States Assembly | R-150-2021

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ANNEX

PROPOSED GOVERNMENT PLAN 2022-25

R.150/2021

ANNEX PROPOSED GOVERNMENT PLAN 2022-25

Introduction

The Government Plan Financial Annex contains supporting information for the Government Plan 2022-2025

The Annex is divided into the following parts: Part 1 Supplementary financial tables

Part 2 Departmental financial information

Part 3 Summary business cases in relation to the additional revenue expenditure initiatives

contained in the Government Plan

Part 4 Summary business cases in relation to the additional capital projects contained in the

Government Plan

Part 5 Information on efficiencies and measures to rebalance expenditure.

Contents

1 STaUbPleP L1 E M E Es NtimTAa Rte Y o Tf A to Bt La El S States income to be paid into the 46

Consolidated Fund for 2022-25

Table 2 Financial Forecast 7 Table 3 Total expenditure by CSP priorities 2022-25 8 Table 4 Revenue investment by department 2022-25 9 Table 5 Revenue investment by department/CSP 10 Table 6 New revenue investment by Minister 2022-25 11 Table 7 Arts, Heritage and Culture funding 12 Table 8 Changes to departmental Heads of Expenditure 14 Table 9 Consolidated Statement of Comprehensive Net 16

Revenue Expenditure

2 SInEtrRoVdIuCcEti oLnEVEL ANALYSIS BY DEPARTMENT 1280 Chief Operating Office 20

Customer and Local Services 22 Children, Young People, Education and Skills 24 Jersey Overseas Aid 26 Infrastructure, Housing and Environment 28 Health and Community Services 30 Justice and Home Affairs 32 Office of the Chief Executive and Department for the Economy 36 Strategic Policy, Planning and Performance 38 Treasury and Exchequer 40 Covid-19 Response 42 Non-Ministerial Departments 44 States Assembly 48

3 AINDFDOITRIMOANTAIOL NREVENUE EXPENDITURE PROGRAMME 50

Table 38: Additional Revenue Expenditure 52

CSP 1: Putting Children First 54
- CSP 2: Improve Wellbeing 58
  - CSP 3: Vibrant Economy 72
    - CSP 4: Reduce Inequality 76
      - CSP 5: Protect our Environment 82
        Modernising Government 86
        Non-Ministerial 94

4 CTaAbPleIT 3A9L: AC Nap Di t Mal AP Jro Oje Rc Pts ROJECTS EXPENDITURE 112180 5 EEFXFPIECNIEDNITCUIERSEAND MEASURES TO REBALANCE 132

Efficiencies and Rebalancing measures 134 Information on Efficiencies and rebalancing measures over 137

£100,000

PART ONE SUPPLEMENTARY TABLES

Estimate of total States income to be paid into the Consolidated Fund for 2022-25

2022 2023 2024 2025 2021 Forecast Estimate Estimate Estimate Estimate (£000) INCOME SUMMARY TABLES (£000) (£000) (£000) (£000)

Income Tax 2022 2023 2024 2025 511,000 Personal Income Tax 545,000 581,000 609,000 641,000

96,000 Companies 99,000 109,000 123,000 130,000 (6,000) Provision for Bad Debt (6,000) (3,000) (3,000) (3,000)

601,000 Income Tax Total 638,000 687,000 729,000 768,000

Goods & Services Tax (GST)

87,100 Goods & Services Tax (GST) 91,000 93,200 95,200 97,400 12,600 ISE Fees 12,600 12,600 12,600 12,600

99,700 GST Total 103,600 105,800 107,800 110,000

Imp t Duties

8,191 Imp t Duties Spirits 7,401 7,668 7,867 8,063 9,345 Imp t Duties Wine 9,256 9,589 9,839 10,085 912 Imp t Duties Cider 865 878 883 887 5,821 Imp t Duties Beer 6,311 6,473 6,575 6,673 21,024 Imp t Duties Tobacco 15,935 16,335 15,754 15,181 24,611 Imp t Duties Fuel 27,728 28,438 28,885 29,312 800 Imp t Duties Goods (Customs) 800 800 800 800 2,948 Vehicle Emissions Duty (VED) 2,730 2,644 2,644 2,644

73,652 Imp t Duties Total 71,026 72,825 73,247 73,645

Stamp Duty

38,564 Stamp Duty 36,168 36,509 37,767 38,992 2,500 Probate 2,500 2,500 2,500 2,500

2,851 Stamp Duty on Share Transfer (LTT) 3,069 3,256 3,404 3,548 43,915 Stamp Duty Total 41,737 42,265 43,671 45,040

818,267 Central Scenario 854,363 907,890 953,718 996,685

3.3% Annual growth % 4.4% 6.3% 5.0% 4.5% 10,600 Increased collections - Domestic Compliance 12,900 14,000 15,500 15,500 0 Additional Tax measures 0 0 10,000 10,000

0 Budget measures 500 500 500 500 0 GST deminimis 0 1,100 1,100 1,100

828,867 General Tax Revenue 867,763 923,490 980,818 1,023,785 13,565 Island Rate Income from Parishes 14,178 14,546 14,910 15,298 51,122 Other States Income - Dividends 11,082 11,377 11,935 12,244 9,169 Other States Income - Non-Dividends 9,107 9,214 9,198 9,071

Other States Income - return from Andium Homes and

30,580 Housing Trusts 31,726 32,600 33,466 34,321 104,436 Other Government Income 66,093 67,737 69,509 70,934 933,303 Total States Income 933,856 991,227 1,050,327 1,094,719

Financial Forecast

Detailed Financial Forecast	2022 Estimate (£000)	2023 Estimate (£000)	2024 Estimate (£000)	2025 Estimate (£000)
General Revenue Income
Income Tax Goods and Services Tax Impots Duty Stamp Duty Island Wide Rate Other Income (Dividends) Other Income (Non-Dividends) Other Income (Return from Andium)	638,000 103,600 71,026 41,737 14,178 11,082 9,107 31,726	687,000 105,800 72,825 42,265 14,546 11,377 9,214 32,600	729,000 107,800 73,247 43,671 14,910 11,935 9,198 33,466	768,000 110,000 73,645 45,040 15,298 12,244 9,071 34,321
Central Scenario Domestic Compliance Budget measures GST deminimis Additional Tax measures	920,456 12,900 500 0 0	975,627 14,000 500 1,100 0	1,023,227 15,500 500 1,100 10,000	1,067,619 15,500 500 1,100 10,000
General Revenue Income	933,856	991,227	1,050,327	1,094,719
Departmental Expenditure
Departmental Net Revenue Expenditure Total Reserves Rebalancing Expenditure	(859,164) (102,436) 0	(859,498) (59,210) 18,900	(928,309) (78,845) 37,400	(932,368) (100,146 37,400
Departmental Expenditure	(961,600)	(899,808)	(969,754)	(995,114

Forecast Operating Surplus / (Deficit) (27,744) 91,419 80,573 99,605

Depreciation (57,724) (60,999) (63,110) (63,334) Total Surplus/ (Deficit) (85,468) 30,420 17,463 36,271

Total expenditure by CSP priorities 2022-25

2022 2023 2024 2025 CSP PRIORITY Estimate Estimate Estimate Estimate (£000) (£000) (£000) (£000)

Put children first - Revenue 183,758 185,064 187,232 188,993 Put children first - Capital 16,526 24,123 31,703 33,955 Total Investment - Put children first 200,284 209,187 218,935 222,948 Improve wellbeing - Revenue 247,839 245,329 237,762 232,850 Improve wellbeing - Capital 102,653 200,060 296,475 178,800 Total Investment - Improve wellbeing 350,492 445,389 534,237 411,650 Vibrant economy - Revenue 123,998 124,475 196,004 199,381 Vibrant economy - Capital 3,330 3,930 1,250 550 Total Investment - Vibrant economy 127,328 128,405 197,254 199,931 Reduce inequality - Revenue 98,230 98,661 100,401 102,127 Reduce inequality - Capital - - - - Total Investment - Reduce inequality 98,230 98,661 100,401 102,127 Protect our environment - Revenue 22,434 21,178 21,052 20,927 Protect our environment - Capital 31,108 26,292 24,059 24,918 Total Investment - Protect our environment 53,542 47,470 45,111 45,845 Modernising Government - Revenue 36,390 38,246 42,224 43,759 Modernising Government - Capital 52,769 25,534 9,943 5,816 Total Investment - Modernising Government 89,159 63,780 52,167 49,575

Subtotal 919,035 992,892 1,148,105 1,032,076

Supporting services outside CSP - Revenue 111,669 112,456 109,611 110,044 Supporting services outside CSP - Capital 3,674 2,870 2,823 8,409 Non-Ministerial - Revenue 34,847 34,090 34,025 34,288 Non-Ministerial - Capital 250 - - - Inflation and Legislative Decisions - Revenue 102,436 59,210 78,845 100,146 Rebalancing - Revenue - -18,900 -37,400 -37,400

Total 1,171,911 1,182,618 1,336,009 1,247,563

Revenue investment by department 2022-25

2022 2023 2024 2025 Department Estimate Estimate Estimate Estimate (£000) (£000) (£000) (£000)

Children, Young People, Education and Skills 1,078 1,189 1,812 2,532 Department for the Economy 1,800 1,800 1,800 1,800 Health and Community Services 2,646 4,446 4,446 4,446 Infrastructure, Housing and Environment 3,250 2,000 2,000 2,000 Justice and Home Affairs 1,222 1,311 1,371 1,475 Strategic Policy, Planning and Performance 228 13 - - Treasury and Exchequer 2,223 2,137 1,517 1,400 Covid-19 Response 14,106 5,914 2,321 1,505 Financing costs 21,000 19,000 19,000 19,000 Non-Ministerial 3,295 2,914 2,916 3,179

Total 50,848 40,724 37,183 37,337

Revenue investment by department/CSP

2022 2023 2024 2025 Departments CSP Priority Allocation Allocation Allocation Allocation (£000) (£000) (£000) (£000)

Children, Young People, Education and Skills Put Children First 1,078 1,189 1,812 2,532 Children, Young People, Education and Skills Total 1,078 1,189 1,812 2,532 Covid-19 Response Improve wellbeing 14,106 5,914 2,321 1,505 Covid-19 Response Total 14,106 5,914 2,321 1,505 Health and Community Services Improve wellbeing 2,646 4,446 4,446 4,446 Health and Community Services Total 2,646 4,446 4,446 4,446 Infrastructure, Housing and Environment Modernising Government 750 750 750 750

Reduce Inequality 1,000 1,000 1,000 1,000 Protect Environment 1,500 250 250 250

Infrastructure, Housing and Environment Total 3,250 2,000 2,000 2,000 Justice and Home Affairs Improve wellbeing 257 269 401 477

Modernising Government 965 1,042 970 998 Justice and Home Affairs Total 1,222 1,311 1,371 1,475 Strategic Policy, Planning and Performance Reduce Inequality 228 13 - - Strategic Policy, Planning and Performance Total 228 13 - - Treasury and Exchequer Modernising Government 1,719 1,778 1,258 1,141

Vibrant Economy 504 359 259 259 Treasury and Exchequer Total 2,223 2,137 1,517 1,400 Non-Ministerial Non Ministerial 3,295 2,914 2,916 3,179 Non-Ministerial Total 3,295 2,914 2,916 3,179 Financing costs Modernising Government 21,000 19,000 19,000 19,000 Financing costs Total 21,000 19,000 19,000 19,000 Department for the Economy Vibrant Economy 1,800 1,800 1,800 1,800 Department for the Economy Total 1,800 1,800 1,800 1,800

Total 50,848 40,724 37,183 37,337

New revenue investment by Minister 2022-25

2022 2023 2024 2025 Overall Position Estimate Estimate Estimate Estimate (£000) (£000) (£000) (£000)

Minister

Chief Minister 5,228 3,013 - - Minister for Children and Education 1,078 1,189 1,812 2,532 Minister for External Relations and Financial Services 1,800 1,800 1,800 1,800 Minister for Environment 1,750 1,750 1,750 1,750 Minister for Health and Social Services 11,752 7,360 6,767 5,951 Minister for Home Affairs 1,222 1,311 1,371 1,475 Minister for Infrastructure 1,500 250 250 250 Minister for Treasury and Resources 23,223 21,137 20,517 20,400 Non-Ministerial 3,295 2,914 2,916 3,179

Total 50,848 40,724 37,183 37,337

Arts, Heritage and Culture funding

2022 2023 2024 2025 Estimate Estimate Estimate Estimate (£000) (£000) (£000) (£000)

Departmental Net Revenue Expenditure less Covid-19 & Financing Costs 853,196 854,580 857,686 882,046 Target Arts, Heritage and Culture 8,532 8,546 8,577 8,820 Base budget per Government Plan 2022 - Arts, Heritage and Culture 4,628 4,628 4,628 4,628 Investment in GP2022-25 - Arts, Heritage and Culture 3,795 3,426 3,386 3,586 Estimated Inflation 2022-2025 (Cumulative) 303 512 721 930

Total expenditure GP2022-25 - Arts, Heritage and Culture 8,726 8,566 8,735 9,144

% spend on Arts, Heritage and Culture 1.02% 1.00% 1.02% 1.04% Restoration of States Grant 0 0 82,530 84,760

% spend on Arts, Heritage and Culture including restoration 1.02% 1.00% 0.93% 0.95%

For Information

Investment in Elizabeth Castle Development 1,250 2,027 1,676 0

ANNEX PROPOSED GOVERNMENT PLAN 2022-25

Changes to departmental Heads of Expenditure

Departments (£ 000) (£ 000) (£ 000) (£ 000) (£ 000) (£ 000) (£ 000) (£ 000) (£ 000) (£ 000) (£ 000) Chief Operating Office 36,638 0 (1,608) 0 232 3,430 (798) 0 37,894 0 4,956

Children, Young People, Education and Skills160,286 0 6,931 1,078 1,453 (2,215) (496) 0 167,037 0 51

Customer and Local Services 91,715 3,107 116 0 195 1,758 (175) (300) 96,416 981 (31) Infrastructure, Housing and Environment 44,571 0 152 3,250 468 (56) (500) 0 47,885 0 (220) Health and Community Services 227,435 0 2,107 2,646 2,910 (3,058) (6,250) 0 225,790 0 2,034 Jersey Overseas Aid 12,374 0 1,001 0 0 0 0 0 13,375 0 1,101 Justice and Home Affairs 29,613 0 (1) 1,222 452 (85) (455) 0 30,746 0 0 States of Jersey Police 26,804 0 193 0 317 (1,273) (836) 0 25,205 0 141 Office of the Chief Executive 8,505 0 0 0 91 152 (261) 0 8,487 0 0 Department for the Economy 33,561 0 2,384 1,800 71 (152) (236) (750) 36,678 0 91 Strategic Policy, Planning and Performance 9,997 0 776 228 125 0 (88) (150) 10,888 0 355 Treasury and Exchequer 67,155 1,772 (4,184) 2,223 213 1,500 (431) 350 68,598 1,274 0 Covid-19 Response 87,277 0 (67,064) 14,106 0 0 0 0 34,319 0 101 Financing Costs 0 0 0 21,000 0 0 0 0 21,000 0 0 Departments Total 835,931 4,879 (59,197) 47,553 6,527 (0) (10,526) (850) 824,317 2,255 8,579

Non-Ministerial States Bodies

Bailiff s Chambers 1,841 0 0 275 11 0 0 0 2,127 0 0 Comptroller and Auditor General 870 0 18 69 0 0 0 0 957 0 22 Judicial Greffe 7,593 0 0 1,803 45 0 (486) 0 8,955 0 0 Law Officers Department 8,452 0 0 419 154 0 (10) 0 9,015 0 0 Office of the Lieutenant Governor 804 0 45 0 9 0 0 0 858 0 (45) Official Analyst 603 0 0 0 7 0 0 0 610 0 0 Probation 2,371 0 24 0 33 0 0 0 2,428 0 16 States Assembly 7,148 0 192 729 88 0 (4) 0 8,153 0 (369) Viscount s Department 1,712 0 0 0 32 0 0 0 1,744 0 0 Non-Ministerial States Bodies Total 31,394 0 279 3,295 379 0 (500) 0 34,847 0 (376)

Total 867,325 4,879 (58,918) 50,848 6,906 (0) (11,026) (850) 859,164 2,255 8,203

Reserves

Reserve for Centrally held items 10,782 24,802 0 0 (6,906) 0 (6,293) 0 22,385 22,224 0 General reserves 54,319 25,732 0 0 0 0 0 0 80,051 (65,450) 0 Reserves Total 65,101 50,534 0 0 (6,906) 0 (6,293) 0 102,436 (43,226) 0 Rebalancing expenditure to be allocated (950) 0 0 0 0 0 950 0 0 0 0

Total net revenue expenditure 931,476 55,413 (58,918) 50,848 0 (0) (16,369) (850) 961,600 (40,971) 8,203

(£'000) (£'000) (£'000) (£'000) (£'000) (£'000) (£'000) (£'000) (£'000) (£'000) (£'000) (£'000) (£'000) (£'000) (£'000) (£'000) 0 0 0 42,850 0 1,415 0 0 0 44,265 0 600 0 0 0 44,865

111 0 0 167,199 0 431 623 0 0 168,253 0 0 720 0 0 168,973

0 0 0 97,366 1,812 0 0 0 0 99,178 1,890 0 0 0 0 101,068 (1,250) 0 0 46,415 0 3,500 0 0 0 49,915 0 1,250 0 0 0 51,165 1,800 0 0 229,624 0 (6,460) 0 0 0 223,164 0 (4,100) 0 0 0 219,064 0 0 0 14,476 0 1,226 0 0 0 15,702 0 1,050 0 0 0 16,752

89 0 0 30,835 0 0 60 0 0 30,895 0 0 104 0 0 30,999 0 0 0 25,346 0 122 0 0 0 25,468 0 0 0 0 0 25,468 0 0 0 8,487 0 (1) 0 0 0 8,486 0 0 0 0 0 8,486

0 0 0 36,769 0 (1,390) 0 0 0 35,379 0 0 0 0 0 35,379 (215) 0 0 11,028 0 11 (13) 0 0 11,026 0 0 0 0 0 11,026 (86) 0 0 69,786 83,850 0 (620) 0 0 153,016 3,629 0 (117) 0 0 156,528 (8,192) 0 0 26,228 0 (12,097) (3,593) 0 0 10,538 0 (414) (816) 0 0 9,308 (2,000) 0 0 19,000 0 0 0 0 0 19,000 0 0 0 0 0 19,000 (9,743) 0 0 825,408 85,662 (13,243) (3,543) 0 0 894,284 5,519 (1,614) (109) 0 0 898,080

(150) 0 0 1,977 0 0 0 0 0 1,977 0 0 200 0 0 2,177 3 0 0 982 0 22 1 0 0 1,005 0 0 25 0 0 1,030 (67) 0 0 8,888 0 (100) 0 0 0 8,788 0 0 0 0 0 8,788 79 0 0 9,094 0 0 38 0 0 9,132 0 0 27 0 0 9,159 0 0 0 813 0 0 0 0 0 813 0 0 0 0 0 813 0 0 0 610 0 0 0 0 0 610 0 0 0 0 0 610 47 0 0 2,491 0 11 (47) 0 0 2,455 0 0 0 0 0 2,455 (293) 0 0 7,491 0 0 10 0 0 7,501 0 0 11 0 0 7,512 0 0 0 1,744 0 0 0 0 0 1,744 0 0 0 0 0 1,744 (381) 0 0 34,090 0 (67) 2 0 0 34,025 0 0 263 0 0 34,288

(10,124) 0 0 859,498 85,662 (13,310) (3,541) 0 0 928,309 5,519 (1,614) 154 0 0 932,368

0 0 0 44,609 19,100 0 0 0 0 63,709 20,517 0 0 0 0 84,226

0 0 0 14,601 535 0 0 0 0 15,136 784 0 0 0 0 15,920

0 0 0 59,210 19,635 0 0 0 0 78,845 21,301 0 0 0 0 100,146

0 (18,900) 0 (18,900) 0 0 0 (18,500) 0 (37,400) 0 0 0 0 0 (37,400) (10,124) (18,900) 0 899,808 105,297 (13,310) (3,541) (18,500) 0 969,754 26,820 (1,614) 154 0 0 995,114

Consolidated Statement of Comprehensive Net Revenue Expenditure

2022 2023 2024 2025 Net Revenue Net Revenue Net Revenue Net Revenue Expenditure Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000

Income

Levied by the States of Jersey 483 483 483 483 Earned through Operations 96,176 97,445 97,462 97,467 Total Income 96,659 97,928 97,945 97,950

Expenditure

Social Benefit Payments 132,791 132,749 217,906 222,895 Staff Costs 485,846 485,255 481,336 479,459 Other Operating Expenses 232,362 231,568 229,606 228,978 Grants and Subsidies Payments 66,566 68,367 58,341 59,391 Impairments 11 11 11 11 Finance Costs 38,247 39,476 39,054 39,584 Total Expenditure 955,824 957,427 1,026,255 1,030,319

Net Revenue Near Cash Expenditure 859,164 859,498 928,309 932,368

Reserves Total 102,436 59,210 78,845 100,146 Rebalancing expenditure to be allocated 0 (18,900) (37,400) (37,400)

Net Revenue Near Cash Expenditure (after Reserves and

Rebalancing) 961,600 899,808 969,754 995,114

Depreciation 57,724 60,999 63,110 63,334 Total Net Revenue Expenditure 1,019,324 960,807 1,032,864 1,058,448

ANNEX PROPOSED GOVERNMENT PLAN 2022-25

PART TWO SERVICE LEVEL ANALYSIS BY DEPARTMENT

Introduction

The Departmental Operational Business Plans for 2021 can be found here. Departmental Operational Business Plans for 2022 will be published in January 2022.

