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STATES OF JERSEY
CONSULTANTS: REPORTING ON THEIR USE BY THE GOVERNMENT OF JERSEY (P.59/2019) – REPORT OF THE CHIEF MINISTER – JANUARY 2021
Presented to the States on 8th February 2021 by the Chief Minister
STATES GREFFE
2021 R.13
REPORT
Introduction
The Chief Minister agreed to report to the Assembly every six months on the cost of consultants, fixed-term employees and agency staff employed by the Government of Jersey.
This is the third of these reports, covering January to June 2020.
The data is presented in five tables (see Appendix) and in line with prior reports we have not been able to produce all the data requested under the Proposition. The reasons for this can be found in the prior reports and have not been duplicated here.
Overall, since the last report (covering July to December 2019), the total costs shown have increased from £24.3 million to £25.5 million (increase of £1.2m, 5%). The detail of these costs are provided below.
Lockdowns in the UK and Europe, and strict border restrictions in Jersey inhibited the Government's ability to attract permanent and fixed-term employees and so some contracts and interim arrangements have had to be extended until more favourable conditions exist for advertising, recruiting, and onboarding fixed-term appointees. There have been a significant number of specific projects required additional specialist and technical expertise, which have caused consultancy costs to increase, such as Our Hospital, Integrated Technology Solution, Efficiencies and Covid. Treasury & Exchequer also needed resourcing during a difficult recruitment period to add support to financing and closure of accounts.
In addition, the pandemic necessitated an increase in resources to support Ministers with the Island's health, wellbeing, fiscal and economic response. In the main, this short- term resourcing for specialisms in Covid response has been taken from core staff, which then required back-fill. Due to a lack of experience in the Island, and the roles being temporary in nature, the best support for these roles was through the use of contractors. This was a scenario played out across other jurisdictions and so the marketplace was crowded and Jersey did well to bring in the support it has during the pandemic. Conversely, costs in the other five categories have fallen by between 15 – 27% (depending on the category), and partially due to the impact of Covid.
The costs are broken down into the following tables:
• Consultancy services provided by a supplier
o £8,239,389; H2 2019 £4,808,262
• Consultancy services provided by a specific individual
o £ 3,838,885; H2 2019 £3,152,950
• Fixed-term employees, collated by department, for individuals paid at or below the Civil Service grade 15.4 salary
o £6,877,806; H2 2019 £8,330,462
• Fixed-term employees, paid above the Civil Service grade 15.4
o £525,356; H2 2019 £644,863
3
• Local agency staff, collated by department
o £2,278,528; H2 2019 restated £2,695,326
• Local and UK Nursing agency cost
o £2,712,100; H2 2019 £ 3,214,195
• Social worker agency cost
o £1,071,506; H2 2019 £1,471,987
The use of contractors
Interims, contractors, and agency staff are commonly used by governments, businesses, and third-sector organisations for one or more of the following reasons:
• To provide short-term cover to fill vacancies or sudden capacity gaps, where speed of appointment is important to avoid the failure of services or care, for instance in teaching, nursing, and social care.
• To fill longer-term capacity gaps, where permanent recruitment will take time and the need to fill a role is urgent, but it is likely to take months to make permanent recruitments. This can again involve teachers, nurses, and social workers, but also some more senior roles.
• To fill capability gaps, where skills are needed that the organisation does not currently have. This could be for a time-limited project, and/or where the project's aim is to build sustainable internal skills and it needs support to do this.
The cost of contractors
Contractors typically cost significantly more than the equivalent permanent employee of a similar skill set. The higher costs are influenced by several factors:
• Agency fees are often charged on top of the contractor's own rates
• An independent contractor needs to factor in employer social security, pension, and tax costs, and a premium to cover work insecurity, infrequency, and instability
• Competition, supply, and demand for niche skills increases the market price for contractors
• The additional cost of travel and accommodation for contractors working away from home.
On the other hand, these costs need to be compared with the opportunity cost of not doing the work they are brought in to do – whether care for patients and vulnerable people, educating children, or delivering transformation that will improve services and reduce future costs.
R.13/2021
In addition, where contracts are of short duration, the roles are not ongoing, and there is no-one in the organisation with the skills to do the work, there is no alternative.
