Government Plan 2020-23: Six-month progress review

6 month progress review

R.89/2020

2 Contents Government Plan 2020-23 - Review

Contents

Foreword by the Chief Minister 5 Foreword by the Minister for Treasury and Resources 7 Foreword by the Medical Officer of Health 8 Purpose of the report 12 Scope of the report 12 SECTION 1 PROGRESS REPORT 13 Approach to reporting 14 Summary 15 CSP 1 - We will put children first 18 What we have achieved 19 What we aim to achieve by the end of 2020 32 CSP 2 - We will improve Islanders wellbeing and mental and physical health 33 What we have achieved 34 What we aim to achieve by the end of 2020 43 CSP 3 - We will create a sustainable, vibrant economy and skilled local  44

workforce for the future

What we have achieved 45 What we aim to achieve by the end of 2020 59 CSP 4 - We will reduce income inequality and improve the standard of living 60 What we have achieved 61 What we aim to achieve by the end of 2020 65 CSP 5 - We will protect and value our environment 66 What we have achieved 67 What we aim to achieve by the end of 2020 74 Modernising Government 75 What we have achieved 76 What we aim to achieve by the end of 2020 91

Contents

SECTION 2 EFFICIENCIES REPORT 92 Summary 93 Delivery Plans A, B & C 94 Impacts 94 Governance 94 What have we achieved 95 Cross cutting efficiencies 96 Departmental efficiencies 105

Customer and Local Services 106 Children Young People Education and Skills 106 Growth Housing and Environment 107 Health and Community Services 107 Justice and Home Affairs 109 Strategic Policy, Performance and Population 110 Treasury and Exchequer 110 What we aim to achieve by the end of 2020 111 SECTION 3 FINANCIAL REPORT 112 Introduction 113 Overview 113 Income and Expenditure Highlights 114 Income Tax 116 Net Revenue Expenditure 117 Net Revenue Expenditure By Department 120 Health and Community Services (HCS) 120 Children, Young People, Education and Skills (CYPES) 121 Customer and Local Services 122 Treasury and Exchequer 123

Contents

Growth, Housing and Environment (GHE) 12

Justice and Home Affairs (JHA) 125

Office of the Chief Executive 126

Chief Operating Officer (COO) 127

Non-Ministerial Departments 128

Strategic Policy, Performance and Population (SPPP) 129 Jersey Overseas Aid 130 States Assembly 131 Trading Operations 132 Jersey Car parking 132 Jersey Fleet Management 133 Capital Highlights 133 Social Security Funds 134 Investment Performance 135 SECTION 4 APPENDICES 137 Appendix 1 - Detailed Breakdown of Spend and Forecast Against Government  138

Plan Growth Allocation

Appendix 2 - Breakdown of COVID 19 Identified Pressures 145

Foreword by the Chief Minister

I want to begin by thanking all Islanders, our public sector staff and my Ministerial colleagues for your support, dedication and resolve during the past six months, and the way you have worked together to face the challenges this period has presented to the Island.

When we introduced the first Government Plan in November 2019, the Council of Ministers set out an ambitious programme of work to meet the five key pledges made in our Common Strategic Policy.

We never could have anticipated, at that time, the health and economic crisis that would engulf the global community in the form of the Novel Coronavirus (COVID-19).

It is no exaggeration to say that COVID-19 has provided the most significant challenge to our Island for a generation. There have been two distinct emergencies to face; the immediate healthcare crisis and the resulting global economic downtown. We had to work quickly, and in innovate ways, to meet those challenges as they arrived in our Island.

I do not doubt that we will feel the impacts of the pandemic for many years, and maybe even decades to come. But the necessary focus

on the emergency response does not mean that we have abandoned the core work of Government and our wider obligations.

I still firmly believe that the programme of work we set out in the Government Plan, and

Senator John Le FondrØ Chief Minister

the principles that underpin it in the Common Strategic Policy, remain essential to the future prosperity and wellbeing of Jersey. Putting children first, improving Islanders wellbeing, creating a sustainable and vibrant economy, reducing inequality, and protecting our environment must remain at the heart of the Government s work.

Despite the pandemic, we have made strong headway, having clarity on where we are in the programme of meeting our ambitions.

This report sets out in detail the progress made. While some programmes have been deferred because of the financial, manpower or resources committed to countering the pandemic, I am pleased to see that many remain on track or have already been completed.

Putting children first is the cornerstone of our priorities, and in February we launched a landmark care package, providing £1 million of support for children and young people in care, and those leaving care. That package underpins the role of the Government as a corporate parent and will fund the everyday necessities that any loving parent would normally pay for.

Following an Ofsted inspection, at the end of September 2019, we have also made several permanent appointments to stabilise the workforce at all levels and now have a senior

leadership team, including a new Director of Children s Safeguarding and Care, who are committed to take the children s service forward.

Work to improve Islanders long-term wellbeing continues with significant progress on the

Our Hospital project. We have appointed

the design and delivery partner and have released a shortlist of feasible sites for the new Hospital. We will shortly begin working on a range of detailed technical assessments for the shortlisted sites, including an environmental impact assessment.

We have made investments in preparing our economy for the impact of new relationship between the European Union and United Kingdom, with significant progress also made on building and enhancing our international Island Identity, and developing an exciting vision for the future of Fort Regent.

Work will shortly continue on the significant research undertaken by Housing Policy Development Board to ensure that we are improving the quality and affordability of housing, as well ensuring that we complete the implementation of the Disability Strategy.

And our commitment to the environment remains steadfast. We published our Carbon Neutral Strategy and Sustainable Transport Policy at the end of 2019, which sets out the strategic and scientific context and proposes the next steps for making Jersey carbon neutral and how transport provision can be developed to better support the wellbeing of all Islanders over the next decade.

COVID-19 has challenged the way that we all work, but it has also demonstrated that we are agile and can adapt quickly to circumstances. Within the public sector our One Government culture has enabled us to maximise the skills and talent available across departments to meet the challenges of COVID-19.

We reached an historic agreement which brought all GPs directly into employment by Health and Social Services, providing more resilience for the hospital, allowing GPs

will be able to take shifts in the Emergency Department, and cover for specialist colleagues in the hospital.

Investment in our IT infrastructure ensured that the Government could continue to function effectively, communicate across teams and departments, and serve the public despite

the restrictions imposed by the Stay at Home instruction.

I want to thank all of the Government of Jersey employees, across the entire public sector for their commitment; not only in combatting the COVID-19 pandemic and its economic impacts, but to keeping our Government moving to support Islanders and deliver on our promises. It has been a challenging and, at times, difficult few months, but so far we have weathered the storm and I am proud of our record in service to our Island.

As I said at the beginning, COID-19 presented health, economic and financial challenges. The latter will be addressed in the Government Plan, but we should be under no illusion, that whilst solvable these are not of a small magnitude. The underlying issues that we faced before COVID still remain, and this report shows the positive progress we have made in these areas and what we will continue to achieve, meeting the promise we made to take the important decisions to tackle the future needs of all Islanders and secure the long-term vision we share.

Senator John Le FondrØ

Chief Minister

Foreword by the  Minister for Treasury  and Resources

The first six months of 2020  has been dominated by  

the COVID-19 pandemic  

and the significant impact  

it has had on everyday  

life, on society and on our  economy.  SMuinsiisete Pr ifnoer lTreasury and Resources

This means that we are reassessing and  in the Government Plan and the additional changing what we said we d deliver for this year  spending we ve undertaken to address

and, due to the pandemic, this will continue into  the COVID-19 related health issues, the

2021 and the next Government Plan. Government made the decision to enter into Looking specifically at the economy, our Fiscal  a £500 million rolling credit facility. This will

provide us with liquidity over the next couple PinoJliecrys Peya nweill lsf aulpl bdya tmedo  rf eo rtehcaans 7t  .s5a%y s in t h 2a 0t 2 o 0u . tput  of years and means we will not need to sell

investments at a low point in the market. By

Ilot icskadlosow ne srteimsualtteedd itnh aat rtehdeutchtrieoen minoonutthpsu ot f  allowing our investments time to recover their (Gross Value Added) in the economy of over  value, we will be in a stronger financial position

£100 million per month. over the longer term.

Falling public revenues and the rising public  One of our most important roles during the

pandemic has been to respond quickly as a ceocsotnsoomf idceimalipnagcwtsi tmh ethaen pthaantdJeemrsice yanisdmthoev ing  Government to the rapidly changing financial

into a budget deficit situation, which will last for  situation and support Islanders and businesses several years. through it. As we ve moved into the financial

 recovery phase for the Island, we have

This has meant there has been a need for a  introduced a range of measures into our Fiscal renewed fiscal strategy which has to take this  Stimulus Package that are providing timely, reduction in income into account. We will also  targeted and temporary support.

need to reduce our expenditure where we can

and borrow to fund the immediate costs of the  We know there will much more adaption to, and pandemic response. We will have to take action  investment in, these challenging circumstances to balance our finances, with the aim of closing  as we move through 2020 and into 2021. I

the deficit by the end of the 2021-2024 period. am extremely grateful and proud of the way everyone within Government and across the

It should be noted that we came into the  community has responded to the demands of current crisis in a strong financial position, with  the pandemic so quickly and professionally. We significant reserves and a healthy balance  will work together to meet any challenge that sheet. This was recently highlighted by our  faces us.

credit rating being reaffirmed by Standard and

Poor s.

However, due to the sharp decline in income   Deputy Susie Pinel  

expected for 2020, to meet our commitments  Minister for Treasury and Resources

8 Health and Community Services Foreword Government Plan 2020-23 - Review

Foreword by the Medical Officer of Health

Many of us will look back on 2020 as one of the most, if not the most, extraordinary year of our lives. It has proved to be the most important and significant time in my entire medical career of almost 40 years.

The coronavirus pandemic, announced by the World Health Organisation on 11 March, is widely considered by international experts to be the worst public health emergency in peacetime. As 2020 began, no one knew what was to unfold and how all our lives would be affected in so many different ways. A novel coronavirus had begun to spread in the Far East, first detected in the Wuhan province of China.

Jersey mobilised quickly to respond to the new threat. We knew, based on our pandemic flu planning and our own 2009 H1N1 (swine flu) pandemic response earning recognition nationally and internationally, that we needed once more to enact our urgent resilience measures for the possibility of a rapidly rising epidemic curve. This time, the potential surge of infected Islanders would not have

a pandemic variant of flu, but instead a new illness about which very little was known. No available treatment, nor vaccine, nor any understanding of which groups of people may be at higher risk than others. We were conscious, as in 2009, that we had one small hospital and a proportionately small intensive care unit, and our goal should be to protect these becoming quickly overwhelmed by

a local epidemic situation. This would have been at a time when it would likely be more

Dr Susan Turnbull

Medical Officer of Health

challenging than usual to expect to transfer any surplus of sick people for care on the UK mainland. Mainland hospitals would be no less likely than our own to be struggling to provide enough hospital and intensive care capacity to match this new and unplanned-for need. The initial strategy focused on delaying the expected epidemic, while containing the spread of the infection, and shielding those thought likely to be most vulnerable to serious COVID-19 illness.

Delay allowed time for expansion of health

care resources, including testing and contact tracing, personal protective equipment, and

the reconfiguration of medical and healthcare manpower as well as hospital bed and intensive care capacity. The rapid reconfiguration

of Jersey s machinery of government and redeployment of staff gave us an able and agile COVID-19 strategy and policy team. Exceptional individuals put aside their business as usual strategic and policy priorities and regrouped around the urgent development of the initial COVID-19 Delay, Contain, Suppress strategy. Necessary new legislation was developed

with Law Officers support and taken through the States Assembly approval processes.

Policy leadership and expert advice has

been provided throughout to the Council of Ministers and the Emergencies Council. Public communications have been and remain a key feature, as were and are regular briefings to States Members and Scrutiny Panels. The

Scientific and Technical Advisory Cell (STAC) began to meet regularly, considering evolving evidence and providing expert medical and technical advice on policy development, and other matters arising requiring such expertise.

A key early, and timely action in the Delay phase was to instigate a lockdown, requiring all Islanders to stay in their homes, other than for certain exceptional, essential reasons.

From the outset, Islanders general health and wellbeing were a strong consideration, whilst applying necessary and proportionate anti- COVID-19 measures. These were to protect us all from COVID-19, including vulnerable Islanders, who, due their age or existing medical condition(s), were thought likely to be more at risk from COVID-19 complications.

We responded as a community, and with solidarity, to the new restrictions we needed

to follow to keep everyone safe. A significant pandemic wave of infection was prevented. The hospital was not overwhelmed.

As at 20 August, we have had 32 COVID-19 related deaths: including deaths certified as caused by COVID-19 , probably caused by COVID-19, or where COVID-19 was mentioned on the death certificate. The penultimate COVID-19 related death was in mid-May. The most recent COVID-19 related death (registered in mid-August) was in someone whose COVID-19 infection had been diagnosed in April. We have continued to identify relatively small numbers of new COVID-19 positive

cases through either our proactive essential workforce screening, or through our border testing programme. The vast majority detected have been in the asymptomatic category. At

the time of writing there is no evidence of onward community transmission of COVID-19 among Jersey s population from these cases.

This has been in the same timeframe as, balancing the risks to Islanders general health and wellbeing as well as preventing spread of the virus, we have been stepping down through our lockdown levels, cautiously and proportionately following our Safe Exit Framework. Our Suppress and Contain strategy has served us well so far.

Summer 2020 found us COVID-ready in Jersey, having built up capacity and resources during the months of spring . The world has, sadly, had a great deal of experience of COVID- 19-related illness, and of deaths. This means that so much more is understood about this new virus. Treatment of those seriously ill has greatly improved, and vaccine development

is advancing well. More is known about the characteristics and risk factors that place some people at higher risk of developing COVID-19 complications.

Nonetheless, among international epidemiology experts, there is concern that as Northern Hemisphere countries head into autumn and winter, there will be new surges of infection. Respiratory viruses spread better indoors. This accounts to some extent for the seasonality of flu and common colds. Many countries around Europe including our nearest neighbours are already witnessing rising incidence of infection. It is right that we prepare for a significant impact on Jersey, as we have done before. Development has begun of a set of principles

to underlie a COVID-19 Re-Escalation Plan in readiness to respond rapidly to any significant resurgence of COVID-19 infection in the island. We may also be recommending some precautionary pre-emptive measures to help put us in the best possible starting position as we move into autumn.

We are, of course, much more COVID-ready than we were at the beginning of 2020, with much more testing as well as health service capacity locally, together with much more international experience to draw on regarding optimal treatment of COVID-19 illness.

In the meantime, my advice as Medical Officer of Health to everyone in Jersey is this: please take advantage of the current favourable situation, with an extremely low chance of encountering COVID-19 here, and keep enjoying as far as you and your family possibly can, an active and healthy summer in our lovely Island, while following the continuing sensible distancing and hygiene precautions to protect us all, as well as yourself.

Dr Susan Turnbull

Medical Officer of Health

10. Council of Ministers Government Plan 2020-23 - Review

Council of Ministers

Senator

John Le FondrØ

Chief Minister

Deputy Carolyn Labey

Assistant Chief Minister, Minister for International Development

Senator Sam MØzec

Minister for Children  

and Housing

Assistant Minister for Education

Deputy Richard Renouf

Minister for Health  and Social Services

Senator

Lyndon Farnham

Deputy Chief Minister,  Minister for Economic Development, Tourism, Sport and Culture

Assistant Chief Minister

Deputy Kevin Lewis

Minister for Infrastructure

ConnØtable Len Norman

Minister for Home Affairs

Senator Tracey Vallois

Minister for Education Assistant Minister for Children and Housing

Senator Ian Gorst

Minister for External Relations Assistant Minister for Treasury and Resources

Deputy Judy Martin

Minister for Social Security Assistant Minister for International Development

Deputy Susie Pinel

Minister for Treasury  and Resources

Deputy John Young

Minister for the Environment

11. Assistant Ministers Government Plan 2020-23 - Review

Assistant Ministers

ConnØtable Richard Buchanan

Assistant Chief Minister, Assistant Minister for External Relations

Deputy Lindsay Ash

Assistant Minister for Treasury and Resources

Assistant Minister  

for Home Affairs

Senator Steve Pallett

Assistant Minister for Economic Development, Tourism, Sport and Culture

Assistant Minister for  

Health and Social  

Services

ConnØtable Christopher Taylor

Assistant Chief Minister (resigned August 2020)

Deputy Gregory Guida

Assistant Minister  for the Environment,  Assistant Minister  for Home Affairs

Deputy

Hugh Raymond

Assistant Minister for Health  and Social Services,

Assistant Minister for Infrastructure

Deputy

Scott Wickenden

Assistant Chief Minister, Assistant Minister for Social Security

Deputy Jeremy Ma on

Assistant Minister for Education, Assistant Minister for Health  and Social Services,

Assistant Minister  

for Social Security

Deputy Montfort Tadier

Assistant Minister for Economic Development, Tourism, Sport and Culture

Assistant Minister  

for the Environment

Purpose of the report

The Government Plan 2020 2023 was the first of its kind for Jersey, bringing to life the priorities set out in the Common Strategic Policy. The plan brought together income

and expenditure decisions to improve the transparency of Government finances and linked money to priorities to provide a holistic view of priorities, outcomes and finance.

This report looks back at the first six months of 2020; describing the achievements and delivery of planned activities during the most unprecedented public health emergency in living memory. The report also notes of more initiatives that have been adversely affected by the pandemic, and the revised plans to ensure their delivery under the new circumstances that Jersey is now living in.

The report then provides an updated view of both the efficiencies and overall Government finances. The report structure has been adapted to recognise and address the considerably different fiscal position, due to the pandemic, in which the Island finds itself to that which was planned and approved in the Government Plan for 2020.

Scope of the report

The report covers progress in relation to additional funding approved, progress against agreed efficiencies, the financial position as at the end of June 2020, and the forecast position to December 2020. The report contains three sections as outlined below.

Section 1 Progress report

A description of the impact of the pandemic

on the planned deliverables and an overview of the pandemic related activity, by CSP

The Jersey s Performance Framework was

published at the start of the year to measure progress towards achieving sustainable wellbeing.

Section 2 Efficiencies report

Updates are provided against the approved

re-balancing initiatives as set out in the Efficiencies Plan 2020-23

They include a general update on the

delivery of the efficiency, whether alternative efficiencies are required and/or growth is being deferred to deliver the value of the efficiency

The impact of the efficiency over the last six

months, and anticipated impact over the next six months, are also outlined.

Section 3 Financial report

This report includes a mid-year financial

position and forecast position to year end 2020

Given the significant impact of the pandemic

on public finances in 2020, this report also sets out the cost of COVID-19 emergency response expenditure and the impact of financial re-balancing to address the effects of the pandemic.

Approach to reporting

The pandemic has resulted in a cross-

This section provides a high-level narrative of

progress to date on all initiatives which were funded (revenue or capital) following the approval of the Government Plan 2020-23

The structure follows that of the Government

Plan 2020-23 and initiatives are collated against each Common Strategic Priority (CSP) and assigned a reference, which allows traceability through the financial section of the report

Government reassessment of its priorities. While many of the initiatives remain on track or have already been completed, in many cases,

in order to protect lives, livelihoods and the wellbeing of Islanders, the emergency response required public servants to be redeployed and away from their usual work.

By securing this enhanced level of resilience against the effects of the pandemic, some planned work towards collating and reporting for the Government Plan was temporarily put on hold and this has also affected some initiatives.

requirement to fund new initiatives that protect Islander s incomes ) has required a cross- Government financial re-balancing exercise to be conducted.

This report describes each initiative from the Government Plan 2020-23 and uses the below statuses to report on progress and impacts of any changes.