Chief Operating Office

Service Level Analysis

Near Cash Non Cash Total

2022 2022 2022 2022 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

COO Directorate 0 572 572 0 572 5.0 Commercial Services 175 4,443 4,268 0 4,268 50.0 Modernisation and Digital 1,300 23,405 22,105 3,502 25,607 186.7 People and Corporate Services 0 10,950 10,950 0 10,950 123.0

Net Revenue Expenditure 1,475 39,369 37,894 3,502 41,396 364.7

Near Cash Non Cash Total

2023 2023 2023 2023 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

COO Directorate 0 572 572 0 572 5.0 Commercial Services 175 3,863 3,688 0 3,688 50.0 Modernisation and Digital 1,300 29,441 28,141 6,105 34,246 186.7 People and Corporate Services 0 10,450 10,450 0 10,450 123.0

Net Revenue Expenditure 1,475 44,325 42,850 6,105 48,955 364.7

Near Cash Non Cash Total

2024 2024 2024 2024 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

COO Directorate 0 572 572 0 572 5.0 Commercial Services 175 3,585 3,410 0 3,410 50.0 Modernisation and Digital 1,300 31,134 29,834 7,905 37,739 186.7 People and Corporate Services 0 10,450 10,450 0 10,450 123.0

Net Revenue Expenditure 1,475 45,740 44,265 7,905 52,170 364.7

Near Cash Non Cash Total

2025 2025 2025 2025 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

COO Directorate 0 572 572 0 572 5.0 Commercial Services 175 3,585 3,410 0 3,410 50.0 Modernisation and Digital 1,300 31,734 30,434 8,262 38,696 186.7 People and Corporate Services 0 10,450 10,450 0 10,450 123.0

Net Revenue Expenditure 1,475 46,340 44,865 8,262 53,127 364.7

Statement of Comprehensive Net Expenditure

2022 2023 2024 2025 Net Revenue Net Revenue Net Revenue Net Revenue Expenditure Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000

Income

Earned through Operations 1,475 1,475 1,475 1,475 Total Income 1,475 1,475 1,475 1,475

Expenditure

Staff Costs 22,770 22,520 22,375 22,975 Other Operating Expenses 16,599 21,805 23,365 23,365 Total Expenditure 39,369 44,325 45,740 46,340

Net Revenue Near Cash Expenditure 37,894 42,850 44,265 44,865 Depreciation 3,502 6,105 7,905 8,262 Total Net Revenue Expenditure 41,396 48,955 52,170 53,127

Customer and Local Services

Service Level Analysis

Near Cash Non Cash Total

2022 2022 2022 2022 Service Area Income AME DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000 £ 000

Customer Operations 7,660 82,143 13,118 87,601 0 87,601 147.6 Customer Services 1,584 0 6,657 5,073 0 5,073 98.8 Local Services 989 0 4,731 3,742 18 3,760 39.2

Net Revenue Expenditure 10,233 82,143 24,506 96,416 18 96,434 285.6

Near Cash Non Cash Total

2023 2023 2023 2023 Service Area Income AME DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000 £ 000

Customer Operations 7,660 83,118 13,128 88,586 0 88,586 147.6 Customer Services 1,584 0 6,657 5,073 0 5,073 98.8 Local Services 1,006 0 4,713 3,707 18 3,725 39.2

Net Revenue Expenditure 10,250 83,118 24,498 97,366 18 97,384 285.6

Near Cash Non Cash Total

2024 2024 2024 2024 Service Area Income AME DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000 £ 000

Customer Operations 7,660 84,930 13,139 90,409 0 90,409 147.6 Customer Services 1,584 0 6,657 5,073 0 5,073 98.8 Local Services 1,021 0 4,717 3,696 18 3,714 39.2

Net Revenue Expenditure 10,265 84,930 24,513 99,178 18 99,196 285.6

Near Cash Non Cash Total

2025 2025 2025 2025 Service Area Income AME DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000 £ 000

Customer Operations 7,660 86,820 13,141 92,301 0 92,301 147.6 Customer Services 1,584 0 6,657 5,073 0 5,073 98.8 Local Services 1,026 0 4,720 3,694 18 3,712 39.2

Net Revenue Expenditure 10,270 86,820 24,518 101,068 18 101,086 285.6

Statement of Comprehensive Net Expenditure

2022 2023 2024 2025 Net Revenue Net Revenue Net Revenue Net Revenue Expenditure Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000

Income

Earned through Operations 10,233 10,250 10,265 10,270 Total Income 10,233 10,250 10,265 10,270

Expenditure

Social Benefit Payments 82,043 83,018 84,830 86,720 Staff Costs 15,593 15,584 15,598 15,602 Other Operating Expenses 4,648 4,649 4,650 4,651 Grants and Subsidies Payments 4,365 4,365 4,365 4,365 Total Expenditure 106,649 107,616 109,443 111,338

Net Revenue Near Cash Expenditure 96,416 97,366 99,178 101,068 Depreciation 18 18 18 18 Total Net Revenue Expenditure 96,434 97,384 99,196 101,086

Children, Young People, Education and Skills

Service Level Analysis

Near Cash Non Cash Total

2022 2022 2022 2022 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Children s Safeguarding & Care 6 22,785 22,779 2 22,781 261.5 Integrated Services & Commissioning 121 12,699 12,578 54 12,632 49.8 Education 15,422 113,105 97,683 131 97,814 1,349.5 Young People, Further Education and Skills 4,987 38,441 33,454 17 33,471 288.6 Directorate 0 543 543 0 543 7.0

Net Revenue Expenditure 20,536 187,573 167,037 204 167,241 1,956.3

Near Cash Non Cash Total

2023 2023 2023 2023 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Children s Safeguarding & Care 6 22,864 22,858 2 22,860 261.5 Integrated Services & Commissioning 121 13,048 12,927 54 12,981 49.8 Education 15,422 114,428 99,006 131 99,137 1,349.5 Young People, Further Education and Skills 4,987 36,852 31,865 17 31,882 288.6 Directorate 0 543 543 0 543 7.0

Net Revenue Expenditure 20,536 187,735 167,199 204 167,403 1,956.3

Near Cash Non Cash Total

2024 2024 2024 2024 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Children s Safeguarding & Care 6 22,864 22,858 2 22,860 261.5 Integrated Services & Commissioning 121 13,298 13,177 54 13,231 49.8 Education 15,422 115,425 100,003 131 100,134 1,349.5 Young People, Further Education and Skills 4,987 36,659 31,672 17 31,689 288.6 Directorate 0 543 543 0 543 7.0

Net Revenue Expenditure 20,536 188,789 168,253 204 168,457 1,956.3

Near Cash Non Cash Total

2025 2025 2025 2025 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Children s Safeguarding & Care 6 22,864 22,858 2 22,860 261.5 Integrated Services & Commissioning 121 13,298 13,177 54 13,231 49.8 Education 15,422 116,102 100,680 131 100,811 1,349.5 Young People, Further Education and Skills 4,987 36,702 31,715 17 31,732 288.6 Directorate 0 543 543 0 543 7.0

Net Revenue Expenditure 20,536 189,509 168,973 204 169,177 1,956.3

Statement of Comprehensive Net Expenditure

2022 2023 2024 2025 Net Revenue Net Revenue Net Revenue Net Revenue Expenditure Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000

Income

Earned through Operations 20,536 20,536 20,536 20,536 Total Income 20,536 20,536 20,536 20,536

Expenditure

Social Benefit Payments 18,661 17,069 17,069 17,069 Staff Costs 134,579 135,550 136,697 137,374 Other Operating Expenses 26,036 26,426 26,535 26,578 Grants and Subsidies Payments 8,287 8,680 8,478 8,478 Finance Costs 10 10 10 10 Total Expenditure 187,573 187,735 188,789 189,509

Net Revenue Near Cash Expenditure 167,037 167,199 168,253 168,973 Depreciation 204 204 204 204 Total Net Revenue Expenditure 167,241 167,403 168,457 169,177

Jersey Overseas Aid

Service Level Analysis

Near Cash

2022 2022 Service Area Income DEL Net Revenue FTE

Expenditure

£ 000 £ 000 £ 000

Grant to Overseas Aid Commission 0 13,375 13,375 5.4 Net Revenue Expenditure 0 13,375 13,375 5.4

Near Cash

2023 2023 Service Area Income DEL Net Revenue FTE

Expenditure

£ 000 £ 000 £ 000

Grant to Overseas Aid Commission 0 14,476 14,476 5.4 Net Revenue Expenditure 0 14,476 14,476 5.4

Near Cash

2024 2024 Service Area Income DEL Net Revenue FTE

Expenditure

£ 000 £ 000 £ 000

Grant to Overseas Aid Commission 0 15,702 15,702 5.4 Net Revenue Expenditure 0 15,702 15,702 5.4

Near Cash

2025 2025 Service Area Income DEL Net Revenue FTE

Expenditure

£ 000 £ 000 £ 000

Grant to Overseas Aid Commission 0 16,752 16,752 5.4 Net Revenue Expenditure 0 16,752 16,752 5.4

Statement of Comprehensive Net Expenditure

	2022 Net Revenue Expenditure £ 000	2023 Net Revenue Expenditure £ 000	2024 Net Revenue Expenditure £ 000	2025 Net Revenue Expenditure £ 000
Income
Levied by the States of Jersey Earned through Operations	0 0	0 0	0 0	0 0
Total Income Expenditure	0	0	0	0
Staff Costs Other Operating Expenses Grants and Subsidies Payments	396 136 12,843	396 136 13,944	396 136 15,170	396 136 16,220
Total Expenditure	13,375	14,476	15,702	16,752

Net Revenue Near Cash Expenditure 13,375 14,476 15,702 16,752

Infrastructure, Housing and Environment

Service Level Analysis

Near Cash Non Cash Total

2022 2022 2022 2022 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Office of the DG 978 1,260 282 - 282 13.4 Sport 4,848 6,924 2,076 - 2,076 76.5 Natural Environment 773 4,868 4,095 170 4,265 60.4 Operations & Transport 10,730 39,558 28,828 93 28,921 355.9 Property & Capital Delivery 4,736 15,444 10,708 21,547 32,255 50.8 Regulation 6,669 8,565 1,896 25,100 26,996 121.3

Net Revenue Expenditure 28,734 76,619 47,885 46,910 94,795 678.2

Near Cash Non Cash Total

2023 2023 2023 2023 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Office of the DG 978 1,260 282 - 282 13.4 Sport 4,848 6,924 2,076 - 2,076 76.5 Natural Environment 773 4,648 3,875 170 4,045 60.4 Operations & Transport 11,980 39,558 27,578 93 27,671 355.9 Property & Capital Delivery 4,736 15,444 10,708 21,547 32,255 50.8 Regulation 6,669 8,565 1,896 25,100 26,996 121.3

Net Revenue Expenditure 29,984 76,399 46,415 46,910 93,325 678.2

Near Cash Non Cash Total

2024 2024 2024 2024 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Office of the DG 978 1,260 282 - 282 13.4 Sport 4,848 6,924 2,076 - 2,076 76.5 Natural Environment 773 4,648 3,875 170 4,045 60.4 Operations & Transport 11,980 39,558 27,578 93 27,671 355.9 Property & Capital Delivery 4,736 18,944 14,208 21,547 35,755 50.8 Regulation 6,669 8,565 1,896 25,100 26,996 121.3

Net Revenue Expenditure 29,984 79,899 49,915 46,910 96,825 678.2

Near Cash Non Cash Total

2025 2025 2025 2025 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Office of the DG 978 1,260 282 - 282 13.4 Sport 4,848 6,924 2,076 - 2,076 76.5 Natural Environment 773 4,648 3,875 170 4,045 60.4 Operations & Transport 11,980 39,558 27,578 93 27,671 355.9 Property & Capital Delivery 4,736 20,194 15,458 21,547 37,005 50.8 Regulation 6,669 8,565 1,896 25,100 26,996 121.3

Net Revenue Expenditure 29,984 81,149 51,165 46,910 98,075 678.2

Statement of Comprehensive Net Expenditure

2022 2023 2024 2025 Net Revenue Net Revenue Net Revenue Net Revenue Expenditure Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000

Income

Levied by the States of Jersey 22 22 22 22 Earned through Operations 28,712 29,962 29,962 29,962 Total Income 28,734 29,984 29,984 29,984

Expenditure

Staff Costs 34,971 34,971 34,971 34,971 Other Operating Expenses 39,411 39,191 42,691 43,941 Grants and Subsidies Payments 625 625 625 625 Impairments 6 6 6 6 Finance Costs 1,606 1,606 1,606 1,606 Total Expenditure 76,619 76,399 79,899 81,149

Net Revenue Near Cash Expenditure 47,885 46,415 49,915 51,165 Depreciation 46,910 46,910 46,910 46,910 Total Net Revenue Expenditure 94,795 93,325 96,825 98,075

Health and Community Services

Service Level Analysis

Near Cash Non Cash Total

2022 2022 2022 2022 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Hospital and Community Services 23,125 223,932 200,807 3,530 204,337 2,307.5 Chief Nurse 1,487 7,423 5,936 0 5,936 55.0 Medical Director 572 5,277 4,705 0 4,705 71.0 Improvement & Innovation 342 14,684 14,342 0 14,342 20.0

Net Revenue Expenditure 25,526 251,316 225,790 3,530 229,320 2,453.5

Near Cash Non Cash Total

2023 2023 2023 2023 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Hospital and Community Services 23,125 227,766 204,641 3,791 208,432 2,307.5 Chief Nurse 1,487 7,423 5,936 0 5,936 55.0 Medical Director 572 5,277 4,705 0 4,705 71.0 Improvement & Innovation 342 14,684 14,342 0 14,342 20.0

Net Revenue Expenditure 25,526 255,150 229,624 3,791 233,415 2,453.5

Near Cash Non Cash Total

2024 2024 2024 2024 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Hospital and Community Services 23,125 221,306 198,181 4,066 202,247 2,307.5 Chief Nurse 1,487 7,423 5,936 0 5,936 55.0 Medical Director 572 5,277 4,705 0 4,705 71.0 Improvement & Innovation 342 14,684 14,342 0 14,342 20.0

Net Revenue Expenditure 25,526 248,690 223,164 4,066 227,230 2,453.5

Near Cash Non Cash Total

2025 2025 2025 2025 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Hospital and Community Services 23,125 217,206 194,081 4,341 198,422 2,307.5 Chief Nurse 1,487 7,423 5,936 0 5,936 55.0 Medical Director 572 5,277 4,705 0 4,705 71.0 Improvement & Innovation 342 14,684 14,342 0 14,342 20.0

Net Revenue Expenditure 25,526 244,590 219,064 4,341 223,405 2,453.5

Statement of Comprehensive Net Expenditure

	2022 Net Revenue Expenditure £ 000	2023 Net Revenue Expenditure £ 000	2024 Net Revenue Expenditure £ 000	2025 Net Revenue Expenditure £ 000
Income
Earned through Operations	25,526	25,526	25,526	25,526
Total Income Expenditure	25,526	25,526	25,526	25,526
Social Benefit Payments Staff Costs Other Operating Expenses Grants and Subsidies Payments Finance Costs	65 159,804 91,175 271 1	65 162,518 92,295 271 1	65 157,996 90,357 271 1	65 155,126 89,127 271 1
Total Expenditure	251,316	255,150	248,690	244,590
Net Revenue Near Cash Expenditure	225,790	229,624	223,164	219,064
Depreciation	3,530	3,791	4,066	4,341

Total Net Revenue Expenditure 229,320 233,415 227,230 223,405

Justice and Home Affairs

Service Level Analysis (including States of Jersey Police)

Service Area	Income £ 000	Near Cash Non Cash 2022 2022 Net Revenue Expenditure Net Revenue Expenditure DEL £ 000 £ 000 £ 000			Total 2022 Net Revenue Expenditure £ 000	2022 FTE
States of Jersey Prison Service	622	10,847	10,225	269	10,494	152.0
Jersey Customs and Immigration Service	1,911	7,220	5,309	313	5,622	79.0
States of Jersey Ambulance Service	16	5,816	5,800	73	5,873	82.0
States of Jersey Fire and Rescue Service	312	5,762	5,450	141	5,591	71.0
Health and Safety Inspectorate	0	557	557	0	557	7.0
Jersey Field Squadron	0	1,478	1,478	0	1,478	5.0
Justice and Home Affairs Directorate	326	2,253	1,927	738	2,665	18.0
Justice and Home Affairs States of Jersey Police Service	3,187 234	33,933 25,439	30,746 25,205	1,534 650	32,280 25,855	414.0 340.0
Net Revenue Expenditure	3,421	59,372	55,951	2,184	58,135	754.0

Service Area	Income £ 000	Near Cash Non Cash 2023 2023 Net Revenue Expenditure Net Revenue Expenditure DEL £ 000 £ 000 £ 000			Total 2023 Net Revenue Expenditure £ 000	2023 FTE
States of Jersey Prison Service	622	10,847	10,225	269	10,494	152.0
Jersey Customs and Immigration Service	1,911	7,185	5,274	313	5,587	79.0
States of Jersey Ambulance Service	16	5,814	5,798	73	5,871	82.0
States of Jersey Fire and Rescue Service	312	5,776	5,464	141	5,605	71.0
Health and Safety Inspectorate	0	557	557	0	557	7.0
Jersey Field Squadron	0	1,505	1,505	0	1,505	5.0
Justice and Home Affairs Directorate	326	2,338	2,012	738	2,750	18.0
Justice and Home Affairs States of Jersey Police Service	3,187 234	34,022 25,580	30,835 25,346	1,534 650	32,369 25,996	414.0 340.0
Net Revenue Expenditure	3,421	59,602	56,181	2,184	58,365	754.0

Service Area	Income £ 000	Near Cash Non Cash 2024 2024 Net Revenue Expenditure Net Revenue Expenditure DEL £ 000 £ 000 £ 000			Total 2024 Net Revenue Expenditure £ 000	2024 FTE
States of Jersey Prison Service	622	10,847	10,225	269	10,494	152.0
Jersey Customs and Immigration Service	1,911	7,185	5,274	313	5,587	79.0
States of Jersey Ambulance Service	16	5,889	5,873	73	5,946	82.0
States of Jersey Fire and Rescue Service	312	5,833	5,521	141	5,662	71.0
Health and Safety Inspectorate	0	557	557	0	557	7.0
Jersey Field Squadron	0	1,533	1,533	0	1,533	5.0
Justice and Home Affairs Directorate	326	2,238	1,912	738	2,650	18.0
Justice and Home Affairs States of Jersey Police Service	3,187 234	34,082 25,702	30,895 25,468	1,534 650	32,429 26,118	414.0 340.0
Net Revenue Expenditure	3,421	59,784	56,363	2,184	58,547	754.0

Service Area	Income £ 000	Near Cash Non Cash 2025 2025 Net Revenue Expenditure Net Revenue Expenditure DEL £ 000 £ 000 £ 000			Total 2025 Net Revenue Expenditure £ 000	2025 FTE
States of Jersey Prison Service	622	10,847	10,225	269	10,494	152.0
Jersey Customs and Immigration Service	1,911	7,185	5,274	313	5,587	79.0
States of Jersey Ambulance Service	16	5,909	5,893	73	5,966	82.0
States of Jersey Fire and Rescue Service	312	5,889	5,577	141	5,718	71.0
Health and Safety Inspectorate	0	557	557	0	557	7.0
Jersey Field Squadron	0	1,561	1,561	0	1,561	5.0
Justice and Home Affairs Directorate	326	2,238	1,912	738	2,650	18.0
Justice and Home Affairs States of Jersey Police Service	3,187 234	34,186 25,702	30,999 25,468	1,534 0	32,533 25,468	414.0 340.0
Net Revenue Expenditure	3,421	59,888	56,467	1,534	58,001	754.0

Justice and Home Affairs (excluding States of Jersey Police)

Statement of Comprehensive Net Expenditure

	2022 Net Revenue Expenditure £ 000	2023 Net Revenue Expenditure £ 000	2024 Net Revenue Expenditure £ 000	2025 Net Revenue Expenditure £ 000
Income
Earned through Operations	3,187	3,187	3,187	3,187
Total Income Expenditure	3,187	3,187	3,187	3,187
Staff Costs Other Operating Expenses Grants and Subsidies Payments Finance Costs	27,572 5,929 422 10	27,764 5,826 422 10	27,792 5,858 422 10	27,820 5,934 422 10
Total Expenditure	33,933	34,022	34,082	34,186
Net Revenue Near Cash Expenditure	30,746	30,835	30,895	30,999
Depreciation	1,534	1,534	1,534	1,534

Total Net Revenue Expenditure 32,280 32,369 32,429 32,533

States of Jersey Police

Statement of Comprehensive Net Expenditure

	2022 Net Revenue Expenditure £ 000	2023 Net Revenue Expenditure £ 000	2024 Net Revenue Expenditure £ 000	2025 Net Revenue Expenditure £ 000
Income
Earned through Operations	234	234	234	234
Total Income Expenditure	234	234	234	234
Staff Costs Other Operating Expenses	22,460 2,979	22,601 2,979	22,723 2,979	22,723 2,979
Total Expenditure	25,439	25,580	25,702	25,702
Net Revenue Near Cash Expenditure	25,205	25,346	25,468	25,468
Depreciation	650	650	650	0

Total Net Revenue Expenditure 25,855 25,996 26,118 25,468

Office of the Chief Executive and Department for the Economy

Net Revenue Expenditure - Service Analysis

Near Cash

Service Area	Income £ 000	DEL £ 000	2022 Net Revenue Expenditure £ 000	2022 FTE
Chief of Staff	0	3,226	3,226	32.0
Communications	0	2,343	2,343	35.0
External Relations	145	3,063	2,918	14.0
Net Revenue Expenditure (Office of the Chief Executive)	145	8,632	8,487	81.0
Department for the Economy	54	36,732	36,678	42.0
Total Net Revenue Expenditure	199	45,364	45,165	123.0

Near Cash

Service Area	Income £ 000	DEL £ 000	2023 Net Revenue Expenditure £ 000	2023 FTE
Chief of Staff	0	3,226	3,226	32.0
Communications	0	2,343	2,343	35.0
External Relations	145	3,063	2,918	14.0
Net Revenue Expenditure (Office of the Chief Executive)	145	8,632	8,487	81.0
Department for the Economy	54	36,823	36,769	42.0
Total Net Revenue Expenditure	199	45,455	45,256	123.0

Near Cash

Service Area	Income £ 000	DEL £ 000	2024 Net Revenue Expenditure £ 000	2024 FTE
Chief of Staff	0	3,226	3,226	32.0
Communications	0	2,343	2,343	35.0
External Relations	145	3,062	2,917	14.0
Net Revenue Expenditure (Office of the Chief Executive)	145	8,631	8,486	81.0
Department for the Economy	54	35,433	35,379	42.0
Total Net Revenue Expenditure	199	44,064	43,865	123.0

Near Cash

Service Area	Income £ 000	DEL £ 000	2025 Net Revenue Expenditure £ 000	2025 FTE
Chief of Staff	0	3,226	3,226	32.0
Communications	0	2,343	2,343	35.0
External Relations	145	3,062	2,917	14.0
Net Revenue Expenditure (Office of the Chief Executive)	145	8,631	8,486	81.0
Department for the Economy	54	35,433	35,379	42.0
Total Net Revenue Expenditure	199	44,064	43,865	123.0

Office of the Chief Executive

Statement of Comprehensive Net Expenditure

2022 2023 2024 2025 Net Revenue Net Revenue Net Revenue Net Revenue Expenditure Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000

Income

Earned through Operations 145 145 145 145 Total Income 145 145 145 145

Expenditure

Staff Costs 6,166 6,166 6,166 6,166 Other Operating Expenses 1,392 1,392 1,391 1,391 Grants and Subsidies Payments 1,074 1,074 1,074 1,074 Total Expenditure 8,632 8,632 8,631 8,631

Net Revenue Near Cash Expenditure 8,487 8,487 8,486 8,486

Department for the Economy

Statement of Comprehensive Net Expenditure

2022 2023 2024 2025 Net Revenue Net Revenue Net Revenue Net Revenue Expenditure Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000

Income

Earned through Operations 54 54 54 54 Total Income 54 54 54 54

Expenditure

Staff Costs 4,029 4,044 4,044 4,044 Other Operating Expenses 4,707 4,476 3,936 3,936 Grants and Subsidies Payments 27,996 28,303 27,453 27,453 Total Expenditure 36,732 36,823 35,433 35,433

Net Revenue Near Cash Expenditure 36,678 36,769 35,379 35,379

Strategic Policy, Planning and Performance

Service Level Analysis

Near Cash Non Cash Total

2022 2022 2022 2022 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Public Policy 113 2,613 2,500 0 2,500 25.0 Public Health 0 1,928 1,928 0 1,928 7.8 Strategy and Innovation 0 1,692 1,692 0 1,692 15.0 Statistics and Analytics 150 1,863 1,713 0 1,713 16.9 Arm s Length Functions 325 2,902 2,577 0 2,577 26.0 Executive and Governance 0 478 478 37 515 4.5

Net Revenue Expenditure 588 11,476 10,888 37 10,925 95.2

Near Cash Non Cash Total

2023 2023 2023 2023 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Public Policy 113 2,753 2,640 0 2,640 25.0 Public Health 0 1,892 1,892 0 1,892 7.8 Strategy and Innovation 0 1,692 1,692 0 1,692 15.0 Statistics and Analytics 150 1,698 1,548 0 1,548 16.9 Arm s Length Functions 325 3,103 2,778 0 2,778 26.0 Executive and Governance 0 478 478 37 515 4.5