Notes:
- Through the collection of this data, it has become clear that we do not maintain a central record of procurement information. One Government modernisation is designed to resolve this issue. We have therefore been unable to provide information as to whether consultants were procured through a tender or quotes selection process as requested in the Proposition. This highlights our need for an integrated payroll, procurement, and accounts payable system to collate and verify this type of information. This is included in the proposed Government Plan which is due to be implemented in 2022.
- The Proposition asked to indicate if a structural needs assessment (SNA) was carried out for each contract. While there is no common definition of a SNA across the organisation, a significant number of SNAs have been completed.
- Departments and accountable officers shown in the tables may have changed since the procurement took place. This is due to the One Government changes to departments.
- The daily rate of consultants has not been shown, due to commercial concerns over releasing this information. Instead, it was felt that showing the total cost for H1 will provide more accurate information for members. In addition, consultants often work across several projects meaning separating the cost of each individual engagement is not possible at this point. Regarding the final cost of any engagement this will be completed when we can bring all the systems together, see point 1 above.
APPENDIX
TABLE 1: CONSULTANCY SERVICES PROVIDED BY A SUPPLIER
Supplier name | Project | Depart ment | Avera ge month ly travel /acco mmod ation paid by GoJ directl y (£) | Structured Needs Assessment | Expected end date | Post consultatio n analysis | Extensio n expected or in place | Account- able Officer | Report Produce d | Report Publishe d | Spend H1 cost engagement banded (£) |
TCB Consulting Ltd | Robotic Process Automation (RPA) pilot | CLS | 0 | n/a | 31/12/20 | Yes | No | COO | No | n/a | 20,000 – 34,999 |
Ernst & Young | GoJ Efficiencies Programme | COO | 3,869 | No | 02/01/21 | Due post Feb 21 | Yes | COO | Yes | Yes | 1, 000, 000 – 1,249,999 |
Ernst & Young | Cyber Security Programme Initiation | COO | 0 | Yes | Complete | n/a | Yes | COO | n/a | n/a | 400, 000 - 474, 999 |
Ernst & Young | Integrated Technology Solution | COO | 437 | Yes | Complete | n/a | No | COO | n/a | n/a | 100, 000 - 124, 999 |
Ernst & Young | Drupal Intranet - Rapid Review | COO | 1,738 | No | Complete | n/a | Yes | COO | n/a | No | 20, 000 – 34, 999 |
Magellan Consultancy | Change Delivery - Programme Office project | COO | 0 | n/a | Complete | n/a | Yes | COO | n/a | n/a | 50, 000 - 74, 999 |
Pro4 Solutions Limited | Corporate Portfolio reporting tool architecture | COO | 0 | No | 30/06/21 | n/a | Yes | COO | n/a | n/a | 20, 000 – 34, 999 |
Prosperity Group Limited | Data Protection Unit Service | COO | 0 | Yes | Complete | n/a | Yes | COO | n/a | n/a | 75, 000 - 99, 999 |
Prosperity Group Limited | CRM Platform Renewal | COO | 0 | No | 31/03/21 | n/a | Yes | COO | n/a | n/a | 50,000 - 74, 999 |
Prosperity Group Limited | Data Service Protection Officers | COO | 0 | Yes | Complete | n/a | Yes | COO | n/a | n/a | 50,000 - 74, 999 |
Supplier name | Project | Depart ment | Avera ge month ly travel /acco mmod ation paid by GoJ directl y (£) | Structured Needs Assessment | Expected end date | Post consultatio n analysis | Extensio n expected or in place | Account- able Officer | Report Produce d | Report Publishe d | Spend H1 cost engagement banded (£) | |