This new prioritisation, alongside the financial implications of the pandemic (including the

On track the initiative is continuing and is on track to deliver against the

original or an agreed revised plan

Delayed the initiative has been delayed and is not on track to deliver against

the original plan and/or a revised plan has not yet been agreed Deferred the initiative will be or has been deferred in full, but it is recognised

that the funding will be required later

Partial deferral part of the initiative has been deferred and part will continue as

planned

Reduced the initiative will continue as planned but with reduced funding due

to a forecast underspend

Complete the initiative has been delivered or in the case of business as usual

funding, the funding has been assigned.

Summary

The ambition of the Government Plan 2020- 2023 was to identify which actions could be taken by the Government to make the most enduring difference to Islander s lives. These would be tested against five pledges of the Common Strategic Policy:

we will put children first

we will improve Islander s 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 standards of living

we will protect and value our environment.

As the Government began its emergency pandemic response, it considered every action according to how it would meet these pledges, whilst making sure that the overall effect of Government action was the preservation of lives, livelihoods and wellbeing.

Various initiatives set out in the Government Plan 2020-23 have been delayed and their progress is explained throughout this report. Nevertheless, many initiatives have, through the dedicated professionalism of officers, stayed

on track and are likely to deliver the positive outcomes envisaged by Ministers. Furthermore, actions undertaken by the Government during the emergency response have resulted in accelerated change and resulted in positive outcomes for Islanders.

To put children first during the emergency response, the Government focused on their immediate safety, and closed schools in March, and then on their educational outcomes, delivering a new online education during the lockdown period.

Parents and carers were offered advice and support through a new Children and Families Hub; and critical workers children had nursery and school places made available to them, alongside our most vulnerable children.

Children and young people actively engaged with the Safe Return to School campaign, by taking part in welcome and orientation videos and young carers took part in the My Time for Young Carers project, which raised awareness and highlighted the safeguarding needs of young carers.

Additional support is being put in place for children and young people to address the loss of in school learning during the pandemic. Most of this will take place in the new academic year, starting in September, but a small number of summer schools are being piloted with a strong focus on literacy.

Higher Education students have also been supported by the Student Finance Team, from logistical support to retrieve belongings left in the UK, to additional financial support for final year students to return to university and by Skills Jersey to access online university resources.

To improve Islander s wellbeing, the Government pursued a delay, contain and shield strategy to ensure the continued control of the virus, before moving to a suppression strategy once all Island clusters had recovered. This protected Islanders by causing the least overall harm and allowed for a gradual relaxing of the lockdown measures.

The lockdown created many issues regarding accessing health treatment, and especially

for those requiring mental health services. In response to this, the Government adapted

the delivery of these services, including

the introduction of an on-Island Child and Adolescent Mental Health Service (CAMHS) facility and the expansion of the Liaison Team to offer 24/7 support to those with mental health issues both at home and in clinics.

The pandemic presented a major challenge for the delivery of wider health care to the Island and emergency measures were put in place

to cope with forecast demand. In addition, to address new requirements for COVID-19 testing and results processing, work was brought

forward on the digital health and care strategy, such as the integration with UK laboratories for the automated receipt of test results.

To create a sustainable, vibrant economy

and skilled local workforce the Government responded to the economic impacts of COVID-19 by delivering immediate interventions to deliver household and business support. To make sure this delivered the most timely and targeted outcomes, the Government pursued

a Respond, Recover and Renew strategy. This will be a series of temporary measures that will support the economy until such a time that it could begin to operate in a normal fashion.

The Respond measures were deployed at the outset of the pandemic to provide support

to individuals, households, and businesses.

As the Island began to progress through the Safe Exit Framework, the Government focus moved to Recovery, in order to develop a fiscal stimulus programme to sustain demand and offset recessionary harm. The long-term work of the Renew stream will be to horizon scan the Island s economic opportunities and to establish a base for an inclusive recovery that benefits all Islanders.

Part of this strategy supported the pledge to reduce inequality and improve standards

of living. During the emergency response, over 2,000 individuals and 170 businesses registered with the Government to provide help with critical services such as Meals on Wheels and the Salvation Army Food Bank. These efforts were coordinated by the Connect Me service, working closely with the Parishes and voluntary and community organisations.

To further prevent Islanders reaching crisis point, the Government put in place a series

of measures to support the whole community during the pandemic. These included financial support to enable Islanders to remain in employment and so to be able to support themselves and their families, a relaxation

of Income Support rules for those under 25, financial support for anyone living in Jersey for less than five years, legislation to prevent evictions for Covid-19 related rent arrears and prevention of rent increases, and launching the Children and Families Hub to provide the right help at the right time for children, young people and families.

The Government understood that while

many public servants were redeployed to

the emergency response, opportunities to protect and value the environment could

be advanced. During lockdown, there was a significant increase in walking and cycling and the Government hopes that this change in lifestyle will continue. A pilot project has seen Waterworks Valley made more pedestrian- friendly on Sundays throughout August. The purpose of this project is to ensure that, as

the Island returns to normal life, everyone remembers that they can still value the

natural environment that is right outside their front door, or very nearby. The Government

is currently asking Islanders about whether other roads in Jersey should be made more pedestrian-friendly and what else could be done to support Islanders wellbeing into the future.

Over the last six months, the pandemic brought much pain, disruption, and anxiety to Jersey. But it has also brought the Island community together more closely. This has further accelerated the embedding of the One Government changes. Despite the impact of the emergency response, the Government

has continued with its commitment of modernisation. Responding to the pandemic required human resources to be deployed flexibly and, at the same time, thousands of colleagues, working from home, continued

to deliver business as usual activities which were prioritised and completed to make sure the Government continued to deliver essential services to Islanders.

These outcomes will be built on over the next six months to make sure the organisational, digital, and modernisation changes continue to make a real difference to how government works smarter, Islanders access services and that community feedback and comments are increasingly used as evidence in planning and decision making.

Summary of Progress

CSP 1

We will put children first

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

What have we achieved?

Delivering quality education to children and young people, while keeping them safe and healthy during the pandemic was a challenge faced across the world. Following medical advice to delay the spread of COVID-19, the Minister for Education closed Jersey schools on 22 March.

Both the Education and Children s Ministers instructed the Government to focus on the wellbeing and learning outcomes of the children and young people in Jersey during this time. Teachers, parents, carers with a range of other supporters worked together to put children first and deliver a coherent curriculum to pupils at home and, for those children of critical workers and those deemed most vulnerable, in school.

This renewed focus continued as schools successfully reopened before the end of the academic year with the Safe Return to School campaign.

During the closure period, a newly formed Critical Workers and Vulnerable Children Hub coordinated the assessment of eligibility and placement into childcare, schools or colleges for the children of critical workers and those identified as being vulnerable children.

To complement and enhance the focus on supporting families to cope with the lockdown, the plan to set up a Children and Families Hub was also brought forward by the Department for Children, Young People, Education and Skills (CYPES). This service was a virtual resource to provide information, advice, guidance and, where required, direct support to those families needing early help to offset the challenges posed by the prolonged absence from care and education settings.

To maximise the impact of the two hubs, a cross-Government communication and marketing campaign was launched, asking the community to be the eyes and ears for the vulnerable and to report health, wellbeing and safeguarding concerns.

In addition, schools and Highlands College invested significant effort into developing a high-calibre remote learning offer for all pupils and students, supported by a parental/carer resource; the

 Learning at Home website (https://gov.je/LearningAtHome). The Government also worked with broadband providers to provide free access to Wi-Fi for children and young people who did not have access to the Internet at home and has invested in hardware for children without access to technology at home.

The Jersey Youth Service regularly reviewed its delivery models to ensure that, counselling and detached (street-level) youth work were prioritised to support the clear demand for an enhanced wellbeing service and post-lockdown support.

To underpin these initiatives, the Government also produced a series of tailored and detailed staff guidance documents for social workers, teachers and lecturers, youth workers and many others, supporting them to protect their own health and wellbeing, while maximising the support available to children and young people.

As well as thousands of contacts being made with young people and their families by the professionals working across CYPES, a large-scale survey of the experiences of children and young people was jointly commissioned with the Office of the Children s Commissioner. The plans for the re-opening of childcare, schools, colleges and Highlands were shaped by the feedback from this survey and the development of a children s rights impact assessment.

Protecting and supporting children

To best ensure the health, safety, well-being and learning outcomes of our children and young  people during the initial pandemic response, the Government:

 Supported schools to protect children and young people through the Psychology and Wellbeing  

Service, making hundreds of calls to families to ensure they were managing with the lockdown

 Put in place the Recovery Curriculum, with schools welcoming children back, making them feel  

safe and valued, re-establishing friendships and helping them to learn new ways to behave  

 Established a COVID-19 Vulnerable Children List, with every identified vulnerable child having a  

lead agency and lead worker

 Set up a temporary 24/7 Child and Adolescent Mental Health Service (CAMHS) Inpatient Unit  

for children and young people, who would have usually been managed in either Jersey General  Hospital or off-Island

 Ensured the Youth Service worked closely with the States of Jersey Police, Honorary Police and  

Parishes to provide an Island-wide community outreach programme (Street Work).

In addition to the above initiatives which were undertaken in response to the pandemic, the  following tables outlines progress made against the initiatives set out in the Government Plan  2020-23 and the current status of delivery.

CSP1-1-01 Children s Change Programme  

Progress: The Baby Steps programme  

Continues to be delivered by Family Nursing and Home Care (FNHC) to promote attachment  and early parenting skills.

Status: On track

Progress: Additional Family Support  

Workers were recruited and have started to build an early offer to children and families who  needed support to prevent the escalation of issues and problems. This is part of a longer- term strategy and service delivery which will help shape demand for statutory services while  improving outcomes for children.  

Status: On track

Progress: Child Sexual Exploitation (CSE) Project

Continuing to deliver the Child Sexual Exploitation (CSE) Project, which raises awareness within  schools and the local community. During the pandemic, alternative means of keeping in contact  with young people enabled the service to continue to deliver value. In addition, a return home  interview process and multi-agency working have been established.  

Status: On track

Progress: The Jersey Youth Service  

Continuing to deliver the LGBTQ+ project, refocusing support during the pandemic on one-to- one support and online youth project sessions as an alternative to usual face-to-face sessions.  

Status: On track

Progress: The Nursery Special Education Needs service  

Delivered an outreach service from Bel Royal School called the Learning Inclusion Team and  increased portage worker hours to deliver a pure portage model* to children with the most  complex needs all year around. (*Portage is a home-visiting education service for pre-school  children with special educational needs and disability and their families)

Status: On track

Progress: Additional legal advisors in the Civil Division

Three members of staff were employed to ensure that Jersey has a fit-for-purpose legislative  framework to support vulnerable children. The advice and support provided by these officers  has been instrumental in the development of adopted legislation, such as the Children s  Commissioner Law, smacking ban and emerging legislation, such as the regulation of children s  social work services; with due regard to UNCRC and Omnibus amendment to Children s Law.

Status: On track

Progress: Children s workforce training

Continuing the delivery of foundation and specialist training across the children s workforce.  Status: On track

CSP1-1-02 Independent Jersey Care Inquiry P108

Progress: Sustainable workforce  

Funding has been used to support staff undertaking accredited programmes of systemic  practice. It was also used to support the work of the Social Care Institute for Excellence in  working with the staff group on-Island and developing a practice model for the service. On- Island social worker training started in 2019 continues. Additionally, a HR professional has been  recruited to focus on building a sustainable workforce in social care.

Status: On track

Progress: Children s Policy and Legislative Programme  

To date, work has completed on the Children s Commissioner Law and the smacking ban which  came into force in April 2020. The redeployment of policy officers, law draftsman and legal  advisors to work on COVID-19 legislation resulted in delays to the delivery of planned children s  policy and legislative change. However, these initiatives have now being re-planned, and it is  expected that the Omnibus amendment to the Children s Law and the legislation to indirectly  incorporate the UNCRC will be lodged for debate in Q1 2021; approximately three months later  than originally planned. The work to regulate social work services and mental health services  

for children and young people has also restarted and law drafting is being progressed. It is  anticipated that a consultation on draft Regulations will start in Q4 this year; a delay of four to  five months. The Big Education Conversation findings report will be published by the Minister at  the beginning of September. Policy development relating to education reform will then be taken  forward, based on the priorities set out in the Review of School Funding.

Status: Delayed

Progress: Enhanced Multi-Agency Safeguarding Hub (MASH) resourcing  

The existing service has been extended from previously partial days to full time Monday to  Friday, 9am to 5pm.  

Status: Complete

Progress: Children s Rights and MOMO service

Historically, there was a dearth of advocacy and representation for children looked after by  the Minister, which meant that children s rights were not a priority and this had in the past  led to children suffering harm. New posts were created as a response to criticism in the Care  Inquiry. The post holders have a freedom to roam , working with children in care by building  relationships, raising issues on an individual and group basis and contributing to service  developments and design. They are an important part of the system to safeguard children and  work with children and young people on and off-Island.  

Status: Complete

Progress: Inspection of Services and Practice Improvements  

New posts have been set up to support and enhance practice improvement within the children s  service and enhance quality assurance. The aim was to support the professional practice of  staff, deliver training, disseminate best practice and support improvement. It proved difficult to  recruit to these posts and the resource was used to commission work undertaken by the Social  Care Institute for Excellence as part of the Children s Services Improvement Plan. Improvement  is an ongoing process rather than a one-off event and is part of the future development of the  children s service.

Status: On track

CSP1-1-03 Policy/Legislative service delivery  

Progress: Jersey Domestic Abuse Support Service  

Additional post recruitment is ongoing and expected to be complete by Q3 2020.  Status: On track

Progress: Judical Greffe Family Law  

An increase in funding for the Mediation Service during the period in which the law transitions  to no fault divorce. This anticipates an increased requirement to attempt a mediated settlement  before reverting to the Courts. The work on divorce reform has been deferred due to COVID-19  pressures including the inability to recruit additional mediators and additional pressures on the  Law Drafting Office meaning it has not been possible to secure law drafting time for changes to  legislation.

Status: Deferred

Progress: Sexual Assault Referral Centre (SARC)  

Combined extension of recruitment for SARC/Jersey Domestic Abuse Support Services. Status: On track

CSP1-1-04 P82 Children s Services Early Intervention  

Progress: Intensive fostering  

The Intensive Fostering Scheme, a specialist fostering service for children and young people  who present with highly complex needs and challenging behaviours, was launched in the  beginning of 2020. However, the programme had to be put on hold through lockdown. The  service aims to recruit and train up to three intensive foster families by the end of 2020. The  recruitment for staff to manage this service has been successful.

Status: On track

Progress: Therapeutic unit on-Island  

Initially, the proposal was to create a therapeutic residential care unit for a small number of  children. Providing a therapeutic-informed resource on-Island, allows us to provide homes  for those children in Jersey who would previously be required to be sent off-Island to receive  the care they need. It is now intended to train the staff group in trauma informed practice and  therapeutic approaches to work with all looked after children in the Island.

Status: On track

Progress: Transition to Adulthood / Throughcare / Care Leavers  

The new statutory entitlement and offer for looked-after children and care leavers has been  developed and includes the provision of personal advisors who will be allocated to work with  children and young people from age 14 up to 25. The offer also sets out how the Government,  as its corporate parent, will support them to access health, education, clothing, housing, and  travel. The Care Leaver Offer is still in the process of implementation and the Government is  working with young people and partners to improve the reach, understanding and application  of the entitlement and offer. Some care leavers have contacted Children s Services since the  offer was implemented and their cases have been re-opened, and a personal advisor allocated  to them to offer support.  

Status: On track  

Progress: New care pathways for Child and Adolescent Mental Health Services (CAMHS)

The establishment of an on-Island CAMHS facility was accelerated by the closures of such  facilities on the UK mainland due to that government s lockdown measures.

Status: On track  

CSP1-2-01 Higher education  

Progress: Future delivery of student finance

Much of the work on models for the future delivery of student finance was completed prior  to the pandemic. The Minister has agreed for this work to resume in September before being  reviewed by education, policy and finance officers. An extension of the current model is  required to allow funding to continue while this review is ongoing.

Status: Deferred

CSP1-2-02 Improving educational outcomes  

Progress: Jersey Premium

Most of the funding has been devolved to schools, who have devised plans and implemented  strategies for pupils eligible for the Jersey Premium. In addition, funding was re-focused during  the lockdown to support eligible students during the school closure period. A partial funding  deferral has resulted in a deferral for 2020 of the proposed extension of funding to students  with Jersey Premium eligibility aged 16-19 years.  

Status: Partial deferral  Progress: The Jersey Music Service

The use of additional funding has been granted to deliver free lessons to 124 pupils whose  parents are in receipt of income support. A research project has been designed and will start in  Summer 2020. It will establish how best to support the musical development of young people.

Status: On track  

Progress: Jersey School Review Framework (JSRF)  

The monitoring of those schools that require improvement under the JSRF is underway. Where  feasible, school visits took place and these will resume in September when the new academic  year begins.

Status: Deferred

Progress: Languages strategy

Following the successful implementation of the Year 5 French programme across eight  

Jersey primary schools, it is proposed this programme is extended to all schools. This scheme  provides a six-week immersive programme in which Year 5 pupils receive daily tuition in  French, supported by expert teaching and centrally provided resources. The success of the  programme is in the design, high calibre teaching and the fact that these 9-10 year-olds receive  as much teaching (from the programme) as GCSE students. This investment is part of a wider  Languages Strategy to strengthen linguistic prowess in Modern Foreign Languages (MFL),  including European languages and Mandarin, as well as Jrriais. Currently, funding has been  used to pay the salary of the specialist teacher. A further part-time teacher has been employed  from September 2020. Resources have been procured to implement the project across all  Government of Jersey primary schools as soon as is practicable.  

Status: On track

Progress: Reading Recovery

A working partnership with the local charity Every Child our Future (ECOF) has seen the  very successful re-introduction of Reading Recovery teaching to a range of Jersey s primary  schools serving the most challenging needs. Led by the CYPES English Adviser, ECOF funded  three teachers for a three-year period under a Memorandum of Understanding (MoU) with the  Department. This sat alongside funded reading interventions for older pupils and the training  and deployment of over 600 reading volunteers in our schools. Reading Recovery is the  strongest internationally evidence-based reading intervention for this age group. This funding  will broaden the impact of the programme and will mean a doubling of investment as ECOF  will seek further corporate sponsorship to extend the offer. Currently funding has been used to  pay the salaries of the existing contracted two teachers, with growth to also fund the third post,  making up the complement of three teachers under the previous MoU, and further training and  succession planning. No other projects have started due to the pause while efficiencies were  established.

Status: On track Progress: Education Law

The Big Education Conversation findings report will now be released in the autumn, which  

is expected to lead to further work looking at inclusion and governance in order to inform  subsequent proposals to revise the Education Law. Growth funding has supported the work of  a policy officer and provided funding to securing expert third party support, a small proportion  of which may be deferred.

Status: Partial deferral  

Progress: Funding and Demographics

For the academic year 2020/2021, four additional reception forms have been opened to  accommodate all children entering Reception. The number of children requiring school places is  continually reviewed and it is anticipated that a further bid will be required for the academic year  2021/2022.

Status: On track

CSP1-2-03 Les Quennevais School IT equipment  

Progress: Expansion of Les Quennevais IT equipment

To support the new school build and the expansion of IT required to accommodate the larger  footprint, an IT equipment refresh was needed to complete the fit-out of the school. Equipment  received and installed on time.

Status: Completed

CSP1-2-04 Primary School Meals Feasibility Pilot  

Progress: The Primary School Meals Pilot Programme

The Primary School Meals Pilot Programme was successfully implemented but was put on hold  due to pandemic related school closures. It has not yet been evaluated. Early indicators suggest  that the pilot was well received, with growing popularity among parents and pupils. It has been  proposed that the programme continues. This is subject to Ministerial formal sign-off. The  

next step, assuming formal approval, is for the pilot to resume in September to ensure its full  evaluation.  