Net Revenue Expenditure 588 11,616 11,028 37 11,065 95.2

Near Cash Non Cash Total

2024 2024 2024 2024 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Public Policy 113 2,753 2,640 0 2,640 25.0 Public Health 0 1,892 1,892 0 1,892 7.8 Strategy and Innovation 0 1,692 1,692 0 1,692 15.0 Statistics and Analytics 150 1,685 1,535 0 1,535 16.9 Arm s Length Functions 325 3,114 2,789 0 2,789 26.0 Executive and Governance 0 478 478 37 515 4.5

Net Revenue Expenditure 588 11,614 11,026 37 11,063 95.2

Near Cash Non Cash Total

2025 2025 2025 2025 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Net Revenue Expenditure 588 11,614 11,026 19 11,045 95.2

Statement of Comprehensive Net Expenditure

2022 2023 2024 2025 Net Revenue Net Revenue Net Revenue Net Revenue Expenditure Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000

Income

Earned through Operations 588 588 588 588 Total Income 588 588 588 588

Expenditure

Staff Costs 8,179 8,145 8,143 8,143 Other Operating Expenses 2,909 3,083 3,083 3,083 Grants and Subsidies Payments 388 388 388 388 Total Expenditure 11,476 11,616 11,614 11,614

Net Revenue Near Cash Expenditure 10,888 11,028 11,026 11,026 Depreciation 37 37 37 19 Total Net Revenue Expenditure 10,925 11,065 11,063 11,045

Treasury and Exchequer

Service Level Analysis

Near Cash Non Cash Total

2022 2022 2022 2022 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Finance Business Partners, Analytics and Management

Information 7 4,329 4,322 0 4,322 58.0

Finance Hub 1,840 13,680 11,840 0 11,840 58.5 Revenue Jersey 157 9,026 8,869 1,218 10,087 136.5 Risk, Audit & Reporting 107 9,716 9,609 0 9,609 19.0 Strategic Finance 67 1,731 1,664 0 1,664 26.0 Treasury and Investment Management 734 1,226 492 0 492 13.0 Grants to Funds 0 31,802 31,802 0 31,802 0.0

Net Revenue Expenditure 2,912 71,510 68,598 1,218 69,816 311.0

Near Cash Non Cash Total

2023 2023 2023 2023 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Finance Business PInformation FBP & A&MIartners, Analytics and Management 7 4,329 4,322 0 4,322 52.0

Finance Hub 1,840 13,700 11,860 0 11,860 52.5 Revenue Jersey 157 8,881 8,724 1,210 9,934 135.5 Risk, Audit & Reporting 107 9,755 9,648 0 9,648 19.0 Strategic Finance 67 2,210 2,143 0 2,143 25.0 Treasury and Investment Management 734 1,226 492 0 492 13.0 Grants to Funds 0 32,597 32,597 0 32,597 0.0

Net Revenue Expenditure 2,912 72,698 69,786 1,210 70,996 297.0

Near Cash Non Cash Total

2024 2024 2024 2024 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Finance Business PInformation artners, Analytics and Management 7 4,329 4,322 0 4,322 52.0

Finance Hub 1,840 13,700 11,860 0 11,860 52.5 Revenue Jersey 157 8,220 8,063 1,210 9,273 121.5 Risk, Audit & Reporting 107 9,796 9,689 0 9,689 19.0 Strategic Finance 67 2,715 2,648 0 2,648 25.0 Treasury and Investment Management 734 1,226 492 0 492 13.0 Grants to Funds 0 115,942 115,942 0 115,942 0.0

Net Revenue Expenditure 2,912 155,928 153,016 1,210 154,226 283.0

Near Cash Non Cash Total

2025 2025 2025 2025 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Finance Business PInformation artners, Analytics and Management 7 4,329 4,322 0 4,322 52.0

Finance Hub 1,840 13,700 11,860 0 11,860 52.5 Revenue Jersey 157 8,059 7,902 1,210 9,112 121.5 Risk, Audit & Reporting 107 9,840 9,733 0 9,733 19.0 Strategic Finance 67 3,245 3,178 0 3,178 25.0 Treasury and Investment Management 734 1,226 492 0 492 13.0 Grants to Funds 0 119,041 119,041 0 119,041 0.0

Net Revenue Expenditure 2,912 159,440 156,528 1,210 157,738 283.0

Statement of Comprehensive Net Expenditure

2022 2023 2024 2025 Net Revenue Net Revenue Net Revenue Net Revenue Expenditure Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000

Income

Earned through Operations 2,912 2,912 2,912 2,912 Total Income 2,912 2,912 2,912 2,912

Expenditure

Social Benefit Payments 31,802 32,597 115,942 119,041 Staff Costs 19,747 19,602 18,941 18,780 Other Operating Expenses 10,346 10,385 10,426 10,470 Impairments 5 5 5 5 Finance Costs 9,610 10,109 10,614 11,144 Total Expenditure 71,510 72,698 155,928 159,440

Net Revenue Near Cash Expenditure 68,598 69,786 153,016 156,528 Depreciation 1,218 1,210 1,210 1,210 Total Net Revenue Expenditure 69,816 70,996 154,226 157,738

Covid-19 Response

Service Level Analysis

Near Cash

2022 2022 Service Area Income DEL Net Revenue FTE AME Expenditure

£ 000 £ 000 £ 000 £ 000

Income Support Costs 0 220 452 672 0.0 Bus Contract 0 0 1,200 1,200 0.0 Sport income shortfall 0 0 1,005 1,005 0.0 Warehousing Staffing and logistics 0 0 407 407 0.0 COVID Vaccine 0 0 4,103 4,103 0.0 Economic Recovery 0 0 10,200 10,200 0.0 Revolving Credit Facility 0 0 7,136 7,136 0.0 Health Service Recovery 0 0 1,296 1,296 0.0 Personal Protective Equipment Provision and Supply 0 0 3,300 3,300 0.0 Social Recovery 0 0 5,000 5,000 0.0

Net Revenue Expenditure 0 220 34,099 34,319 0.0

Near Cash

2023 2023 Service Area Income DEL Net Revenue FTE AME Expenditure

£ 000 £ 000 £ 000 £ 000

Income Support Costs 0 0 164 164 0.0 Bus Contract 0 0 500 500 0.0 Sport income shortfall 0 0 720 720 0.0 Warehousing Staffing and logistics 0 0 414 414 0.0 COVID Vaccine 0 0 0 0 0.0 Economic Recovery 0 0 10,200 10,200 0.0 Revolving Credit Facility 0 0 8,730 8,730 0.0 Health Service Recovery 0 0 0 0 0.0 Personal Protective Equipment Provision and Supply 0 0 2,500 2,500 0.0 Social Recovery 0 0 3,000 3,000 0.0

Net Revenue Expenditure 0 0 26,228 26,228 0.0

Near Cash

2024 2024 Service Area Income DEL Net Revenue FTE AME Expenditure

£ 000 £ 000 £ 000 £ 000

Income Support Costs 0 0 164 164 0.0 Bus Contract 0 0 250 250 0.0 Sport income shortfall 0 0 0 0 0.0 Warehousing Staffing and logistics 0 0 421 421 0.0 COVID Vaccine 0 0 0 0 0.0 Economic Recovery 0 0 0 0 0.0 Revolving Credit Facility 0 0 7,803 7,803 0.0 Health Service Recovery 0 0 0 0 0.0 Personal Protective Equipment Provision and Supply 0 0 1,900 1,900 0.0 Social Recovery 0 0 0 0 0.0

Net Revenue Expenditure 0 0 10,538 10,538 0.0

Near Cash

2025 2025 Service Area Income DEL Net Revenue FTE AME Expenditure

£ 000 £ 000 £ 000 £ 000

Income Support Costs 0 0 0 0 0.0 Bus Contract 0 0 0 0 0.0 Sport income shortfall 0 0 0 0 0.0 Warehousing Staffing and logistics 0 0 105 105 0.0 COVID Vaccine 0 0 0 0 0.0 Economic Recovery 0 0 0 0 0.0 Revolving Credit Facility 0 0 7,803 7,803 0.0 Health Service Recovery 0 0 0 0 0.0 Personal Protective Equipment Provision and Supply 0 0 1,400 1,400 0.0 Social Recovery 0 0 0 0 0.0

Net Revenue Expenditure 0 0 9,308 9,308 0.0

Statement of Comprehensive Net Expenditure

2022 2023 2024 2025 Net Revenue Net Revenue Net Revenue Net Revenue Expenditure Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000

Income

Levied by the States of Jersey 0 0 0 0 Earned through Operations 0 0 0 0 Total Income 0 0 0 0

Expenditure

Social Benefit Payments 220 0 0 0 Staff Costs 4,509 237 237 18 Other Operating Expenses 13,390 7,061 2,498 1,487 Grants and Subsidies Payments 10,200 10,200 0 0 Finance Costs 6,000 8,730 7,803 7,803 Total Expenditure 34,319 26,228 10,538 9,308

Net Revenue Near Cash Expenditure 34,319 26,228 10,538 9,308

Non-Ministerial Departments

Service Level Analysis

Near Cash Non Cash Total

2022 2022 2022 2022 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Bailiff s Chambers

Bailiff s Chambers General 68 1,917 1,849 0 1,849 10.0 Court and Case Costs 0 278 278 0 278

68 2,195 2,127 0 2,127 10.0

Law Officers Department

Law Officers General 288 8,192 7,904 0 7,904 79.8 Court and Case Costs 0 1,111 1,111 0 1,111

288 9,303 9,015 0 9,015 79.8

Judicial Greffe

Judicial Greffe - General 1,468 4,858 3,390 0 3,390 49.4 Court and Case Costs 0 5,565 5,565 0 5,565

1,468 10,423 8,955 0 8,955 49.4

Viscount s Department

Duties of the Viscount 806 2,312 1,506 49 1,555 28.4 Court and Case Costs 0 238 238 0 238

806 2,550 1,744 49 1,793 28.4

Official Analyst 53 663 610 50 660 6.7 53 663 610 50 660 6.7

Office of the Lieutenant Governor 107 965 858 0 858 13.2 107 965 858 0 858 13.2

Probation

Probation and Aftercare Service 88 2,418 2,330 22 2,352 32.5 Court and Case Costs 0 98 98 0 98

88 2,516 2,428 22 2,450 32.5

Comptroller and Auditor General 78 1,035 957 0 957 0.0 78 1,035 957 0 957 0.0

Net Revenue Expenditure 2,956 29,650 26,694 121 26,815 219.9

Near Cash Non Cash Total

2023 2023 2023 2023 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Bailiff s Chambers

Bailiff s Chambers General 68 1,767 1,699 0 1,699 10.0 Court and Case Costs 0 278 278 0 278

68 2,045 1,977 0 1,977 10.0

Law Officers Department

Law Officers General 288 8,271 7,983 0 7,983 79.8 Court and Case Costs 0 1,111 1,111 0 1,111

288 9,382 9,094 0 9,094 79.8

Judicial Greffe

Judicial Greffe - General 1,468 4,891 3,423 466 3,889 49.4 Court and Case Costs 0 5,465 5,465 0 5,465

1,468 10,356 8,888 466 9,354 49.4

Viscount s Department

Duties of the Viscount 806 2,312 1,506 24 1,530 28.4 Court and Case Costs 0 238 238 0 238

806 2,550 1,744 24 1,768 28.4

Official Analyst 53 663 610 50 660 6.7 53 663 610 50 660 6.7

Office of the Lieutenant Governor 107 920 813 0 813 13.2 107 920 813 0 813 13.2

Probation

Probation and Aftercare Service 88 2,481 2,393 0 2,393 32.5 Court and Case Costs 0 98 98 0 98

88 2,579 2,491 0 2,491 32.5

Comptroller and Auditor General 80 1,062 982 0 982 0.0 80 1,062 982 0 982 0.0

Net Revenue Expenditure 2,958 29,557 26,599 540 27,139 219.9

Near Cash Non Cash Total

2024 2024 2024 2024 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Bailiff s Chambers

Bailiff s Chambers General 68 1,767 1,699 0 1,699 10.0 Court and Case Costs 0 278 278 0 278

68 2,045 1,977 0 1,977 10.0

Law Officers Department

Law Officers General 288 8,309 8,021 0 8,021 79.8 Court and Case Costs 0 1,111 1,111 0 1,111

288 9,420 9,132 0 9,132 79.8

Judicial Greffe

Judicial Greffe - General 1,468 4,791 3,323 466 3,789 49.4 Court and Case Costs 0 5,465 5,465 0 5,465

1,468 10,256 8,788 466 9,254 49.4

Viscount s Department

Duties of the Viscount 806 2,312 1,506 60 1,566 28.4 Court and Case Costs 0 238 238 0 238

806 2,550 1,744 60 1,804 28.4

Official Analyst 53 663 610 50 660 6.7 53 663 610 50 660 6.7

Office of the Lieutenant Governor 107 920 813 0 813 13.2 107 920 813 0 813 13.2

Probation

Probation and Aftercare Service 88 2,445 2,357 0 2,357 32.5 Court and Case Costs 0 98 98 0 98

88 2,543 2,455 0 2,455 32.5

Comptroller and Auditor General 82 1,087 1,005 0 1,005 0.0 82 1,087 1,005 0 1,005 0.0

Net Revenue Expenditure 2,960 29,484 26,524 576 27,100 219.9

Near Cash Non Cash Total

2025 2025 2025 2025 Service Area Income DEL Net Revenue Net Revenue Net Revenue FTE Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000 £ 000

Bailiff s Chambers

Bailiff s Chambers General 68 1,967 1,899 0 1,899 10.0 Court and Case Costs 0 278 278 0 278

68 2,245 2,177 0 2,177 10.0

Law Officers Department

Law Officers General 288 8,336 8,048 0 8,048 79.8 Court and Case Costs 0 1,111 1,111 0 1,111

288 9,447 9,159 0 9,159 79.8

Judicial Greffe

Judicial Greffe - General 1,468 4,791 3,323 761 4,084 49.4 Court and Case Costs 0 5,465 5,465 0 5,465

1,468 10,256 8,788 761 9,549 49.4

Viscount s Department

Duties of the Viscount 806 2,312 1,506 60 1,566 28.4 Court and Case Costs 0 238 238 0 238

806 2,550 1,744 60 1,804 28.4

Official Analyst 53 663 610 15 625 6.7 53 663 610 15 625 6.7

Office of the Lieutenant Governor 107 920 813 0 813 13.2 107 920 813 0 813 13.2

Probation

Probation and Aftercare Service 88 2,445 2,357 0 2,357 32.5 Court and Case Costs 0 98 98 0 98

88 2,543 2,455 0 2,455 32.5

Comptroller and Auditor General 82 1,112 1,030 0 1,030 0.0 82 1,112 1,030 0 1,030 0.0

Net Revenue Expenditure 2,960 29,736 26,776 836 27,612 219.9

Statement of Comprehensive Net Expenditure

2022 2023 2024 2025 Net Revenue Net Revenue Net Revenue Net Revenue Expenditure Expenditure Expenditure Expenditure

£ 000 £ 000 £ 000 £ 000

Income

Levied by the States of Jersey 461 461 461 461 Earned through Operations 2,495 2,497 2,499 2,499 Total Income 2,956 2,958 2,960 2,960

Expenditure

Staff Costs 18,115 18,294 18,384 18,437 Other Operating Expenses 11,430 11,158 10,995 11,194 Grants and Subsidies Payments 95 95 95 95 Finance Costs 10 10 10 10 Total Expenditure 29,650 29,557 29,484 29,736

Net Revenue Near Cash Expenditure 26,694 26,599 26,524 26,776 Depreciation 121 540 576 836 Total Net Revenue Expenditure 26,815 27,139 27,100 27,612

States Assembly

Service Level Analysis

Near Cash

2022 2022 Service Area Income DEL Net Revenue FTE

Expenditure

£ 000 £ 000 £ 000

States Assembly General 14 2,108 2,094 18.0 Committees and Panels 0 1,513 1,513 16.0 Members Services and Remuneration 0 3,416 3,416 5.0 Law Drafting 65 1,195 1,130 9.5

79 8,232 8,153 48.5

Near Cash

2023 2023 Service Area Income DEL Net Revenue FTE

Expenditure

£ 000 £ 000 £ 000

States Assembly General 14 1,411 1,397 18.0 Committees and Panels 0 1,548 1,548 16.0 Members Services and Remuneration 0 3,416 3,416 5.0 Law Drafting 65 1,195 1,130 9.5

79 7,570 7,491 48.5

Near Cash

2024 2024 Service Area Income DEL Net Revenue FTE

Expenditure

£ 000 £ 000 £ 000

States Assembly General 14 1,417 1,403 18.0 Committees and Panels 0 1,553 1,553 16.0 Members Services and Remuneration 0 3,416 3,416 5.0 Law Drafting 65 1,195 1,130 9.5

79 7,580 7,501 48.5

Near Cash

2025 2025 Service Area Income DEL Net Revenue FTE

Expenditure

£ 000 £ 000 £ 000

States Assembly General 14 1,422 1,408 18.0 Committees and Panels 0 1,558 1,558 16.0 Members Services and Remuneration 0 3,416 3,416 5.0 Law Drafting 65 1,195 1,130 9.5

79 7,591 7,512 48.5

Statement of Comprehensive Net Expenditure

	2022 Net Revenue Expenditure £ 000	2023 Net Revenue Expenditure £ 000	2024 Net Revenue Expenditure £ 000	2025 Net Revenue Expenditure £ 000
Income
Earned through Operations	79	79	79	79
Total Income Expenditure	79	79	79	79
Staff Costs Other Operating Expenses	6,957 1,275	6,864 706	6,874 706	6,885 706
Total Expenditure	8,232	7,570	7,580	7,591

Net Revenue Near Cash Expenditure 8,153 7,491 7,501 7,512

ANNEX PROPOSED GOVERNMENT PLAN 2022-25

PART THREE ADDITIONAL REVENUE EXPENDITURE PROGRAMME INFORMATION

Table 38

Additional Revenue Expenditure

2022 2023 2024 2025 CSP Priority Sub-priority CSP Ref Programme Allocation Allocation Allocation Allocation (£000) (£000) (£000) (£000)

Protecting and CSP1-1-09 Young People 400 400 400 400 supporting children Intensive support

Protecting and supporting children Total 400 400 400 400 Put Children First Improving their Education

CSP1 educational outcomes CSP1-2-06 Demographic Pressures 678 789 1,412 2,132 Improving their educational outcomes Total 678 789 1,412 2,132

Put Children First Total 1,078 1,189 1,812 2,532

Obstetric and

Putting patients, health and care systemCovid-19 RImproving the quality of and access to mental health esponse TotalCSP2-3-07CSP2-C-07CSP2-C-10CSP2-2-04 Covid-19 VService RSupplyPPE WHealth and Social RChildrenRecoveryecovery Planarehousings Health ecoveryaccine 2,000 4, 903 646 100 157 103 3,800 269 646 915 - - 3,800 1,047 646 401 - - 3,800 1, 646 477 123 - -

Gynecological (O&G)

families and carers at Services

Emergency &

the heart of Jersey s CSP2-3-08 Urgent Care Vehicle

Replacement

CSP2-3-09 Specialist Paramedic

Team

Putting patients, families and carers at the heart of Jersey s

health and care system Total

Improve wellbeing CSP2-C-08 Covid-19 Health 1,296 - - - CSP2 Covid-19 Response CSP2-C-09 PPE Provision and 3,300 2,500 1,900 1,400 407 414 421 105

CSP2-C-11 5,000 3,000 - - 14,106 5,914 2,321 1,505

services

Improving the quality of and access to mental health

services Total 2,000 3,800 3,800 3,800

Improve wellbeing Total 17,009 10,629 7,168 6,428

Enhancing our CSP3-1-10 International Tax 504 359 259 259 international profile Financial Crime

CSP3 Vibrant Economy and promoting our Island identity CSP3-1-09 Prevention 1,800 1,800 1,800 1,800

Enhancing our international profile and promoting our

Island identity Total 2,304 2,159 2,059 2,059 Vibrant Economy Total 2,304 2,159 2,059 2,059

Improving Social CSP4-3-03 Income & Expenditure Survey 178 13 - -

Inclusion Review of Workers

CSP4-3-04 Employment Rights 50 - - - CSP4 Reduce Inequality Improving Social Inclusion TImproving the quality and affordability of CSP4-1-06otal Housing & Food Licensing Schemes 1,000 228 1,000 13 1,000 - 1,000 -

housing

Improving the quality and affordability of housing Total 1,000 1,000 1,000 1,000 Reduce Inequality Total 1,228 1,013 1,000 1,000

Protecting the natural environment CSP5-2-07 Increased liquid waste processing 250 250 250 250

through conservation,

protection,

sustainable resource CSP5-2-10 Hazardous Waste 1,250 - - - CSP5 Protect Environmentuse and demand

management

Protecting the natural environment through conservation,

protection, sustainable resource use and demand 1,500 250 250 250 management Total

Protect Environment Total 1,500 250 250 250

Additional Revenue Expenditure programme information ANNEX PROPOSED GOVERNMENT PLAN 2022-25

OI3-22 Defence Funding 454 481 509 537 A modern, innovative OI3-23 Jersey PAuthorityolice 101 186 86 86

public sector that meets the needs of Islanders effectively and efficientlyA modern, innovative public sector that meets the needs of Islanders effectively and efficiently TA sustainable long-term fiscal framework OI3-25OI3-26 otalRRImport GSRevenue Jersey esourcesequirementT Resource 365 750 722 45 750 722 45 750 161 45 750 45 -

TETRA Service User

OI3-24 Agreement

Regulatory

Improvement

Modernising 2,072 2,184 1,551 1,418 Government

OI4 -03 330 330 330 and public finances OI4 -04 Import GST resources - 20 20 20

that makof our public assetse better use OI4 -05 Increase and Inflation 997 1,036 1,077 1,121 OI4-06 Hospital financing 21,000 19,000 19,000 19,000

Insurance Premiums

costs

A sustainable long-term fiscal framework and public

finances that make better use of our public assets Total 22,362 20,386 20,427 20,471 Modernising Government Total 24,434 22,570 21,978 21,889

OI-Non-11 Family Court Premises Expenses 47 47 47 47

Probation Service

OI-Non-12 Inspection - 47 - -

ECCU part funding of

OI-Non-13 additional resource 149 149 149 149 OI-Non-14 Liberation 77-80 100 50 50 250

Her Majesty s

OI-Non-15 Platinum Jubilee 100 - - -

2022

Knowledge

OI-Non-16 Management & Cyber 56 74 74 74 OI-Non-17OI-Non-18 Security SLMagistrates Court restructuringegal Aid Schemetaffing 1,500 25 1,500 25 1,500 25 1,500 25

Non Ministerial OI-Non-19 Magistrates Remuneration 29 29 29 29 OI-Non Non Ministerial investment OI-Non-20 Public RStaffing Registry esources 46 61 61 61

OI-Non-21 Staff Renumeration 270 349 387 414

OI-Non-22 Additional Staff 244 296 306 317

OI-Non-23 Pensions 90 90 90 90 OI-Non-24 Web development 200 50 50 50 British-Irish

OI-Non-25 Parliamentary 50 - - -

Assembly

Increased External

OI-Non-26 Audit Costs 69 72 73 98 OI-Non-27 Elections 2022 100 - - -

OI-Non-29 Crown Officer Remuneration 75 75 75 75

Additional senior

OI-Non-30 leadership team 145 - - -

support

Non Ministerial investment Total 3,295 2,914 2,916 3,179 Non Ministerial Total 3,295 2,914 2,916 3,179

Grand Total 50,848 40,724 37,183 37,337

CSP 1 - Put Children First

GP22-CSP1-1-09

Project: Young People Intensive support

Department: Children, Young People, Education and Skills

Additional investment required: (£000)

2022 2023 2024 2025 400 400 400 400

Project summary

The Independent Jersey Care Inquiry, and subsequent Ofsted inspections, identified the need to develop services for young people to stop or reduce their escalation through statutory systems as a result of their level of vulnerability or risk.