Prosperity Group Limited | Replacement Assets - M&D | COO | 0 | No | 31/12/2019 | No | No | COO | No | No | 35,000 - 49,000 | |
Prosperity Group Limited | States Greffe O365 Data Service | COO | 0 | No | 15/02/21 | No | No | COO | No | No | 20,000 - 34,999 | |
Proxima | Commercial Operating Model Design & delivery support | COO | 0 | Yes | 31/12/21 | n/a | Yes | COO | Yes | Yes | 35,000 - 49,000 | |
Proxima | Commercial TOM Design & Implementation | COO | 3360 | Yes | 31/12/21 | n/a | Yes | COO | n/a | n/a | 150,000 - 174, 999 | |
Proxima | Integrated Technology Solution | COO | 3000 | Yes | 31/12/21 | n/a | Yes | COO | Yes | Yes | 125,000 – 149,999 | |
Simply Change Ltd | Change Delivery Development | COO | 700 | No | 31/12/20 | n/a | In place | COO | No | no | 75, 000 - 99, 999 | |
TDP Development Ltd | Team Jersey | COO | 10,380 | Yes | 31/12/22 | n/a | No | COO | n/a | n/a | 400,000 - 424, 999 | |
The DMW Group Limited | Integrated Technology Solution | COO | 3300 | Yes | 31/12/20 | n/a | No | COO | n/a | n/a | 1,250,000 - 1,499,999 | |
2020 Delivery | Independent School Funding Review | CYPES | 0 | Yes | Q1 2020 | Yes | No | DG, CYPES | Yes | Yes | 150,000 – 174,999 | |
Ernst & Young | Our Hospital | HCS | 3,877 | Yes | Q3 2021 | No | Yes | DG, HCS | Multiple | Yes | 175,000 - 199, 999 | |
Ethical Healthcare Consulting | Electronic Patient Record Procurement Process | HCS | 0 | Yes | Q2 2022 | No | No | DG, HCS | No | No | 35,000 - 49, 000 | |
Supplier name | Project | Depart ment | Avera ge month ly travel /acco mmod ation paid by GoJ directl y (£) | Structured Needs Assessment | Expected end date | Post consultatio n analysis | Extensio n expected or in place | Account- able Officer | Report Produce d | Report Publishe d | Spend H1 cost engagement banded (£) | |
In-Form Solutions Ltd | Contract Management Services- UK Treatments | HCS | 0 | Yes | Q3 2020 | No | No | DG, HCS | No | No | 35,000 - 49, 000 | |
P W C | Our Hospital | HCS | 13,097 | Yes | Q3 2020 | No | No | DG, HCS | Yes | n/a | 1, 000, 000 – 1,249,999 | |
Mace | Our Hospital Project Management Office | HCS | 0 | Yes | Q4 2021 | No | Yes | DG HCS | Multiple | Yes | 200, 000 – 224, 999 | |
L1 Management Limited | Programme Management | IHE | 2,392 | No | Complete | n/a | Yes | DG, IHE | Yes | No | 75, 000 - 99, 999 | |
Actica Consulting Limited | Island Wide Risk Assessment on Cyber Security | OCE | 0 | Yes | 31/12/20 | n/a | n/a | CEO | n/a | n/a | 50,000 – 74, 999 | |
Oxera Consulting | Retainer for External Economic Advice | OCE | 0 | No | 31/12/20 | n/a | Yes | CEO | No | n/a | 75, 000 - 99, 999 | |
Orbell & Company Ltd | Climate Emergency - Citizen Engagement and Participatory Partners | SPPP | 300 | Yes | 30/06/21 | n/a | Yes | DG, SPPP | n/a | n/a | 50,000 - 74, 999 | |
Ove Arup & Partners Internatio | Island Plan - Strategic Partnership | SPPP | 0 | Yes | 31/03/22 | n/a | Yes | DG, SPPP | n/a | n/a | 35,000 - 49, 000 | |
Ove Arup & Partners Internatio | Island Plan - Minerals, Waste and Water Study | SPPP | 650 | Yes | 30/11/20 | n/a | No | DG, SPPP | Yes | No | 35,000 - 49, 000 | |
Oxera Consulting | Carbon Neutral Strategy | SPPP | 0 | Yes | Complete | Yes | n/a | DG, SPPP | Yes | Yes | 100, 000 – 124, 999 | |
Altair Consultancy & Advisory | Housing Policy | SPPP | 0 | No | Complete | No | n/a | DG, SPPP | Yes | No | 35,000 - 49,000 | |
Supplier name | Project | Depart ment | Avera ge month ly travel /acco mmod ation paid by GoJ directl y (£) | Structured Needs Assessment | Expected end date | Post consultatio n analysis | Extensio n expected or in place | Account- able Officer | Report Produce d | Report Publishe d | Spend H1 cost engagement banded (£) | |