Status: On track

CSP1-3-01 Involving and engaging children  

Progress: Youth Voice

The Youth Parliament Project has been designed to enable the voice of young people to  

be heard. The high-level milestone plan shows that much progress has been made and  everything was on course to be completed until mid-March 2020. The data gathering, which  was conducted in July and August 2019, was due to be supported/confirmed by feedback  from young people who would be engaged in the initial iteration of the Youth Parliament. The  COVID-19-related delays have meant that this consultation with young people will have to wait  for students (aged 12 to 18) to return to school in September. When this happens, proposals for  structures and procedures will be finalised which, in turn, will enable the launch of the Youth  Parliament to go ahead in early 2021. All three staff are now appointed and in place. They are  working on several streams with the aim of ensuring that the Youth Parliament can launch early  in 2021, as originally planned.

Status: On track

Progress: Advocacy for Looked After Children and Care Leavers

Forming the Children s Rights Team (CRT) increased the capacity and choice for Rights Based  service delivery. The recruitment of the team is now complete, and work has started with a  plan in place for CRT. The formation of the Children in Care Council (CICC), creating the space  for children and young people to contribute to the Corporate Parenting Panel agenda and  objectives, is outstanding. There have been barriers to engagement and participation due  

to the pandemic, so this work will use virtual channels until group engagement sessions with  children and young people can start again. A statutory right to independent advocacy is to be  underpinned in the Children s Law Omnibus amendment.

Status: On track

CSP1-3-02 Public Services Ombudsman  

Progress: The Legislation Advisory Panel

Further to a public consultation, the panel have agreed the remit and functions of the proposed  Ombudsman. Law drafting instructions have been delayed due to COVID-19 and the operational  start of the Ombudsman will need to be deferred.  

Status: Deferred

Capital Investment  

Safeguarding and regulation of care  

Progress: GP20-SCH-01-N Safeguarding and regulation of care

To improve safeguarding, DDA compliance, site security and facilities management across the  CYPES property portfolio, a programme of works has been developed. Estimates have been  obtained with works planned to year end, COVID-19 permitting.

Status: Partial deferral

Investment in schools and facilities  

Progress: GP20-SCH-05-N Mont l AbbØ extension

The project was deferred as it was deemed to be of a lower priority to either other planned  activity or activity arising in response to COVID-19, much of which required a change to the  utilisation of resource whether through staff redeployment or financial re-profiling.

Status: Deferred

Progress: GP20-REPL-06-N Replacement assets and minor capital (Children and Young People  Education and Skills)

Funding for the replacement of assets on an ongoing basis. Status: On track

Progress: GP20-SCH-02-N - School 3G Pitch replacements  

The availability of all-year external facilities will transform the outdoor learning environment for  many schools. Furthermore, it creates strong community links with the pitch used outside of  school hours for the benefit of local people. School business cases have been submitted, two  schools have been prioritised (Plat Douet and St Clements), plans have been developed and  estimates are being obtained.

Status: On track

Project: GP20-SCH-03-N - School Field development Grainville and St John s  

Staff redeployment and restrictions have resulted in a delay to the planning process for the  development of Field J525 and the potential to develop part of this field for use as a play space  for St John s School.

Status: Deferred

Progress: PRO10367 - Grainville Phase 5  

The contract continues to progress. The Contractor ordered materials before lockdown to  mitigate any impacts and the construction permit was issued early in the process.

Status: On track

Feasibility studies

The period of lockdown resulted in some feasibility studies being initially delayed, with access to  sites not being possible and staff being redeployed to the emergency pandemic response. Some  of the in-year expenditure required to restart these studies has now been reallocated to respond to  the pandemic.

Progress: GP20-PFV-01-N Jersey Instrumental Music Service Premises

The project group has been established to develop the requirements specification and to  identify sites. Majority of funding deferred to 2021.

Status: Deferred

Progress: GP20-PFV-02-N VCP Replacement School  

The project was deferred as it was deemed to be of a lower priority to either other planned  activity or activity arising in response to COVID-19, much of which required a change to the  utilisation of resource whether through staff redeployment or financial re-profiling.

Status: Deferred

Progress: GP20-PFV-03-N North St Helier Youth Centre  

The project group has been established to develop the requirements specification and to  identify sites. Majority of funding deferred to 2021.

Status: Deferred

Progress: GP20-PFV-04-N Le Squez Youth Centre/Community Hubs  

The project was deferred as it was deemed to be of a lower priority to either other planned  activity or activity arising in response to COVID-19, much of which required a change to the  utilisation of resource whether through staff redeployment or financial re-profiling.

Status: Deferred

Progress: GP20-PFV-05-N Rouge Bouillon site review  

Partial funding deferral to 2021 but work underway on the feasibility study.  Status: Partial Deferral

Progress: GP20-PFV-09-N Piquet House - Family Court  

The project was deferred as it was deemed to be of a lower priority to either other planned  activity or activity arising in response to COVID-19, much of which required a change to the  utilisation of resource whether through staff redeployment or financial re-profiling.

Status: Deferred

What we aim to achieve by the end of 2020

 Continue to build on the work we are doing with young people to combat exploitation and  

abuse in the widest sense. This is guided by what is happening locally and internationally, and  focuses our interventions on the right support for young people

 Strengthen the multi-agency working across partners and departments, particularly supporting  

young people who are care-experienced, and those encountering the youth justice system or  needing the support of child and adolescent mental health services (notably, those in transition  and/or needing in-patient services)

 Continue to monitor and visit schools requiring review under the Jersey School Review  

framework in Q4 2020  

 Extend the reach of the Youth Project and its range of activities and opportunities available to  

LGBTQ+ young people

 Start the Jersey Music Service research project to establish how best to support the musical  

development of young people

 Reignite the intensive fostering programme and continue the recruitment of intensive foster  

families, including the training and development of the successful foster families

 Implement the Care Leavers Outcomes Board this will feed directly into the Corporate  

Parenting Board  

 Develop the Not in Education, Employment or Training (NEET) Strategy that prioritises Children  

Looked After and Care Leavers. A transition plan will be introduced in September 2020 for all  Year 10 children in the care of the Government as a pilot to ensure that aspirations are captured  and that the appropriate planning has taken place to enable them to progress into a positive  Post-16 pathway. If successful, this will be extended to target Years 9, 10 and 11

 Prepare draft legislation for Children s Law Omnibus Amendment and Indirect Incorporation of  

the UNCRC

 Prepare regulations relating to the regulation and inspection of children s social care services  Increase the age of marriage from 16 years old to 18 years old.

CSP 2

We will improve Islanders wellbeing  and mental and physical health

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

What have we achieved?

The pandemic presented, and still does, challenges to maintaining Islanders health and wellbeing. The unknown nature of the virus meant that Jersey could not rely on defined international norms in dealing with its suppression once it reached our shores. To best protect Islanders, the Government worked collaboratively with external agencies and partners to develop and implement an Island- wide pandemic public health strategy.

This strategy has been continuously updated to meet evolving circumstances and greater knowledge of the virus and has allowed for several new initiatives to be set up to best preserve life, promote health and hygiene and support the highest risk and vulnerable Islanders.

There has been significant collaboration from colleagues across health, policy and environment teams to launch and run a large-scale and effective COVID-19 test and trace programme, which allowed for a safe exit from lockdown with the opening of our borders alleviating the significant pressure on livelihoods faced within our tourism, hospitality and retail sectors.

Relieving these pressures was crucial to securing sustainable funding for health initiatives that will protect and support Islanders and their families well into the future.

Supporting Islanders to live healthier, active, longer lives

To best support the health and wellbeing of Islanders during the pandemic the Government:

Delivered a comprehensive, multi-channel communications campaign, including leaflets to all

households, adverts in the key languages of our community focusing on practical support to help Islanders through the pandemic

Set-up the Urgent Treatment Centre (UTC) to prepare for an increased requirement for urgent

COVID-19 related treatment

A Nightingale Wing for the General Hospital was built in less than four weeks to provide 180 bed

capacity

Creating a second station for our Ambulance Service, in partnership with St John s Ambulance,

and rapidly upskilling existing staff and training new volunteers and secondees

Sourcing equipment, suppliers and stock to manage an increase in clinical testing and additional

staff and equipment in order to service additional hospital capacity, for example, increasing capacity for ventilated patients from 8 to 23

Accelerating collaboration with GPs, health professionals and external partner organisations to

ensure that Islanders were provided with continued access to health care during COVID-19

Expedited the delivery of a community Street triage as part of the Mental Health Crisis

Prevention service

Established a Safeguarding Cell with 15 key agencies represented, including the Police, health

safeguarding, voluntary agencies, mental health services, probation, adult social care, alcohol and drug services and a GP who is the Police Forensic Medical Examiner, to work collaboratively to address mental health and other safeguarding issues

Developed a large-scale testing programme for the Island, to reactively and proactively test for the virus, including the establishment of new testing sites, equipment, technology and resource

Established a tracing function to track and trace cases of the virus and to control the spread in

the Island, including establishing a new team, office locations and technology

Developed guidelines to support business and Islanders in implementing measures to reduce

the risk and protect the public s health from infection through the Safe Exit Framework.

CSP2-1-01Inspiring an Active Jersey

The pandemic resulted in the closure of all Island sporting facilities, posing a risk to the healthy  lifestyles of Islanders. In response to this, the Government adapted services, offering a range of  online support including offering all Islanders access to a physical and mental wellbeing app.  

Nevertheless, there has been a significant impact on the operations of Jersey Sport and the  delivery of the Inspiring an Active Jersey (IAJ) strategy. The majority of KPI objectives are likely  to be missed and almost all recruitment placed on-hold, including to IAJ roles. Staff with relevant  skills were redeployed to the emergency responce and staff efforts were concentrated where they  can maximise impact, where this was not possible, agreement was reached with part-time staff to  move hours to later in the year.

Progress: Jersey Sport

Jersey Sport is adapting its service delivery and operations to maximise the output and look at  alternative means of service delivery.

A significant number of weekly, fortnightly and monthly calls were made to service users  to check their welfare and provide advice and encouragement for safe exercise. Active  communications with users, as well as sports clubs and associations, took place with the  development of online resources, such as exercise guidelines, downloadable exercise sheets,  YouTube exercise videos, release of the Soulgenic App.

Status: Reduced

Progress: The Active Jersey Strategy

Given the lack of current recruitment to key posts it is deemed appropriate to move funding  back by one year.

Status: Deferred

CSP2-1-02 Preventable diseases

Progress: Preventable diseases

The aim of the Reducing Preventable Disease portfolio is to reduce the burden of preventable  disease and avoidable, early death in the Jersey population. The Government has launched a  Health and Wellbeing Framework which describes a new way of working to address the root  cause of preventable illnesses such as heart disease, diabetes, cancer, anxiety and depression.  It sets out a system of working across Government and the wider community, to achieve  outcomes based on what Islanders say matter most to them. In addition, the Government has  continued to deliver the Smoking Cessation programme, and supported the WHO World No  Tobacco Day 2020 .  

A review has been undertaken into the diabetes pathway, identifying areas that require action  and improvement in year and require investment going into 2021. A Diabetes Center Manager  post has been established to provide day-to-day operational oversight and support for this  patient pathway.  

Some food and nutrition programmes have continued to be progressed up until school closures  including:

 Primary school meals service

 The Food Dudes fruit and vegetable programme

 Family Project, weight and healthy eating programme.

Status: Deferred

CSP2-2-01 Adult Safeguarding Improvement Plan

Progress: Adult Safeguarding Improvement Plan

The Safeguarding Partnership Board (SPB) carries responsibility for coordinating safeguarding  and promoting the welfare of adults in Jersey. Sound adult safeguarding is built on effective  inter-agency practice. Additional staff members have been recruited by the SPB to implement   Making Safeguarding Personal as agreed by the Council of Ministers. These new colleagues  will support the development of a co-produced Making Safeguarding Personal programme.

Status: Partial deferral

CSP2-2-02 Mental Health

Progress: Mental Health

Improving mental health and treating mental illness are two of our biggest public health  challenges in Jersey. One in four people will experience a mental health problem at some point  in their lifetime and more people in Jersey are now receiving treatment than ever.

The following projects were planned:

 A crisis team  

 A Listening Lounge, which opened in early 2020  

 A Trauma informed care pathway  

 Transition of CAMHS services to CYPES and Off-Island Placements  Operational delivery of the Mental Health (Jersey) Law 2016.

A Listening Lounge has been established and has continued to experience high volumes of  activity, which has also increased as a result of the pandemic. The Government has agreed  additional funding to support this increased activity and to prevent long waits for people who  need to access services, such as counselling. Work is ongoing to further increase capacity  within Jersey Talking Therapies (JTT) to ensure a seamless service for clients between the  Listening Lounge and JTT.

Significant upgrade works have continued across the estate. At the Orchard House inpatient  unit, £600K was spent between January and March (pre-COVID-19) on the unit upgrade. The La  Chasse Adult Mental Health capital project was also completed in March 2020 (£900k), but the  unit has been utilised as part of the COVID-19 testing programme. Community Mental Health  services are planning to return to the unit from 1 September. In addition, our Alcohol and Drug  Services are in the process of moving to an improved location at Maison Le Pape, which will  provide improved patient access.

At the end of March, a new Home Treatment Service was established as part of the response to  the pandemic. The service provides community patients with face-to-face contact and seeks to  support patients in the community during periods of crisis to help prevent admission to Hospital.  As Jersey moves through the Safe Exit Framework, the team has continued to function and  

is now working with the Community Mental Health Team and with Orchard House, which the  Government believes is leading to better continuity of care across inpatient and community  services.

The Liaison Community Triage team has held the front door of services for Mental Health  and has incorporated 24hr support working with the police in the form of community triage.  Community Street triage has long been an ambition of the Mental Health service and forms  part of the Crisis Prevention service and so this is a positive progression. There are plans to  merge the Liaison and Home Treatment Teams so that a Crisis Resolution Home Treatment  option can be offered to patients. This forms a key part of the Crisis Prevention function under  the Government Plan.

The Safeguarding Cell has been established with online meetings taking place daily on  weekdays at the height of the pandemic and remaining in place as Jersey moves through the  Safe Exit Framework. This group represents the largest tactical multi-agency function seen  on a routine basis. A large proportion of activity relates to Mental Health and this process  enables each agency to present and discuss individuals where there may be concerns.  

This is a significant improvement on previous multi-agency co-ordination and delivers a key  recommendation of previous and recent serious case reviews. Cont.

The review of clients off-Island has been affected due to travel restrictions but contact with  different centres where our clients are being treated continues. Mental Health off-Island activity  has reduced significantly.

An on-Island CAMHS facility has been established to support increasing demand on the Island  and to mitigate logistical issues with travel restrictions as a result of the pandemic. Preparation  for the recruitment of the Complex Trauma team has started but this initiative has been delayed  due to the pandemic.

The Mental Health Law team has had an initial round of recruitment but needs further  recruitment to reach full strength.

Partnership working between mental health services continues under the leadership of the  Mental Health Improvement Board and key stakeholders, such as Jersey Recovery College,  MIND and LINC, have remained actively engaged in partnership working throughout the initial  stages of the pandemic.

The Suicide Prevention group has continued to meet online and is closely monitoring the impact  of the pandemic.

Status: Delayed

CSP2-2-03 Mental Health legislation

Progress: Judicial Greffe

This project arises from the implementation of the Mental Health (Jersey) Law 2016 and the  Capacity and Self-Determination (Jersey) Law 2016, both of which came into force in 2018. This  therefore relates to business as usual. Vacancy factor underspend of one Post: Capacity and  

LPA Officer forecast to be filled in October 2020.

Status: Reduced Progress: Viscounts  

This project arises from the implementation of the Mental Health (Jersey) Law 2016 and the  Capacity and Self-Determination (Jersey) Law 2016, both of which came into force in 2018.  This relates to business as usual, and all posts are anticipated to be filled by 2021. The vacancy  factor underspend is due to three posts. One member of staff has started work, while the other  two posts are forecast to remain vacant for 2020 at this time.

Status: Reduced

CSP2-3-01 Digital Health and Care Strategy

Progress: Digital Health and Care Strategy

The Government plans to use technology to improve the way that health services across the  Island are designed, delivered, and managed, with a clear focus on the individual and their  experience. The Government is implementing a strategy to change the way that healthcare  data is generated and accessed. This will enhance care provision for our population, in  Jersey s hospital and in the community. It will enable health and care professionals to make  the best decisions they can because they have the information they need at the point of  care. A fundamental part of the strategy is to ensure that patient data is safe and secure with  cybersecurity at the heart of every decision.

Progress to date:

 e-Prescribing digitisation of the hospital-based process for prescriptions and dispensing.  

This project was first implemented in the hospital in a limited number of wards to pilot it  before its wider rollout. The pilot showed good safety improvement and users liked the  technology. There was a pause during the pandemic, but the programme has now been fast- tracked to full implementation. The hospital WiFi upgrade programme continues in line with  ward refurbishments

 Order communications and primary care integration enabling GPs to be able to request  

and receive test results electronically. The project moved into implementation in March 2020  but was slowed due to the pandemic. The first practices are now having the system installed  and working for radiology results. Blood tests will follow soon. During the pandemic the  system was focused on automated delivery of COVID-19 testing data from the labs to general  practice.

Status: On track  

CSP2-3-02 Health P82 reinstate 2019 new and recurring

Progress: Health P82 reinstate 2019 new and recurring

Ongoing funding for the business as usual operation of the Health and Community Services  department.

Status: Complete

CSP2-3-03 Maintaining health and community care standards

Progress: Maintaining health and community care standards

Ongoing funding for the business as usual operation of the Health and Community Services  department.

Status: Complete

CSP2-3-04 Regulation of Care - income deferred

Progress: Regulation of Care - income deferred

This funding covers the increased costs of regulation associated with The Regulation of Care  Law, which were not included within base budgets in the 2017-19 budgets. The Regulation  of Care Law, adopted by the States Assembly in 2014, provides a modern framework for the  regulation of health and social care in Jersey. Managers from the Health and Community  Services department have made submissions for registration, which are under review by  

the commission. A monthly registered managers meeting has been established to review  the standards, identify gaps and establish reporting. Impact and action logs are in place and  actively reviewed, and assurance processes have also been established, including internal  escalation procedures.

Status: On track

Infrastructure Investment

GP20-PFV-12-N Our Hospital

Progress: Our Hospital  

The project seeks to select a site, design and build a modern, fit for purpose hospital that will  meet the health and care needs of Islanders in the context of the overall strategic health and  care policies as adopted by the Assembly. The current hospital estate isn t fit for purpose in the  context of both modern clinical best practice and the proposed new model for health care in  Jersey. It is also deteriorating in condition with a tipping point of 2026 when costs to maintain  will increase substantially. To date, progress has included the appointment of the Design  

and Delivery Partner and the drafting of a functional brief and preperations for the site short  

list. Next steps will include desk-based and physical site appraisal work to further assess the  suitability of the shortlisted sites. This should result in a final preferred site which will be debated  by the States Assembly in November 2020.

Status: On track

GP20-EST-19-N Health Services Improvements (including vital IT)

Progress: Health Services Improvements (including vital IT)

Essential backlog maintenance to the health estate to comply with compliance and Health  and Safety requirements. The programme is currently being revised due to the impact of the  pandemic. 39 projects are planned for 2020.

Status: On track

GP20-EST-11-N Prison Improvement Works - Phase 6b

Progress: Prison Improvement Works - Phase 6b

La Moye Prison opened in 1974. In 2002 work started on a redevelopment plan to bring the  facilities in line with current Home Office standards and best practices. Phase 6B includes the  demolition of some disused cell blocks. A planning permit has been granted for the work which  is on track.  

Status: On track

GP20-EST-16-N Dewberry House SARC

Progress: Dewberry House SARC

Feasibility scoping is currently in progress and due to complete by the end of 2020. Status: Partial deferral

GP20-EST-18-N Mental Health Improvements

Progress: Mental Health Improvements

The essential upgrade and refurbishment works to the existing Orchard House have  experienced delays as a result of COVID which are being mitigated, where possible, through  an accelerated programme which aims to bring the works back on track. Works to create a new  dedicated acute mental health facility in Clinique Pinel has received planning permission and is  scheduled to start in Q3 2020.