Jersey needs to develop effective intensive support for young people who are at significant risk, vulnerable, or who may pose a risk to others. For small but significant numbers of children/young people, Jersey has been unable to stop progression through statutory systems or reduce the seriousness of the child s situation. One of the Government s strategic priorities is to Put Children First . The development of the service will help provide a robust, intensive response that meets those children s needs.

This investment will enable the development of an integrated intensive support service for young people considered to be the most vulnerable, at risk or a risk to others. The service will provide wrap around support for the young people and will deliver an effective response which intervenes in the presenting behaviours while responding in a child-centred manner that is inclusive of the family or carers, and is trauma-informed, restorative and underpinned by a systemic approach. This includes education and therapeutic approaches involving individual, family and group sessions as well as targeted youth support using an outreach model.

This service is positioned as an alternative to care and to assist in a return home or to positively stabilise the circumstances for those already in care. The service will work to prevent placements off-Island

or to support a return from existing off-Island provision. It will also seek to reduce the requirement for placement in secure care and reduce the risk of children going into the criminal justice system.

Impact on sustainable wellbeing

Community Wellbeing - the quality of people s lives

This investment targets a cohort of young people and children with a high level of complex need. Without support, these children are much more likely than other children to require high-cost services throughout their lives such as mental health services, adult social care, be involved in criminal justice and substance misuse system as well as require health services. Tackling the young people s assessed needs now will have a beneficial effect on their life chances and support them to become more positive contributors to our society.

All children in Jersey live healthy lives as part of the programme of intervention, young people will

participate in individual and groupwork programmes with physical and mental health as a focus. This will encompass the provision of staff to deliver practical support for medical appointments, health education and promotion as well as therapists treatment and therapeutic support. Some young

people may require treatment for neuro-developmental issues such as ADHD, ADD, and conditions on the autistic spectrum. They will be supported to participate with treatment and medication programmes.

All children in Jersey learn and achieve - many of the cohort will have missed significant elements of

education and learning and may be excluded from, or not participating in, their education placement. Each child will have an educational assessment, individual education plan, and have an individualised programme of learning. Where possible, young people will be supported to return to their named school.

All children in Jersey grow up safely many of this cohort have experienced abuse or trauma at an

earlier stage in their lives. They may be struggling to deal with these experiences and behaving in ways that are considered to put themselves or others at risk. Work will be carried out with these young people to help them cope with their experiences and support them to facilitate a reduction in the risky behaviour they are manifesting.

Health and Wellbeing - Mental health and wellbeing are fundamental to quality of life in Jersey

where young people are involved in behaviour considered to be complex, challenging or risky, the impact on parents and other family members can be significant and, in some cases, this can lead to family breakdown with a child coming into the care of the Minister. To help avoid these outcomes, young people and their families will be supported by the multi-agency staff group in parenting support, family therapy and coping mechanisms potentially across seven days to support the family to develop their skills, resilience and wellbeing.

Safety and security Islanders are safe and protected at home, work and in public - the young

people who will be supported by this service are those most at risk in our community. They may be vulnerable to exploitation by adults and/or they may be involved in behaviour which places individuals at risk or in a state of alarm this may include behaviour classified as anti-social behaviour such as community disturbances or substance misuse. The programme will work with young people utilising a restorative and reparative approach to consider this kind of behaviour, confront offending behaviour, and develop victim empathy as well as an appreciation for the consequences of actions. Staff will also provide pro-social role models.

GP22-CSP1-2-06

Project: Education Demographic Pressures

Department: Children, Young People, Education and Skills

Additional investment required: (£000)

2022 2023 2024 2025

678 789 1,412 2,132

Project summary

Education in Jersey is experiencing change. The Education Reform Programme, a cornerstone of the 2021 Government Plan, is now established and beginning to deliver on the recommendations of the Independent School Funding Review and the Big Education Conversation. In addition to this, a review of inclusion is being undertaken during the Summer Term 2021, with findings to be subsequently presented to the Minister. One of the main aims of the Education Reform Programme is to ensure a sustainable funding solution is achieved for the education system. This includes reforming the education funding formula and funding arrangements for children and young people with Special Educational Needs (SEN).

Although the Education Reform Programme will begin to look at structural changes to the system to make it more efficient and also deliver improved educational outcomes for children, continuing demographic change in a number of areas has led to a rise in pupil numbers that has put significant pressure on school budgets.

Demographic pressures exist in the following areas:

Primary education as a result of a demographic bulge that is due to reduce by 2025

Secondary education due to high pupil numbers resulting from the higher birth numbers experienced

in the early part of the 2010s transitioning from primary to more expensive secondary provision

Increased numbers attending Highlands College 16-18 provision

Higher numbers of children attending one of Jersey s special schools and provisions, including Mont

a L Abbe and La Sente schools and La Passerelle

Increased numbers of pupils with a Record of Need , therefore requiring additional specialist support.

Higher numbers of nursery children accessing 30 hours following policy change and additional costs

resulting from the new provider rate of £6.70hr

The Department for Children, Young People, Education and Skills maintains models that forecast requirements. However, these must be updated periodically to reflect variable factors such as pupil preferences, the rate of immigration and emigration, and the prevalence of young people with elevated levels of need. The last demographic update was provided for in the Government Plan 2020-23 and this funding reflects changes to the required level of resources based on the latest data, as well as impacts that were anticipated in earlier modelling and are only now translating into additional financial requirements.

The funding indicated above provides resource for nursery, primary and secondary education requirements as well as additional attendance at Highlands College. Funding related to SEN and Records of Need is being held centrally pending the completion of the Inclusion Review, which will have implications for how complex need is met and hence the associated financial implications.

Impact on sustainable wellbeing

This work fits with improving Community Wellbeing - the Quality of People s Lives, specifically through the following areas: All Children in Jersey Lead Healthy Lives and Mental Health & Wellbeing . This investment ensures schools are properly funded to enable the best outcomes for children to be

achieved.

This funding request impacts on the key areas of the Jersey Performance Framework, including:

All children in Jersey live healthy lives through the funding of nursery education. Sufficient early years funding provides children with the best start to their education. This enables children to be

more confident to access their learning from a younger age and impacts positively on a child s health, wellbeing, and their ability to form strong relationships. There is also evidence to show the importance of early education on strengthening parental engagement in a child s learning.

Investments made in early years education, to give all children the best start in life, have lasting and significant benefits. With a focus on the three prime areas of learning from the Early Years Foundation Stage curriculum - Communication and Language Development, Physical Development and Personal, Social and Emotional Development children will be supported to progress into primary education with confidence. Those firm foundations of early learning will become embedded. In addition, this will impact positively on a child s health, wellbeing and their ability to form strong relationships. Evidence shows that early engagement with parents can support a child s learning and development by strengthening the home learning environment.

All children in Jersey learn and achieve through the funding of primary, secondary and post 16

education. There are long-term benefits to investing in all phases of education, enabling children to confidently progress to further phases of education and access learning later through life. This not only enhances opportunities for the individual but has wider societal and economic benefits.

All children in Jersey are valued and involved through appropriate funding of schools, ensuring

equity and fairness. All children should have the same opportunity to achieve and, therefore, sufficient levels of funding for all phases of education and across all schools is essential. It is vitally important to avoid the widening of a learning and attainment gap, where some children prosper, and others do not. Children s rights must be recognised, and their voices heard.

CSP 2 - Improve Islander's wellbeing, mental and physical health.

GP22-CSP2-C-11

Project: Health and Social Recovery

Department: Strategic Policy, Planning and Performance

Additional investment required: (£000)

2022 2023 2024 2025 5,000 3,000 - -

Project summary

Covid-19 presented the most significant challenge that the Island has faced in generations. The impact of the pandemic has been felt by all Islanders and, for some, it will have lasting effects on their health, livelihood and/or social circumstances.

The Government is committed to investing to support the Island s recovery from the pandemic. Funding was already agreed in the Government Plan 2021-24 to fund projects aimed at facilitating the economic recovery, and investment has also been made to enable essential Government services to catch up

on lost activity. This investment is intended to provide a source of funding to enable recovery from the wider impacts on Islanders health and social wellbeing.

Whilst we know that the impact of the Covid-19 has been unequal, and that it has exacerbated a number of pre-existing areas of health and socio-economic weaknesses, the full consequences are still becoming known. Consistent with the approach taken for the economic recovery, this investment will therefore provide for a source of funding into 2023 that will allow Government to invest in a series of targeted interventions. Funding will also be made to support initiatives designed to improve the evidence-based and enhance Government s understanding of the impact of Covid-19 to ensure that both new and existing are projects well-targeted to supporting the Island s health and social recovery.

Impact on sustainable wellbeing

Community Wellbeing

This investment will enable a series of projects aimed at improving the health and social wellbeing of Islanders to enable a recovery from Covid-19.

A successful recovery from the COVID pandemic will be one which ensures that we have built back the strengths and assets across our communities that support Islanders ability to respond to and thrive in the face of future threats and challenges.

Project: Children s Health Recovery Plan Department: Health and Community Services

Additional investment required: (£000)

2022 2023 2024 2025 2,000 3,800 3,800 3,800

Project summary

Children s health needs have been increasing in recent years and the timely identification and treatment of conditions is crucial for children s long-term health management. There has been a 100% increase

in the identification of children s neurodevelopmental conditions. For example, in 2017, there were

109 children with Attention Deficit Hyperactivity Disorder (ADHD), but by July 2021 that figure had increased to 428. Half of all mental health problems are established by the age of 14, with three quarters established by 24 years of age and there is strong evidence that early intervention to respond to and treat these conditions has a significant impact on preventing escalation and reducing the need for additional support requirements in adulthood.

Government s support for these types of need straddles multiple government departments and also involves voluntary and community sector partners. Investment was agreed as part of Government

Plan 2021-24 within CYPES that aims to strengthen children s mental health services, focusing on early intervention and the Children and Adolescent Mental Health Service (CAMHS) community offer. At the time that investment was agreed, it was acknowledged that further work needed to be undertaken, particularly with Health and Community Services, to respond to children and young people with more complex mental health needs and the interfaces with wider health vulnerabilities. This children s health recovery business case identifies these broader requirements.

While children s health needs have been increasing, they have been significantly exacerbated by Covid-19. The pandemic is the biggest health crisis for generations, the enormity of its impact is only starting to be realised, with evidence of a significant decline in both the mental and physical health of the population. Given the requirement for prolonged closures of early years settings, schools, extra- curricular activities and the absence of short breaks for children with disabilities, plus the added financial burden of employment and housing vulnerabilities, many families are now experiencing a deterioration in their wellbeing.

This project directly addresses the increase in demand for children s health services including that which has arisen as a result of the Covid-19 pandemic. Resource is needed to manage the increase in children s, young people s and families health needs and to implement an integrated paediatric therapy and neurodevelopmental service to manage this more effectively moving forward.

To deliver on these requirements the Government will implement a children s health recovery plan. It will extend the current service models to create a comprehensive, integrated offer that reaches across health, social care, education and the voluntary sector consisting of the following:

Home Treatment and Liaison Team - Setting up a specialist Home Treatment and Liaison Team that will operate daily and provide an out of hours service. The aim of the team is to prevent children

and young people from having to go into hospital unless there is a medical need for treatment, for example, as a result of injury. The Team will be flexible and aim to support the child or young person in the location that is best for them whether that is at home, school, a GP surgery etc. In addition,

the team will provide a liaison service supporting the most vulnerable who become in-patients, providing a consistency of care and a multi-disciplinary approach in collaboration with in-patient staff. Overall, this service is expected to deliver improved outcomes for children and young people whilst simultaneously reducing the demand on hospital and other acute care capacity.

Perinatal mental health (PMH) - PMH problems are those which occur during pregnancy or in the

first few years following the birth of a child. Perinatal mental illness affects up to 20% of new and expectant parents and covers a wide range of conditions. If left untreated, mental health issues can have significant and long-lasting effects on the parent, the child, and the wider family. Specialist PMH services provide care and treatment for parents with complex mental health needs and support the developing relationship and bond between parent and baby. They also offer parents with mental health needs advice for planning a pregnancy. An integrated perinatal mental health service will be established that will reduce the longer-term impact of perinatal mental health on the child and their parent including the future potential for high-cost children s social care and/or adult statutory services. The service will be evidence-based and multi-agency, building on the network of providers that already exist in Jersey.

Neurodevelopmental service - this new service will be established to manage the increase in cases

that has developed due to Covid-19 and manage future assessments and treatments in a more integrated way. This will also include a health psychology offer, which is an area that is currently unsupported in paediatrics.

Child to Adult Mental Health Transition Pathway a new pathway will be implemented which will

provide a consistent point of contact and service offer for young people that still require support from adult services. This will ensure that young people are fully involved in decision making and deliver an integrated pathway that is able to support young people to successfully make the transition into adult mental health services whilst ensuring that the treatment provided is well-targeted to their needs.

Specialist medical capacity to support the introduction of each of the new services within this

project, additional medical leadership and oversight is required. Pediatricians, child psychiatrists and associate specialists will support the new pathways and provide out of hours cover.

Impact on sustainable wellbeing

Community Health and Wellbeing

Improve Islander s wellbeing and mental and physical health - by improving the quality and availability of mental health services, the project directly addresses the increase in demand for children s health services which have significantly increased as a direct result of the Covid-19 pandemic.

Mental health and wellbeing are fundamental to quality of life in Jersey the programme will deliver vital support to catch up on assessments not possible during the pandemic, potentially then providing patients access to a greater range of resources to support their mental health.

Islanders benefit from healthy lifestyles delayed access to health care can affect people s lifestyles.

Islanders are protected against social and environmental health hazards Covid-19 has increased social isolation for some groups, resulting in increased cases of self-neglect. This programme seeks to proactively engage with the community to protect people from the erosion of social networks and the harm that has caused through the pandemic.

Islanders can access high quality, effective health services the programme will directly provide Islanders with faster access to care that might otherwise have long waiting lists due to the pandemic and

generally increase demand for services.

Islanders with long-term health conditions enjoy a good quality of life this programme will be providing enhanced access to therapeutic services for people with long-term conditions. A particular area which has been impacted is the provision of services to children across the therapies, which could have far- reaching impacts if not addressed.

Project: Covid-19 Health Service Recovery Department: Health and Community Services

Additional investment required: (£000)

2022 2023 2024 2025 1,296 - - -

Project summary

The Covid-19 pandemic is considered a major disruptive event of this decade, affecting health and care systems worldwide. The pandemic has increased the influx of patients in hospitals, and healthcare organisations are simultaneously facing unprecedented constraints on their operational capacity due to the need to maintain infection control procedures and staff isolation requirements.

To respond to the unprecedented challenge presented by Covid-19, Health and Community Services (HCS) was required to adapt the profile of the services that could be offered during the pandemic, with much of the focus being on dealing with urgent rather than routine work as capacity has been restricted. This response manifested in the following challenges:

Routine services were suspended, and staff were re-deployed during the first wave to prepare for an

influx of Covid patients. The available bed base for elective work was reduced to enable treatment of Covid patients.

Routine services were suspended again during the second wave as the Department prepared for an

increase in Covid patients. The available capacity for elective work was reduced to an even greater extent than was experienced during the first wave.

Social distancing measures were introduced, which limited waiting areas and therefore reduced

capacity and throughput across services.

Infection prevention and control measures were introduced, which required additional cleaning,

lengthening the turnaround times for clinics and thereby restricting capacity.

Patient behaviour changed in primary and secondary care:

Throughout the pandemic, and particularly during lockdowns, patients reduced their reporting of

issues to their GP, which would ordinarily have resulted in a referral for hospital care. This created pent up demand in the system, which was released in bulk when restrictions eased causing waiting list issues.

Patients have been nervous to attend appointments, causing issues filling clinics and surgery lists,

reducing throughput and further increasing waiting lists.

With the exception of emergency cases, patients have been unable to access UK / off-Island services,

which has resulted in higher waiting times as access to off-Island services resumed.

Staffing levels have been affected either through sickness, stress, or lack of access to temporary off-

Island resources. This has sometimes caused a reduction the service offering and therefore increased backlogs.

The wider system of care has been affected by a drop in capacity, particularly social care, which has

been impacted by restrictions on the movement of staff between providers and has experienced difficulty obtaining staffing from off-Island due to Covid travel restrictions and Brexit.

The overall impact of these challenges has been to create waiting list pressures and to delay the provision of essential diagnostic and preventative services such as cancer screening. This investment is intended to substantially expand capacity in the affected services on a temporary basis to allow waiting lists for services to return to pre-Covid levels, and to temporarily increase the volume of preventative services in an effort to recover some of the output that has been lost due to the pandemic.

Impact on Sustainable Wellbeing

Community Health and Wellbeing

The programme contributes to the Jersey Performance Framework across all areas of the Health and wellbeing category.

Islanders benefit from healthy lifestyles delayed access to health care can affect people s lifestyles. For example, people who are currently waiting on the elective surgery waiting list typically have conditions affecting quality of life, e.g. hip, knee, or hernia issues, which can greatly affect people s quality of life if not addressed.

Islanders can access high quality, effective health services the programme will directly enable Islanders faster access to care than they are currently experiencing due to waiting lists caused by the pandemic.

Mental health and wellbeing are fundamental to quality of life in Jersey the programme will deliver vital support to catch up on assessments for long-term conditions such as dementia that were not possible during the pandemic, potentially then providing patients access to a greater range of resources to support their mental health.

Project: Covid-19 Vaccine

Department: Health and Community Services

Additional investment required: (£000)

2022 2023 2024 2025 4,103 - - -

Project summary

The Covid-19 pandemic continues to be a global health emergency and a danger to the health and wellbeing of Islanders. Public health restrictions that have proven effective in managing the level of transmission in the community, but they have a profound economic impact that is not sustainable. The Covid-19 Vaccination Programme offers the Island the opportunity to manage the health risks presented by Covid-19 and successfully live with Covid-19 without the need for public health restrictions.

The Covid-19 vaccination programme was funded in the Government Plan 2021-24 and has been undertaken at pace during 2021. The programme is expected to have offered both doses of the Covid-19 vaccine to all Islanders aged over 18 by the end of 2021 and an initial first dose vaccine will have been offered to young people aged between 12 and 17 by the end of that year. Uptake amongst Islanders has been strong and has been supported by changes to the delivery model designed to increase take up rates, which has included the introduction of a walk-in facility and other flexible access options.

Current evidence suggests that a vaccine booster programme will be required to maintain the high level of protection currently afforded by the Covid-19 vaccines that have been delivered and/or to provide additional resilience against new variants. The Joint Committee on Vaccines and Immunisations is therefore currently recommending that provision is made for a vaccine booster programme although this remains under review as the international scientific consensus continues to evolve. A final decision will be taken in September 2021. The delivery of boosters is likely to commence in the third or fourth quarter of the year and take until the end of the first quarter of the following year to complete.

This investment will enable the provision of a booster dose to Islanders aged over 18 year of age during quarter one 2022 and a second booster, if one is needed, during quarter four 2022. While the first booster vaccines are being delivered to Islanders over the age of 18, funding is also provided

to complete the initial two-dose vaccination of young people between the ages of 12 and 17. In case vaccine boosters become necessary on an annual basis, funding is provided in reserves to enable a similar booster programme to be delivered for the remaining years of the Government Plan 2022-25.

The total population offered the first booster will be 85,779 and, as a consequence of the inclusion of 12 17-year-olds within the vaccination programme, the target population for any second booster, delivered in the latter part of 2022, will increase to 92,765.

Impact on Sustainable Wellbeing

Community Health and Wellbeing

Covid-19 still presents as a threat to the population of Jersey, particularly to those in high-risk groups such as the elderly, those over the age of 50 years, and those with underlying health conditions.

A booster vaccination will reduce the health risks presented by Covid-19 including the risk of hospitalisation. The availability of a safe and effective booster vaccine programme is currently expected

to be hugely important in the control of the pandemic on-Island.

Economic Wellbeing

The vaccine is the key to the Island s ability to reduce the economic impact of disruption brought about by the pandemic, which itself could affect the population s wellbeing.

Project: Personal Protective Equipment (PPE) Warehousing Department: Health and Community Services

Additional investment required: (£000)

2022 2023 2024 2025 407 414 421 105

Project summary

The timely provision of Personal Protective Equipment (PPE) is essential to Government s Covid-19 response. At the start of the pandemic, global shortages of PPE were experienced that put pressure on Government to procure suitable quantities of the protective equipment necessary to support front line health and care services. While the flow of PPE was able to be maintained, the Government took the decision to reduce the supply chain risk associated surging PPE demand by maintaining a stock of PPE that would allow sufficient time for new shipments to be received even in a high-demand environment.

To accommodate the PPE stock, additional warehousing and logistics arrangements were put in place and funded in the Government Plan 2021-24. Given the inherent uncertainty about on-going PPE requirements at the time that Government Plan was lodged in Summer 2020 funding was provided

for one-year only pending a long-term solution. There is now an expectation that PPE will continue to be required over the medium-term in response to Covid-19 and that effective contingency planning should include a larger stock of medical PPE than was previously held. Moreover, additional warehouse capacity is required to enable storage of medical equipment from the now-decommissioned Nightingale Hospital.

This investment will enable a longer-term warehousing and logistics solution to be implemented under contract that will run until the end of March 2025 the commercial approach for which was determined following the completion of a competitive tender process in the March 2021.The intended solution will ensure that the Island has secure storage and suitable distribution arrangements for essential PPE stocks for the foreseeable future.

Impact on Sustainable Wellbeing

Community Health and Wellbeing

The provision of suitable PPE is crucial for ensuring continuity of safe health and social care provision while Covid-19 remains a risk to the health and wellbeing of Islanders.

As part of the appropriate management of the Covid-19 pandemic, access to PPE is essential for those most at risk the professionals working in the health and social care sectors. This is because these sectors are responsible for providing essential treatment and care for those who are either confirmed to have Covid-19, are symptomatic or are highly vulnerable. They are often in prolonged close contact with individuals who are symptomatic or particularly vulnerable to infection. It is therefore fundamental that health and care workers who are conducting these procedures have access to and supply of PPE so that they can do their job safely. By facilitating an adequate supply of PPE, this initiative therefore supports the delivery of safe and effective health care to Islanders.

GP22-CSP2-C-09

Project: Personal Protective Equipment (PPE) Provision and Supply Department: Health and Community Services

Additional investment required: (£000)

2022 2023 2024 2025 3,300 2,500 1,900 1,400

Project summary

The Island s highly effective vaccination programme has substantially reduced the risk of serious illness presented by Covid-19. However, there are on-going risks that mean the public health and operational responses to Covid-19 will continue in the foreseeable future:

Some Islanders have underlying health conditions that prevent them from being vaccinated or mean

that the vaccine is not able to provide the same high levels of protection as it does for others

No vaccine is entirely effective meaning that some vaccinated Islanders will still contract the disease

and may require medical treatment

The potential for variants to develop that are more vaccine-resistant and therefore pose greater risk to

public health

To enable healthcare services to respond effectively to these residual risks, PPE in health and care settings is currently assumed to remain a requirement for the life of this Government Plan. The necessary public health responses required to respond to these risks, such as border and workforce testing, also require high levels of PPE consumption themselves.

A high degree of uncertainty remains around the precise PPE requirements and how widespread the need to continue using elevated levels of PPE will be. Assumptions have been made based on usage in 2021 and public health policy will continue to be closely monitored to enable changes to financial forecasts as Jersey s response, and that of the international community, evolves.