D3P Global Pensions Consulting | Financial Independence in Old Age | SPPP | 0 | No | TBC | n/a | No | DG, SPPP | Draft | No | 20,000 - 34,999 | |
Inpax | Pharmacy Advisory Service | SPPP | 0 | No | 31/01/21 | n/a | Yes | DG, SPPP | No | n/a | 50,000 - 74, 999 | |
Redacted for Commercial Reasons | Revolving Credit Facility | T&E | 0 | No | Complete | No | No | DG, T&E | No | No | Redacted for Commercial Reasons | |
Deloitte LLP (Jersey) | Tax Deductibility | T&E | 0 | No | Complete | No | n/a | DG, T&E | No | No | 35,000 - 49,000 | |
Redacted for Commercial Reasons | Revolving Credit Facility | T&E | 0 | No | Complete | No | No | DG, T&E | Yes | No | Redacted for Commercial Reasons | |
Ernst & Young | Finance Transformation - ZBB Project | T&E | 0 | No | TBC | No | Yes | DG, T&E | Yes | No | 250,000 - 274, 999 | |
Ernst & Young | Blackline (Process Automation) | T&E | 5,000 | No | Complete | Yes | No | DG, T&E | Yes | No | 150,000 - 174, 999 | |
Ernst & Young | Impact on US Tax reform | T&E | 0 | No | Complete | No | No | DG, T&E | Yes | No | 50,000 - 74, 999 | |
P W C | Shareholder Governance Review | T&E | 0 | No | Complete | No | No | DG, T&E | Yes | No | 50,000 - 74, 999 | |
Proxima | Revenue Management System | T&E | 0 | No | Q4 2022 | No | Yes | DG, T&E | No | No | 20,000 - 34,999 | |
Proxima | Revenue Management System | T&E | 0 | No | Q4 2022 | No | Yes | DG, T&E | No | No | 20,000 - 34,999 | |
Walkley Consulting Ltd | Internal Audit | T&E | 0 | No | 31/12/2021 | No | Yes | DG, T&E | No | No | 20,000 - 34,999 | |
Supplier name | Project | Depart ment | Avera ge month ly travel /acco mmod ation paid by GoJ directl y (£) | Structured Needs Assessment | Expected end date | Post consultatio n analysis | Extensio n expected or in place | Account- able Officer | Report Produce d | Report Publishe d | Spend H1 cost engagement banded (£) | |
Worth Technical Accounting Solutions | Financial Process Improvement & Year End Accounts Faster Close | T&E | 0 | No | Complete | N/A | No | STE | No | No | 100, 000 – 124, 000 | |
| Total | £8, 239, 389 | ||||||||||
Note 1: These costs represent costs booked, in excess of £20,000 per department, in the system during this period. The actual timing of work may vary.
Note 2: The total number of consultants is not shown as these will vary across the period and in line with requirements and contract agreements.
Note 3: Technical specialist such as architects and doctors have been excluded and Non-Ministerial costs have been excluded.
Key:
Accountable Officer: COO: Chief Operating Officer; DG: Director General.
Departments: CYPES: Children, Young People, Education and Skills; IHE: Infrastructure, Housing and Environment; HCS: Health and Community Services; JHA: Justice and Home Affairs; SPPP: Strategic Policy, Planning and Performance; T&E: Treasury and Exchequer; FSDE: Financial Services and Digital Economy
TABLE 2: CONSULTANCY SERVICES PROVIDED BY A SPECIFIC INDIVIDUAL, PROFESSIONAL FEES, INTERIM CONTRACTORS, PROJECT MANAGEMENT
Department | Role / Project | Average Monthly Travel | Structured Needs Assessment done | Expected end date | Post consultation analysis | Extension expected or in place | Accountable Officer | Report produced | Report published | H1 cost engagement banded |
CYPES | Interim Senior Social worker (covering vacant role) | 0 | No | Complete | No | No | DG, CYPES | No | No | 75, 000 - 99, 999 |
CYPES | Support for implementation of Ofsted review recommendations | 0 | No | Complete | No | No | DG, CYPES | No | No | 50,000 - 74, 999 |
