m

£46m Grants and Subsidies Payments £3m

(Rounding applied)

In 2019, Near Cash Net Revenue Expenditure for departments was £782 million (2018: £759 million). This included departmental income of £104 million (2018: £107 million), giving gross expenditure of £886 million (2017: £866 million).

The £24 million (3.1%) increase in departmental net expenditure was largely driven by a £17 million (4.3%) increase in staff costs following pay awards across pay groups during the year and a £4 million (2.4%) increase in social benefit payments.

The decrease in Other Expenditure follows the Hospital project abortive costs recognised in 2018 offset by an increase in non-recurring project spend in 2019 including legal aid, asset strategy development and projects associated with the wider transformation agenda. There was also an increase in investment manager fees in 2019 following a restructure of investment holdings.

Staff Costs increased by 4% which includes pay awards.

Excluding the one-off grant income from the Criminal Offences Confiscation Fund received in 2018 which was used to part-fund necessary capital work at the Prison, income increased by £3 million in 2019. This was split across various fees and charges but there was a specific increase in tipping fees in 2019 related to construction activity.

Departments' Net Revenue Expenditure (Near Cash, including income)

£782m 2019 Actual £23m £759m 2018 Actual

Departments' Net Revenue Expenditure breakdown (Near Cash)

£207m Health and Community Services  £10m £142m Children, Young People, Education and Skills £9m £132m Other Ministerial Departments £20m £124m Treasury & Exchequer £1m

£84m Customer and Local Services  £2m £64m Growth Housing and Environment £21m

£29m Non Ministerial States Funded Bodies and the States Assembly £2m

(Rounding applied)

Departments' Near Cash Net Revenue Expenditure (excludes depreciation)

MTFP 2019 Approval

£722.8m

Other allocations  and transfers

£60.2m Final Budget

£783.0m

Less than Final Approved Budget

0.1%

Actual 2019

£782.4m Actual 2018

£759.3m

More than last year

3.0%

Underspend

£0.6m

Near-cash expenditure excludes amounts relating to the use of fixed assets, such as depreciation and impairments. Accountable Officers are accountable for near-cash expenditure.

During the year, budgets can be varied for limited reasons.

Financial Summary 2019

Funds

During 2019, the funds saw income exceed expenditure by £405 million  compared to a net expenditure position of £86 million in 2018.

The biggest impact in 2019 was the performance of investments which  went from a loss of £88 million in 2018 to a gain of £405 million in 2019  before group consolidation adjustments.  

A more detailed look at investment performance in 2019 can be found on page 105.

Subsidiary Companies

These accounts consolidate the activities of three wholly-owned  subsidiary companies: the States of Jersey Development Company,  Andium Homes Limited and Ports of Jersey.

Capital Expenditure

A total of £162.1 million - equivalent to 4.2% of the total value of property, plant and equipment - was spent on capital projects across the States of Jersey Group, comprising:

£7.6 million on Les Quennevais School

£68.9m £14.2 million on the sewage  

treatment works

by Departments

including: £7.8 million on roads, drainage and

sea defence infrastructure projects

£4.6m £0.8 million on vehicle and plant

replacement across the organisation

by Trading

Operations  £3.8 million on car park

including: replacement and refurbishment

Included work on Samares Nurseries site £59.8m Le Squez phase 4, Ann Court

by Andium  and Hue Court

Homes

including: All of these sites will be developed

to provice affordable homes

£1.9 million on the integrated £7.3m terminal project

by Ports of Jersey  £1.8 million on the Shipyard Restaurant