Impact on Sustainable Wellbeing

Community Health and Wellbeing

The provision of suitable PPE is crucial for ensuring continuity of safe health and social care provision while Covid-19 remains a risk to the health and wellbeing of Islanders.

For the reasons outlined above, access to PPE is essential for professionals working in the health and social care sectors. These sectors are responsible for providing essential treatment and care for those who are either confirmed to have Covid-19, are symptomatic or are highly vulnerable. They are often in prolonged close contact with individuals who are symptomatic or particularly vulnerable to infection. It is therefore fundamental that health and care workers who are conducting these procedures use PPE so that they can do their job safely. By facilitating an adequate supply of PPE, this initiative therefore supports the delivery of safe and effective health care to Islanders.

Project: Obstetric and Gynaecological (O&G) Services Department: Health and Community Services

Additional investment required: (£000)

2022 2023 2024 2025 646 646 646 646

Project summary

The nature of Obstetrics and Gynaecological (O&G) services means that Jersey is able to place lower levels of reliance on UK specialist services as might be possible for other medical functions. Despite being a small community, Jersey must maintain access to sufficient range of specialists to meet the varied O&G requirements of the community. In recent years, reviews of the O&G service have identified opportunities to introduce changes to the model of care within the department that will enhance the standard of patient care it can deliver.

This project seeks to enhance the O&G services in line with the Royal College of Obstetrics and Gynaecology s (RCOG's) Manifesto for Change, which focuses on the following core areas:

Always put the patient first

Zero harm and patient safety

Creating outstanding leadership and working together as teams of professionals Regulation inspection and accountability

Metrics and outcomes

Consistent with the RCOG s Manifesto, this investment will increase clinical capacity at consultant and middle-grade doctor level as part of a wider project that seeks to deliver:

Clear departmental governance, including structure, strategy and documentary evidence of

processes and standards

Increased Consultant presence on the labour ward to increase the availability of specialist support

where necessary

Stronger clinical leadership on the labour ward and other clinical areas to enhance service delivery,

clinical processes and decision-making

Enhanced clinical education and support for middle grade doctors, including with second stage

management, with a view to reducing the currently high Caesarean section rate

Strengthening of the clinical audit programme, datix management, and process for learning from

incidents

The implementation of structure care pathways for early pregnancy complications The development of specialised antenatal services

Overall, this initiative will allow HCS to take a major step to improve the quality-of-service delivery, reduce the number of serious incidents, provide more timely access to secondary care and improve patient safety.

Impact on Sustainable Wellbeing

Community Health and Wellbeing

Islanders can access high quality, effective health services.

This investment will enable the O&G department to meet improved standards for access to timely and effective health care including:

Avoiding potential delays in diagnosis or management of conditions Allowing greater consistency in care

Adopting a patient centred approach to care with greater accessibility to on-Island care and reduced

travel

Improved patient experience

Economic wellbeing

Investment is also expected to lead to reduced off-Island in-patient stays.

Project: Emergency and Urgent Care Vehicle Replacement Department: Justice and Home Affairs

Additional investment required: (£000)

2022 2023 2024 2025 157 269 401 477

Project summary

Justice and Home Affairs (JHA) requires a range of specialist vehicles within the Ambulance Service and Fire and Rescue Service to deliver essential services to Islanders.

As part of the Government s strategy to centralise the procurement and management of fleet assets under Jersey Fleet Management (JFM), the model for vehicle replacement in JHA has shifted from departmental capital requirements to on-going revenue expenditure for vehicle leases through JFM.

The transition to this new model has occurred in stages. The first stage is now complete and a proportion of vehicles are managed through lease contracts with JFM, ensuring best value through the specialist management and maintenance that JFM can provide.

In order to accomplish stage two, involving the transfer of the remaining fleet to JFM, this request for revenue funding will enable leases to be entered into with JFM. These leases are required to ensure JHA is able to maintain a safe and reliable, fit for purpose fleet of emergency, critical and specialised vehicles, which is essential in maintaining the Department s operational resilience and enabling a prompt response to Islanders when emergencies arise.

This investment is split between funding for the Ambulance Service and Health & Community Services (HCS) requirements, and funding for Fire & Rescue Service requirements.

The requirement for replacement vehicles follows a review of the overall fleet that considered the Services needs and identified some aging assets as outdated and in need of replacement. This review also sought to ensure that assets are used in the most efficient and sustainable manner including shared use where practicable and the moving of fleet between departments. As part of the on-going management of fleet requirements, there will be regular reviews of fleet requirements over the course of the Government Plan 2022-25 as leases end to ensure efficient and effective fleet management.

Investment will enable the replacement of emergency and specialist vehicles to ensure the continuation of critical service provision for the Services emergency response, ensuring the fleet maintains the required advancements in technology that help improve safe service delivery and at the same time support improvements in the Services environmental impact.

Impact on Sustainable Wellbeing

The provision of an emergency and critical care vehicle fleet directly supports, and is fundamental to, Health and Wellbeing and Safety and Security sub-areas of the Jersey Performance Framework. An improved fleet will ensure we are able to respond quickly, effectively and safely when required, using advancements in technology that help improve safe service delivery and at the same time support improvements in the Services environmental impact.

Community wellbeing

By utilising the latest technological advances in vehicle design JHA will be helping to ensure Islanders are protected against social and environmental health hazards in the future when an emergency response needs to be activated. Reducing emissions is a key consideration during fleet replacement.

Project: Specialist Paramedic Team Department: Justice and Home Affairs

Additional investment required: (£000)

2022 2023 2024 2025

100 - - -

Project summary

This funding will build the business case for a team of Specialist Paramedics and identify the appropriate resource profile for the Ambulance Service for the future. Funding will be used for the detailed analysis of Ambulance data over recent years to identify when a specialist paramedic response could have prevented the need for a double crewed ambulance, helping to reduce pressure on the emergency ambulance service and reducing the number of patients admitted to the Emergency Department in line with the Jersey Care Model. A workforce review will be carried out to help identify the Service s needs and the best way to help meet or reduce the increasing demand on emergency ambulances.

This Service aims to provide alternate and more appropriate pathways for patients who do not require admission to the emergency department and would receive an improved service in the community, with the right offering available, in conjunction with Health & Community Services (HCS). The analysis will assist JHA to identify conditions that can be better supported through community health care provision, ensuring the right service can be provided at the right place and time. This requires the Ambulance Service to provide further analysis of its call data to ensure future resourcing models provide the most appropriate level of care in the community by ambulance services and do not duplicate other health services on offer.

There has been a further rise in demand for ambulance services over the past year and current resources are likely to be insufficient to meet the increasing levels of demand. This approach will enable understanding of where the increase in demand is coming from and what type of resource will best help meet that demand, enabling strategy development to manage the rise in calls most appropriately. By providing the right level of care at the right place and right time will ensure we provide the most appropriate patient management, putting the patient at the centre of care.

Impact on Sustainable Wellbeing

Community wellbeing

Health and wellbeing

Islanders can access high quality, effective health services. Safety and security

Islanders are safe and protected at home, work and in public.

This funding will contribute to Common Strategic Priority 2, to improve Islanders' Wellbeing and Mental and Physical Health, by identifying the most appropriate resourcing required to manage the increasing ambulance workload. JHA will be able to ensure patients receive the most appropriate, high quality

and effective care and services. This requires us to provide further analysis of our call data in order to ensure future resourcing models provide the most appropriate level of care in the community and do not duplicate other health services on offer.

CSP 3 - Create a sustainable, vibrant economy

GP22-CSP3-1-10

Project: International Tax Department: Treasury and Exchequer

Additional investment required: (£000)

2022 2023 2024 2025 504 359 259 259

Project summary

The Organisation for Economic Co-operation and Development (OECD) is carrying out work on international tax reform. This comprises two pillars which deal with the tax challenges arising from digitalisation (Pillar 1) and proposals for ensuring that large multinational enterprises pay agreed minimum effective taxation on cross-border profits (Pillar 2).

On 18 May 2021, the European Commission published a Communication on Business Taxation in the 21st Century which proposes that once Pillar 2 has been transposed into EU law through an EU Directive, the Code of Conduct Group (CoCG) will introduce implementation of Pillar 2 as an additional criterion used for the assessment of third countries in the EU listing process.

The OECD proposals are highly technical international tax frameworks that are being developed in

a very complex global policy environment. They require careful and detailed ongoing monitoring, engagement and risk management to ensure that Jersey s future economic growth and the Island s international reputation is not adversely affected by any changes. This project would fund specialist work in international taxation to safeguard Jersey s interests through the first phase of the Government of Jersey s response to this work.

Impact on Sustainable Wellbeing

Economic business environment

The OECD s Pillar 2 proposal is a requirement for jurisdictions to implement measures which would see large multinational enterprises paying a global minimum effective rate of corporate tax. It is likely that the implementation of Pillar 2 will become an EU Code of Conduct listing criterion for jurisdictions such as Jersey. This investment will enable the Island to appropriately respond to the intended provisions in a way that supports Jersey s economic interests and international reputation.

Project: Financial Crime Prevention Department: Office of the Chief Executive

Additional investment required: (£000)

2022 2023 2024 2025 1,800 1,800 1,800 1,800

Project summary

This will ensure that our financial crime regulatory regime is fully in line with the international standards set by the Financial Action Task Force (the FATF), in advance of Jersey s review by MONEYVAL (the FATF regional body) in 2023/2024. This investment is designed to support the Island s long-term prosperity as a responsible international financial centre and focusses on preventing financial crime by the co-ordination and operation of a robust mitigation regime in Jersey.

Investment will be made in several critical areas:

Further national work on risk understanding and co-ordination of the anti-money laundering and

countering the financing of terrorism regime across numerous agencies

A revised operational structure and significant resource investment in the islands Financial

Intelligence Unit (FIU)

Significant further investment in operational law enforcement capacity to detect and investigate

financial crime

Further investment in the Economic Crime and Confiscation Unit (ECCU) to enhance Jersey s ability

to investigate and prosecute complex, cross-border financial crime cases and enhance international co-operation

Impact on Sustainable Wellbeing

Economic Wellbeing creating a dissuasive environment to financial crime, protecting and strengthening our financial services industry

The financial services industry remains the key driver of Jersey s economy employing the largest number of islanders of any single industry. The requirement to implement international standards,

such as those set by the FATF are critical to ensure that Jersey remains a well-respected international finance centre and retains access to global markets. Investment will be made in key authorities based

in Government, Law Enforcement and Prosecution to strengthen Jersey s defences against financial crime. Resource will particularly work on enhancing the islands identification of risks faced by the finance industry and work with both the industry and the authorities to co-ordinate a more developed understanding of risk and implementation of robust mitigation measures. Authorities such as Jersey s Financial Intelligence Unit will be strengthened to enhance outreach to assist in identification of risks and with resource to develop analysis of suspicion of financial crime. The FIU, Law Enforcement and Prosecution authorities will be provided with resource to significantly enhance international co-operation efforts working with overseas partners to exchange financial intelligence and bring financial criminals

to justice. The Economic Crime and Confiscation Unit will be further strengthened in order to ensure

it has adequate resources to prosecute the most complex and cross-border financial crime cases. Overall, investment in these areas is intended to ensure Jersey fulfils its international commitments and is regarded as a well-regulated financial centre with a long term and sustainable future and a robust regime preventing against financial crime.

GP22-OI3-25

Project: Regulatory Sustainability

Department: Infrastructure, Housing and Environment

Additional investment required: (£000)

2022 2023 2024 2025 750 750 750 750

Project summary

The Regulation Directorate in Infrastructure, Housing and Environment (IHE) provides critical protection for the Island s built and natural environment, as well as citizen centric services such as the protection of housing standards, food standards and public health services, and the enablement of new infrastructure and facilities.

The Comptroller & Auditor General s (C&AG) 2020 report into regulatory functions use of enforcement powers highlighted that the Directorate needs to invest more resources and support a culture change centred around engaging with citizens more effectively and reducing its tendency to use enforcement powers.

The C&AG Report highlights the need for substantive cultural, legal and procedural changes to compliance and the use of enforcement powers of Regulatory functions, which requires resourcing to enable true transformational change across the Directorate.

Additional resourcing is intended to enable the delivery of regulation that is more responsive, agile and resilient to respond to Islanders needs and changing expectations. This investment supports the Government s strategic objectives to drive more efficient working and improved operational delivery through a One Regulator model designed to be more joined-up with a consistent approach to regulatory services. This includes the aim to increase commerciality and potential for future cost recovery or cost-neutral operations.

Additional resources will be allocated across the following areas:

Environment and Consumer Protection Team additional resources will support officers in

designated roles within Public Health and Nuisance that have historically been dealt with by multi- disciplinary officers. Challenges over the past year have evidenced that this essential work needs to be conducted by specialist officers carrying out pro-active public health campaign work with

a community welfare focus. More resources will also be dedicated to community nuisance, given increasing community demand that is partly linked to people spending more time at home due to homeworking.

Development and Land Team funding will provide additional planning officers and enable long- standing temporary agency staff to be recruited on permanent basis. More resources are required

in order to cope with the high levels of planning applications, resulting from and supporting the Island s economic recovery. Customer expectations are high, as these projects provide the essential buildings required by our community such as housing, hospital, and school improvements. Substantial additional demand has been placed on development approvals as consequence of pressing demand to expand the Island s housing stock and the Government s own ambitious capital programme, which includes strategically important developments that require planning and building permission.

Historic and Natural Sites of Special Interest additional support for the listing of protected trees

and other important protected sites. The new Tree Strategy, as part of the Carbon Neutral Strategy,

will also bring about new regulatory regime to protect and manage the Island s Tree stock, and this requires resourcing for ongoing regulation.

Statutory Reform - an additional post will support statutory reforms and a charges review, which

will enable a comprehensive response to the C&AG s recommendations in respect of legal and procedural transformation and will support the development of new income streams consistent with the ambition to develop a cost-neutral Regulation Directorate.

Impact on Sustainable Wellbeing

Built and Natural Environment through the protection and listing of sites of built and natural special interest, protecting the most valuable trees and managing the Island s tree stock, enabling important building projects, and supporting the economy

Vibrant and Inclusive Community by reducing community nuisance, de-escalating neighbourhood disputes and instances of anti-social behaviour.

Health and Wellbeing by improving standards of living, reducing environmental health detriments and proactive campaigns to ensure residents are informed about the steps they can take to reduce or eliminate the impact. Examples include awareness of air quality, ensuring your private water supply is safe to drink, investigation into clusters of health detriments to determine any cause and improving individual s wellbeing through limiting potential enforcement activity.

Sustainable Resources through a regulatory regime of the Island s natural capital contributing to a Carbon Neutral future, and reduction in single use plastic

CSP 4 - Reduce income inequality and improve the standard of living

GP22-CSP4-1-06

Project: Housing and Food Licensing Schemes Department: Infrastructure, Housing and Environment

Additional investment required: (£000)

2022 2023 2024 2025 1,000 1,000 1,000 1,000

Project summary

The Food Safety (Jersey) Law has been in place since 1966 and legislation on Housing Standards has been in place since 2018.

An updated food safety law is now in draft to reflect modern practices, which include provisions to introduce licencing of food operators. Similarly, the Housing Standards legislation makes provision to introduce a licencing scheme for rented dwellings.

The intention is that both schemes, if approved by the States Assembly and implemented, would be on a cost neutral basis. As a result, the cost of activities surrounding the enforcement of these laws would be recovered through a charge on regulated businesses. The intended charges were anticipated to give rise to income for the Department of £1 million. The additional incremental cost of administering the Law was forecast to be £200,000 so the expected additional income allowed the Department to propose a net-saving of £800,000 within the budget for the existing environmental health team. This saving was accepted by the States Assembly when it approved in the MTFP 2016-2019 and it was built into the IHE budget in Government Plan 2020-23 and Government Plan 2021-2024.

However, as recently as 20 July 2021 the States Assembly rejected Regulations as a mechanism

to introduce a charge resulting in a need for an additional £1 million to enable the Department to successfully regulate the private rental market under the Public Health and Safety (Rented Dwellings) (Jersey) Law 2018, and to restore funding for the pre-existing environmental health team, which had previously been given up as savings on the assumption new charges would be approved.

This project will result in the Department being able to continue its current work which includes: Inspection of food premises

Examination of food imports

Provision of export health certificates for products of animal origin

Continuation of the Eat Safe scheme

Essential inspection of rented dwellings to ensure that homes are safe

Resolution of housing and tenancy related complaints

The administration of the voluntary Rent Safe scheme

Seeking compliance on residential tenancy matters

Impact on Sustainable Wellbeing

Community wellbeing:

Improvements to housing standards have clear links to children and families long term physical and

mental health outcomes. These modest minimum standards tackle very real issues surrounding damp and mould growth, excess cold, asbestos, carbon monoxide, overcrowding, security, light and noise, hygiene conditions, sanitation, water supplies, electrical and fire hazards. Work in these areas is vital to reduce accidents, injury and poor long-term outcomes.

The Eat Safe scheme drives up food standards reducing risks of food poisoning and other related

health issues and is an important driver for raising food standards within the hospitality sector, where the display of their star rating is mandatory.

Economy wellbeing:

Investment will help to ensure that landlords meet minimum standards when providing properties to

let. This would ensure that tenants live in properties that are safe. There is diversity in the quality of provision and this investment will ensure a modest minimum standard is available to all

Identification, acceptable reduction or elimination of housing hazards has a direct link to a reduction in

costs on health services and society as a whole. Residents can stay in their homes longer and suffer fewer physical and / or mental health related issues which would require expensive intervention

Driving up food standards promotes Jersey as an excellent food destination

Illness and injuries relating to poor housing and food operating conditions leads to increased absence

from work which increases health and social security costs

Environmental wellbeing:

Enforcing housing standards leads to an improvement in energy consumption where properties must

be adequately capable of being heated and defects which waste energy such as drafts, structural issues, damp and mould must be addressed.

The Rent Safe scheme has direct links to energy efficiency. 5 stars are only awarded to properties

that have a range of energy efficient measures in place.

GP22-CSP4-3-03

Project: Income and Expenditure Survey

Department: Strategic Policy, Planning and Performance

Additional investment required: (£000)

2022 2023 2024 2025

178 13 - -

Project summary

Statistics Jersey will restart the Living Cost and Household Income Survey from September 2021 (the previous survey was stopped prematurely due to Covid-19 restrictions on carrying out surveys in people s homes).

This survey measures household income and expenditure over a 12-month period. It will enable production of income distribution analyses for the first time since 2016, which will enable progress on CSP 4.2 (reducing income inequality and improve the standard of living by improving social inclusion) to be assessed, therefore feeding into government policy on measures to address relative low income (including social housing and welfare measures) and benefitting Islanders.

The aim is to produce sufficient income distribution analyses to be available in time for the next Common Strategic Policy process in 2022, to support the next government in its priority setting. This will also respond to amendment 17 of the Government plan 2021-2024.

The 12 months of expenditure data from the survey will also tallow the basket of goods for the Retail Price Index to be updated and made representative of what Islanders spend their money on as the current basket of goods was last updated at the start of 2018 (based on 2014/15 survey data, published in 2016). This update will provide more accurate estimates of inflation especially for goods and services with rapidly changing prices (e.g. telecommunications) thereby supporting CSP 3.1 (Create a sustainable, vibrant economy and skilled local workforce for the future by delivering an economic framework to improve productivity). The Retail Price Index is fundamental to government fiscal policy and to delivering an economy in balance between growth and inflation.

This project is a one-off requirement spanning the years 2021, 2022, and 2023. Beyond that there is no ongoing requirement until the Government of Jersey decides that it wishes to repeat the survey in future years.

A revised Living Cost and Household Income Survey will allow government to more accurately: Measure/monitor trends in income distribution / inequality

Evaluate policy impacts and make better policy decisions

Measure inflation by allowing for the basket of goods used in the calculation of the Retail Price s Index

to be updated to better reflect current spending pattern.

Impact on Sustainable Wellbeing

Economic affordable living

In the Wellbeing domain Affordable Living the Living Cost and Household Income Survey provides the information for 8 of the 11 indicators. These indicators will be updated when the next Household Spending and Income Survey (now known as the Living Cost and Household Income Survey) when it is

completed to establish a trend over time.

The survey also feeds into weights for the Retail Price s Index (RPI), which is in the Economic wellbeing domain, and the availability of more accurate data will support policy across that domain including: jobs and growth islanders benefit from a strong, sustainable economy and rewarding job opportunities and

Overall economic performance .

GP22-CSP4-3-04

Project: Review of workers employment rights Department: Strategic Policy, Planning and Performance

Additional investment required: (£000)

2022 2023 2024 2025 50 - - -

Project summary

We will provide funding to support a review of workers rights and to provide a publicity campaign for employers and employees

The review will help to make sure that Jersey s employment law continues to provide suitable protection for workers in context of modern working practices, which include the use of zero-hour contracts.

The twice-yearly labour market report identifies that around 10% of local jobs are currently reported as zero-hour contracts. Survey data indicates that most workers are satisfied with their zero-hour contracts. However, some workers experience difficulties in seeking loans or mortgages and the nature of a zero- hour contract may not provide the worker with a stable financial position.

The States Assembly (P.32/2021) agreed an allocation of funding in 2022. Further to this decision of the States Assembly, the Minister for Social Security will be undertaking a review of employment legislation to ensure that sufficient measures are available to protect employees from any challenges caused

by the use of zero-hour contracts. The review will also consider other types of modern employment practice associated with precarious working, seeking to establish a local labour market that embodies good working conditions and fair remuneration. Where necessary, the review will also identify where the regulation of employment may require strengthening.

Funding will also support a publicity campaign to advise employers and employees of workers rights under zero-hour contracts.

This project will benefit Islanders:

By ensuring that workers are well protected in respect of modern employment practices By supporting an inclusive and fair labour market

By improving knowledge amongst businesses and workers of workers rights under different types of

contract

Impact on Sustainable Wellbeing

Economic Wellbeing jobs and growth

Providing appropriate rights to employees is vital not only to the wellbeing of the individual worker, but to the wellbeing and operation of the economy as a whole.

From the point of view of the worker, the review will help to ensure that individuals are well protected in respect of modern employment practices. This will help to ensure that individuals have control over their weekly income to allow them to plan their household expenses.

Businesses and workers will gain a better understanding of their rights and responsibilities under the local employment law. This will help to reduce the risk of labour disputes and help to maintain steady

incomes for both worker and business.

A fair labour market which acknowledges and respects the rights of workers is a fundamental to a sustainable economic model.

CSP5 - Protect and value our environment

GP22-CSP5-2-07

Project: Liquid Waste Processing

Department: Infrastructure, Housing and Environment

Additional investment required: (£000)

2022 2023 2024 2025 250 250 250 250

Project summary

Pumping stations are the mechanism by which the sewage and rainwater are transported from the source to the treatment plant, following which they can be processed and ultimately safely disposed of.

Jersey currently has 108 pumping stations across the Island that transport foul water to the sewage treatment plant in Bellozanne. In recent years, the volume of foul water that needs to be pumped and processed has increased considerably.

The main reasons for this are as follows:

increase in the population which results in an a larger volume of foul water needing to be treated.

On average, the population has increased by 1,000 people over the last 10 years each producing on average 58,400 cubic metres of sewage a year

increase in the number of households connected to the mains and therefore needing the sewage to

be removed. Currently 92% of homes are now connected to the network.

increase in the volume of rainfall by 14.7% due to climatic change resulting in significant surface water

ingress to the foul pumping network and increased pumping costs in the surface water drainage network. The increase in sustained periods of rain puts additional pressure on the network as high volumes back up throughout parts of the system.