Status: On track

GP20-EST-20-N Five Oaks Refurbishment

Progress: Five Oaks Refurbishment

The replacement of two steam boilers and the installation of site-wide back-up electrical  generation to increase site resilience for essential HCS services at Sterile Services and Laundry.  A M&E Design team has been appointed and a tender is being developed.

Status: On track

GP20-IT-11-N Electronic Patient Records

Progress: Electronic Patient Records

Electronic Patient Records for Ambulance will allow more accurate and efficient recording of  patient data. This project is needed to improve the level of care, reduce handover times at  

the Hospital, streamline critical and non-critical care and improve reporting and training data.  Appropriate staff have received an initial demonstration of the MobiMed system from Ortivus,  as used by South Western Ambulance Service NHS Foundation Trust (SWAST). Research now  needs to be completed to ascertain the most appropriate method for the purchase of this or a  similar system. The research will determine the cost of being included with SWAST as a subset,  or the option of trying to purchase a system as an individual customer. This will determine the  most appropriate procurement strategy.

Status: On track

GP20-REPL-07-N Minor Capital (Justice and Home Affairs)

Progress: Minor Capital (Justice and Home Affairs)

A scheduled replacement of assets for Fire and Rescue, Customs and Excise, Prison and  Ambulance.

Status: Complete

GP20-REPL-08-N Minor Capital Police

Progress: Minor Capital Police

The next States of Jersey Police (SOJP) Senior Management Board will receive an update on  minor capital spend so that a review can take place on what is outstanding.

Status: Deferred

GP20-REPL-09-N Justice and Home Affairs - Police - Equipment Replacement

Progress: Justice and Home Affairs - Police - Equipment Replacement

Plans are in place for asset replacement and an order has been placed for one item listed  on plan. The SOJP Senior Management Board is to be consulted regarding further asset  replacement and orders will be placed following this meeting.

Status: Partial deferral

43 Government Plan 2020-23 - Review

GP20-REPL-10-N Replacement of Aerial Ladder Platform

Progress: Replacement of Aerial Ladder Platform

The current aerial platform is due for replacement as part of a rolling programme. The scoping  of a new platform and its specification has been completed, with the purchase deferred until  2021 due to the current platform still being fully operational.

Status: Deferred

GP20-REPL-02-N Replacement assets (various) Health and Community Services

Progress: Replacement assets (various) Health and Community Services

Each year, Health and Community Services replaces out-of-date capital equipment on a rolling  basis and considers bids for new equipment as medical services and technology evolves.  Partial funding deferral to 2021.

Status: Partial deferral

GP20-PFV-13-N Learning Difficulties

Progress: Learning Difficulties

Pre-feasibility study continuing with partial deferral of funding to 2021. Status: Partial deferral

What we aim to achieve by the end of 2020  

 The Island s mental health is a core priority, as we have all been through unprecedented change  

to our way of life in a very short period. The Mental Health Improvement Plan continues, learning  lessons from changes made to the service during the crisis response

 Resuming core health care services that have been more difficult to deliver during the  

pandemic. Health and Community Services are focused on providing the public with access to  elective surgery and outpatients hospital care in the safest environment

 Safely re-introduce demand for health services and build-in the positive changes we have seen  

implemented during the emergency response period. These include improved collaboration and  communication between partners and across the sector, improved use of technology to deliver  services, and an improved level of services delivered in the community

 Implement the remaining commitments in the Government Plan as part of the recovery  

programme.

CSP 3

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

We will do this by delivering an economic framework to improve productivity, by nurturing and strengthening our financial services industry, by enhancing our international profile and promoting our Island identity, by delivering the best outcomes from Brexit, and by improving skills in the local workforce to reduce Jersey s reliance on inward migration

What have we achieved?

In their economic assumptions, published on 5 August 2020, the Fiscal Policy Panel (FPP) forecast that output in the Jersey economy (as measured by Gross Value Added) would fall by 7.5% in 2020, with a very sharp fall in the second quarter and a gradual recovery following. The Panel

has advised that it would be prudent to plan on the basis of a long-term reduction in the size of Jersey s economy relative to its projected potential prior to the pandemic.

The impact will be uneven across sectors. Within non-finance, the greatest impact will be on hospitality and non-food retail as these are the sectors hit hardest by the restrictions put in place to control the spread of the virus. The impact on the finance sector is also uneven, with banking profits expected to be severely reduced by the falls in benchmark interest rates but most of the finance sector has been able to continue to operate throughout the period of restrictions.

The Government acted promptly to respond to the impact of the crisis announcing a package of initiatives that included the deferral of the payment of social security contributions and GST payments to Government, the Jersey Business Disruption Loan Guarantee Scheme, to support new bank lending through loans and overdrafts to businesses through a Government of Jersey guarantee arrangement.

Supporting Islanders income and employment

As the restrictions in place to support public health began to ease, the Government undertook work to consider the best policies to support a temporary package of fiscal stimulus to promote economic recovery. Most importantly in developing the package were the principles that fiscal stimulus should be timely, targeted and temporary: stimulus should be provided as quickly as possible to maintain confidence and promote economic activity, output and employment; it should be targeted to ensure it is spent instead of saved and supports the Island economy; and must be temporary and withdrawn as the economy recovers to avoid unsustainable budget deficits.

On 10 July 2020, the Chief Minister announced a package of fiscal stimulus to put £150m into the local economy. The package comprised a number of fiscal measures to support incomes and spending in the Jersey economy:

A £100 pre-paid card to every adult and child in Jersey in September. This will be time limited

with a two-month expiry and cannot be spent online, cannot be used as a form of saving or spent at the bookmakers. It is geographically restricted to spending in Jersey and therefore aimed entirely at supporting the local economy

A proposed reduction in employee social security contribution rates from 6% to 4% to take effect

from October 2019 to June 2020

More time to repay Social Security and GST deferrals across 2 years instead of 1 year

Subject to agreement by the States Assembly, a new £50 million Fiscal Stimulus Fund available

to Government departments and arms-length organisations to deliver fiscal stimulus ranging from small conventional capital projects to schemes for training and the development of skills across all sectors of the economy and the community. We expect that projects will start by the end of this year and be completed by the end of 2021

In addition to the above emergency response activities, we also:

Negotiated with telecommunications companies to extend provision and increase capacity to

cope with increased demand

Liaised with stakeholders across a range of business sectors to understand the impacts of

COVID-19 and provide input to the Safe Exit Framework

Delivered legislation relating to Wills and Probate witnessing by lawyers

Coordinated support and advice to Jersey residents stranded overseas, liaising with the

Consular Directorate at the UK Foreign & Commonwealth Office, British Embassies and High Commissions overseas, and other agencies. The team helped more than 650 individuals in 49 different countries and helped to organise repatriation flights for workers stranded in Jersey.

Secured COVID-19 resources for the Island, by engaging Embassies in London and overseas to provide up-to-date information about export regulations, standards and accredited suppliers.

Facilitated the provision of lifeline flights operated by Blue Islands, enabling essential travel

for medical patients, essential workers and those requiring travel for compassionate reasons at a time when commercial transport services to/from the Island were suspended due to the pandemic.

Supported Digital Jersey with the swift transition to a digital working environment, enabling

the move to virtual States Assembly meetings, schools delivery of online lessons and the development of remote working skills across local businesses. Digital Jersey staff have also supported the Government s response to COVID-19, including the secondment of their Chief Executive to the testing and tracing programme.

The following tables outline progress made against the initiatives set out in the Government Plan 2020-23 and the current status of delivery.

Enhancing our international profile and promoting our Island identity -  Brexit response  

For further details relating to the Brexit response, please see the Brexit Report June 2020

CSP3-1-01 Brexit Constitutional implications policy resource

Progress: Brexit Constitutional implications policy resource

One member of staff to support Ministers in assessing and responding to ongoing constitutional  impacts of Brexit and future consequential changes for the Island.

Status: Complete

CSP3-1-02 Brexit and International Trade

Progress: Brexit and International Trade

Current funding provides some capacity for legal advice on Brexit, the Island s constitutional  position and International Trade post-Brexit. After the initial Brexit work is completed, there will  still be a considerable amount of international trade and constitutional advice required.  

Status: On track

48 Government Plan 2020-23 - Review

CSP3-1-03 Future Economic Partnership

Progress: Future Economic Partnership

Significant areas of economic activity remain to be covered off this year and into 2021. This is  amplified by the fact that, at the time of submission, the bid for funds considered only the UK-EU  FTA. This has now been extended to include Rest of the World (RotW) considerations. Further  funding will be required for technical consultancy relating to future FTA s and potentially short- term contracts to support on the outcomes of the negotiations with UK-EU and UK-RotW.  

Key economy work areas will include the coordination of economic impact analyses and  assessments of possible free trade agreements and the UK-EU and RotW future relationships  against the broad ambitions and the specific technical details of Jersey s Future Economy  Programme.  

This will require technical analysis and the development of negotiating positions in relation  to trade remedies, competition policy, monopolies, subsidies and state aid. The Government  will develop these negotiating positions relating to the rules of origin for, and tariffs applied  to, exported Jersey products with further negotiating positions in relation to road, sea and air  transport, mutual recognition of qualifications, trade and labour and the cross-border trade in  services.

This may require further policy development in areas including aviation, maritime, state aid,  services and investments, and cultural cooperation agreements.  

Status: Deferred

CSP3-1-04 JCIS Brexit Officers

Progress: JCIS Brexit Officers

Two customs officers are required for 2020 to support legislation changes to the new UK  immigration plan for 2021. They have been recruited.  

Status: Complete

CSP3-1-05 Settlement Scheme Brexit officers

Progress: Settlement Scheme Brexit officers

Two caseworkers are required to work through the EU Settlement Scheme until the end of  2020. They have been recruited.  

Status: Complete

CSP3-1-06 Continuation of External Relations funding

Progress: Continuation of External Relations funding

Recruitment into all key posts has been completed. Recruitment into business support  administration roles has been paused and savings achieved through the reduction in travel due  to the impacts of COVID-19.

Funding for the International Trade Unit provides for the management of extensive cross- government work reviewing the opportunities and challenges from the UK s future trade  negotiations. This ensures Jersey s interests are understood and effectively fed into the UK s  discussions on a future UK-EU partnership, and into the UK s negotiations in respect of new  trade agreements with third countries, for example the USA and Japan.  

Jersey London Office has received an increased grant to support the promotion of Jersey s  constitutional position and interests through UK political engagement. In view of UK s departure  from the EU, resource available to engage directly with EU Member States has been enhanced  (in addition to that provided for by our overseas offices in Brussels and Caen).

The Government continues to build Jersey s trade and broader cooperation links with markets  outside the UK and the EU by delivering the Government s Global Markets strategy. The  Global Markets team achieved its target of negotiating three international agreements in 2020,  including a landmark agreement on asset recovery with the US and Nigeria. Work on a suite  

of new agreements is underway. The team represents Jersey at multilateral fora, such as the  OECD and Commonwealth, raising Jersey s profile and ability to engage and influence key  international stakeholders. The Global Markets team has adopted new ways of working in  response to Covid-19, using digital diplomacy to raise Jersey s visibility - for example the team  hosted a high-profile webinar with the UAE Ambassador in which 69 Jersey companies and  over 300 individuals took part.  

Jersey was the first Crown Dependency or Overseas Territory to bring into force legislation  that ensures that UK human rights asset-freeze designations are enforced, demonstrating  the Island s commitment to seeing international human rights violations punished. External  Relations continues to play an active part in supporting preparations for the next Moneyval  assessment, most recently through the launch of an email alert service for financial sanctions  notices.

Status: Reduced

CSP3-1-07 Reversing the decline in Jersey s Overseas Aid (JOA) contributions

Progress: Reversing the decline in Jersey s Overseas Aid (JOA) contributions

JOA s budget increase took it closer to agreed international norms and reversed the real- term decline in spending since 2016. This helps Jersey present itself as a good global citizen,  changes the narrative about the Island, creates deep and durable links with other countries  and international organisations, and helps the finance industry develop new offerings in  philanthropy and impact investment. Most importantly, though, it saves or transforms tens of  thousands of lives in poor countries, which this year has been made even more imperative by  the pandemic and economic damage caused by it. As well as adapting existing programmes,  JOA has diverted funds intended for longer-term development projects towards humanitarian  interventions where needs are greatest.

JOA is monitoring the unfolding crisis closely, but before committing the full amount of its 2020  budget increase, it will balance its assessment of the humanitarian needs with domestic public  finance requirements.

Status: On track

CSP3-1-08 Tax Policy and International Team investment

Progress: Tax Policy and International Team investment

Consolidation of existing resources allocated to Tax Policy and International teams over the life  of the previous Government Plan.

Status: Complete

Island Identity

Progress: Island Identity

The Chief Minister established the Island Identity Policy Development Board in October 2019.  It aims to examine how Jersey s distinctive qualities can be recognised, protected, celebrated,  nurtured and used for the benefit of the Island and its citizens. The Board has now produced  

an interim findings and recommendations report to spark further debate and research, and  suggest practical, innovative ways to reinforce and nurture an enduring identity that all Islanders  can be proud of.  

The recommendations are cross cutting and a mixture of quick wins which can be undertaken  in a relatively short timescale, and larger, longer-term policy recommendations and projects.  They are all concrete and practical ways that could help to strengthen Jersey s national and  international identity and build the reputation that we will depend upon to thrive in the future.

Status: On track

Future Economy programme

CSP3-2-01 Bailiff s Chambers 75th Anniversary Liberation Day

Progress: Bailiff s Chambers 75th Anniversary Liberation Day

Due to the lockdown, much of the physical event was cancelled but had already incurred costs  for stage, screens, lighting and planning work. However, some of the planned initiatives were  delivered, such as the commemorative badges for school children, bunting, merchandise and  education project, and a photo montage will be completed later in the year. In addition, costs  were incurred for the cancelled VE Day celebrations.

Status: Reduced

CSP3-2-02 Competition policy and JCRA

Progress: Competition policy and JCRA

Following a decision by the Minister for Economic Development Tourism, Sport & Culture  (MEDTSC) to re-establish primacy of a single Jersey Competition Regulatory Authority (JCRA),  efforts in 2020 have focused on the build-out of that insular Authority. A new Chair and interim  Chief Executive have been appointed. Growth funding intended for market reviews by the  Authority have been re-purposed intra-year to support the implementation of the required  

JCRA resourcing. Funding for 2021-23 will be reviewed considering this decision.

Status: Partial deferral

CSP3-2-03 Delivering the Digital Policy Framework

Progress: Delivering the Digital Policy Framework

Growth funding largely supported the retention of headcount within the Digital Policy Unit  who, in turn, could execute the measures set out in the Digital Policy Framework. A range of  measures have been progressed or delivered in 2020 including further work to promote fair,  reasonable and non-discriminatory access to JT s fibre network, engagement on the issue of  network hardware security concerns (e.g. as observed by U.K. decision on Chinese telecoms  hardware providers) and the early stage evolution of Jersey s recently amended data protection  legislation and new regulatory regime.  

Due to COVID-19 some discretionary work has been delayed as staff were engaged in other  work areas e.g. business engagement on Safe Exit Framework.  

Status: Reduced

CSP3-2-04 Digital Jersey Academy

Progress: Digital Jersey Academy

The Digital Jersey Academy opened last year and is now fully operational, with the 2-year  Digital Leadership programme created and being delivered in both Full (7 students) and  Part-time (11 students) formats to the first cohorts of students. The programme is expected to  expand to 20 part-time and 15 full time students by September 2020. The Digital Leadership  Fundamentals course ran for free for 6 weeks and delivered to 54 students. In addition, the  academy has run two 6-week Digital Marketing courses; a 6-week Data Science course; and an  8-week UX course. During the remainder of the year, the Academy is planning to run (pending  take-up) courses in data science, UX/Media, Podcasting, digital marketing, coding with web  applications.

Status: On track

CSP3-2-05 Digital Jersey growth

Progress: Digital Jersey growth

Additional funding was released to Digital Jersey (DJL) in Q1 2020 in line with proposed  business plan. Good progress was made hiring additional resources around fintech and  operational management before arrival of COVID-19.  

DJL released resources into COVID-19 support, including the secondment of CEO Tony Moretta  to lead the development and first stage delivery of Jersey s test and trace capacity until July  2020. DJL also supported the set-up of Jersey s virtual States Assembly and worked with  telecoms operators and Digital Policy Unit on the rollout of increased download speeds across  the Island s fibre broadband network, a move that aided the work and learn from home effort.

Status: Reduced

CSP3-2-06 Economic Framework and Productivity Support

Progress: Economic Framework and Productivity Support

An extensive tender exercise was conducted to appoint a Strategic Partner. A contract was  subsequently negotiated with PWC Jersey, who will draw on a blend of local and international  expertise to deliver:

 Gap analysis and gap-fill on evidence and data relating to Jersey s economic progress,  

including finalisation of supply-use tables

 An outline industrial strategy for Jersey

 Productivity plans for key sectors and advice on appropriate measures Government could  

take to support productivity growth

 Development of a Skills Expander strategy.

Separately, additional funding was provided to Jersey Business to support local businesses  facing the economic hardship of the pandemic. This included access to professional accounting  and legal advice and effective preparation to access Government support mechanisms like the  Business Disruption Loan Guarantee Scheme.  

Status: On track

CSP3-2-07 Financial Crimes Unit

Progress: Financial Crimes Unit

These posts are designed to suitably increase the resource levels in key operational agencies  who investigate and prosecute financial crime in Jersey. All key recruitment has now occurred,  and staff levels remain under review.  

Law Officers - Delay on financial crimes recruitment and reduction in costs. This funding  supports the Economic Crime and Confiscation Unit (ECCU) established within the Law Officers  Department in 2017. ECCU provides specialist complex case investigative capability within the  Attorney-General s Department for financial crimes and confiscations. A staffing shortfall in the  unit will result in an underspend in 2020.

Status: Reduced

States of Jersey Police - the contingency funding provided allowed an increase in the number  of investigators for the first time since the previous International Monetary Fund (IMF) inspection  in 2008, including three Detectives, two Police staff and one Advocate. These individuals  

remain in post and now form part of the broader JFCU Operations Unit. The management  

of caseloads has improved as has the timeline to progress investigations to the Law Officers  Department. Equally, workload volumes remain at a level to justify the JFCU contingency  funding now being included in JFCU s base budget. Previously funded contingency posts now  augmented to base budget.

Status: Complete

CSP3-2-08 Jersey Financial Stability Board

Progress: Jersey Financial Stability Board

Public spending is largely derived from the tax revenues the Government is able to take from  economic activity in the Island. The ability to run strong public finances is predicated upon the  Island being able to identify, mitigate and respond to economic shocks, noting that such shocks  may come from a wide range of sources e.g. natural disaster, global economic depression or, as  experienced in this period, pandemic.  

The pandemic arrived just as the Financial Stability Board (FSB) was formed and this hampered  efforts to engage stakeholders and secure the supply of information. The current combination  of events presents heightened risks to financial stability that underscores the importance of  understanding financial stability issues in greater depth and a decision will be made in the  second half of 2020 whether to place the FSB on a statutory footing.  

FSB is funded, with a paid Chair recruited. There is ongoing recruitment for other board  members, admin support and an Economist.  

Status: Reduced

CSP3-2-09 Migration Policy  

Progress: Migration Policy

The Council of Ministers Common Strategic Policy 2018-22 states that we will establish a  Policy Development Board to develop an agreed population and migration policy that balances  population pressures against economic and environmental needs.  

A Migration Policy Development Board (MPDB) was set up by the Chief Minister in February  2019 and the MPDB s final report was published in March with the following high-level  objectives:  

more responsive controls over who can come to live and work in Jersey  

improved consistency and transparency on who can access public services in Jersey   policies that will help to reduce the Island s reliance on inward migration.

Migration policy work resumed in mid-June 2020 with the intention of a migration controls  policy debate in the Assembly at an early date.  