CYPES | Head of CAHMS on secondment from NHS Trust - (covering vacant role) | 0 | No | Complete | No | No | DG, CYPES | No | No | 35,000 - 49, 000 |
CYPES | Head of Inclusion (covering a vacant role) | 0 | No | Q2 2021 | No | No | DG, CYPES | No | No | 20,000 – 34, 999 |
CYPES | Commissioner (covering a vacant role) | 0 | No | Complete | No | No | DG, CYPES | No | No | 20,000 – 34, 999 |
CYPES | Temporary resource for assessment of newly qualified social workers | 0 | No | Complete | No | No | DG, CYPES | No | No | 20,000 – 34, 999 |
T&E | Revenue Management System 1 | 0 | No | TBC | N/A | Yes | DG, T&E | No | No | 75,000 - 99, 999 |
T&E | Finance Business Partner – J&HA | 1,365 | No | 31/12/2020 | No | Yes | DG, T&E | No | No | 75,000 - 99, 999 |
T&E | Finance Transformation | 0 | No | Ongoing | No | Yes | DG, T&E | No | No | 75,000 - 99, 999 |
T&E | Head of Business Partnering – HCS 1 | 1,312 | No | 31/12/2020 | No | Yes | DG, T&E | No | No | 50,000 - 74, 999 |
T&E | Faster Close and Financial Process Improvement | 1,230 | No | TBC | No | Yes | DG, T&E | No | No | 50,000 - 74, 999 |
T&E | Revenue Management System 6 | 0 | No | TBC | No | Yes | DG, T&E | No | No | 50,000 - 74, 999 |
T&E | Finance Business Partner – COO | 945 | No | 31/01/2021 | No | Yes | DG, T&E | No | No | 50,000 - 74, 999 |
Department | Role / Project | Average Monthly Travel | Structured Needs Assessment done | Expected end date | Post consultation analysis | Extension expected or in place | Accountable Officer | Report produced | Report published | H1 cost engagement banded | |
T&E | Revenue Management System 4 | 0 | No | TBC | No | Yes | DG, T&E | No | No | 50,000 - 74, 999 | |
T&E | Revenue Management System 3 | 0 | No | TBC | No | Yes | DG, T&E | No | No | 50,000 - 74, 999 | |
T&E | Group Reporting Accountant | 342 | No | Complete | No | No | DG, T&E | No | No | 50,000 - 74, 999 | |
T&E | Project Accountant – J&HA | 1,059 | No | Complete | No | No | DG, T&E | No | No | 35,000 - 49, 999 | |
T&E | Revenue Management System 2 | 0 | No | TBC | No | Yes | DG, T&E | No | No | 35,000 - 49, 999 | |
T&E | Revenue Management System 5 | 0 | No | Complete | No | No | DG, T&E | No | No | 35,000 - 49, 999 | |
T&E | Finance Business Partner – HCS 1 | 350 | No | 31/12/2020 | No | Yes | DG, T&E | No | No | 35,000 - 49, 999 | |
T&E | Revenue Management System 8 | 0 | No | TBC | No | Yes | DG, T&E | No | No | 35,000 - 49, 999 | |
T&E | Head of Business Partnering – HCS 2 | 1,227 | No | Complete | No | No | DG, T&E | No | No | 35,000 - 49, 999 | |
T&E | Finance Business Partner – HCS 2 | 530 | No | Complete | No | No | DG, T&E | No | No | 35,000 - 49, 999 | |
T&E | Finance Business Partner – HCS 3 | 508 | No | 31/12/2020 | No | Yes | DG, T&E | No | No | 35,000 - 49, 999 | |
T&E | Finance Business Partner – HCS 4 | 547 | No | Complete | No | No | DG, T&E | No | No | 20,000 – 34, 999 | |
T&E | One Gov New Office | 0 | No | Ongoing | No | Yes | DG, T&E | Yes | No | 20,000 – 34, 999 | |
T&E | Head of Business Partnering – OCE, T&E, COO | 1,744 | No | Complete | No | No | DG, T&E | No | No | 20,000 – 34, 999 | |
T&E | Finance Transformation Programme | 0 | No | Ongoing | No | Yes | DG, T&E | Yes | No | 20,000 – 34, 999 | |
COO | Employee Relations Specialist | 0 | Yes | 20/12/2020 | n/a | Expected | COO | n/a | n/a | 100, 000 - 124, 999 | |
COO | Technical Application Support Service | 0 | No | Complete | n/a | n/a | COO | n/a | n/a | 50,000 – 74, 999 | |