This increase in the volume of liquid waste to be processed has two main consequences:

an increase in the volume of foul water creates higher demand on the pumping stations which in turn

leads to an increase in both maintenance and utility costs

sudden large volumes due to substantial and continued rainfall results in additional pressure on the pumping stations. In order to avoid pollution incidents, the excess high-water influx is transported

by tankers from the pumping stations, prioritising those which are both near capacity and in close proximity to either a natural water supply or coastal waters, direct to the sewage treatment works. This again incurs an additional cost.

The Department is unable to absorb the additional liquid waste processing costs and consequently requires increased funding to enable the processing of the additional volume of foul surface water and sewage produced.

Impact on Sustainable Wellbeing

Environmental wellbeing natural environment

Providing the correct funding to operate the pumping stations in Jersey reduces the risk of pollution incidents as it allows excess foul water to be managed and enables high levels of pumping station maintenance to reduce the risk of failure. It would also ensure that sewage is able to be promptly transported to the sewage treatment works, therefore maintain the quality of the natural environment.

Economic wellbeing

Given the connection between the Island s sewage system and its beaches and marine environment, the effective management of liquid waste supports the Island s visitor economy by enabling the maintenance of the good quality water and pleasant beaches that are a key attraction for visitors to the Island.

GP22-CSP5-2-10

Project: Hazardous Waste Disposal

Department: Infrastructure, Housing and Environment

Additional investment required: (£000)

2022 2023 2024 2025 1,250 - - -

Project summary

Waste activities and waste management businesses are governed by the Waste Management (Jersey) Law 2005. The Law aims to protect people and the environment from the potentially polluting impacts of dealing with waste.

One of the types of waste that needs to be dealt with is hazardous waste. The primary source of this waste is from the construction industry. The department has no control over the volume of waste produced as it directly correlates with construction industry activity on sites that involve hazardous waste. There is a charge levied per tonne of hazardous waste, which gives rise to significant fluctuations in the level of income generated by the department depending on the building developments that are proceeding.

As a result, it is difficult to budget for the significant swings in the volume of waste, which then has resultant impacts on the ability to effectively manage resources. Between 2017 and 2019 the volume of hazardous wastes ranged between 21,000 tonnes and 71,000 tonnes. Income budgets for Government Plan 2020-23 and Government Plan 2021-24 assumed high levels of waste would continue to be produced in the near-term. However, actual tonnage for 2020 and 2021 has been below 3,000 tonnes. This has left a significant budget deficit that cannot be absorbed by the department as it is not linked to any offsetting potential to reduce cost due to processing lower volumes.

It is now anticipated that hazardous waste volumes will remain low for the life of the Government Plan 2022-25 and accordingly additional funding is required to allow for lower expected income receipts. Should income exceed expectations the associated surplus income would be returned to the Treasury and thereby reduce Government s overall net expenditure.

Hazardous waste processing will form part of a wider review of Waste Management arrangements that will culminate in a proposal to operate waste management as a trading operation, which will be included in Government Plan 2023-26.

Impact on Sustainable Wellbeing

Appropriately resourcing waste disposal will improve both the natural environment and the health and wellbeing of islanders by ensuring that waste is disposed of effectively, efficiently and in accordance with local and international regulations and legislation.

Effective waste disposal is fundamental to ensuring that the Island s natural environment is protected, and that Islanders benefit from a clean and pleasant atmosphere. Responsible waste disposal ensures that potential pollutants are removed from the waste and dealt with safely. Investment will protect against both environmental health hazards and the aesthetic of the natural environment resulting from inadequate waste disposal or fly tipping .

This project will ensure that waste is handled according to the waste strategy and hierarchy, reduce, reuse, recycle which is reliant on community involvement and participation giving Islanders a sense of pride to play their part in sustaining the planet.

Modernising Government

GP22-OI4-06

Project: Hospital financing costs Department: Treasury and Exchequer

Additional investment required: (£000)

2022 2023 2024 2025 21,000 19,000 19,000 19,000

Project Summary

The Our Hospital Major Project is the most significant infrastructure investment that Jersey has made in generations. The Government s financing strategy includes the intention to issue debt in order to fund the construction of Our Hospital. Subject to the approval of the States Assembly, debt will be issued in 2022 and interest costs will be incurred for the remainder of the Government Plan 2022-25.

This investment provides for cost of issuance and subsequent interest payments. These costs will be met through future gains made on the Strategic Reserve.

Impact on Sustainable Wellbeing

Community Wellbeing

The construction of Our Hospital will have a transformative impact on healthcare provision in Jersey, providing modern fit-for-purpose facilities that are capable supporting new delivery models consistent with the aspirations of the Jersey Care Model and innovative digital health services that will improve the quality, efficiency, and customer centricity of the Island s health and care system.

This investment will contribute to the delivery of this vision by ensuring that sufficient financing is in place to deliver the Our Hospital project within its intended timescales. The Government s debt strategy also enables the Jersey is able retain access to the Strategic Reserve, which enables the Island to benefit from a stronger credit rating and is able to preserve financial capacity for strategic financing challenges that may emerge in the future.

GP22-OI4-03 & GP22-OI4-04

Project: Import GST Resources

Department: Justice and Home Affairs & Treasury and Exchequer

Additional investment required: (£000)

2022 2023 2024 2025 365 350 350 350

Project summary

Import Goods and Services Tax (GST) relief of £6.75 is currently applied on imported goods valued less than £135 if they are shipped to consumers for personal use. This relief will be reduced on 1 January 2023 to £3, equivalent to goods with a value of £60, in order to allow for a more level playing field between overseas online traders and local businesses.

The change is expected to raise c.£1.3 million in additional GST receipts, but it will result in more consignments detained by the Jersey Customs & Immigration Service (JCIS) pending formal customs clearance and a significant rise in enquiries. Therefore, JCIS will require additional staff to administer the revised de-minimis.

These staff will be deployed in one of three core roles:

Call Advisers based at Customer and Local Services
Office Assistants responding to more complex enquiries based at JCIS, and
A warehouse officer responsible for the storage and disposal of goods based at JCIS

JCIS also requires suitable premises to accommodate goods that are taken under customs control pending disposal. Equally, as nearly all payments of GST are made using debit or credit cards, additional card processing costs will accrue in Treasury and Exchequer.

Additional resources and enhanced digital provision to the goods control system (CAESAR) are required to enable the frictionless movement of goods through the border where the GST has been pre-paid. Ultimately this will benefit a range of stakeholders including:

online traders because they can guarantee delivery within certain timescales with confidence;

consumers who will receive their goods in good time without having to submit customs declarations; carriers which don t have to find space for goods awaiting clearance;

JCIS which no longer needs to administer the collection of small amounts of GST, and

Treasury which receives cost-effective direct remittance of import GST.

After considering all of the necessary costs to collect and process this additional GST, the net revenue generated is estimated to be c.£1 million.

Impact on Sustainable Wellbeing

Economic business environment

Establishes a more level playing field in terms of GST between goods sold on the high street in Jersey and those imported via online sources, which will support jobs in the local economy.

GP22-O14-05

Project: Insurance Premiums Increase and Inflation Department: Treasury and Exchequer

Additional investment required: (£000)

2022 2023 2024 2025

997 1,036 1,077 1,121

Project summary

The Government purchases insurance on behalf of the States and associated entities. It accounts for this activity through an Insurance Fund, which was set up in 2013 and operates in accordance with the Public Finances (Jersey) Law 2019. This fund is designed to provide cover for existing and historical claims as well as an estimate of potential claims arising from current and previous activity. The Law requires the cost of insurance to be recharged to those bodies benefitting from the arrangements. The procurement of general and medical malpractice insurance is designed to obtain economies of scale from the insurance market and to avoid individual bodies obtaining duplicate or inadequate cover.

The insurance market has entered a particularly challenging period for the first time in decades. As such, the existing insurance budget had to be increased on a number of occasions during 2019 and 2020 due to unforeseen pressures impacting the Government s general and medical malpractice insurance programmes. For example, whilst premiums for some classes of insurance such as motor fell during 2019/20, the majority such as property liability, employee liability, cyber, and officials indemnity have increased significantly. In some cases, increases have been over 50%. The impact of Covid-19 and other global incidents are beginning to impact not only the cost of premiums, but the extent of the cover offered in the marketplace. Exclusions in policies, particularly relating to specific infectious diseases and cyber matters, are now increasingly common. Government s insurance brokers survey the market on a quarterly basis and have indicated that this upward trend is expected to continue.

An analysis of premiums shows a 57% increase between 2018 and 2020 across the whole portfolio. Further increases are likely post 2021 with estimates built into this bid. Insurance is closely aligned to our risk management approach, and we are seeing a range of additional risks being identified that will need careful management in the future. Government has historically received a rebate on our premiums for good claims history. One major claim arising as a result of Covid-19 during 2020 has eliminated this rebate and is forecast to adversely impact future premium renewals.

The insurance team have set in train a review of our current cover and premiums, with the assistance of our insurance brokers. The insurance programme is due for full re-tender in 2022. Investment will enable the Treasury and Exchequer to meet substantially increased insurance premium costs over the life of the Government Plan 2022-25 and provide additional resources to the Insurance Fund to reflect the future cost of existing long-standing claims.

Impact on Sustainable Wellbeing

Economic Wellbeing business environment

This initiative ensures appropriate insurance is in place for the Government of Jersey for future years. It is a difficult evaluation to undertake as insurance is a commodity that we purchase in order to manage risk. Adequate insurance promotes the community and economic wellbeing of Islanders be detrimentally impacted as Government may be required to deploy significant additional resources to responding to risks

GP22-OI3-22

Project: Defence Funding Department: Justice and Home Affairs

Additional investment required: (£000)

2022 2023 2024 2025 454 481 509 537

Project summary

Jersey s Defence Contribution covers all costs incurred for and by the Jersey Field Squadron Royal Engineers (Militia). This arrangement is governed by the Inter-Governmental Agreement (IGA) that was established in 1981 between the then States of Jersey and the UK Home Office.

The IGA splits Jersey s contribution into two core areas. The first is for all costs associated with the Jersey Field Squadron (JFS) incurred through the Ministry of Defence (MOD) system and covers elements such as staff costs, equipment costs, and training. The second element covers all on-Island costs and includes elements such as maintenance of on-Island premises, administration staff costs and utilities. Since 1981, inflation and costs have increased and therefore the Defence Contributions costs have also increased.

The £1 million budget for the JFS has remained static for several years and not kept pace with the evolving MOD equipment costs, changes to overhead allocation, changes to the Armed Service s Pension Scheme, and increasing costs to maintain the Field Squadron s historically significant heritage assets. A detailed review of the financial position has identified a requirement for additional funding over the period of the Government Plan 2022-25 to ensure the Island is able to continue meeting its commitments to UK defence and to maintain the Squadron s on-Island premises.

Specifically, additional funding is required to deliver the following:

meet the Island s obligation to fund the revised Armed Forces pension scheme commitments, which

have increased significantly in recent years following changes to the overall compensation provided to members of the armed forces

support changes to the calculation of military overheads, which the Island is required to meet under

the IGA

Impact on Sustainable Wellbeing

Environmental wellbeing

JFS is the oldest sub-unit within the British Army dating back to the 1300s. The JFS has a responsibility to ensure that it exists in its capacity of a deployable force either on-Island or overseas. It also has a responsibility to maintain its assets which include the Le Quesne Barracks. As the only military formation within the Channels Islands, the JFS s historic links and reputation are significant and the JFS has a responsibility to ensure that this is maintained.

Community wellbeing

The funding will enable the JFS to ensure it is fully able to deliver its obligations under the IGA, which are integral to ensuring that the UK continues to provide safety and security as well as other capabilities e.g. emergency/disaster relief.

GP22-OI3-23

Project: Jersey Police Authority (JPA) Department: Justice and Home Affairs

Additional investment required: (£000)

2022 2023 2024 2025 101 186 86 86

Project summary

The Jersey Police Authority (JPA) is an independent body established under Article 4 of the States of Jersey Police Force Law 2012 to ensure that the States of Jersey Police (SOJP):

is efficient and effective

delivers the key aims and objectives set by the Minister for Home Affairs (MHA), within the resources

available

acts in accordance with any management policies set by the MHA

The JPA is responsible for seeking from the MHA any additional resources required to enable the SOJP to deliver its key aims and objectives. Additionally, the JPA is responsible for making arrangements to obtain the views of local people about the policing of their area and the co-operation of local people in preventing crime.

The JPA meets with the senior management team of the SOJP to:

agree on the content of the Annual Policing Plan for the forthcoming year to ensure that policing

priorities accurately reflect the needs of the community.

discuss the contents of the Annual Report which will contain the performance statistics from the

previous year s business plan as well as highlighting features of the SOJP successes and challenges. This provides an opportunity to learn from experiences and ensures that the SOJP can continue to challenge themselves to improve future performance.

Additionally, meetings with SOJP senior management team occur quarterly to further assess in detail the performance against the objectives within the Annual Policing Plan as well as discussing financial analysis, operational and non-operational performance statistics.

The Chair of the JPA regularly meets with the Chief Officer of Police and the MHA to discuss ongoing Island matters including policies, business decisions and future policing requirements.

The requirement for change:

A review by the Comptroller and Auditor General (C&AG) into the Governance of the States of Jersey Police published in March 2018 recommended a number of changes to further enhance the governance arrangements, and these recommendations have all been accepted by the Minister for Home

Affairs. The 2021 amendments (article 28b) to the States of Jersey Police Force Law 2012 realign the governance powers and duties of the MHA, the JPA and the Chief Officer of SOJP.

The additional funding will enable the JPA to fulfil its obligations to:

arrange for the SOJP to be inspected by a suitably qualified independent body at regular intervals.

Under the new arrangements there is a requirement for a new-type Policing Plan which will be more

far-reaching, as it will consider not only the next year in detail, but also the three years following in more general terms.

consider how the SOJP objectives could be met most efficiently and effectively from their budget,

and that consideration of resources and outcomes will constitute advice to the Minister from the JPA on the SOJP budget requirements.

ensure continuity and succession planning of some of the JPA s Executive Officer functions as per the

legislative requirements.

produce a more accessible communication strategy to increase public confidence in the SOJP

expand upon the existing national collaboration to ensure best practice with other Chief Executives

and Home Office colleagues of similar non-Home Office funded police governance organisations. This is a more significant requirement for a Jersey based regulatory body as the ability to collaborate locally is very limited.

comply with its statutory functions and reduce the any associated reputational risk to Jersey.

Impact on Sustainable Wellbeing

Community safety and security

Islanders feel safe and secure at home, work and in public Islanders benefit from high levels of personal safety by ensuring that the quality and breadth of SOJP inspections improves service outcomes and that these improvements are visible, continuous and contribute to a demonstrable increase in public confidence in SOJP within the community.

GP22-OI3-24

Project: TETRA Service User Agreement Department: Justice and Home Affairs

Additional investment required: (£000)

2022 2023 2024 2025 45 45 45 45

Project summary

TETRA is the network that provides Pan-Island critical communication coverage. It supports all the Island s emergency services as well as any handheld radio communication devices used by other infrastructure partners. It has provided the Islands communication coverage since 1996. The TETRA communications system is provided by Motorola (UK) through JT. The Service User Agreement and support contract with Motorola will end on 31st December 2025 and work has already been initiated to procure a new critical communications network for 2025 onwards.

Funding is required to maintain the critical communications network until the contracted end date in 2025. The network allows emergency service personnel to communicate on a standalone frequency and is separate to the mobile communications infrastructure. Failure to maintain this network before

a viable replacement is available in 2025 would jeopardise the health and safety of colleagues in

the Island s emergency services as well as the welfare of Islanders. The operational effectiveness of emergency services would be detrimentally affected as well as the ability to respond to incidents which concern public safety and the prevention of crime.

Impact on Sustainable Wellbeing

Community safety and security

Health and wellbeing

Islanders are protected against social and environmental health hazards. Islanders can access high quality, effective health services.

Safety and security

Islanders are safe and protected at home, work and in public.

Allowing the core infrastructure for the dynamic communications capability of the Islands

emergency services to be effectively supported this investment will allow the services to provide the optimum response, coordination, and delivery of care to Islanders and ensure the best possible effort is made to keep the public safe and secure.

Environmental wellbeing

Jersey s unique natural environment is protected and conserved for future generations.

GP22-OI3-26

Project: Revenue Jersey Resources Department: Treasury and Exchequer

Additional investment required: (£000)

2022 2023 2024 2025

722 722 161 -

Project summary

Events in 2020 placed significant pressure on Revenue Jersey s customer-facing services. Throughout the year, the impact of the pandemic on the economy substantially increased customer enquiries and the peculiarities of Covid-19 s effect on businesses and livelihoods led to surge in complex cases. At the same time, the transition from the prior-year basis to the current-year basis also led to a further significant increase in customer service interactions as the tax affairs of tens of thousands of Islanders were revised.

The combined impact of these changes resulted in a c.80% increase in workloads during 2020 and extraordinarily high levels of enquiries persisted into 2021. Despite efforts being made to reprioritise staff to meet the increased customer service needs, Revenue Jersey has limited capacity and, as a consequence, response times and customer service standards were affected by the inability to respond to such a large shift in demand.

Additional resources have been deployed in 2021 to clear the backlog in cases that has resulted from the impact of 2020 and continuing high demand. However, there is a need for further investment

in 2022 in support of a recovery in customer service standards and to address the full number of outstanding cases.

The forthcoming introduction of independent taxation will impact the tax affairs of Islanders to a similar extent to the shift from prior-year basis to current-year basis. It is therefore expected that this transition will give rise to a further surge in customer enquiries so additional resources in 2022 and 2023 are required to enable Revenue Jersey to maintain the level of customer services that Islanders expect and to ensure the timely and effective administration of tax law.

Impact on Sustainable Wellbeing

Community and Economic Wellbeing

This investment will ensure an adequate level of resources in place to deliver essential increases in service levels to maintain the timeliness of Government s response to tax enquiries and assessments. This supports the economic wellbeing of Islanders by ensuring their tax enquires are promptly resolved and their tax affairs appropriately settled.

Improvements in customer service delivery will also ensure that the appropriate amount of revenue is generated in accordance with the Law to fund Government activities, and thereby support the wellbeing of the community through the provision of essential public services.

Investment in Revenue Jersey s customer services will also help to maintain Jersey s international reputation as a capable and properly resourced administration with associated impacts on the economy. In particular, the Island s financial services industry.

Non-Ministerial

GP22-OI-Non-27

Project: Elections Department: Judicial Greffe

Additional investment required: (£000)

2022	2023	2024	2025
100	-	-	-

Project Summary

Jersey s elections take place every four years, and the next election is due to take place in May 2022. In the year of an election, the Judicial Greffe typically incurs costs in addition to its base budget on office accommodation, temporary staff, IT and publications costs.

Facilitating the election process encourages voter turnout thereby helping to ensure that Islanders are able to exercise their democratic rights and enabling the Island to meet international best practice. The democratic process also promotes and protects Jersey s interests, profile and reputation internationally.

Impact on Sustainable Wellbeing

Community Vibrant and Inclusive Community

A stable and accessible democratic process is vital for a functioning and thriving community. The Judicial Greffe s efforts to facilitate the election process help to ensure that Islanders are able to exercise their democratic right to shape their Government and thereby supports a more inclusive and engaged community.

GP22-OI-Non-11

Project: Family Court Premises Expenses Department: Judicial Greffe

Additional investment required: (£000)

2022	2023	2024	2025
47	47	47	47

Project Summary

Existing facilities in the Royal Court Building for Family Court hearings are in urgent need of improvement due to a lack of court rooms and a lack of private space for consultation. The need for improvement was highlighted by the Independent Jersey Care Inquiry and the Access to Justice Review.

A requirement therefore exists to provide better facilities to resolve disputes involving families and children. This investment will provide the additional funding required to permit the Judicial Greffe to lease new premises to create a new Family Court Centre that will meet the needs of families and children.

Impact on Sustainable Wellbeing

Community Wellbeing Putting Children First

An appropriately resourced and efficiently operated Family Court has a high impact on the successful delivery of this Strategic Priority by improving outcomes for families and children involved in matrimonial disputes.

Project: Information Management & Cyber Security Staffing Department: Judicial Greffe

Additional investment required: (£000)

2022	2023	2024	2025
56	74	74	74

Project Summary

The Judicial Greffe is a relatively small department (49 FTE) with a wide range of responsibilities. Nevertheless, it faces the same increasing number of governance obligations as a larger department which may have the scale to find staff who can take on this work. It has also become essential to implement processes for the efficient and effective management of information held electronically (currently, 2.1 million items are held on the department s network alone, with a further 4,000 being added every week). This small investment is required to provide an additional member of staff (1.0 FTE) to support information management and cyber security within the Judicial Greffe.

With the increasing complexity of litigation, the increase in the number of requests under the Freedom of Information (Jersey) Law 2011, and the increase in the number of subject data access requests under the Data Protection (Jersey) Law 2018, it has become essential to further strengthen processes for the efficient and effective management of information held electronically in the Department. The volume of activity that must now be delivered and managed is now such that a dedicated resource is required to provide the essential support for information management and cyber security as well as delivering improved compliance with legal and corporate obligations, better and more efficient customer service, and improved document management and information retrieval.

Impact on Sustainable Wellbeing

Community Law and Order

An appropriately resourced and efficiently operated Judicial Greffe is an essential component in maintaining law and order in Jersey in relation to both civil and criminal matters.

GP22-OI-Non-18

Project: Magistrates Court restructure Department: Judicial Greffe

Additional investment required: (£000)

2022	2023	2024	2025
25	25	25	25

Project Summary

The Magistrate s Court Greffe is a department within the Judicial Greffe responsible for supporting the Magistrates in the Magistrate s Court, Petty Debts Court and Youth Court. At present, a small team of 11 (all of whom attend court in differing capacities) provide support across all courts. This small investment is required to provide additional staff budget to support the outcomes of a job review and strategic workforce planning. The review was undertaken in response to changes in working methods, including the move to electronic case hearings. It identified the need for changes to be made which will result in greater resilience and more efficient processing of cases through all courts.

Investment will allow for a harmonisation of the reward structures for court Greffier roles, which advise the presiding Magistrate on court procedure and ensure the smooth running of each court session. This will also enable parity across the Magistrate s Court and Royal Court thereby delivering significant benefits in terms of organisational resilience, career development and workforce planning.

Impact on Sustainable Wellbeing

Community Law and Order

An appropriately resourced and efficiently operated Magistrate s Court is an essential component in maintaining law and order in Jersey in relation to both civil and criminal matters.

Project: Magistrates Remuneration Department: Judicial Greffe

Additional investment required: (£000)

2022	2023	2024	2025
29	29	29	29

Project Summary

Two Magistrates (the Magistrate and the Assistant Magistrate) are appointed in accordance with the Loi (1864) Concernant La Charge De Juge D Instruction. Although appointments under the Law are made by the Bailiff , the salary costs fall within the Judicial Greffe s budget. The Magistrates are responsible for presiding over hearings in the Magistrate s Court, Petty Debts Court and Youth Court.

A review of the remuneration of the Magistrates has been taking place for several years and negotiations about the level of remuneration remain is ongoing. This investment reflects the financial impact of the increase that was awarded in September 2020. However, the total increase has yet to be finalised and further investment may be required after 2022 depending on the outcome of negotiations.

Impact on Sustainable Wellbeing

Community Law and Order

Retaining skilled and experienced judicial office holders, to preside over the full range of criminal and civil matters, makes an important contribution to the smooth and efficient maintenance of law and order.