Status: On track

CSP3-2-10 Promoting Jersey

Progress: Promoting Jersey

Professional Rugby - work needs to be undertaken to assess the impact of COVID-19 on  spectator restrictions and the reduction in RFU funding on the Club s finances, predicted  

cash flows and economic benefit to the Island. The decision on whether to progress an Island  Stadium (potentially located at the rugby club) and with the Jersey Reds as the anchor tenant  

/ co-party, together with the timing for the delivery of the project, will be critical to these  considerations. Government Plan funding for 2021-23 may need to be increased and extended  if professional rugby is to be maintained in Jersey.

Status: Delayed

Air route development marketing - the original intention was to focus on supporting shoulder  month travel and new routes. However, COVID-19 has fundamentally changed commercial air  travel to Jersey. Ports of Jersey s leading considerations are focused on developing commercial  deals (including marketing) as to how to re-secure previous key commercial air routes for Jersey.  This is particularly important in light of airline route revisions and Flybe s demise. Timings are  highly dependent on travel restrictions and testing / quarantine arrangements. Airlines will only  reintroduce routes when it is commercially viable to do so.

Status: Delayed

CSP3-2-11 Rural Economy Strategy

Progress: Rural Economy Strategy

The Rural Support Scheme (RSS) forms part of the Rural Economy Strategy 2017-2021. The  RSS ensures that Jersey farming businesses have access to financial support in an equivalent  manner to EU farms receiving subsidy payments under the Common Agricultural Policy.  Support is paid out on the receipt of applications by suitably qualified businesses. Applications  processed to date represent 65% of the total budget. The closing date of the RSS is 30  September 2020. Applications will continue to be received until the closing date of the scheme.

Status: Reduced

Protect and build our financial services industry  

The pandemic response has led the Government to support and lead on several initiatives in  support of our financial services industry including, but not limited to:

 Ensuring workable lockdown and restricted worker provisions for the Financial Services and  

Legal sectors;

 Working with the JFSC and JFL to ensure the economic impact of COVID-19 on the financial  

services industry is understood and mitigations put in place where appropriate.

The following tables outline progress made against the initiatives set out in the Government Plan  2020-23 and the current status of delivery.

CSP3-3-01 Anti-Money Laundering / Combating the Financing of Terrorism

Progress: Anti-Money Laundering / Combating the Financing of Terrorism

This growth request manages the Island s implementation of international standards in the  area of AML/CFT. It provides resource funding to the Joint Financial Crime Unit of the States  

of Jersey Police for key analyst positions and training. This also continues to analyse the  jurisdiction s AML/CFT risk through the National Risk Assessment and ongoing evaluation of  risk for Jersey. The recruitment to three permanent posts is complete and the publication of  Jersey s first National Risk Assessment for Money Laundering and Terrorist Financing is on  track for 2020. This will be implemented along with a new structure for Financial Crime Strategy  governance and a Strategy for 2021-2023.  

Status: Reduced

CSP3-3-02 Jersey Finance Growth

Progress: Jersey Finance Growth

Additional funding was granted to Jersey Finance Limited (JFL) for an expansion of marketing  and geographic expansion into new, higher growth markets. The New York office was  successfully established in late 2019 and work has continued through H1 2020 through locally  based resource in New York and increased fly-drive support pre-COVID-19. The planned uplift  in other marketing efforts have been hampered by the pandemic and by agreement, Jersey  Finance returned c.£600,000 of the 2020 grant for re-deployment within government.  

Status: Reduced

Growing Skills in Jersey

CSP3-4-01 Skills Jersey

Progress: Skills Jersey

A review of the Trackers and Apprenticeship scheme was concluded in March 2020 together  with a review of the supply and demand gap of the skills in Jersey. Curriculum Development  at Highlands college was aligned to address the gap identified and new Higher Education  provision introduced to bridge the gap. The appointment of the permanent Principal of  Highlands College and University College Jersey as a key role player in the review of the  provision of further, higher and professional education concluded successfully in April 2020.  Collaborative work between Skills Jersey, Highlands College, Digital Jersey Academy, Jersey  Business and Back to work enabled us to reduce duplication and improve the effectiveness  

of our activities aimed at upskilling and reskilling the islanders. Regular monthly Local Market  Intelligence is produced and shared with partners and in collaboration with Team Jersey Skills  Directorate is engaged and contributing to the future workforce programme. Skills Directorate  has also commenced working closely with PWC the government future economy partner to  ensure this programme is informed of the recent activities taken place in this area.  

Status: On track

Infrastructure Investment

CSP3-5-01 Cyber Security growth

Progress: Cyber Security growth

Originally planned as a pan-Channel Island effort, establishing and operating a Computer  Emergency Response Team (CERT) is still considered vital. Such a facility will enhance  Jersey s reputation as a well-regulated jurisdiction and increase the Island s cyber security  resilience. Core activities would include analysing threat intelligence, coordinating larger cyber  incidents, raising cyber awareness, enhancing Jersey s reputation, ensuring the availability of  cyber expertise to local organisations, keeping up with competitor IFCs, coordinating cyber  vulnerability audits and collaborating with other CERTs. The recruitment process of the new  team has been delayed and will focus on attracting a Director for the role in late 2020.

Status: Reduced

CSP3-5-02 Heritage, Arts & Culture  

Progress: Heritage, Arts & Culture  

The development of a Heritage Strategy led by Historic England. A separate Arts Strategy is  

to be developed. Both of these strategic documents will be important to determine where the  additional funding for culture (supported through P.40/2019) will be best directed to achieve the  best outcomes. Progress has been delayed by COVID-19, but the target is to complete by the  end of 2020.

Status: Reduced

CSP3-5-03 Jrriais

Progress: Jrriais  

The Jrriais Teaching Service team, along with other stakeholders, have now developed the  Jrriais Language Plan 2020-2023, which outlines aims and objectives to protect and promote  Jrriais, centered on five strategic themes. These themes build on the aims of the earlier Jrriais  Plan 2017-19 in seeking to increase the acquisition, use and status of Jrriais through education  and the wider community. In addition to this, work is underway to secure ratification for Jrriais  under the terms of the European Charter for Regional and Minority Languages, which will bring  Jersey into line with other UK minority languages like such as Manx and Cornish. Currently,  funding has been used to pay the salaries of the current four teachers and, subject to formal  Ministerial sign-off, growth funding will be released to increase the service by an additional  three teachers.

Status: On track

CSP3-5-04 Sport Division - minor capital replacements  

Progress: Sport Division - minor capital replacements  

The funds will be used to extend the end of life current gym equipment at five locations. This  investment from 2020-2023 will support the protection of the £2m income that is derived from  the Active Card membership.

Status: On track

GP20-REPL-03-N Sports Division Refurbishment

Progress: Sports Division Refurbishment

To extend the effective life of multiple sports assets/buildings/playing fields/pavilions in various  locations which have had no significant investment of public funding for many years. This  

will sustain and provide continuity of service for many of the community, schools, clubs and  associations and all those using the Island s sporting facilities. Partial deferral of funding to  2021.

Status: Partial deferral

GP20-REPL-04-N New Skatepark Project

Progress: New Skatepark Project

The New Skatepark project covered the design and construction of a skatepark at Les  Quennevais Sports Centre and some additional satellite facilities across the Island. The  Government has held a public consultation on the proposals and received very positive  feedback. It has also identified a skatepark designer through a competitive tender process. The  pandemic has marginally delayed the start of the design process. The Government is due to  start work on designing the new facilities, which will involve consulting with children and young  people. A planning application will be made later this year and hope to construct the facilities in  2021. Partial deferral of funding to 2021.

Status: Partial deferral

GP20-PFV-11-N Fort Regent Redevelopment

Progress: Fort Regent Redevelopment

Political oversight group established and was presented with the project brief and design  principles for the Further Education Campus. The briefing encompasses a range of options and  is put together to reflect the pending review of the tertiary education, Post 16 education and  Higher Education. The officers in CYPES department and GHE have worked together to ensure  the necessary governance arrangements are in place. A Design Team needs to be appointed to  start pre-feasibility work. The majority of the funding is deferred to 2021.  

Status: Partial deferral

GP20-PFV-10-N Further Education Campus

Progress: Further Education Campus

A Design Team needs to be appointed to start pre-feasibility work. The majority of the funding  is deferred to 2021.

Status: Partial deferral

GP20-PFV-14-N Island Sports Facilities, Inspiring Places

Progress: Island Sports Facilities, Inspiring Places

As a consequence of the pandemic, partial deferral of some funding to 2021. Status: Partial deferral

What we aim to achieve by the end of 2020  

 In the light of pandemic, there will be a renewed demand for a skilled workforce and up-

skilling and reskilling of those finding themselves out of a job or with ambitions to improve  their economic prospect through better employment. Further work on the prevention of Not in  Education, Employment or Training (NEET) and the development of the vocational pathways  to technical education from an earlier age and improving the prospect for and pathways to  vocational education across all ages

 JOA has re-directed resources to respond to the pandemic in developing countries and refugee  

camps. In a year which will likely witness the greatest international public health emergency and  deepest recession since World War Two, Jersey will have played its part in the global community  of wealthy nations in reducing the suffering disproportionately visited by the pandemic on the  world s poor

 Recruit a high calibre Director for the Computer Emergency Response Team (CERT). The need  

for a dedicated CERT remains crucial and strategically vital  

 Support the application of additional business licences to continue to promote growth of the  

digital economy. In addition secure private sector funding to develop Smart Island technology  and to support the increased focus in the Digital Health sector

 Digital Jersey Academy (DJA) will continue to review their in-house company courses to  

respond to evolving demand, especially since COVID-19. This includes new level-6 accredited  courses including Digital Marketing, Data Science, Media Production, Digital Design Principals,  Interaction Design and Web Tech  

 The DJA will investigate the offer of a Digital Apprenticeship model for local businesses

 Deliver the best outcomes for Jersey from the UK s future partnership negotiations with the EU,  

including implementation of our participation in any new agreement and building on extensive  preparations undertaken in respect of a no-further negotiated outcome.

 Continue to promote understanding of Jersey s constitutional position, reputation and economy  

with key political and diplomatic stakeholders in the UK, Brussels, EU Member States and  

in priority Global Markets, moving from virtual platforms to face to face meetings, as travel  restrictions allow

 Ensure Jersey s interests are understood and effectively represented in the UK s ongoing trade  

discussions and agreements with third countries, including Japan and the USA

 Continue effective horizon scanning and lobbying in respect of developing international  

standards and regulation in key areas e.g. financial services, tax, data sharing, and work to  ensure Jersey s position as a responsible international finance centre and our commitments to  international standards are recognised

 Pursue a range of international agreements, some of which have been postponed due to  

impacts of COVID-19, in support of economic recovery, education and sustainable wellbeing  objectives, and the Island s reputation as a responsible international partner

 Continue to enhance Jersey s global standing by representing the Island s interests at  

international fora, such as the OECD, Commonwealth Enterprise & Investment Council,  International Monetary Fund & World Bank meetings

 Increase engagement on international tax, particularly in understanding and preparing for the  

impacts on Jersey of the OECD s Pillar 1 and Pillar 2 tax initiative

 Continue to provide travel advice and assistance to Jersey residents affected by COVID-19.

CSP 4

We will reduce income inequality and improve the standard of living

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

What have we achieved?

The pandemic has created the greatest impact on global economic growth since the Second World War, with the Jersey economy affected like that of all other countries. This has presented a significant challenge to household incomes for many families in the island.

The Government set up an emergency scheme to support registered people who have been working in Jersey for less than five years and who lost their full-time employment income because of the pandemic. The COVID-19 Related Emergency Support Scheme (CRESS) provided weekly payments to cover basic costs. A single person received £150 a week and a couple who have both lost their employment income received £250 week with a child supplement of £50 per child also available. This was alongside the Government Co-Funded Payroll Scheme, which refunded employers in eligible businesses a proportion of their wage bill.

To further reduce income inequality and improve standards of living during the pandemic, the Government:

Implemented a fast track income support application process

Worked with local housing providers and set up an emergency housing group to support

individuals with additional housing needs

Introduced a rent freeze and stopped evictions

Worked with the community task force and telecommunications companies to provide support

to Islanders at risk of disconnection from telephone/broadband due to COVID-19 pressures

Designed and implemented a major payroll support scheme to support workers wages and

jobs. The Co-Funding Payroll Scheme has been open to claims for April, May and June so far. The scheme co-funds 80% of the wages of Jersey employees across a wide range of sectors, up to a maximum payment of £1,600 a month. This has supported over 16,000 jobs with almost £60m of support to date

Supported approximately 13,000 Islanders from low-income households with a £100 payment.

To continue to support the recovery phase, an extension to the co-funded payroll scheme has also been announced to provide tapered support until the end of March, helping to keep Islanders in employment as the economy begins to recover.

The redeployment of staff and resources to the emergency response has had an inevitable impact on planned activities, which will now start later in 2020 or be deferred to 2021

Supporting Islanders with social inclusion and the removal of barriers

At the outset of the pandemic, the Government also created a community steering group to work with Parishes, the voluntary and community sector and local businesses to lead plans that ensured Islanders received the help they needed, when they needed it, in a safe and sustainable way. Part of this this important work was be delivered through a volunteering working group, Connect Me.

There were four key parts to Connect Me:

Addressing critical needs from food deliveries for those in hardship to dog walking for

individuals who are not able to leave their homes

Providing information from linking customers to lists of retailers offering food delivery to

information on how to access Income Support and emergency accommodation

Coordinating new volunteers working with the Bodet Foundation s volunteer.je website to

collate volunteer details to deploy the most appropriate people to the charities and individuals who are most in need

Supporting voluntary and community sector organisations during times of heightened demand.

Anyone who was fit and well, was encouraged to register as a volunteer with a wide range of roles, both in the community (such as delivering essential supplies and hot meals) and to home based roles (such as translating or calling someone in need of a chat). This kept Islanders active, engaged, and included during the pandemic, removing barriers to them accessing health, community, and Government services.

In addition to the above initiatives which were undertaken in response to the pandemic, the following tables outlines progress made against the initiatives set out in the Government Plan 2020-23 and the current status of delivery.

Reduce income inequality and improve the standard of living

CSP4-1-01 Diffuse Mesothelioma Compensation Scheme  

Progress: Diffuse Mesothelioma Compensation Scheme  

The scheme was implemented in 2019 with funding approved in the Government Plan to meet  its obligations to provide permanent financial support to asbestos victims and their families. The  Customer and Local Services Department (CLS) will manage the administration of this Scheme  within existing resources.

Status: Complete

CSP4-1-02 Financial Independence in Old Age  

Progress: Financial Independence in Old Age  

This project has been deferred in order to re-prioritise officer time to other urgent pandemic  related policy work. The project budget has been released in 2020 due to the deferral and a  new time frame will be considered as part of the next Government Plan submission.

Status: Deferred

CSP4-1-04 Food Costs Bonus

Progress: Food Costs Bonus  

The Food Costs Bonus was approved in the Government Plan 2020-23 as a renewal of an  existing scheme. Regulations will be lodged for debate before the end of this year, reflecting the  higher bonus amount agreed.

Status: On track

CSP4-1-05 Single Parent Component P.113/2017

Progress: Single Parent Component P.113/2017  

To provide permanent funding for the single-parent component of Income Support the  previous States Assembly (P.113/2017 and P.28/2018) agreed to provide a single-parent  component as part of the income support system and identified funding for 2018 and 2019.  The component provides an additional £40.39 per week to a single parent receiving income  support. There are approximately 1,000 single parents currently receiving this benefit. To  maintain the component, permanent funding is required from 2020 onwards.

Status: Complete

Improving the quality and affordability of housing

CSP4-2-01 Housing Policy Development Board & Long-Term Plan  

Progress: Housing Policy Development Board & Long-Term Plan  

The Housing Policy Development Board undertook significant research during 2019 and was  close to the production of a final report when the Board was suspended due to the pandemic.

Work will restart soon to finalise the Board s recommendations to the Chief Minister before the  end of 2020. This work will be completed in-house with a saving provided against anticipated  consultancy fees.

Status: On track

CSP4-2-02 Tenants Rights

Progress: Tenants Rights  

Significant support was provided to tenants during the initial stages of the pandemic.  Emergency powers were used to freeze private sector rent levels and to prevent eviction  proceedings. An emergency housing team worked with local housing providers and charities to  provide additional accommodation.

In the second half of 2020, work is planned on the implementation of the Affordable Housing  Gateway Review, to include a simplification of the banding system and the development of an  advice service for housing issues.

Status: On track

Improving social Inclusion

CSP4-3-01 Care Needs at Home  

Progress: Care Needs at Home  

Following initial planning of this project, investigations with individual families had to be  postponed due to the pandemic, and this project has been deferred until 2021. The project  budget has been re-profiled to enable the project to start in 2021.

Status: Delayed

CSP4-3-02 Implementing the Disability Strategy

Progress: Implementing the Disability Strategy  

The Disability Strategy was published in 2017 and some initial projects have already been  completed using existing resources. The extra funding identified in the Government Plan  supports the roll-out of a wider range of projects from 2020 onwards. The Island s Disability  Strategy was developed in partnership between Government, voluntary and community  organisations, and the business community. Disabled Islanders currently report lower levels  

of wellbeing than non-disabled Islanders. Most of the social and economic benefits of  implementing the strategy will be achieved over the long term. However, due to the pandemic,  implementation of the strategy has been delayed. Recruitment of staff and agreed projects  have now been restarted.

Status: On track

What we aim to achieve by the end of 2020  

 The final phase of family friendly employment rights was introduced midyear, accompanied  

by an interim scheme to support employers with the cost of providing up to 6 weeks of  

paid parental leave to a parent who is not the birth mother. By the end of 2020, permanent  regulations to provide a parental benefit to both parents will be completed with a parallel project  to provide the necessary administration, to allow contributory parental benefits to be available  to both parents from early 2021

 The Housing Policy Development Board was established by the Chief Minister in 2019.  

Following a delay due to the pandemic, the Board will reconvene to produce its final report and  recommendations for a long-term housing strategy

 An external review of the Affordable Housing Gateway was due to be implemented in 2020.  

This timetable has been disrupted by the pandemic but by the end of 2020, we aim to have  simplified the banding system and published clear policy guidelines

 Funding was provided in the Government Plan 2020-23 to design and set up a Housing Advice  

Service. These plans have been delayed but we aim to have designed and implemented an  advice service to support all tenants and those with housing issues  

 Customer and Local Services will start to deliver the actions planned under the Disability  

Strategy

 A consultation by the Employment Forum to review annual leave and rest break entitlement will  

be completed and recommendations made to the Minister for Social Security

 A major review of incapacity benefits will restart in the second half of 2020 and continue into  

2021

 The Food Costs Bonus regulations will be reviewed to provide bonuses for the next 3 years.  

CSP 5

We will protect and value our environment

We will do this by embracing environmental innovation and ambition,

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

What have we achieved?

The political commitment and resolve in tackling the climate emergency have in no way diminished during, or because of, COVID-19.

The pandemic has, however, affected the Government s ambition both logistically and strategically. At the outset of the pandemic response, staff from Trading Standards, environmental health, planning and building control and regulatory functions were deployed to support with the emergency response. Business as usual services in these areas were put on hold for some months and these areas continue to function with reduced resources. This has had a significant impact both on departmental delivery but also the planned changes as set out in the Government Plan 2020-23.

Nevertheless, the redeployment of these colleagues and resources has shown how quickly

the Government can act and make significant changes in response to emergency situations. Ministers and senior officers have made it clear that a post-pandemic resumption of unsustainable behaviours and lifestyles would miss the unexpected chance to make the changes necessary for long-term sustainability. The experience of the pandemic has provided a glimpse of different ways of working that will impact our need to travel around the Island in old and unsustainable ways. This will influence spatial planning, the location of workplaces, where new homes are built and the transport services Islanders will need in the future. The economic recovery can offer a new growth strategy, which is able to deliver on the twin benefits of stimulating economies and creating jobs while accelerating the green transition, reducing emissions and protecting biodiversity.