Department | Role / Project | Average Monthly Travel | Structured Needs Assessment done | Expected end date | Post consultation analysis | Extension expected or in place | Accountable Officer | Report produced | Report published | H1 cost engagement banded | |
COO | Maternity Cover Technical Application Support Service | 0 | No | Complete | n/a | n/a | COO | n/a | n/a | 35,000 – 49, 999 | |
COO | Resourcing Specialist | 2,400 | Yes | 31/03/2021 | n/a | Yes | COO | No | No | 75, 000 - 99, 999 | |
COO | HCS Efficiencies - supporting HCS Cat Mgr & Covid Response | 2,535 | Yes | 09/10/2021 | No | No | COO | No | No | 75, 000 - 99, 999 | |
COO | Employee Relations Consultant | 2,400 | Yes | 31/12/2020 | No | Expected | COO | No | No | 75, 000 - 99, 999 | |
COO | System specialist (payroll) | 2,400 | Yes | Complete | n/a | Complete | COO | n/a | n/a | 50, 000 - 74, 999 | |
COO | Reward Specialist | 2,400 | Yes | Complete | No | Complete | COO | No | No | 50, 000 - 74, 999 | |
COO | Category Manager M&D | 3,195 | Yes | 31/12/2020 | n/a | Yes | COO | No | n/a | 50, 000 - 74, 999 | |
COO | Corporate Records Manager | 0 | No | 30/06/2021 | n/a | Yes | COO | No | No | 50, 000 - 74, 999 | |
COO | TRR Data Analyst | 0 | No | 31/01/2021 | n/a | Expected | COO | No | No | 50, 000 - 74, 999 | |
COO | AHP Project Manager | 0 | No | 31/01/2021 | n/a | Expected | COO | n/a | n/a | 50, 000 - 74, 999 | |
COO | Data Unification and Sharing | 0 | n/a | 30/09/2020 | n/a | Yes | COO | n/a | n/a | 50, 000 - 74, 999 | |
COO | Reward Specialist | 2,400 | Yes | Complete | No | Complete | COO | n/a | n/a | 50, 000 - 74, 999 | |
COO | Team Jersey – Learning and Engagement Lead | 0 | Yes | 31/12/2021 | No | Yes | COO | No | No | 50, 000 - 74, 999 | |
COO | M&D Chief Information Officer | 1,400 | Yes | Complete | No | Complete | COO | Yes | No | 35, 000 - 49, 999 | |
COO | GoJ Efficiencies Programme | 0 | Yes | Complete | No | Complete | COO | Yes | No | 35, 000 - 49, 999 | |
COO | E-Rostering Specialists / ITS | 0 | Yes | 21/06/2021 | n/a | Yes | COO | No | No | 35, 000 - 49, 999 | |
COO | GoJ Efficiencies Programme | 0 | Yes | Complete | No | Complete | COO | Yes | No | 35, 000 - 49, 999 | |
COO | Data Analyst | 0 | No | 21/01/2021 | n/a | Expected | COO | No | No | 35, 000 - 49, 999 | |
COO | Job Evaluation Specialist | 2,400 | Yes | Complete | No | Complete | COO | No | No | 35, 000 - 49, 999 | |
Department | Role / Project | Average Monthly Travel | Structured Needs Assessment done | Expected end date | Post consultation analysis | Extension expected or in place | Accountable Officer | Report produced | Report published | H1 cost engagement banded | |
COO | System specialist (payroll) | 2,400 | Yes | 01/06/2021 | n/a | Expected | COO | n/a | n/a | 20, 000 - 34, 999 | |
COO | MS Foundation O365 | 0 | Yes | 31/04/2021 | n/a | Expected | COO | n/a | n/a | 20, 000 - 34, 999 | |
COO | Job Evaluation Specialist | 2,400 | Yes | Complete | n/a | Complete | COO | n/a | n/a | 20, 000 - 34, 999 | |
COO | System specialist (e-rostering) | 2,400 | Yes | 01/06/2021 | n/a | Expected | COO | n/a | n/a | 20, 000 - 34, 999 | |
COO | Team Jersey admin | 0 | No | Complete | N/a | Complete | COO | No | No | 20, 000 - 34, 999 | |
HCS | Our Hospital Project Director | £529 | Yes | Q2 2022 | No | No | DG, HCS | No | No | 100, 000 – 124, 999 | |
HCS | Interim Director of HCS HR | 0 | Yes | Q2 2020 | No | No | DG, HCS | No | No | 100,000 – 124,999 | |
HCS | Interim Director of Modernisation | 0 | Yes | 01/01/2022 | No | In place | DG, HCS | No | No | 75, 000 - 99, 999 | |
HCS | Our Hospital Project Consultant | 0 | Yes | Q2 2022 | No | Yes | DG, HCS | No | No | 50, 000 - 74, 999 | |