GP22-OI-Non-20

Project: Public Registry Staffing Department: Judicial Greffe

Additional investment required: (£000)

2022	2023	2024	2025
46	61	61	61

Project Summary

The Public Registry is a department within the Judicial Greffe that is responsible for the management and protection of all land deeds and associated documents enrolled for the purpose of evidencing title to, or charges against, land. As such, the Public Registry oversees and manages the collection of Stamp Duty in accordance with the Stamp Duties and Fees (Jersey) Law 1998.

With rising workloads and continued growth in the property market, there is a need to increase the level of resource available to operate the Public Registry. Despite the pandemic, between 2019 and 2020, there was a 12% increase in the number of transactions through the Public Registry Online system

the majority of which are relied upon in title searches. The Public Registry currently has 2.5 full-time equivalent employees (FTE) and rising transaction volumes mean it is increasingly difficult to deliver the level of service required to meet customer expectations and ensure the efficient collection of Stamp Duty.

This investment is required to provide an additional member of staff in the Public Registry. The Public Registry is responsible, on behalf of the States, for collecting in the order of £40 million in Stamp Duty the Island s fourth largest source of income). This small increase of 1.0 FTE will lead to a significantly higher level of resilience, ensure customer service standards can be maintained, and protect

government revenues.

Impact on Sustainable Wellbeing

Economic Business environment

An appropriately resourced and efficiently operated land registry is an essential component of a flourishing local business environment, in relation to both private and commercial property transactions.

Project: Probation Service Inspection Department: Probation Service

Additional investment required: (£000)

2022	2023	2024	2025
-	47	-	-

Project Summary

The Probation Service is a department of the Royal Court that provides assessments for the courts and supervision services for offenders in the community and custody. Its work also extends to working with children in the court system and those who have been sanctioned via the Parish Hall Enquiry system.

The Probation Service will commission an inspection by Her Majesty s Inspectorate of Probation (HMIP). As a key agency in the Island s criminal justice system, it is important that the work of the Service is inspected in order to receive assurances it is effective, efficient and provides value for money. Apart

from examining strategic and operational performance, an inspection can also provide the public

and other stakeholders reassurance that the Service is committed to transparency and remains open to developing its practice. Seen through this lens there is an important reputational component to commissioning a full inspection.

Investment will enable delivery of the inspection, which is anticipated to be undertaken in the first quarter of 2023. The inspection will relate to the Service s work in the criminal justice arena and will principally examine the management of the Service, the strategic context, partnership arrangements, assessment of offenders, management of orders, and the management of risk both in terms of safeguarding and public protection.

Impact on Sustainable Wellbeing

Community Wellbeing safety and security

The inspection will focus on the Probation Service s contribution to the community in respect of reducing offending and promoting safeguarding and public protection. A high achieving Probation Service will make a positive contribution to the quality of people s lives. In relation to its work with children, the inspection would be required to comment about the extent to which the Service s work is consistent

with the government priority of putting children first.

Measures would include:

successful completion of orders reduction in risk of reoffending effective safeguarding measures

access to health and education services that reduce the risks of a child leaving education without

employment or training.

Similar criteria will be used to inspect the work of the Service with adults. This will focus on reducing the risk of reoffending, the effectiveness of public protection and safeguarding work and the promotion of

healthy lifestyles including assistance with substance misuse. Another key area that will be considered will be the Service s work with victims and to gauge satisfaction rates with the restorative justice initiative.

In summary, the inspection will focus on benchmarking the contribution of the Service in its work to enhance the safety of the island by working effectively with offenders.

Project: Increase in States audit costs Department: Comptroller and Auditor General

Additional investment required: (£000)

2022	2023	2024	2025
69	72	73	98

Project Summary

Article 9 of the Comptroller and Auditor General (Jersey) Law 2014 provides that the States shall ensure that the Comptroller and Auditor General has sufficient resources to carry out their functions.

Article 10 of the Public Finances (Jersey) Law 2019 provides that the proposed appropriation for the Office of the Comptroller and Auditor General shall be the amount submitted by the Chair of the Public Accounts Committee.

Article 5 of the Comptroller and Auditor General (Board of Governance) (Jersey) Order 2015 provides that any estimate submitted by the Comptroller and Auditor General to the Chair of the Public Accounts Committee shall be reviewed by the Board of Governance of the Comptroller and Auditor General and that the Board of Governance may make a comment on such an estimate and request that the comment is included in the estimate provided to the Chairman.

In connection with the Government Plan for 2022 to 2025:

The Comptroller and Auditor General submitted estimates to the Board of Governance; The Board of Governance reviewed the estimates and made no comment;

The Comptroller and Auditor General submitted the estimates to the Chair of the Public Accounts

Committee; and

The Chair of the Public Accounts Committee endorsed the estimates and submitted them to the

Minister for Treasury and Resources.

The estimates submitted are in respect of additional funding over the period 2022 to 2025 totalling £312,000 to reflect three costs pressures affecting the ability of the Comptroller and Auditor General to carry out her functions:

An increase in the cost of the external audit of the States of Jersey following a competitive tendering process;
The resources necessary to address a gap in regulatory oversight of auditors appointed by the Comptroller and Auditor General; and
The impact of increases in sums payable under existing contracts over the period of the Government Plan.

Impact on Sustainable Wellbeing

The functions of the Audit Office support all aspects of sustainable wellbeing in its scrutiny of the Government:

Community wellbeing an effective and efficient government is productive for its citizens when

addressing community needs.

Environmental wellbeing a government held to account for the methodology of its actions, impact of

outcomes and achieving targets will place the environment at the centre of decision making.

Economic wellbeing a government that has, and is seen to have, a high standard of governance

arrangements helps create a stable environment for all economic activity.

Project: Increase in States audit costs Department: Law Officers Department

Additional investment required: (£000)

2022	2023	2024	2025
149	149	149	149

Project Summary

The Economic Crime and Confiscation Unit (ECCU) within the Law Officers Department is an instrumental part of the Island s framework for combatting financial crime. Since its inception in 2017, the ECCU has established a track record of successful prosecutions and confiscations, which has resulted

in over $10 million of criminal assets being confiscated and paid into the Criminal Offences Confiscation Fund and over £1 million of fines and cost orders made by the Royal Court against banks and trust companies demonstrating the ability of the Government to successfully detect and prosecute financial crime.

The Island s framework for preventing financial crime is subject to periodic review of its alignment with international standards by MONEYVAL, the European regional body of the Financial Action Task Force an inter-governmental organisation that sets standards in respect of financial crime. The results of

these reviews are crucial as they provide an independent validation that the Island is a well-regulated international finance centre that is compliant with international standards, which impacts on the willingness of other jurisdictions to trade openly with Jersey in financial services.

The performance of the ECCU is important both in terms of its ability to successfully uphold law and order and through its ability to demonstrate that the Island has a properly resourced and effective prosecutorial function for financial crime.

When the ECCU was originally established, it was recognised that its resource levels would need to be kept under close review. More resources are now required in this area to enable the function to respond successfully to additional financial crime prosecutions and confiscations, respond to work arising from

the National Risk Assessment exercise, support the Island s preparations for its forthcoming MONEYVAL review, and enable an expert response to the evolving international legal and regulatory developments. On the advice of the Attorney General, the investment will enable the recruitment of two additional full time legal advisors who will be required to undertake this additional work.

Impact on Sustainable Wellbeing

Community Wellbeing Law and Order

A suitably resourced ECCU makes a substantial contribution to the delivery of an effective legal and regulatory framework for combatting financial crime thereby supporting Community Wellbeing through the maintenance of law and order in Jersey.

Economic Wellbeing Business environment

The Island's compliance with MONEYVAL recommendations and its performance in National Risk Assessments are important for maintaining Jersey's reputation as a well-regulated international finance centre. The ECCU's contribution to these areas is therefore essential for the continued success of the financial services industry, which is the largest contributor to the Island's GVA.

GP22-OI-Non-21

Project: Staff Remuneration Department: Law Officers Department

Additional investment required: (£000)

2022	2023	2024	2025
270	349	387	414

Project Summary

As with many Government pay groups, officials within the Law Officers Department (LOD) are entitled to incremental increases in salary up to a maximum salary attributed to a given role. Increments are allocated over a time if a postholder displays satisfactory performance. The current staffing budget for the Law Officers Department was predicted on assumptions around role turnover and the prevalence

of vacancies whilst recruitment is pending. This approach has enabled the Department to successfully manage its staff cost requirements over the course of the two Medium Term Financial Plans and the subsequent Government Plans. However, changes to the rate of increments, revisions to financial management practice, and the re-evaluation of some jobs gradings mean this approach is no longer sustainable and the Department s staff budget needs to be regularised.

This investment supports a regularisation of the Department s staff budget across 39 individuals whilst retaining scope to maintain the essential non-staff operational spending that is essential to enable

the delivery of the Law Officers legal duties. The investment will ensure that the Department s staff spending remains on budget throughout the Government Plan 2022-25 and should staff turnover or vacancies lead to lower spending on staffing, savings will be generated as part of corporate financial management processes.

Impact on Sustainable Wellbeing

Community Wellbeing Law and Order

The work of the LOD underpins all of the Government s Common Strategic Priorities providing legal advice to the Government, Crown, States Members, safeguarding vulnerable children and adults

and providing the prosecution service for the Island. An adequate staff budget, which is 95% of the Department s base budget, is essential to successful delivery of LOD services at the scale and quality that is necessary.

Project: Legal Aid Legislation Department: Judicial Greffe

Additional investment required: (£000)

2022	2023	2024	2025
1,500	1,500	1,500	1,500

Project Summary

The States approved the Access to Justice Law in 2019 and an appointed day act is expected to bring the legislation into effect during the last quarter of 2021. The legislation brings into effect a new legal aid system which will cost more than the existing system, principally because it creates a system of fixed fee payments to lawyers representing clients on criminal legal aid certificates and introduces a Legal Aid Office to administer the system. Article 5 of the Access to Justice (Jersey) Law 2019, which states that: The States shall ensure that the Judicial Greffier is provided with sufficient resources for the purpose of meeting payments under the Legal Aid Scheme.

It is anticipated that the new system will smooth out some of the expenditure volatility experienced with the existing system, which can result in sizable awards of costs for acquitted legal aid clients. Under the new Scheme, it is proposed that lawyers are paid fixed fees for representation of their criminal legal aid clients, thereby providing a limit on the costs that will be incurred for a given case.

Predicting the forward cost of any legal aid system is extremely difficult as a variety of factors significantly affect the volume of legal aid cases that may occur. For example, the social environment,

the extent of police staffing levels, and the success rate of educational and rehabilitation programmes. However, based on historical case volumes, it is estimated that an additional sum of up to £1.5 million will be required to operate the new legal aid system.

Impact on Sustainable Wellbeing

Community Wellbeing

An appropriately resourced and efficiently operated legal aid system ensures that all Islanders have appropriate access to justice in criminal proceedings.

GP22-OI-Non-22

Project: Additional Staff Department: States Assembly

Additional investment required: (£000)

2022	2023	2024	2025
244	296	306	317

Project Summary

The States Greffe underwent a significant reorganisation with effect from 1 January 2020. The Department was organised into three new sections:

Committees and Panels;

Chamber and Members Resources; and Digital and Public Engagement.

A number of new posts were created and recruited to, particularly to enhance the scrutiny function and to create new teams focusing on Members research and casework and digital and public engagement. A review of the reorganisation took place in Autumn 2020 and identified particular workload pressures in the secretariat officer and administration teams that were having significant effects on employee wellbeing.

In respect of the secretariat officer team, unsustainable workloads due to current service demands have only been partly ameliorated by the employment of temporary staff. Although some aspects of the increase in workload are not likely to be long-term, being due to the Covid-19 pandemic, there is increased long-term pressure on the team due to a change in the system for recording ministerial decisions. Additional staff are needed both to relieve short-term pressures and to support the proper functioning of the ministerial decision system in the long-run.

In respect of the administration team, the reorganisation envisaged that the Office Manager role would both run the team and perform a number of corporate functions including responsibility for records management, business continuity and health and safety. In reality, the day-to-day management role has been more significant than envisaged and it has not been possible for the other responsibilities to be discharged consistently, despite their increasing significance.

The reorganisation review also identified a need to strengthen the Digital and Public Engagement Team with the addition of more specialist skills, and to provide additional officer support to the Scrutiny Liaison Committee.

To respond to the issues identified above, investment is proposed to:

establish two new posts: a senior secretariat officer who can take online management responsibilities,

and an assistant role, replacing the current reliance on temporary or fixed term staff;

create a new team leader post in the administration team to ensure that the corporate responsibilities

can be effectively discharged;

appoint a Research and Project Officer to support the Scrutiny Liaison Committee, ensuring the

effectiveness of the Government scrutiny process through proper resourcing of the support function for the panels and committees.

convert two Research and Project Officer roles in the Digital and Public Engagement section to more

specialist roles

increase the remuneration of a number of posts that were upgraded in response to challenges to the

outcome of the original reorganisation.

Impact on Sustainable Wellbeing

Community Vibrant and Inclusive Community

The project enhances the capacity and professional capabilities of Jersey s legislature, which sits at the heart of the Island s democracy. A strong and effective legislative is an essential component of a vibrant and inclusive community.

GP22-OI-Non-23

Project: Members Pensions Department: States Assembly

Additional investment required: (£000)

2022	2023	2024	2025
90	90	90	90

Project Summary

The Members Pension Scheme was established in 2020, following a recommendation by the States Members Remuneration Review Body. The Review Body recognised that the absence of a pension scheme was a factor in deterring people from standing for election. While the Scheme is open to all members under the age of 74, it is not mandatory so it was not anticipated that all members would join and financial forecasts were set on initial expressions of interest with the assumption that take up would increase from 2022 following the election.

The Scheme was been successfully attracted more participants than had originally been anticipated leading to a small budget shortfall in 2021. As a consequence, it is now anticipated that budgets for 2022 and beyond may not be sufficient to meet future pension costs and that the available budget should be increased so that it is sufficient to accommodate any of the 49 members that are eligible for the Scheme.

Impact on Sustainable Wellbeing

Community Vibrant and Inclusive Community

A diverse and inclusive legislature which can achieve its business plan objectives because it had a pension scheme which is fully funded, is fundamental to a vibrant democracy.

Project: Web development Department: States Assembly

Additional investment required: (£000)

2022	2023	2024	2025
200	50	50	50

Project Summary

The States Assembly website is the front door to the Assembly and its work for the vast majority of the public and traffic to the site has increased considerably in recent years. The website was last updated in 2018, though the backend of the website was not changed and is now several years old.

The Privileges and Procedures Committee s has adopted a new Digital and Public Engagement Strategy that envisages that any visitor to the States Assembly s website can quickly:

understand the role of the States Assembly and how it differs from the Government; access the information or resources they re looking for;

engage seamlessly with Jersey s elected legislature

The current States Assembly website acts as an information repository a library of documents and information. Whilst users who know what they re looking for on the site can navigate it, it is not as accessible or intuitive for Islanders who are less familiar with the role of the States Assembly and the site s contents.

With only 32% of eligible voters using their vote in 2018 and given that independent research identified a lack of education on the system and candidates as a major cause, significant change is needed to help Islanders engage with the States Assembly throughout the political term.

It is evident from social media that Islanders are engaged with local issues and it is important that the States Assembly uses this interest to cross sell related topics. However, the current site is very inflexible compared to more up-to-date content management systems, and its architecture means that even

basic changes necessary to ensure information on the site is up to date can require input from external developers, which is both very time consuming and costly. Equally, the current site does not allow for content such as propositions, amendments or reports to be grouped together by subject (e.g. Education, Health, Environment, etc.).

Investing in a modern system will allow officials to update the website without external support, and allow for the site to be reconfigured to:

group information by topic;

cater specifically to the needs of different audiences (teachers, students, newcomers to the Island,

those who haven t voted before; businesses, etc);

include a subscribe function for users to receive updates on the topics they re interested in;

embed social media into the pages of the website to avoid duplication of effort and to serve those

who don t have social media accounts;

provide interactive educational tools;

include a ticketing system for public tours of the Chamber.

Investment will support the re-design and implementation of a new website in 2022 and provide for the on-going maintenance and development costs.

Impact on Sustainable Wellbeing

Community Vibrant and Inclusive Community

Informed civic engagement with the democratically elected legislature is a pre-requisite of a vibrant and inclusive community.

Project: British-Irish Parliamentary Assembly (BIPA) Department: States Assembly

Additional investment required: (£000)

2022	2023	2024	2025
50	-	-	-

Project Summary

Jersey plays a full part in the British-Irish Parliamentary Assembly (BIPA), a body established under the Good Friday Agreement to foster engagement between parliamentarians across the British Isles. It meets in plenary twice a year and operates through committees which examine and report on a variety of themes and issues relevant to the UK, the Republic of Ireland and the Crown Dependencies. The Constable of St. Helier is the States Assembly s representative on BIPA and the Deputy of St. Mary is his alternate.

The Chief Minister successfully requested that Jersey should host a BIPA plenary in September 2022, which will represent the first time the conference will have taken place outside the UK or the Republic of Ireland.

The event, which will bring dozens of parliamentarians and support staff to Jersey to discuss the organisation s recent work and future priorities, will be an opportunity to showcase the Island and enhance Jersey s influence in BIPA.

Investment will principally enable the provision of accommodation, internal transport and entertainment.

Impact on Sustainable Wellbeing

Community and Economic Wellbeing

By strengthening relations between parliamentarians and enhancing their connection to Jersey hosting BIPA will support the development of ever close political, economic and social ties between the Island and its partners elsewhere in the British Isles.

GP22-OI-Non-30

Project: Additional Senior Leadership Team Support Department: States Assembly

Additional investment required: (£000)

2022	2023	2024	2025
145	-	-	-

Project Summary

One-off funding of a temporary, senior appointment to the States Greffe leadership team in 2021-22 is required to review and develop various policies within the department.

Impact on Sustainable Wellbeing

Community wellbeing

A modern and effective States Greffe enables it to deliver its vital democratic role thereby contributing to community wellbeing.

Project: Her Majesty s Platinum Jubilee 2022 Department: Bailiff s Chambers

Additional investment required: (£000)

2022	2023	2024	2025
100	-	-	-

Project Summary

In 2022, Her Majesty the Queen (HMQ) with mark her 70th year on the throne and celebrations to commemorate the Platinum Jubilee are being planned across the Crown Dependencies, United Kingdom and Commonwealth.

The Queen will be the first ever British monarch to mark a Platinum Jubilee and therefore this will be a celebration that is unlikely to be matched for some generations. The Platinum Jubilee will be held on Friday 3 June 2022 in keeping with previous anniversaries of the Queen s reign.

Investment will allow for the event production and staging costs to afford Islanders the opportunity to join in with the United Kingdom, Crown Dependencies and Commonwealth to celebrate 70 years reign of Her Majesty the Queen.

Impact on Sustainable Wellbeing

Community vibrant and inclusive community

Jersey s relationship as a Crown dependency is well established with the community and many will have an expectation to celebrate this important monarchical event. It will provide an opportunity for likeminded Islanders to come together to celebrate the occasion, which is much needed following 18 months of social restrictions.

GP22-OI -Non-14

Project: Liberation 77-80 Department: Bailiff s Chambers

Additional investment required: (£000)

2022	2023	2024	2025
100	50	50	250

Project Summary

Due to the complications and restrictions associated with Covid-19, Liberation day 2020 and 2021 were significantly scaled down events. It is hoped with the vaccination programme success, the full-scale event can return from 2022. This business case seeks variable funding in Government Plan 2022-25 to ensure delivery of the annual Liberation day celebrations on 9th May each year taking into account the level of celebration planned for the 75th Anniversary, which will be now held in 2022. All years events are to include as a minimum, formal States Assembly sitting, public ceremony and afternoon party to enable the community to come together and celebrate one of the most important moments in the

Island s history.

Liberation Day has historically been funded from the Department s expenditure limit supplemented with annually managed expenditure budgets. This arrangement allows for targeted budget flexibility and

it is a particularly effective method of funding special anniversary years, which over the Government Plan period will be 2022 and 2025 representing the belated 75th anniversary and 80th anniversary respectively. This investment will continue that arrangement to ensure delivery of Liberation Day annually, which has in the past proved a successful day for the community.

Impact on Sustainable Wellbeing

Community vibrant and inclusive community

For a considerable number of islanders including the survivors of the occupation, and also their second, third and fourth generation family members who have links to the occupation, evacuation, internment and for some deportation, this is an important annual celebration and for many a time to remember and reflect on love ones who lived through the second world war.

Project: Crown Officers' Remuneration Department: Bailiff s Chambers

Additional investment required: (£000)

2022	2023	2024	2025
75	75	75	75

Project Summary

In 2019, the States Employment Board (SEB) approved the alignment of Crown Officers ( Bailiff & Deputy Bailiff ) salaries and benefits with UK standards. During a transitional phase the salary element was funded from one-off funding sources while the associated pension payments were subject to additional funding in Government Plan 2021-24. The salary implications are no longer absorbable by the Department so additional funding is now required to properly resource the Crown Officers remuneration over the life of the Government Plan 2022-25 and provide compatibility in the future.

Impact on Sustainable Wellbeing

The responsibilities of the Bailiff s Chambers are linked to the following wellbeing domains:

Supporting the judiciary in criminal and civil matters in the Island s Courts community and economic

wellbeing through an effective and fair judiciary function protecting the local community and Jersey s international reputation

Supporting the States Assembly by sworn duty to maintain Jersey s constitutional privileges

community and economic wellbeing by ensuring Jersey maintains an effective democratic process

Organising or helping to coordinate a range of public ceremonies and civic activities, including

the swearing-in of officials before the Royal Court, the Assise d Heritage, Liberation Day and Remembrance Sunday community wellbeing by supporting and promoting events and Jersey s key community anniversary events

Receiving global ambassadors and distinguished visitors - community and economic wellbeing by

representing and promoting the Island s interests to international visitors and key regional diplomats.

ANNEX PROPOSED GOVERNMENT PLAN 2022-25

PART FOUR CAPITAL AND MAJOR PROJECTS EXPENDITURE

Table 39

New Capital Projects

2022 2023 2024 2025

£ 000 £ 000 £ 000 £ 000

ITS Release 3 Additional COO 1,264 17

Fort Regent IHE 2,000 3,000 - - Inspiring Active Places - Sports Strategy IHE 814 - - - New Skateparks IHE 700 500 750 - Countryside Access & Wellbeing IHE - - - - Army and Sea Cadets Headquarters JHA 494 1,939 960

Ambulance, Fire & Rescue Headquarters JHA 500 2,435 1,743 3,423 Elizabeth Castle OCE 1,250 2,027 1,676 - Revenue Transformation Programme (Phase 3) T&E 3,385 2,738 1,986 1,316 Our Hospital HCS 85,000 181,700 287,400 169,600

Total 95,407 194,356 294,515 174,339

GP22-MP-005

Project: ITS Release 3 Additional Department: Chief Operating Office

Additional investment required: (£000)

2022 2023 2024 2025 1,264 17 - -

Project Summary

The ITS Project from Release 1 to 4 invests in the Government of Jersey IT infrastructure, delivering a single system and its components that reach a broad range of users across the organisation.

During the preliminary phases of investigation, an opportunity has presented itself to expand the scope of the project to replace current systems that have reached or are due to reach the end of their operating life.

Two further modules have been identified that would expand the ITS Project by delivering modern IT systems to officers in the area of Health and Safety and Asset Management.

The first will deliver a Health and Safety module capable of improving the reporting and recording of incidents across the organisation. The second module will enable the full use of the asset management component already identified in Release 3 and bring to an end the use of existing ageing systems. This will provide a complete asset management solution for the use of Jersey Property Holdings, thereby enhancing the management of the Government estate, maintenance, lease and property management.