In February 2020, the States Assembly unanimously agreed the Carbon Neutral Strategy. This outlined the strategic context and principles upon which a community driven participatory democracy approach would be used to develop Jersey s detailed road map towards carbon neutrality. Key to responding to the climate emergency and biodiversity crisis was a Citizen s Assembly which had been planned for early 2020 but had to be paused due to the restrictions imposed by the pandemic.

In March 2020, the States Assembly agreed the Sustainable Transport Plan, which comprised two parts. Firstly, a Framework for Sustainable Transport System that gave a vision supported by four pieces of rapid analysis needed to form a detailed approach to transitioning Jersey s transport system into one that promotes the sustainable wellbeing of future generations. Secondly, a Strong Start Delivery Plan for 2020 that offered a number of immediate projects, pilots and improvements. Both of these reports, and their associated work streams marked the beginning of an intensive phase of development and delivery work that will ultimately re-shape the Island s response to the global challenge of climate change and the approach to travelling in the Island.

Alongside these, the Island Plan Review programme began the process of reshaping the Government s future spatial planning policy for the next decade, addressing major strategic challenges and tensions like planning for the need for homes, safeguarding the environment, supporting the economy, responding to Jersey s ageing population and securing good design and creating better places.

68 Government Plan 2020-23 - Review

Supporting the Island s natural environment and resources

The Government has achieved the following advances in the protection of the natural environment and sustainable use of natural resources:

The Action for Cleaner Water group, comprised of potato and dairy farmers, pesticide

merchants, Jersey Water and Government officers, has continued to drive down levels of nitrates and pesticides. Potato farmers now use placement fertiliser and apply pesticides according to a risk based model. This has led to a reduction in concentration of nitrates in Jersey s surface water by more than one-quarter during the past 10 years

The Marine Research programme has continued some projects during the pandemic, including

the cetacean assessment work, acoustic monitoring, habitat and stock assessments of key species

The Fisheries Support Scheme delivered bespoke support for the fishing industry, allowing it

to continue alongside recreational fishing during the lockdown. A comprehensive enforcement regime was stood up to ensure compliance with regulations and monitoring and inspections continue

Jersey Met Office was awarded European Union Aviation Safety Agency accreditation allowing

it to operate remotely. This resulted in the BBC weather for the Island being read to the public not only from a variety of sites in Jersey but also from Glasgow and Exeter

A permanent Chief Veterinary Officer has started in-role and a new animal welfare law is

progressing

New wildlife legislation is progressing, giving greater protection to the Island s species and

habitats

Hedgerows across the Island are benefiting more wildlife, following new guidelines in Best

Branchage Practise. The changes in practice benefit pollinators and is supported by a new tool that has been developed as part of the Channel Island Pollinator Project to allow Islanders to record and view areas that have been set aside as pollinator friendly

St. Ouen s coastal strip has been designated a Site of Scientific Interest, giving increased

protection against inappropriate activities and development and allowing the species specific to that area to proliferate

The Government has increased investigations into infractions of water pollution laws that cause

significant damage to the water quality, flora and fauna of the Island

Agricultural diversification has increased, with the Government encouraging the growing of

crops less detrimental to soil and water quality. These crops can also be attractive financially, thereby ensuring the Island s agricultural community can continue to play their part in keeping Jersey s countryside in the enviable condition seen today.

Furthermore, we would be best to recognise the achievements of those colleagues who remained in post during this difficult period and, despite the reduced resources, managed to:

Continue the process of determining appeals where appropriate

Prepare for the debate of the Draft Public Health and Safety (Rented Dwellings) (Licensing)

(Jersey) Regulations 201- in September 2020

Maintain the progress on legislation needed ahead of Britain s exit from the EU including, but not

limited to, a new Food Law

Produce Supplementary Planning Guidance to inform the Our Hospital project Provide regulatory support for the development of a Nightingale Hospital

Study changes to the Planning and Building Law to improve, among other things, the protection

of trees and our natural environment

Sustain the review Bay of Granville Agreement.

In addition to the above achievements, the following tables outline progress made against the initiatives set out in the Government Plan 2020-23 and the current status of delivery.

Embracing environmental innovation and ambition

CSP5-1-01 Climate Emergency Fund

Progress: Climate Emergency Fund

The fund is constituted by a States Assembly decision and is not yet fully operational. The  Government Plan allocated £2m to be credited to the fund in 2020. This represented the  forecast raised from fuel duty in 2020. The estimated £2m will likely need to be adjusted to  account for the reduced levels of achievement in fuel sales and as a result of the lockdown and  consequent reduced travel.

The Government Plan allocated funds from the climate emergency fund for expenditure in 2020  as set out in CSP5-1-1[1] and these remain in place, although delivery dates will be adjusted.  Where there are unspent funds from the proposed programme in 2020, the funding will remain  in the Fund for expenditure in accordance with the Terms of Reference of the Fund, for future  years.

Additional expenditure from the Climate Emergency Fund will need to be agreed through the  government plan process or through specific amendments agreed by the Assembly as set out  in the States agreed terms of reference for the fund.  

Status: On track

Protecting the natural environment  

CSP5-2-01 Assessment of public infrastructure and resources  

Progress: Assessment of public infrastructure and resources  

The Stage 1 report has been completed and is under internal review. Stage 1 is, basically, a state  of the nation report looking at the Island s existing infrastructure provision and demand.  

This will inform a Stage 2 report, looking at future infrastructure needs. The work was delayed  by the pandemic and now the remit has changed slightly owing to the three-year bridging Island  Plan concept that is under development.

Status: Delayed

[1] /assemblyreports/2019/r.91-2019.pdf?_ga=2.248462151.1198721505.1584350253- 837255368.1583764310

CSP5-2-02 Countryside access  

Progress: Countryside access  

A recent survey of users of the countryside during COVID-19 lockdown instruction indicated  that almost two-fifths of respondents visited the countryside more during lockdown. Over three- quarters said that there was an increase in visitors during lockdown and almost everyone (97%)  said they were likely to continue to visit once COVID-19 restrictions are lifted.  

The usual volunteer force (mainly Probation Service and the Back to Work Scheme) could not  operate due to the COVID-19 restrictions. There was concern that paths and infrastructure  would fall into disrepair. Footpath contracts have been re-tendered to ensure paths are  maintained in a safe condition for users. Some of the allocated funds were used to keep these  in good repair and compliant with health and safety concerns.

Status: Partial deferral

CSP5-2-03 Jersey National Park

Progress: Jersey National Park

The Francis Le Seuer Centre is closed due to pandemic restrictions. Preparation for reopening  and delivery of activities are underway.

Status: Reduced

Improving the built environment

CSP5-3-01 Island Plan review

Progress: Island Plan review

As a result of the impact that the pandemic has had on the previously agreed Island Plan  programme, Ministers have agreed a new strategy to develop a bridging Island Plan. Work is  underway to develop the bridging Plan to an adjusted programme.

Status: Delayed

Infrastructure investment

GP20-EST-10-Y Vehicle Testing Centre (Major Project)

Progress: Vehicle Testing Centre (Major Project)

The project is on the list of items to be deferred to 2021 in order to release cash-flow. Status: Deferred

GP20-EST-10-Y Vehicle Testing Centre (Major Project)

Progress: Infrastructure Rolling Vote Liquid Waste

Projects consist of surface water separation schemes; foul and surface water improvements;  and, investigations into the effects of climate change on inland surface water management.

Design of all projects has commenced. However, funding pressures due to the pandemic has  meant funds have been diverted to other critical areas and the delivery of some drainage  projects have been put on hold.

Status: Partial Deferral

Transport

Planned upgrades to the traffic signalling and street lighting of the Island s highway network.

The design and development of all projects has started. However, funding pressures due to the  pandemic have meant funds have been diverted to other critical areas and the delivery of some  planned transport projects have been put on hold.

Status: Partial Deferral Infrastructure

Projects consist of slope stabilisation, maintenance and replacement of roadside structures and  sea defences, which include condition assessment and investigation into the effects of climate  change and sea level rise.

Some projects are complete, others are ongoing, and some have been put on hold due to funds  being diverted as a result of the pandemic.

Status: Partial Deferral

GP20-INFR-04-N First Tower Pumping Station Upgrade

Progress: First Tower Pumping Station Upgrade

Additional pumping capacity is required at First Tower Pumping Station with new pumps and  upgrades to the pumping station valves and pipework. The upgrades are currently in progress.

All pumping station upgrades and asset replacement are programmed commenced in June..  The current programme indicates that production and progress is in line with the accepted  project programme and that the contract dates will be achieved.

Status: On track

GP20-INFR-05-N Inert Waste Site Feasibility

Progress: Inert Waste Site Feasibility

As La Collette reclamation site reaches capacity, to investigate options for either a new  reclamation site or prolonging the life of the existing site.

Progress has been made in raising awareness of Jersey s inert waste needs to the Island Plan  team and other projects that could benefit from clean infill material have been identified and are  being supported.

To support the Government cash flow pressures relating to the pandemic it has been proposed  that this capital project is deferred until 2021.

Status: Deferred

GP20-INFR-06-N La Collette Waste Site Development

Progress: La Collette Waste Site Development

The project concerns providing storage capacity for any hazardous or contaminated soils  delivered to site from construction projects and developments.

Lockdown measures put in place to delay the spread of the virus has reduced the amounts of  waste being delivered, meaning that existing capacity is good.

Status: On track

GP20-INFR-07-N Island Public Realm including St Helier

Progress: Island Public Realm including St Helier

Scoping work has been delayed due to the pandemic, however the work will be progressed  during the next quarter.  

Status: Partial Deferral

73 Government Plan 2020-23 - Review

GP20-INFR-08-Y Replacement Bellozanne Sewage Treatment Works STW

Progress: Replacement Bellozanne Sewage Treatment Works STW

Construction of the new tanker import facility is complete. The commissioning of process  equipment has commenced and is in the final stages of reliability testing. Takeover of the new  tanker import facility is anticipated in September 2020.

Production and progress of the new sewage treatment works is ongoing and generally in line  with the accepted overall programme. Construction of all main process structures and civil  infrastructure has commenced and some areas are nearing completion. The installation of  mechanical, electrical and ICA equipment and plant commenced in June 2020. A programme  delay of approximately 12 weeks is anticipated due to the impact of COVID-19, with additional  delays due to inclement weather. Commissioning of the works are expected to be carried out in  stages with the first Phase being completed by late 2021.  

Due to the need to commence commissioning of the main treatment process in 2021,  discussions are ongoing with a view to meet the key dates irrespective of the delays. The  overall project is expected to be completed by the end of 2022 as planned.

Status: On track

GP20-INFR-09-N Drainage Foul Sewer Extensions

Progress: Drainage Foul Sewer Extensions

This project has been deferred as the funding has been reallocated to COVID-19 Emergency  Funding. The reduced funding as a result of the pandemic will need to be recovered in full in  2021-2024 Government Plan.

Status: Deferred

GP20-REPL-01-N Replacement Assets and Minor Capital (Growth Housing and  Environment)

Progress: Replacement Assets and Minor Capital (Growth Housing and Environment)

This programme is made up of the replacement of GHE assets and minor capital across Liquid  and Solid Waste Sections, including pumping stations, Sewage Treatment Works and the  Energy Recovery Facility. The programme is currently on track for delivery.

Status: Partially Deferred

CSP5-C10 Fleet Management - Vehicle & Plant Replacement

Progress: Fleet Management - Vehicle & Plant Replacement

The allocation of the funding in the Government Plan is for the procurement of vehicle and plant  replacement and supplements pre-exisiting allocations made in previous years but not yet fully  expended.

Jersey Fleet Management (JFM) now procures all vehicles for Government, however as several  departments are going through restructuring as part of their TOMs there are knock-on delays in  committing to new or replacement vehicle assets and the associated revenue leasing charge.  This will result in JFM carrying forward unallocated budgets.

Status: On track

CSP5-C11 Car Parking - Car Park Enhancement & Refurbishment

Progress: Car Parking - Car Park Enhancement & Refurbishment

Work on the modernisation has been deferred subject to post-COVID-19 budgets being agreed  and the recommencement of Island Public Realm work, to which it is interlinked. Work to restart  these projects will form part of the restart review for the Island Public Realm.  

Status: Deferred

Refit and replacement of Fisheries protection vessel and auxiliary vessels  

Progress: Refit and replacement of Fisheries protection vessel and auxiliary vessels  

The refit work for the Norman Le Brocq is being scoped as part of competitive tendering  process. The work is envisaged to be complete by the end of 2020.  

Status: On track

What we aim to achieve by the end of 2020  

 Resume business as usual service delivery in Environmental Health and Trading Standards,  

Planning and building control and regulatory functions

 Determine the capital budget so that the correct resources can be allocated for efficient and  

effective project design and delivery, and completion of projects where funding is still available

 Provide capacity for waste for some significant known construction projects expected in 2020  

and 2021

 Complete the evidence base to inform and the draft the Interim Island Plan, in advance of  

consultation and lodging in 2021.

 Natural Environment will understand how the public access and use our unique countryside  

and North Coast sites and what is required to maximise the large benefits they provide going  forward.  

Modernising Government

We will improve the way in which Government and the public service function, so they deliver modern, efficient, effective and value-for-money services

and infrastructure, sound long-term strategic and financial planning, and encourage closer working and engagement among politicians and Islanders.

5 ONGOING INITIATIVES

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

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

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

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

A sustainable long-term fiscal framework and public finances that make better use of our public assets

What have we achieved?

When the One Government initiative was launched, it was announced that it would be delivered in three phases; the Stabilisation, Recovery and Repositioning of our public services. The due diligence undertaken during the first phase, from October 2017 to February 2018, identified the most significant risks to the organisation and the key activities that would need to be undertaken to address these.

The core activities that have commenced in response to this due diligence include: Launching a programme to enhance the cyber security of Government

Commencing procurement activity to replace the Government s outdated finance, HR, payroll,

procurement and asset management systems

Replacing outdated IT hardware and a move of IT assets to either a new and highly resilient

data centre or to the cloud

Completing new target operating models in directorates such as People & Corporate Services

and Modernisation & Digital

Continuing focus on a culture change through the Team Jersey programme

Agreeing the business case to start work on the creation of a much enhanced Commercial

Services capability.

The pandemic has required an acceleration of new ways of working and the One Government culture has enabled colleagues to embrace these changes. Staff from a variety of differing roles, in various departments, have come together to work collaboratively and achieve rapid change in order to protect Islanders health and wellbeing.

The foundational work of our Modern Government initiatives such as the Microsoft Foundations and the Cyber Security programmes, have enabled the rapid and secure deployment of Microsoft Teams to over 2,300 additional Government staff, which allowed colleagues to continue to securely deliver services whilst working remotely during lockdown.

Additionally, the investment in enhanced capabilities for Modernisation and Digital ensured the right capabilities were in place to design and deploy new technical solutions to support with the Test and Trace programme, most notably the end to end solution to support Arrivals testing, which allowed the Island to move away from the 14 day quarantine period for green and amber designated countries.

Whilst Team Jersey had to cease face-to-face delivery of manager and colleague sessions, the core team became heavily involved in the pandemic response. Members of the team coordinated emergency resourcing across Government, including providing additional support to the communications directorate in media planning and business continuity.

To support colleagues managing the response, and to enhance organisational resilience, the team increased its coaching for senior leaders to support their teams throughout the challenging experiences during the crisis. The team created weekly guidance for managers and colleagues on topics such as leading and working remotely and supporting wellbeing whilst doing so. This was achieved through converting all the material used for face-to-face sessions into an online format with virtual Team Jersey Lead development session supporting their learning.

The Jersey Employers Group was convened to support economic recovery, specifically focusing on Island wide strategic workforce planning and engagement with schools to support school leavers.

Islanders have also adapted to accessing services online, with more customers taking the opportunity to access services at a time and place that suits them. Online applications for key services, such as registration cards and Income Support changes, have tripled since the start of the year.

The pandemic required the Government to think and act differently. Quick decisions were made to redeploy resources to key areas of priority, new teams were established overnight, and new ways of working derived.

Outlined below is some of the work achieved by the Government in the last six months:

A scaled-up public health policy capacity was initiated early in March 2020 by moving

Strategic Policy, Planning and Performance policy resources away from business as usual priorities, increasing the public health policy capacity from four officers to nearly 25 people at any one time. This comprised a core public health policy and guidance team, and an aligned legislative team. This team were responsible for developing the Safe Exit Framework and the various legislative and policy guidance which supported the Island s exit from lockdown

From the outset of the crises, States of Jersey Police (SOJP) recognised and accepted its

important role of enforcing new regulations whilst maintaining the trust and confidence of Islanders. In collaboration with Honorary police colleagues, we introduced Operation Talla. Mindful to Police the virus , not necessarily Islanders, SoJP introduced the 4E s (Engage, Explain, Encourage, Enforce) with a view to setting a clear and consistent policing style

The Fire & Rescue Service deployed fast response assistance for logistics and set up of

critical functions such as testing centres

JCIS led and administered the Essential Travel Scheme which allowed safe essential travel to

and from the Island

The Treasury and Resources team put the finance transformation into practice and ensured

liquidity across the organisation as well as implementing a controlled process for the review and approval of COVID expenditure and supporting the implementation of numerous measures to support Island recovery

The test and trace operation was established through the efforts of redeployed staff across

various departments, working collaboratively to proactively delay, control, and suppress the spread of the virus

Staff wellbeing and safety was of paramount importance during this time as the risk to life

was potentially greatest to those on the front line. Emergency accommodation serviced 308 employees, agency and locum staff and 73 contractors were accommodated over the period as well as additional wellbeing support provided

Technological delivery was accelerated to allow up to 3,000 Government staff to work

remotely simultaneously and to support numerous new locations for essential staff to

continue to work, in addition to deploying the full Microsoft365 suite to over 300 additional users

Team Jersey accelerated their focus on resilience and coached managers to support their

teams challenges throughout the various changes experienced during the crisis.

In addition to the above new initiatives and deliverables which were undertaken in response to the pandemic, the following table outlines progress made against the initiatives set out in the Government Plan 2020-23 and the current status of delivery.

A new, long-term strategic framework

Progress: Performance management framework  

Jersey s Performance Framework measuring the progress of sustainable wellbeing of Islanders  was published in January 2020 and is now being extended to include service performance  measures.

Status: Complete Progress: Island Plan

The Council of Ministers have agreed a new strategy to develop a bridging Island Plan. Work is  underway to develop this adjusted programme.  

Status: Delayed

Progress: Government Plan and Business Planning improvements

Improvements to process and content were identified following the agreement of the  Government Plan 2020-23 and publication of the Departmental Operational Business Plans.  These improvements are being implemented.

Status: On Track

OI1-01 Census 2021  

Progress: Census 2021  

The Census is vital to gather key population information to allow effective planning of public  services. Despite difficulties caused by the pandemic, progress is being made to design an  efficient, lawful process supported across Government and by third parties where appropriate.  There remain some key decisions to be made on whether to provide an online option to return  Census information, and how best to input data from paper returns.

Status: Delayed

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

OI2-01 States Greffe extended services

Progress: States Greffe extended services

The target operating model approved by the PPC has been implemented and has largely been  recruited to, although some recruitment remains outstanding. There have been some delays in  recruiting to some of the new posts due to the pandemic and this will result in an underspend in  2020. PPC has agreed to offer savings of £140k in relation to recruitment deferral.

Status: Partial deferral

A modern and effective public sector

OI3-01 Building Revenue Jersey Team

Progress: Building Revenue Jersey Team

The Revenue Transformation programme facilitates the modernisation of Jersey s tax and  revenue collection with new digital systems and ways of working.

The out of date legacy back office systems have been safely replaced and tactical online  solutions (such as the Personal Income Tax Return) are realising early benefits and creating  capacity for the wider transformation. To date over 12,000 personal tax returns have been filed  online.  