HCS | Director of Social Care | 0 | Yes | Q1 2020 | No | No | DG, HCS | No | No | 50, 000 – 74, 999 | |
HCS | Analyst Management Executive Support | 2,500 | Yes | Q3 2021 | No | Yes | DG, HCS | No | No | 35, 000 - 49, 999 | |
HCS | Health & Safety Manager | 0 | Yes | Q1 2020 | No | No | DG, HCS | No | No | 35, 000 – 49, 999 | |
HCS | HR Business Partner | 0 | Yes | 01/03/2021 | No | Yes | DG, HCS | No | No | 35, 000 – 49, 999 | |
HCS | Our Hospital Communications Officer | 0 | No | Q2 2022 | Yes | No | DG, HCS | Yes | No | 20, 000 – 34, 999 | |
HCS | Our Hospital Project | 0 | Yes | Q1 2020 | No | No | DG, HCS | No | No | 20, 000 – 34, 999 | |
HCS | Manager training resource | 0 | Yes | Q4 2021 | No | No | DG, HCS | No | No | 20, 000 – 34, 999 | |
IHE | Management of Estates | 0 | Yes | Q3 2020 | No | Yes | DG, IHE | No | No | 50, 000 – 74, 999 | |
IHE | FM Project Management | 0 | Yes | Ongoing | No | Yes | DG, IHE | No | No | 20, 000 – 34, 999 | |
IHE | Brexit - Food Safety | 0 | Yes | 31/12/2020 | n/a | Yes | DG, IHE | No | No | 20, 000 – 34, 999 | |
Department | Role / Project | Average Monthly Travel | Structured Needs Assessment done | Expected end date | Post consultation analysis | Extension expected or in place | Accountable Officer | Report produced | Report published | H1 cost engagement banded | |
SPPP | Strategy & Governance | 0 | N/A | 31/12/2020 | N/A | N/A | DG, SPPP | N/A | N/A | 50, 000 – 74, 999 | |
SPPP | Analytics Transformation | 0 | N/A | 31/12/2020 | N/A | N/A | DG, SPPP | N/A | N/A | 20, 000 – 34, 999 | |
OCE | Covid Economic Planning & Economic Support | 0 | No | Complete | No | No | CEO | No | No | 50, 000 – 74, 999 | |
OCE | Economic Support & Planning | 0 | No | Complete | No | No | CEO | No | No | 50, 000 – 74, 999 | |
OCE | Future Economic Partnership & Brexit Strategy & Negotiation | 0 | No | Complete | No | No | CEO | No | No | 20, 000 – 34, 999 | |
| Total | £3, 838, 885 | |||||||||
Note 1 *: These parties used the Government of Jersey online booking system to book travel which is a cost on top of the amount shown. The average cost of a four-night stay is estimated as £2,700 per month.
Note 2: These costs represent costs booked, in excess of £20,000 per department, in the system during this period. The actual timing of work may vary.
Note 3: Technical specialist such as architects and doctors have been excluded and Non-ministerial costs have been excluded.
Key: Accountable Officer: COO: Chief Operating Officer; CoS: Chief of Staff; DG: Director General.
Departments: CLS: Customer and Local Services; COO: Chief Operating Office; CYPES: Children, Young People, Education and Skills; IHE: Infrastructure, Housing and Environment; HCS: Health and Community Services; OCE: Office of the Chief Executive; T&E: Treasury and Exchequer.
TABLE 3: FIXED-TERM ROLES, BY DEPARTMENT, FOR INDIVIDUALS PAID AT OR BELOW CIVIL SERVICE GRADE 15.4 SALARY
Department | December 2019 | June 2020 | Amount Paid (July – December 2019) | Amount Paid (January – June 2020) |
COO | 16 | 8 | £372,385 | £155, 087 |
CYPES | 198 | 194 | £2,911,560 | £2,934,309 |
CLS | 16 | 19 | £259,037 | £226, 232 |
IHE | 24 | 25 | £336,512 | £466,463 |
HCS | 136 | 156 | £2,718,312 | £2,915,219 |
JHA | 11 | 20 | £232,301 | £290, 810 |
Non Ministerial | 11 | 6 | £438,176 | £144,969 |
OCE | 11 | 5 | £361,536 | £51,007 |
SPPP | 7 | 6 | £157,803 | £158,506 |
T&E | 21 | 10 | £542,841 | £207,333 |
Total | 418 | 449 | £8,330,462 | £6,877,806 |
Note: a data cleanse exercise is in ongoing for this data.