This allows the Government to move officers from low-value, clerical and largely manual work to  implementing a risk-based model focusing their time on work with the highest reward.  

The next stages are complete the overhaul of convenience and efficiency by making  revenue interactions online and self-service, complete the transition to risk-based operations,  incorporate more regulated revenue streams starting with Social Security.

Status: On track

OI3-02 Commercial Services - enhanced capabilities

Progress: Commercial Services - enhanced capabilities

Commercial Services Enhanced Capabilities will define the vision and target operating model  for the function, to enable the provision and delivery of the appropriate support services to  enable the One Government vision. While the initial assessment was completed and a draft  business case developed early in 2020, the pandemic created an unprecedented demand  on Commercial Services, including procurement of PPE, managing airline provision and the  Nightingale Wing.  

The extent to which the Commercial Services function was under resourced was evident and  required the hiring some local contractors, consultants and secondees from both internal and  external organisations to support the response. The final business case was delayed and  had to be redesigned to consider the deferment of activities and resulting in a reduction in  the additional funding request for 2020 to support the new Commercial Services function.  The business case was approved by Senior leadership at the end of June, and the Ministerial  decision signed on 3 July to start this work.

Status: Partial deferral

OI3-03 Domestic Compliance ( Spend to Raise )

Progress: Domestic Compliance ( Spend to Raise )

The programme will deliver a stronger and more-effective compliance capability within  Revenue Jersey to help make sure that everyone pays their fair share of tax. 2020 activity  has been lower-than-expected due to the impact of the Pandemic lockdown. Nonetheless,  significant desk-based activities promise a satisfactory return on investment. Recruitment in  2020 has been more successful than in 2019, with more of Revenue Jersey s posts now filled  with permanent appointees.

Status: Delayed

The appointment of a specialist tax lawyer in the Law Officers Department is expected to  increase domestic tax revenue. The appointment of the tax lawyer has been deferred to Q3  2020 which will result in an underspend for 2020.

Status: Deferred

OI3-04 Enabling policy excellence across the Government

Progress: Enabling policy excellence across the Government

Three significant milestones have been achieved, despite the reorientation of many policy  officers to support the pandemic response. First, an in-house and Jersey-specific Introduction  to Public Policy course was developed and delivered for the first time. Second, a framework  contract has been established with Kings College London which enables Jersey civil servants  to access and attend the same policy profession post-graduate curriculum as the UK Civil  Service; and third, four policy officers started the post-graduate certificate in public policy in  May, despite the huge demands and stressful context they found themselves in.

Other policy community activity was suspended, including expert seminars and the quarterly  community events, but it is hoped these can resume later in the year.

Status: On Track

OI3-05 Government of Jersey Bank Charges

Progress: Government of Jersey Bank charges

Sustainable budget established for Government Bank Charges and Merchant Fees to support  the digital priorities of Government.

Status: Reduced

OI3-06 GST de-minimis changes

Progress: GST de-minimis changes

The decision was taken in April to defer GST changes to January 2021 on account of the  Coronavirus Pandemic but subsequently drawn back to 1 October 2020, to support Jersey  retailers by discouraging higher-value purchases from offshore retailers. Jersey Customs &  Immigration Service is deploying its extra paybill, provided in the Government Plan, to meet this  date.  

Status: Delayed

OI3-07 Guernsey-Jersey Joint Working Programme

Progress: Guernsey-Jersey Joint Working Programme

The Guernsey-Jersey joint working group continue to meet; however, new projects are not  being discussed due to the pandemic response.

Status: Deferred

OI3-08 Increased audit fees

Progress: Increased audit fees

The funding will provide a provision for appropriate external expertise to be engaged to  implement new accounting standards over the coming years. The project will also make  available audit personnel with specialised skills and knowledge during the implementation of  new accounting standards and throughout the audit process.

Status: Partial deferral

OI3-09 Modernisation and Digital (M&D) - enhanced capabilities

Progress: Modernisation and Digital (M&D) - enhanced capabilities

The enhanced service offering will include: integrated IT delivery, Corporate Portfolio  Management Office, Corporate Change Delivery, cross Government Business and Technical  Architecture and Information Governance. The M&D re-structure has been completed and  implemented. Recruitment to new roles has been delayed due to the impact of the pandemic  but is expected to be largely completed during the second half of 2020.

Status: Partial deferral

OI3-10 People and Corporate Services (P&CS) - enhanced capabilities

Progress: People and Corporate Services (P&CS) - enhanced capabilities

The initial consultation on the P&CS target operating model was completed but was put on  hold due to the pandemic. Implementation and recruitment have restarted from July, with  appointments due to be completed by the end of the year.  

Status: Partial deferral

OI3-11 Policing 2020-23

Progress: Policing 2020-23

Recruitment completed for 2019 and 30 contracts issued for 2020.  

Deferred recruitment of ten Police Officers and four Police staff posts until 2021. Status: Partial deferral

OI3-12 Supply Jersey Maintenance, Licencing and Procure to Pay analysis

Progress: Supply Jersey Maintenance, Licencing and Procure to Pay analysis

Increase to base budget to fund annual fees from 2020-2023 for the licensing of the Supply  Jersey-Procure to Pay solution.

Status: Complete

OI3-13 Supporting One Gov - Team Jersey (HR/OD strategic partner)

Progress: Supporting One Gov - Team Jersey (HR/OD strategic partner)

The Team Jersey programme is initially a three-year programme designed to help transform  the way the Government deliver public services and build on the positive aspects of the  organisation. It is designed to develop a culture that is based on teamwork and collaboration,  openness and transparency, learning, innovation and appropriate risk taking, combined  

with respect for customers and for each other. This will support the realisation of the One  Government vision.  

Over 3,500 employees have undertaken various workshops, including: Shaping Positive  Culture, Crucial Conversations, Leading Collaboration, Organisational Change, High Performing  Teams and Thinking and Working differently. The programme has completed foundation work  to support safer recruitment, developed a values and behaviors framework for Government  colleagues and improved staff induction.  

An employer forum has been established to work across public, private and voluntary sectors to  work together on core projects, including early schools engagement and Island wide workforce  plan. COVID-19 halted the roll out of face-to-face workshops, which have more recently moved  online. The Team Jersey Board is now re-aligning the programme rollout and design to restart  from August 2020.

Status: Partial deferral

OI3-14 Technology Transformation Programme (TTP) (Revenue and capital)  

Progress: Technology Transformation Programme (TTP) (Revenue and capital)  

The TTP includes three Major Projects in 2020; progress will be reported at the major  programme level, as follows:

Integrated Technology Solution (ITS) Implementation GP20-IT-02-Y

The ITS programme is procuring a technology solution to replace end of life systems,  transforming ways of working and offering more efficient processes and capabilities, that  delivers benefits to Government, colleagues and suppliers. The procurement timeline, strategy  and plan has been adjusted, reflecting market feedback and COVID-19. An Invitation to Tender  (ITT) for the Business Change, Systems Integration and Technology procurement was issued in  June 2020. The programme management and PMO procurement will start in July/Aug, with all  procurement due to be completed in December 2020, ready to commence delivery in January  2021.

MS Foundation Programme GP20-IT-01-Y

The pandemic response necessitated a revision to the planned deployment of Microsoft 365  (M365) by bringing forward a rollout of the Microsoft Teams application to more than 2,000  additional colleagues to support remote working across Government.  

This has slowed the deployment of the full M365 suite, and the programme is now re-planning  this activity. Despite the change of approach required by the pandemic response, it is expected  that M365 will still be deployed within the existing programme plan timeline.  

Cyber Security Programme GP20-IT-14-Y

The Cyber Security programme has been established to improve the security risk position and  maturity of the organisation in relation to a number of industry standard people, process and  technology controls. The programme is a Major Project in the Government Plan to modernise  and safe-guard key IT systems/services and supports the wider protection of data/information  that may be processed, stored or transmitted about employees or customers. The programme  has been established and is now mobilising a number of suppliers to support the delivery of  the necessary controls that will improve the risk position and maturity of the organisation with  regards to cyber security. Despite the impact of the pandemic on the procurement timeline,  the programme is expected to deliver in line with the agreed budget and overall programme  timeline.

Status: On track

Infrastructure Investment

GP20-PFV-08-N OneGov Office Project

Progress: OneGov Office Project

The project is currently in pre-feasibility phase. This activity involves the procurement of a  development partner to work with the Government to deliver a new office to bring together  colleagues across Government and provide an outstanding customer hub for Islanders. The  Government is in dialogue with potential parties as part of a commercial process, to identify a  site and scheme with a view to having a new building operational by early 2024.  

The Government has reviewed the principles of the Strategic Outline Case, which was  approved in October 2019, to assess the implications of the pandemic on the project. It  

is expected that more colleagues will wish to work flexibly, and customers will want the  convenience of more services online. The Government will review plans for exiting leases, and  timings for the potential sale of properties to reduce the impact of an economic downturn on  capital receipts and anticipated revenue savings. On balance, the Government considers the  case to build a new office remains valid, as it will deliver a noteworthy economic stimulus and a  range of benefits for the organisation.  

The project is currently delivering its milestones on time and on budget it is expected the  preferred developer partner will be identified in Q3 2020. Funding for the next phase of the  project will be incorporated into the draft Government Plan 2021-24.

Status: On track

GP20-IT-03-N - BAU - Replacement Assets (COO)

Progress: BAU - Replacement Assets (COO)

The pandemic response has necessitated a re-prioritisation of asset replacement. The  immediate focus has been on those assets which support remote working, such as firewalls and  direct access servers, and on improving system reliability and stability within the data centres.  Once the emergency pandemic response has been completed, the replacement plan will  

focus again on the desktop solution for Health and Community Services, back-up solution and  updating hardware asset support.

The target each year will be to achieve a significant simplification of the Government s  Information Technology asset estate.

Status: On track

GP20-IT-08-N - Regulation Group Digital Assets (RIDA)

Progress: Regulation Group Digital Assets (RIDA)

Currently partially deferred, due to staff being currently deployed to COVID-19 contact tracing  team.

Status: Partial deferral

GP20-IT-10-N - Combined Control IT

Progress: Combined Control IT

This project seeks to create a combined control room for all three emergency services to be  able to better report, monitor and respond to all emergencies in Jersey.

This will create a more unified service, able to respond to all emergencies and encourage closer  working between agencies. This will promote a more comprehensive and efficient response to  emergencies occurring in the Island.

The several elements of this project have been delayed due to COVID-19 and related budget  constraints. One of the major elements (selecting a new CAD) has now been delayed until 2021.  It is hoped that progress on the other phases will continue.

Due to a number of failures in the 999 service this year, the investigation of options for the  future of the Emergency Call Handling Service (currently provided by JT) has been accelerated.

Progress is being made with the telephony and communications upgrades as well as the  people model, but the selection of the new CAD system will have to be delayed to 2021 due to  budgetary constraints resulting from the COVID-19 response.

Status: Partial deferral

Sustainable long-term public finances

OI4-01 Delivering effective financial management

Progress: Delivering effective financial management

Work is ongoing to embed the new target operating model for finance, both in terms of  recruitment to the team, and specific transformation projects across Treasury and Exchequer  (T&E). COVID-19 has impacted some projects, but progress is still being made wherever  possible and replanning is being carried out. Transformation is in many cases being delivered  by the teams, but this cannot be delivered from the side of a desk, and additional resource is  delivering specific projects as part of Finance Transformation:

 Change readiness activities for the implementation of ITS (a key enabler to transformation)  

have begun

 Implementation of automation software for bank reconciliation

 Launch of the Training Strategy for the Finance function and development of a Finance for  

Non-Finance colleague strategy, including the design of a finance training module for budget  holders

 The Zero Based Budgeting project was paused due to COVID-19, but restarted in June

The implementation of ZBB was a Government Plan commitment in 2020. A programme was  established to set up a rolling programme of ZBB across the government. Under ZBB, Budget  Managers start from a clean sheet (i.e. from zero) with no assumptions, all activities conducted  are justified on the basis of their contribution to outcomes, and all required resourced to support  delivery are evidenced and objectively challenged.  

ZBB will provide greater control over our budgets and make it easier for us to redirect resources  towards our strategic priorities. This increases the connection between our spending and our  objectives, introduces increased cost transparency and control across the organisation, and  creates a sustainable culture change in how we financially plan. The method seeks to align  

our operational and financial planning, better management and better ability to shift resources  towards priorities will quite lead to better government.  

A first phase of work began in January; Building the Basis developed Zero Based Budgeting  infrastructure for GoJ incorporating training assets, templates and tools to conduct the exercise  and developing a series of standardised rollout methods that could be deployed within each  department. The first Departmental rollout, Treasury & Exchequer, was conducted between  January and March, before being interrupted by Covid-19 . The project was placed on pause  due to the extensive operational and finance capacity that underpins the creation of the data  and insights being directed elsewhere.  

The project restarted in the Health and Community Service in June, and will conclude in  September. ZBB will be rolled out to the remaining Departments across 2020 and 2021, as  part of establishing a rolling programme of zero-basing to inform decision making in future  government plans.

Status: Delayed

An electoral system which encourages voter turnout  

OI5-01 Electoral registration

Progress: Electoral registration

Project to explore and, if possible, implement a new system for electoral registration based on  data already held by the States, rather than the annual household canvass.

Create more accurate and comprehensive electoral registers, in a more efficient way than at  present. A proof of concept project has been completed and the Privileges and Procedures  Committee (PPC) has agreed that the project should continue to implementation. Second  discovery project is currently underway.  

Status: On track

Non-Ministerial

OI-Non-01 Comptroller and Auditor General additional funding

Progress: Comptroller and Auditor General additional funding External staff to review processes and increase in audit fees. Status: Complete

OI-Non-03 Judicial Greffe additional funding

Progress: Judicial Greffe additional funding

Additional staff - Extra monies were for increased salary awards for four posts. One post is not  forecast to be filled in 2020 and the associated £20k underspend is in relation to this vacant  post. The balance of £60k will be spent as purposed.

Status: Deferred

Pay Scale Correction - This allocation relates to a salary review for a number of Office Holders  which has yet to be completed. Until the final outcome of that review is known, there is no  certainty as to whether this allocation is sufficient or not.

Status: On track

OI-Non-04 States Assembly additional funding  

Progress: States Assembly additional funding  

The target operating model approved by the PPC has been implemented and is currently being  recruited to. There have been some delays in recruiting to some of the new posts due to the  pandemic and this will result in an underspend in 2020.

The Law Drafting Office has been transferred into the States Assembly and is on target to  deliver its workload now growth has corrected previous and structural funding shortfall.

Additional funding for services to States Members and a pension scheme has also now been  implemented, although with some underspend due to lower take-up of the pension scheme  than forecast.

Status: On track

OI-Non-05 Viscount s Department additional funding  

Progress: Viscount s Department additional funding  

Some deferral of funding due to delayed recruitment into posts. Posts include Finance  Officer, Courts/Inquest Officers, and Knowledge Management. Funding also included BAU  maintenance such as software maintenance costs and Viscount Officers pay review.

Status: Partial Deferral

OI-Non-06 Legal Aid Office

Progress: Legal Aid Office  

Currently, there is an underspend on Hired Services with year-to-date actuals excluding a  £36,000 accrual. This arises from the changes required to the Legal Aid system under the  Access to Justice (Jersey) Law 2019. For the new system to be fully functional, the new Legal  Aid guidelines (which have been drafted but not yet approved) need to be implemented. In the  interim, a shadow system is in place, operated by the Law Society.  

Status: Partial Deferral

OI-Non-07 Probation Service additional funding  

Progress: Probation Service additional funding

The growth funding in the sum of £35,000 awarded to Jersey Probation and After Care Service  has been used to meet the inflation shortfall in the salaries of four staff (Portuguese offender  worker, Court Liaison Officer, Restorative Justice Officer and ADAPT Domestic Abuse Co- ordinator), who remain partially funded by the Building a Safer Society Strategy (BASS), in  Justice and Home Affairs.

Status: Complete

GP20-EST-14-N - Baliff s Chambers - Courtroom 1 Magistrates Court

Progress: Baliff s Chambers - Courtroom 1 Magistrates Court

The Project is intended to increase the size and functionality of Court Number 1 in the  Magistrate s Court to allow it to be used as a Jury Trial room. No work has yet to be undertaken  and it has now been deferred to 2021.

Status: Deferred

GP20-EST-14-N - Baliff s Chambers - Courtroom 1 Magistrates Court

Progress: Judicial Greffe Courts Digital Project

This project aims to digitally transform the working of the courts, and in doing so improve  access to justice. It includes documenting, reviewing and redesigning procedures within the  courts. The scope of the project broadly includes the work of the courts and tribunals, how  users of the courts interact with them, and how documents and data flow into and out of the  courts. The project team has been appointed and has started work. The project extends over  the next two to three years. Due to COVID-19, it has been agreed to accelerate the project in  a number of areas. The project is currently forecast to underspend by £81k in 2020 which is  expected to be deferred to 2021.

Status: Partial deferred

GP20-IT-06-N Phoenix Software - Viscounts  

Progress: Phoenix Software - Viscounts  

There is a major update still to be tested and implemented later in the year. This has been  delayed due to resourcing issues towards the end of last year.

Status: Deferred

What we aim to achieve by the end of 2020  

 Completion of the target operating model and One Government organisational redesign

 Assessment of the impact of the pandemic on technological advances, technical requirements  

and skills, office requirements and the customer strategy

 Technology Transformation programme:

- Integrated Technology Solution (ITS) completion of two procurements: business  change, systems integration, the provision of technology and resourcing for programme  management and PMO services. Contracts to be awarded to enable successful suppliers to  start delivery in January 2021 and complete business readiness across the functions

- Cyber Security implementation of the fundamental people, process and technology  controls

- MS Foundations delivery of additional security features and roll out of M365 to remaining  priority users

 In September, leadership and colleague face-to-face or virtual training will resume with Team  

Jersey. Team Jersey Leads will be fully recruited and inducted. A series of focus sessions with all  department leadership teams, aimed at embedding the programme at a department level, will  be completed

 Recruitment to the M&D, P&CS and Commercial target operating models will enhance the Chief  

Operating Office s capability. From this, the new departments will continue to invest to enhance  individual capability and processes to effectively enable and protect the organisation

 T&E will continue to recruit to its new target operating model and invest in training and  

developing its people to ensure we have the levels of capacity and capability to support  effective financial management. This will be supported by a range of transformation projects,  covered in the Departmental Operational Business Plan, and managed as a single portfolio of  change. Many of these projects will be delivered by teams in the new structure, with additional  resource used to support specific initiatives where required  

 A key activity for T&E is the delivery of the Change Readiness activities in advance of the  

implementation of the ITS (beginning in 2021), which will fundamentally change how the  department delivers services through the use of modern technology. These change activities  affect process, people and data across the department, and the wider organisation

Implementation of the electoral registration system and associated Law changes

 The Courts digital project aims to procure an electronic bundling solution before the end of  

2020. The team is also planning to undertake a proof of concept to test one of the leading  solutions throughout the various courts

 In addition, the Courts digital team is analysing all criminal and civil justice departments to  

identify process improvements, existing systems and enhancements in order to procure and  deliver a case management solution. The project team aims to sign contracts with a case  management supplier by the end of 2020.

92 Government Plan 2020-23 - Review

SECTION 2 EFFICIENCIES REPORT

Summary

The Government Plan 2020-2023 set out the ambition to achieve £100m of efficiencies, with the first £40m to be achieved in 2020. Government expenditure efficiencies are categorised under four key headings:

 A reduction in revenue spend, delivering

better quality services for less

 More efficient collection of existing income

and better debt management

 Increasing the Government s revenue

through further recovery of existing costs, moving towards full cost recovery of services where appropriate

 The extension and increase of existing

charges or the introduction of new charges as revenue raising measures

As with the Government s Common Strategic Priorities, delivery of the efficiencies

programme has been also impacted by the emergency pandemic response for a range

of reasons including; resources having to

be redeployed from delivery of efficiency projects to the COVID-19 response. Along

with reductions of some services and the

costs of temporary staff to support the work of COVID-19, not all of the original programme has progressed as planned.

Nevertheless, despite these challenges, much has been achieved and through the application of the Delivery Plan A, B, C approach, as previously referenced in the 2020 efficiency report (see below), savings as required will be achieved by the end of 2020.

In addition, the pandemic has had a significant impact on Government Finances overall and further savings beyond the originally planned £60m will be required. Therefore, going forward efficiencies will form but one part of the overall financial re-balancing activity of the Government s fiscal position.

Department sub

total 21,527 11,002 10,525 General Revenue  7,350 6,350 1,000

Income

Centrally held 11,140 10,440 700 Grand total 40,017 27,792 12,225

Delivery Plans A, B & C

It is important to restate the approach to the delivery of the efficiencies agreed by the Council of Ministers as set out in the original Efficiencies Plan.

 Ministers [also] agreed that if any of the efficiencies are not subsequently approved [or delivered], they will seek alternative departmental efficiencies to the same value to replace them and/or reduce or reprofile some of the planned spending by the equivalent amount, in order to ensure that income and spending remain in balance.

This approach was subsequently described as: Plan A The efficiency has been delivered

or is on track for delivery in 2020

Plan B An alternative efficiency has been/

will be developed to cover any shortfall

Plan C Typically, Government Plan growth

will be deferred to cover any shortfall although other one-off approaches can be used where appropriate.

This combination of approaches maintains a sustained focus on the delivery of efficiencies while implementing a backstop which, in the event of non-delivery, ensures that expenditure is delivered within cash limits. It also mitigates the risk that efficiencies will just be delivered through a reduction in service provision.

In this update the delivery progress of each efficiency is classified into these plans. It

has been particularly important to capture efficiencies classified as Plan C. In this group, the planned recurring efficiencies have not been delivered and consequently both the efficiency and value ascribed will be carried over into 2021. This ensures there is a sustained focus on delivering recurring efficiencies and, in so doing, protects the outcomes that the investments are intended to achieve.

Impacts

A critical aspect of assessing the delivery of each efficiency is understanding the impact

of its delivery, particularly in the context of our customers, staff and services. This has been especially complex, and, in many cases, it has been difficult to isolate the relatively minor impact of the efficiency from the considerably more significant impact that the pandemic has had on customers, colleagues and services.

Similarly, due to staff redeployment to

the emergency pandemic response, the Government has not developed its final approach to a sustainable wellbeing impact assessment. This will be done once colleagues have returned to their usual duties and have the capacity to do so.

The impacts of deferred Government Plan investment are covered in Section 1 of this report.

Governance

As planned, the performance management

of the 2020 plan has transitioned into the enhanced monthly financial review process (Budget Monitor). This has provided the Executive Leadership Team (ELT) with monthly financial performance information for each efficiency, enabling appropriate management challenge and intervention. This is supplemented by monthly reporting on the Perform system which provides qualitative updates on delivery.

One change agreed to the original departmental allocation of efficiencies, was a transfer of £200k from Growth, Housing and Environment (GHE) (Operating model savings) to the Office of the Chief Executive. This occured as a result of the transfer of the Economy function from GHE.

95 Government Plan 2020-23 - Review

What have we achieved

At the half year position, around £28m of the £40m planned efficiencies for 2020 are due to

be delivered. COVID-19 has led to the following changes to the plan:

1. Some One Government target operating models have been delayed due to COVID-19 related activity being prioritised in the short term and the opportunity to revise operating models with a focus on new ways of working
2. A reduction in income streams, such as private patient income within Health and Community Services
3. Contract and agency staff have been retained longer than originally planned, for example, where target operating models have been delayed or due to additional workloads caused by the pandemic
4. The implementation of efficiency plans has been delayed as resources have been redirected to support COVID-19 activities
5. Benefit expenditure has increased as a result of a rise in claim numbers and values due to the pandemic

6. Income collection targets and improved debt management arrangements have been largely delivered as originally planned.

The Government Plan included efficiencies of £40 million in 2020, with £21.5 million in departments, £11.1 million held centrally and £7.4 million in tax income.

The above summary sets out the half year performance by department. Assuming that all of the variance represents either one-off delivery or deferred Government Plan growth, this means that an additional c£12m of efficiencies will need to be added to the existing objective to deliver £20m in 2021.

Cross cutting efficiencies

Project: Modern and efficient workforce Progress:  

Summary

Reducing staffing costs has been impacted by COVID-19 in departments. For example, a decrease in expenditure derived from an inability to recruit is offset, to a greater or lesser extent, by an increase in overtime and/or the requirement to retain agency and/or fixed term contract staff.

There have been significant numbers of temporary redeployments to support the response to the pandemic which have marked out the exceptional capability and willingness of our staff to meet the challenges we faced.

In all, this makes the ability to identify the impact of delivering efficiencies difficult to fully identify especially considered against the backdrop of the more significant impact to meet the Government s response to COVID-19 challenge.

Overtime

Despite the improved policies and operational practices that have strengthened the overall management of overtime, the demand for extra hours a result of COVID-19 has resulted in an increase in expenditure.

For example, there were consecutive monthly reductions in overtime at the start of the first quarter, however this trend stopped as colleagues began working at pace in the emergency pandemic response.

Effective management of sickness

Sickness absence trends have been difficult to establish due to COVID-19 related absences. Those with underlying health conditions, flu-like symptoms etc. have increased the rate of short-term absences.

Voluntary redundancy and early retirement

Efficiencies have been delivered because of staff members leaving the organisation and the implementation of Target Operating Models compensating for this consequent reduction in staff numbers.

Through tighter workforce planning arrangements, anticipated retirements have allowed for roles to be re-modelled and work distributed amongst other team members. Any like-for-like recruitment is challenged through a centralised panel.

Reduction in Fixed Term Contracting (FTC) and agency staff

In some cases, data errors have suggested more opportunities to reduce staff were stated than actually exist. This has required alternative efficiencies to be identified or growth reduced.

Elsewhere during COVID-19, the recruitment of permanent staff to replace FTC or agency staff has resulted in efficiencies through reduced expenditure.

Many working assumptions on the release of agency and FTC staff were updated to reflect a later release date when it became apparent that recruitment of new staff would either not be possible, significantly delayed or where new services to fight the pandemic were required.

Review of investments

During the early stages of the project and programme design, resource requirements were revisited to determine the level and cost of those resources in order to identify if efficiencies could be delivered without any compromise to the Government Plan objectives.

Vacancy management

The highest value efficiency vacancy management has been easier to deliver with

the impact of COVID-19. Recruitment, whether related to Government Plan investment, recruitment to vacant posts or simple turnover, has been reduced. Vacancy management has also provided one-off opportunities to deliver additional savings where planned efficiencies have not been possible (i.e. Plan C).

Impact: Overtime

The use of overtime has enabled us to continue to provide key services to customers during a very intense phase of work. Aware of the pressures of sustained working of additional hours by many staff, managers across the Government have sought to ensure that staff take sufficient breaks and use their holiday allowances

Effective management of sickness

The main impact during this period was COVID-19 related and was addressed by providing clear communications to staff on how to identify symptoms, and to shield and support those with additional health issues that require shielding.

Voluntary redundancy and early retirement

Typically, these staff represent the loss of significant corporate memory. While departments prepare for this through training and skills transfer some risk remains, although the impact of it reduces over time.

Reduction in Fixed Term Contracting (FTC) and agency staff

The retention of FTC and agency staff has increased staff expenditure. However it has importantly enabled the continued delivery of services and business as usual activities during COVID-19 and where needed increases in service provision while also providing the flexibility to deploy the workforce differently to address the challenges of the pandemic.

Review of investments

Delivery timescales should not have been delayed as a consequence of seeking efficiencies in this area, however COVID-19 has affected delivery.

98 Government Plan 2020-23 - Review

Vacancy management

Given the significant and varied pressures on staff and service provision over the last six months, it will be important to capture the value of recurring efficiencies and one-off savings delivered through vacancy management towards the end of 2020. The latter will require further effort in 2021 to maintain the reduced level of expenditure.

HCS schemes

The Nurse establishment, Medical workforce and Acute Services workforce schemes have been significantly impacted by COVID-19 and growth will be deferred to compensate for the non-delivery of these efficiencies.

All budgets are being reviewed through the Zero Based Budgeting process currently underway. The Medical workforce scheme will be re-started and this, along with other workforce schemes, will be supported by the new HR Director who is formulating workforce plans across the organisation post the initial COVID-19 work.

Status: Both Modern workforce and Vacancy management show a full range of Plan A, B, and C delivery differentiated by department and efficiency.

Value: Modern workforce £4.49m Vacancy management £5.58m

Forecast: Modern workforce £3.21m Vacancy management £5.58m

Project: Commercial Operations: Management of inflationary pressures Progress: Budget has been retained centrally as in previous years Impact: There has been no adverse impact on services

Status: Efficiency on track for delivery in 2020 (Plan A)

Value: £4.86m Forecast: £4.86m

Project: Commercial operations: contract efficiency

Progress: There remains the potential to achieve this objective during 2020 if contract review and negotiation activity can quickly restart after a three to four-month deferral. The scope and approach to multiple specific opportunities across wider technology and facilities management suppliers and services have been established and capacity should be available in the second half of the year.

Impact: The Commercial Services capability was and remains fully deployed to responding to COVID-19, including, the Nightingale Wing, PPE and maintaining travel links. While the deferred activity puts delivery at greater risk in 2020, the opportunity for full delivery remains in the future.

Status: Some Plan A delivery with any gap covered by growth deferral (Plan C)

Value: £2.08m Forecast: £0.64m

Project: Commercial operations: health

Progress: The efficiencies are largely on track to deliver, except for private patient income. Income recovery

This scheme related primarily to modifications to the Private Patient pathway, which has been directly impacted by COVID-19. It is anticipated that recurring efficiencies from this scheme will be realised when activity returns to normal over the next 18 months. This, however, will not recoup the income lost during 2020.

Pharmacy and Drugs

Good progress is being made with the transition to biosimilars. Evidence of the approach is being collated and early reviews indicate good confidence that this scheme will deliver in 2020 with potential for further benefit in 2021.

Impact: As described in the Efficiencies Plan 2020-23, all efficiency schemes go through a Quality Impact Assessment (QIA) gateway to ensure no schemes adversely affect services or patients and risks are identified and managed throughout the programme. Any consumable or medicines changes used directly in patient care also go through a rigorous clinical review process before being changed over. Consequently, there are no adverse effects on patients or services.

Specifically, within the transition to biosimilars, impacts continue to be closely monitored with additional controls and deep dive reviews being undertaken and led by the Pharmacy team. These are then presented for further review at quarterly executive meetings.

Status: The majority of delivery is in line with the Efficiencies Plan (Plan A) with the shortfall being covered by deferred Government Plan growth (Plan C)

Value: £1.77m Forecast: 1.03m

Project: Efficient organisational structures: business support review

Progress: New target operating models for the Chief Operating Office and Customer and Local Services have delivered this efficiency.

COVID-19 delays to the target operating models in Justice and Home Affairs and Growth Housing and Environment have shortened the period of business support change and consequently the potential to deliver this efficiency. Other areas of non-staff spend are being reviewed to find alternative savings.

 After developing the efficiency plan, schools were removed from scope and they will be dealt with under the School Funding review. A more limited business support review will still be undertaken, starting in autumn 2020, as part of the wider cross-Government approach that will build on the model developed in Justice and Home Affairs. The Children Young People Education and Skills target operating model is now to be implemented from 1 September 2020, with full efficiencies from this area expected in 2021.

Impact:

Chief Operating Office and Customer and Local Services there has been no impact on public service nor is any expected.

Justice and Home Affairs the creation of a business support unit created some initial anxiety among impacted staff but has not affected public service delivery.

Growth Housing and Environment N/A

Children and Young People Education and Skills N/A Status:

Chief Operating Office and Customer and Local Services - The efficiency has already been delivered (Plan A)

Justice and Home Affairs & Growth Housing and Environment Alternative efficiency to cover shortfall (Plan B)

Children and Young People Education and Skills - Government Plan growth deferred to make up shortfall (Plan C)

Value: £1.29m Forecast: 0.08m

Project : Commercial operations: cost recovery recharging to capital schemes

Progress: This efficiency recharges corporate overheads across all Government capital projects. The impact of changes to the capital programme has reduced the scope of the charges which are currently being reviewed. However, it is believed most of the efficiency can still be delivered.

The technology transformation programmes within the Chief Operating Office provide sufficient opportunity to deliver the £0.5m required by that department.

Impact: The impact of the efficiency on the delivery of public services over the last six months has been minimal, with an internal recharge to reflect corporate costs. This is expected to

be increased over the next six months as further recharges are made to continuing capital projects. While additional recharging reduces the budget available for capital spend, the amounts involved are relatively small on a project by project basis and it is unlikely that any external impacts will be noticed.

Status: Growth Housing and Environment - partial Plan A with the remainder covered by growth deferral (Plan C)

Chief Operating Office - Efficiency on track for delivery in 2020 (Plan A)

Value: Chief Operating Office - £0.50m Growth Housing and Environment - £0.50m

Forecast: Chief Operating Office - £0.50m Growth Housing and Environment - £0.18m

Project 1.7: Commercial operations: reduction in the benefits forecast

Progress: COVID-19 has resulted in a spike in income support costs and as a result this efficiency will not be achieved. It is anticipated that it will be funded from reserves through the COVID-19 Business Case Process.

Impact: The efficiency was on track to be achieved throughout the first quarter.

Nevertheless, as a result of increased Income Support costs, the efficiency cannot be achieved, and the Income Support Budget will be significantly overspent. This was as a result of the COVID-19 restrictions on business, which resulted in increased unemployment and reductions in the income of Islanders. The situation was outside of the control of CLS and could not have been anticipated at the time the efficiency was budgeted for.

The shortfall in the Income Support budget is subject to a COVID-19 business case for a £10.3m forecast overspend. It is not possible to offset this with other savings.

Status: COVID-19 business case (Plan C)

Value: £0.94m Forecast: Nil

Project: Commercial operations: extension to car parking charging hours Progress: Rejected by States Assembly

Impact: N/A

Status: Rejected

Value: £0.70m Forecast: Nil

Project: Commercial operations: corporate services

Progress: Strategic Policy, Performance and Population - a reduction in commissioning budgets has been delivered.

Office of the Chief Executive - efficiencies will not be delivered as originally intended. Deferred hiring and a reduction in non-staff spend (e.g. reduced travel costs) in the External Relations function has provided one-off savings.

Impact:

Strategic Policy, Performance and Population - impacts are from significant redeployment of resources to public health activity in response to COVID-19 as opposed to from delivery of efficiencies.

Office of the Chief Executive Deferred hiring and a reduction in non-staff spend (e.g. reduced travel costs) in the External Relations function has provided one-off savings.

Status:

Strategic Policy, Performance and Population - Efficiency on track for delivery in 2020 (Plan A) Office of the Chief Executive - Government Plan growth deferred to make up shortfall (Plan C)

Value: SPPP - £0.17m

Office of the Chief Executive - £0.61m

Forecast: Strategic Policy, Performance and Population - £0.17m Office of the Chief Executive - Nil

Project: Commercial operations: contract efficiency tactical opportunities (day to day spend)

Progress: Spread across multiple Government departments this efficiency has been positively impacted by COVID-19 insomuch as budgeted travel, accommodation and related expenses have not been incurred.

In addition, underspending areas of non-staff spend have had base budgets reduced to reflect this position.

Further work will be required to sustain the value of this efficiency as travel increases however an enduring reduction in this expenditure should be expected.

Impact: Whilst there have been some minor internal impacts there have been no impacts on the delivery of public services nor are any anticipated.

Status: In the majority of cases this efficiency is on track for delivery in 2020 (Plan A).

Value: £0.34m Forecast: £0.34m

Project 1: Commercial operations: re-profiling of capital expenditure plans

Progress: The Modernisation and Digital capital budget, within the Chief Operating Office, has been re-profiled to achieve the efficiency.

Impact: Capital programmes have been delayed in certain areas due to resource deployment to COVID response. Whilst this has resulted in savings, it will delay development and implementation of solutions for the major programmes of Integrated Technology Solution, Cyber Security and MS Foundations, however these impacts are not expected to be significant.

Status: Efficiency on track for delivery in 2020 (Plan A)

Value: £0.30m Forecast: £0.30m

Project: Commercial operations: cost recovery

Progress: Children and Young People Education and Skills - (£0.1m) the total efficiency is not achievable in 2020. Courses have been suspended due to COVID-19. The opportunity for this efficiency will be reviewed later in 2020 for 2021 and is closely linked to the revised Government policy on fees and charges.

Justice and Home Affairs - (£0.04m) £0.02m of cost recovery has been met; options for the remaining £0.02m are under consideration.

Impact: Children and Young People Education and Skills N/A Justice and Home Affairs - No impact on public services.

Status: Children and Young People Education and Skills - Government Plan growth deferred to make up shortfall (Plan C)

Justice and Home Affairs - Alternative Efficiency to cover shortfall (Plan B)

Value: CYPES - £0.10m

Justice and Home Affairs - £0.04m

Forecast: CYPES Nil

Justice and Home Affairs £0.02m

Project: Efficient organisational structures: one customer location

Progress: New structures are in place and the efficiency saving has been achieved.

Impact: The new structures are operating effectively and CLS are operating within the revised budget with no adverse impacts.

Status: Efficiency on track for delivery in 2020 (Plan A)

Value: £0.04m Forecast: £0.04m

Departmental efficiencies Customer and Local Services

Project: Operating model savings

Progress: New structure and ways of working in place. CLS are operating within budget and this efficiency is being delivered.

Impact: The department continues to provide a high-quality service at a reduced cost with no adverse impacts.

Status: Efficiency on track for delivery in 2020 (Plan A)

Value: £0.70m Forecast: £0.70m

Project: Reduction in non-staff spend

Progress: The CLS department is operating within its reduced budget and this efficiency is being achieved.

Impact: Reduced training opportunities are available as a consequence of this budget reduction.

Status: Efficiency on track for delivery in 2020 (Plan A)

Value: £0.30m Forecast: £0.30m

Project: Cost recovery of Highlands College courses

Progress: The total efficiency is not achievable in 2020. Courses have been suspended and Highlands College closed due to COVID-19. The opportunity for this efficiency will be reviewed later in 2020 for 2021 and is closely linked to the Government policy on fees and charges.

Impact: This efficiency will not be delivered in 2020. Work is expected to resume to review the policy on charging over the latter part of 2020 at which point opportunities and impacts will be reassessed.

Status: Government Plan growth deferred to make up shortfall (Plan C)

Value: £0.57m Forecast: Nil

Children Young People Education and Skills

Project: Reducing off island placement costs

Progress: Complete and delivered through a reduction in demand. Further work on creating a more therapeutic informed service is being considered and may help further reduce the likelihood of placing off island in the future.

Impact: This efficiency target was met through a reduction in the number of C&YP placed off- island and are no longer in care but now care leavers.

Status: Efficiency has already been delivered (Plan A)

Value: £0.50m Forecast: £0.50m

Project: Changes to staff rotas in children s residential homes

Progress: The restructure of the service has released unfilled posts. A revised approach to rostering is still being assessed for potential additional savings (anticipated seven posts to be removed) plus efficiencies from home closure.

Impact: The impact on both staff and service users in meeting this efficiency is negligible; the total amount has been identified from obsolete posts such as cooks and cleaners as well as team leader posts that the service do not use under the current model of smaller residential homes. Looking ahead, the Government has commissioned the Independent Children Home Association (ICHA) to conduct a review of both our residential and shorts breaks home; pending the review, the Government will be rolling out a targeted improvement plan in which the implementation of a more standardised rota pattern managed through the eRostering system.

Status: Efficiency has already been delivered (Plan A)

Value: £0.50m Forecast: £0.50m

Project: Accommodation rationalisation