Key:
Departments: COO: Chief Operating Office; CYPES: Children, Young People, Education and Skills; CLS: Customer and Local Services; IHE: Infrastructure, Housing and Environment; HCS: Health and Community Services; JHA: Justice and Home Affairs; OCE: Office of the Chief Executive; SPPP: Strategic Policy, Planning and Performance; T&E: Treasury and Exchequer.
TABLE 4: FIXED-TERM ROLES, BY DEPARTMENT, FOR SPECIFIC ROLES ABOVE THE CIVIL SERVICE GRADE 15.4 SALARY
Area | Job title | Earnings band July – December 2019 | Earnings band January – June 2020 | Average monthly travel /accommodatio n paid by GoJ | Expected or actual end date | Accountable Officer |
CYPES | Director General Children Young People | £80,000 - £90,000 | £80,000 - £90,000 | £0 | August 2025 | CEO |
COO | Associate Director of Organisational Development | n/a | £40,000 - £50,000 | £0 | February 2021 | COO |
COO | Associate Director of People Services | n/a | £30,000- £40,000 | £0 | March 2022 | COO |
Non-Ministerial | Legislative Drafter | £50,000 - £60,000 | £50,000 - £60,000 | £0 | December 2020 | Greffier of the States |
Non-Ministerial | Legislative Drafter | £40,000 - £50,000 | £40,000 - £50,000 | £0 | November 2020 | Greffier of the States |
OCE | Director of Communications | £80,000 - £90,000 | £30,000 - £40,000 | £0 | February 2020 | CEO |
SPPP | Children's Commissioner | £60,000 - £70,000 | £60,000 - £70,000 | £0 | January 2026 | DG, SPPP |
COO (Formerly T&E) | Group Director (ITS Procurement) (Formerly: Group Director Finance Transformation) | £80,000 - £90,000 | £80,000 - £90,000 | £0 | March 2021 | COO |
T&E | Group Director PAR | £80,000 - £90,000 | £80,000 - £90,000 | £0 | March 2021 | DG, T&E |
|
|
| £525,356 | £0 |
|
|
Note 1: This excludes Doctors, Greffier of the States and Lieutenant Governor
Note 2: We have shown all fixed-term contractors paid above a CS15.4 salary to follow a similar approach to the financial statements
Note 3: Earnings exclude employer pension contributions, where applicable (not all fixed-term employees have opted to join the pension scheme).
Key:
Accountable Officer: COO: Chief Operating Officer; CEO: Chief Executive; DG: Director General.
Departments: COO: Chief Operating Office; CYPES: Children, Young People, Education and Skills; HCS: Health and Community Services; OCE: Office of the Chief Executive; SPPP: Strategic Policy, Planning and Performance; T&E: Treasury and Exchequer.
TABLE 5: LOCAL AGENCY STAFF
Department | On Island Agency Staff at December 19 | On Island Agency Staff at June 2020*** | Total On Island Agency Cost H2 2019 | Total On Island Agency Cost H1 2020*** |
COO | 16 | 17 | £244,401 | £294,078 |
CYPES | 11 | 7 | £160,903 | £148,045 |
CLS | 26 | 11 | £529,854 | £298,418 |
IHE | 40 | 17 | £447,040 | £350,531 |
HCS* | 38 | 17 | £428,129 | £316,205 |
JHA | 7 | 6 | £103,793 | £117,614 |
Non Ministerial | 13 | 3 | £70,528 | £38,891 |
OCE | 4 | 3 | £91,510 | £111,651 |
SPPP | 4 | 3 | £51,215 | £36,244 |
T&E | 46 | 18 | £517,326 | £506,751 |
States Assembly | - | - | £50,627 | £60,095 |
Total | 205 | 102 | £2,695,326 | £2,278,528 |
| Total Agency Cost H2 2019 | Total Agency Cost H1 2020 |
Agency Nurses | £3,214,195 | £2,712,100 |
Social Worker Agency** | £1,471,987 | £1,071,506 |
Key:
Departments: COO: Chief Operating Office; CYPES: Children, Young People, Education and Skills; CLS: Customer and Local Services; IHE: Infrastructure, Housing and Environment; HCS: Health and Community Services; JHA: Justice and Home Affairs; OCE: Office of the Chief Executive; SPPP: Strategic Policy, Planning and Performance; T&E: Treasury and Exchequer.
*- Cost includes local nursing agency staff but headcount does not reflect these staff.
**- The figures exclude any Director or Head of Service costs. *** - These are our preferred agency suppliers