Impact on Sustainable Wellbeing

The additional components of ITS, will support the development of the corporate landlord function in JPH. This will see the management and maintenance of Government properties improved, enhancing the user experience for customers and enabling more efficient workflows for Government employees.

The drive towards a sustainable estate can be better managed, allowing developments and changes to be understood and recognised, allowing the Government to improve the overall portfolio of properties for future generations.

Better reporting of Health and Safety incidents will improve risk management processes and, thereby, improve the health and wellbeing of employees and visitors to government premises, as well as managing the wellbeing of staff and customers.

GP22-MP-015

Project: Fort Regent

Department: Infrastructure, Housing and Environment

Additional investment required: (£000)

2022 2023 2024 2025 2,000 3,000 - -

Project Summary

Fort Regent (the "Fort") is one of Jersey s most important assets and it has the potential to once again become an integral part of the Island s community, whilst also appealing to a wider UK and international market through visitor and business tourism.

A key aspiration is to make the Fort more accessible for both local users and visitors approaching from the town centre and to provide adequate provision to host large numbers of people at events. This can be achieved by improving vehicular access, making car parking improvements and enhancing the current combination of lift and escalator access from Pier Road. There is also an option to create an elevator and an accompanying series of walkways to create an innovative new form of access from Snow Hill.

The Fort currently accommodates a large number of activities with large areas that are underutilised

or not used. This presents opportunities for development, allowing other activities and facilities to be bought to the Fort. A general overhaul, reconfiguration and redevelopment of both the internal and external spaces of the Fort is required in order to create the right solution to secure its long-term future.

The existing gardens and external areas of the Fort have become disused over time. The vision now is to transform these into part of the experience of visiting the Fort. There is a need to regenerate the external areas so that they can become open to the public from dawn till dusk and, in combination with improved access, will become a public park extension to the town centre, making the exteriors of the Fort a destination in their own right.

The key aspects of this investment will involve the following activities:

Dedicated access to the complex.

Relocation of current activities to temporary accommodation with an internal strip out.

Creation of accessible green spaces for community uses to link North Snow Hill end of the Fort to La

Collette Park.

Development of internal and external green spaces along with Master planning for future works.

Impact on Sustainable Wellbeing

Create a sustainable, vibrant economy: The Fort Regent project will be a significant contributor to the development and recruitment of the local skills workforce, providing experience and training for the future.

The longer-term expectations are for the Fort to become a modern destination with a significant contribution to the Islands economy with opportunities for jobs and economic growth with an increase in GVA through direct tourism potential and additional visitors to the Fort.

The opportunities to enhance outdoor space, and green space for Islanders to use will improve islanders physical and mental wellbeing by providing safe and useable spaces to enjoy.

GP22-MP-014

Project: Inspiring Active Places Sports Strategy Department: Infrastructure, Housing and Environment

Additional investment required: (£000)

2022 2023 2024 2025

814 - - -

Project Summary

The Inspiring Active Places Sports Strategy (IAP) was launched in September 2020. The aim of the project is to develop a broad approach to improve the physical activity of children and adults across the whole population. This will have a positive effect on adult s and children s health and wellbeing.

The ultimate goal of the programme is to enhance the Island s sports facilities, providing venues and community hubs that will further increase the number of participants in sport. These community hubs and sites are part of bringing communities together, enabling islanders to take up and lead active and healthier lives.

The wider development of this project is ongoing. It involves consideration and development of strategies to upgrade the Island s sporting infrastructure over the coming years where funding can allow individual projects to be undertaken.

The Government Plan already contributes funding to this overall goal, with activities being undertaken across the Island to lead us on this journey of development.

The funding available in 2022, is to enable this broader strategy to be enhanced and to allow for the development of projects that will deliver on this goal.

Impact on Sustainable Wellbeing

The IAP strategy will deliver a range of sport and wellbeing hubs, which will underpin Islander s access to facilities that support improved mental and physical health for generations to come.

New facilities across the Island that will be accessible by children for their participation in sport and a wide range of community and wellbeing activities. School facilities will also be enhanced at Le Rocquier and Haute VallØe.

The provision of facilities for sport, physical activity and wellbeing, will ensure that all members of the public can use these facilities, which will act as community hubs and the place to go to take part in group activities. It is well recognised the role that sport plays in creating and sustaining communities and creating social cohesion.

GP22-EST-001

Project: Skateparks

Department: Infrastructure, Housing and Environment

Additional investment required: (£000)

2022 2023 2024 2025

700 500 750 -

Project Summary

The Skatepark project began in 2020 and has been disrupted by the impact of Covid-19. Funding allocated by previous Government Plans, the Jersey Development Company and Ports of Jersey is being used to provide the core funding for the delivery of a large skatepark in the Island, which will become a permanent home for the sport.

Further funding is provided to enable the completion of one large skatepark and the future development of further skateparks where needs are identified.

This project fits alongside the Inspiring Active Places Sport Strategy and works towards the development and regeneration of Island s sports facilities.

Impact on Sustainable Wellbeing

Sports that fall under the urban sports umbrella, such as skateboarding, BMX, rollerblading and scootering, are a diverse and inclusive means of being active and healthy that are an alternative to more traditional sports. They offer the same widely accepted benefits of traditional sport and physical activity whilst being easily accessed with participation being possible without a formal structure.

GP22-IFA-008

Project: Countryside Access & Wellbeing Department: Infrastructure, Housing and Environment

Additional investment required: (£000)

2022 2023 2024 2025

- - - -

Project Summary

The access network across our island is unique and one of the Island s jewels. If extended and maintained for safe use, then it has a large and increasing role to play in ensuring an active population with positive wellbeing. Green spaces aren t just for nature, they boost Islander s mental health too.

Recent on-Island surveys undertaken throughout the pandemic show that our countryside and ecology offer an important, and in many cases an untapped resource, that are increasingly being used to positively contribute to wider Government targets of personal wellbeing and activity, particularly for those people and families with children living in apartments in our growing urbanised areas.

The project will help deliver a vibrant Island countryside that s connected to urban areas. It will enhance and expand Islanders use and enjoyment of the countryside and its ecology, by improving countryside accessibility.

Impact on Sustainable Wellbeing

Access to a safe and well-maintained countryside that supports a thriving ecosystem has large benefits to personal well-being, health and activity of Islanders. This can also be measured and reported through surveys of users that are currently ongoing.

The countryside and green spaces are home to much of the Island s unique wildlife and as such need to be managed and protected through the Wildlife (Jersey) Law 2021.

Proper signage that is replicated across the Island by all large landowners and proper maintenance of the countryside will increase the safety of users.

The Project also contributes towards other Government projects such as safer access to schools, public sites, coastal paths and walks etc. Efforts will also be made to understand future needs of Islanders in order to enhance the user experience and create a safe and sustainable access to the countryside for future generations.

Funding to this project will be from allocated underspends identified on an annual basis.

GP22-EST-005

Project: Army and Sea Cadet Headquarters Department: Justice & Home Affairs

Additional investment required: (£000)

2022 2023 2024 2025 494 1,939 960 -

Project Summary

The Minister for Home Affairs lodged Proposition P30-2021 Jersey Sea Cadets: Provision of a Permanent Headquarters which was debated, and adopted, on 8 June 2021. It states:

The States are asked to decide whether they are of the opinion

That an appropriate permanent base of operations should be identified, and a funding solution proposed by the Government of Jersey, for the use of the Jersey Sea Cadets; and to agree that TS Jersey is not released for development or change of use as part of the Fort Regent development plans until such a permanent base has been identified.

The funding available will develop and deliver a permanent base of operations. In order to ensure the best strategic use of the new facility, it is proposed that it will also accommodate the Army Cadets, who currently operate from the Field Squadron facilities at Le Quesne Barracks. This will provide a joint facility for the two Cadet Forces and enable collaboration, reduce duplication of facilities, and ensure that both Forces have modern, fit for purpose facilities in which to develop and deliver their activities for their members, making a valuable contribution to the education and development of the children and young people in the Cadet Forces.

Impact on Sustainable Wellbeing

Community wellbeing enhancing Cadet provision for Jersey s children and young people, contributing to education, skills development, and personal and emotional wellbeing.

GP22-MP-012

Project: Ambulance, Fire & Rescue Headquarters Department: Justice & Home Affairs

Additional investment required: (£000)

2022 2023 2024 2025 500 2,435 1,743 3,423

Total major project amount (£000): 24,403

Project Summary

This project is to provide a new joint headquarters, administration, training and station facility for the States of Jersey Ambulance Service (Ambulance) and the States of Jersey Fire and Rescue Service (FRS). The Services are key pillars in the Island s strategy for maintaining a safe environment for Islanders, visitors, the Island s infrastructure, built and natural environments. By increasing community resilience and dealing with emergencies when they occur, both organisations play a vital role. In pursuing and securing key Government priorities such as the health and wellbeing of Islanders, their activities and capabilities underpin most or even all of the Jersey Performance Framework principles and the current Common Strategic Priorities and their supporting priorities, themes and ongoing initiatives.

Much has changed in the Ambulance and Fire & Rescue professions in the years since they were first accommodated in their current facilities. The premises are no longer able to support the modern-day delivery of efficient and effective services, which are increasingly aimed at engagement, training and professional standards and development, planning and security matters. The current facilities were not designed with the lifespan they are now fulfilling, and the Ambulance facility does not meet many of the infection, prevention and control standards now required. The Fire & Rescue facility has significant building fabric issues and has consistently been assessed in independent inspections as a risk to the ongoing delivery and improvement of services.

It is essential to deliver a modern, fit-for-purpose facility, co-locating the two professions with operationally common issues such as garaging, administration and training space requirements, and increasing and improving collaboration and integration between the Services.

Impact on Sustainable Wellbeing

Both Services support the Common Strategic Policy priority of putting young people first. In the Ambulance context, this involves responding to acute medical crises involving children and young people as well as playing a key role in the safeguarding process by virtue of their unique levels of access.

The Fire and Rescue Service has a key role in protecting Jersey s natural and built environment; again a key priority of the government within the current CSP. For firefighters, one of their key prevention priorities is children and young people in order to deliver a longer-term shift in community behaviour to reduce overall risk; firefighters are also involved in the safeguarding process. Alongside this, is the role that firefighters, paramedics and emergency planning professionals play in ensuring that Jersey is, and is perceived as, a safe and stable place; this, in turn, supporting the CSP priority creating a sustainable, vibrant economy and skilled local workforce for the future.

GP22-MP-013

Project: Elizabeth Castle

Department: Office of the Chief Executive

Additional investment required: (£000)

2022 2023 2024 2025 1,250 2,027 1,676 -

Project Summary

The Government Plan 2020-2023 included an increase in revenue funding to the Arts, Heritage and Culture sectors. Further funding has been marked to support the development of Elizabeth Castle through to the end of 2024. This will involve the redevelopment of several structures to enhance and improve the visitor and hospitality offering.

The proposed works comprise three specific projects that will be delivered as part of a strategic works programme to address the fabric and services of Elizabeth Castle during the life of this Government Plan:

Renovation of Victorian Military Hospital as a visitor attraction and a venue for hire

A rare and significant building which has never been returned to public use since damage during WW2. The building is derelict, economically redundant and deteriorating and has been regarded by the Government of Jersey as a priority for refurbishment since 1980. The proposal brings the buildings into use as part of the visitor attraction amenity of the castle and creates opportunities for commercial use through event hire.

Renovation of Coal Store as a multi-purpose function facility

Linked to the Military Hospital is a large nineteenth century coal store. The proposal brings the space into public use through the creation of a multi-purpose function and meeting room, serviced with toilets and a kitchen.

Renovation of Officers Quarters as rental self-catering accommodation

The 1820s Officers Quarters currently house a 1980s exhibition on the history of the castle. This is out of date and badly compromises the historical integrity of the building. Elizabeth Castle houses the first Heritage Lets developed by Jersey Heritage Trust in the 1990s and the proposal expands capacity of this popular scheme - while enabling a more heritage appropriate restoration of the historic buildings.

Impact on Sustainable Wellbeing

The proposals submitted for planning consideration will enhance and enrich the built environment to both aid interpretation and bring that understanding to a greater number of people; both locals and visitors.

Elizabeth Castle is a Grade 1 listed Site of Special Interest (SSI); one of the most important monuments in Jersey. Active conservation management is required to ensure responsibilities of stewardship are met. The Castle provides significant open space, which forms part of public realm of St Helier. The Castle comprises more than 35 structures and forms part of the rich heritage of the Island.

GP22-IT-004

Project: Revenue Transformation Programme (Phase 3) Department: Treasury & Exchequer

Additional investment required: (£000)

2022 2023 2024 2025 3,385 2,738 1,986 1,316

Project Summary

Tax regulations are constantly changing and the systems and technology that underpin the implementation of new regulations and delivery of the Island s taxation strategies. From 2016 to 2020, the Revenue Management System (RMS) project and development of Revenue Jersey has steered the Island s tax. Going forwards, further developments will be required of which this programme will be a key aspect of driving these changes.

The combination of unavoidable changes in system requirements arising during the course of the original programme along with new developments means that based on current knowledge, the following strategic priorities are required to be responded to over the life of the Government Plan:

Independent Taxation

Prior Year Basis (PYB) 2019 Debt & Collection

Economic Substance Rules (compliance with OECD transparency to combat international tax base

erosion and profit shifting).

RMS Online

Risk & Compliance Model

Impact on Sustainable Wellbeing

Generating approximately 80% of all Government Revenues; efficient and effective recovery of all tax due is essential to provide funds to support all Government CSP priorities and common themes, and provide funding to the broad range of services provided to Islanders.

GP22-MP-010

Project: Our Hospital

Department: Health & Community Services

Additional investment required: (£000)

2022 2023 2024 2025 85,000 181,700 287,400 169,600

Total major project amount (£000): 804,500

Project Summary

The Our Hospital Major Project completed an Outline Business Case which was presented to the States Assembly on 22 July 2021.

A link to the document can be found here: statesassembly.gov.je/assemblyreports/2021/r.124-2021%20 (re-issue).pdf

Impact on Sustainable Wellbeing

Please see the Outline Business Case referred to above for information on the Impact on Sustainable Wellbeing.

Government Plan Consideration

The Government Plan assumes that the Our Hospital Project is agreed by the States Assembly before the approval of the Government Plan.

ANNEX PROPOSED GOVERNMENT PLAN 2022-25

PART FIVE EFFICIENCIES AND MEASURES TO REBALANCE EXPENDITURE

Efficiencies and measures to rebalance expenditure

The following section provides additional information on the efficiencies and other rebalancing proposals in the 2022 plan and should be read in conjunction with the Modernising Government section of the Government Plan 2022 25.

These proposals represent either a reduction in spend or an increase in income. The classification of the proposals as either recurring or one-off is also shown.

It is important to restate the approach to the delivery of the efficiencies and other rebalancing measures 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 can be described as:

Plan A: The efficiency has been delivered or is on track for delivery

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.

Plan D: Non-pay inflation available to departments is reduced to the same value as undelivered

targets. Departments (CYPES and IHE) will continue to work with the Treasury & Exchequer to determine the extent to which they can implement saving measures to achieve their targets, one off or recurring i.e. Plan B or C. Plan D should be considered as the last option

This combination of approaches maintains a sustained focus on the delivery of efficiencies and other rebalancing measures while implementing a backstop which, in the event of non-delivery, ensures that expenditure is delivered within cash limits.

The summary allocation by Minister is:

Minister 2022 Value

£000

Assistant Chief Minister 490 Chief Minister 592 Council of Ministers 5,343 Minister for Children and Education 496 Minister for EDTSC 184 Minister for External Relations and Financial Services 151 Minister for Health and Social Services 6,250 Minister for Home Affairs 1,741 Minister for Infrastructure 500 Minister for Social Security 575 Minister for Treasury and Resources 4,856 Non-Mins 500

Grand Total 21,678

CYPES and IHE have undertaken reviews of all service areas and are unable to identify efficiency saving measures or proposals to deliver the full value of the targets requested for 2022. The proposals were not seen as deliverable/ agreeable and therefore alternative measures have been identified for the Government Plan. As suitable measures were not identified and agreed with Ministers, the default position is that the proportion of non-pay inflation efficiency will increase by the same value as these undelivered targets.

Further detail regarding the efficiency and rebalancing measures is set out below which provides summary descriptions of each proposal, classification as either a recurring or one-off measure, budget impact, and departmental allocation.

Recurring/ 2022 Minister Department Summary description One off Budget impact £000

Assistant Chief Minister COO Modernisation & Digital: Integration of Cplatforms into the existing GoJ technology environmentYPES, HCS and SoJP Recurring Spend reduction: Non-Staff 415 Assistant Chief Minister OCE associated reduction in staff due to a restructure of the wider teamRecurring Spend reduction: Staff 40

Communications: Internal and Change recruitment freeze and

Assistant Chief Minister OCE Communications: Press Office recruitment freeze and associated reduction in staff due to a restructure of the wider team Recurring Spend reduction: Staff 35 Chief Minister COO RServicesestructure of the leadership team within People and Corporate Recurring Spend reduction: Staff 171 Chief Minister COO People and Corporate Services: Reorganisation of Team Jersey to be Recurring Spend reduction: 87

undertaken within the Organisational Development function Staff

Chief Minister OCE Chief of SPilot Schemestaff: Reduction in the funding available for the Provision of Recurring Spend reduction: Non-Staff 87 Chief Minister SPPP Executive and Governance: Reduction in non-staff administrative Recurring Spend reduction: 5

spend Non-Staff

Chief Minister SPPP delayed spend in schools One off Spend reduction: Non-Staff 20

Public Health: Reduced spend on the nutrition strategy due to

Chief Minister SPPP Public Pagency staffolicy: Non-staff budget reductions for professional services, , recruitment advertising and computing Recurring Spend reduction: Non-Staff 109

Statistics and Analytics: Staff budget reduction for the Central

Chief Minister SPPP Analytics TTransformation Programme and publication of GoJ service eam which will be set up to support the Analytics Recurring Spend reduction: Staff 39 performance measures

Strategy and Innovation: Reduction in provision of grants for Home

Chief Minister SPPP Energy Audits which is to be replaced by a revised domestic energy Recurring Spend reduction: Non-Staff 74

efficiency scheme

Minister for Children and Education CYPES ChildrenThis will slightly increase caseload and reduce capacity across the s Safeguarding and Care: Remove one social worker role. Recurring Spend reduction: 50 team Staff

Minister for Children and Education CYPES Skills: Target savings from functional review Recurring Spend reduction: Staff 166 Integrated Services & Commissioning: Re-base budgets to best

Minister for Children and Education CYPES growth and limit the planned improvements in Early Intervention and Recurring Spend reduction: Non-Staff 56

manage priorities within reduced resources. Will further reduce GP20

Therapeutic provision to looked after children

and Education CYPES Integrated Services & Commissioning: Rmanage priorities within reduced resources. Will further reduce GP20 growth and limit the planned improvements in Early Intervention and e-base budgets to best Recurring Spend reduction: Staff 224 Minister for Children

Therapeutic provision to looked after children

Minister for EDTSCECON Recruitment freeze within the Economic Framework and Productivity Recurring Spend reduction: 20

Support team Staff

Minister for EDTSCECON Reduction in staffing budget within the Corporate Resources teamRecurring Spend reduction: Staff 64 Minister for EDTSCECON Reduce funding within the Future Economic Partnership workstreamRecurring Spend reduction: Non-Staff 100

Minister for External

Relations and ECON Spend reduction: Financial Services Financial Services: Reduction in grant payments One off Non-Staff 52

Minister for External

Relations and OCE External Relations: Management of vacancies within the Global One off Spend reduction: 57 Financial Services Market and UK/EU teams Staff

Minister for External External Relations: Realign the budget for cross-government working Spend reduction: Relations and OCE to reflect revised requirements Recurring Staff 42 Financial Services

Minister for Health and Social Services HCS Department Wide: Increase in substantive staff and a reduction in agency/temporary staff through improved recruitment programmesRecurring Spend reduction: Staff 1,800 Minister for Health and Social Services HCS Department Wide: Rcentralisation of back office non-pay eeview and reduction through rationalisation and xpenditure Recurring Spend reduction: Non-Staff 500 Minister for Health HCS Department Wide: Review, challenge and reduction of contract and Recurring Spend reduction: 750

and Social Services procurement costs Non-Staff

Minister for Health HCS Increase in Private Patient activity and associated income Recurring Income 550 and Social Services

Minister for Health and Social Services HCS Non-Clinical Support: Development of HCS led laundry and catering services Recurring Income 150

Minister for Health and Social Services HCS Pharmacy: Drugs econtract management and adoption of biosimilarsxpenditure reduction through enhanced review, Recurring Non-Staff 500 Spend reduction:

Minister for Health and Social Services HCS Twith Newton Europeargeted delivery of a Cost Improvement Plan through partnership s along with ongoing embedding of ZBB and Recurring Spend reduction: 2,000

effective budget management Non-Staff Minister for Home

Affairs JHA Continue the best practice of reviewing and securing recurring reductions in non-staff budget Recurring Spend reduction: Non-Staff 406 Minister for Home Increase in income following review of the forecast number of

Affairs JHA applicants eImmigration.g. visas, work permits and passports in Customs and Recurring Income 184 Minister for Home Affairs JHA Review of the States of Jersey Prison Service Target Operating ModelRecurring Spend reduction: Staff 315

Minister for Home JHA: SoJP Police: Improvement in supplier contract maintenance and Recurring Spend reduction: 247 Affairs identification of reduction in non-staff contract spend Non-Staff

Minister for Home Affairs JHA: SoJP Rtraveleduction in learning and development course costs and associated Recurring Spend reduction: Non-Staff 212 Minister for Home Removal of a number of civilian posts following a staff review and

Affairs JHA: SoJP rationalisation process. Responsibilities will be enhanced in other Recurring Spend reduction: Staff 377 Minister for Infrastructure IHE posts to maintain the high levels of service deliveryRreprioritisation of assets requiring maintenance; informed by the Office ARcentralised function with hub and spokeduce a portion of the property maintenance budget to reflect a e-structure Facilities Management across Government to create one ccommodation Project e delivery aligned with the RRecurringecurring Spend reduction: Non-Staff 200 Minister for Infrastructure IHE 300

Spend reduction: OneGov principles. Non-Staff

Minister for Social

Security CLS All Tvoluntary release schemeeams: Forecasted financial impact of the uptake of GoJ s Recurring Spend reduction: Staff 60 Minister for Social Security CLS Customer Operations: Implement a vacancy factor equivalent to approximately 1% of staff costs Recurring Spend reduction: Staff 144

Minister for Social Security CLS Customer Operations: RCompensation for Mesothelioma. Note there will be no reduction in ealign the budgeted benefit spend on Recurring Spend reduction: 60

the service Non-Staff Minister for Social Customer Services: Realign the budgeted benefit spend on TV

Security CLS Licenses for the over 75. Note there will be no reduction in the service Recurring Spend reduction: Non-Staff 311 and Resources COO Commercial Services efficiency savings Recurring Spend reduction: Non-Staff 125

Minister for Treasury

Ministerand Resourcesfor Treasury T&E Continue the best practice of reviewing and securing recurring reductions in non-staff budget Recurring Spend reduction: Non-Staff 31 Ministerand Resourcesfor Treasury T&E General staffing productivity increase can be achieved through a number of different levers within each department including TRR, Recurring Spend reduction: 386

ZBB, vacancy management etc. Staff Minister for Treasury Increase income from new charges, and increased cost recovery of

and Resources T&E efees and charges frameworkxisting charged services, based on the initial implementation of a Recurring Income 14 Non-Mins Non-Mins Judicial Greffe: Increase P£50 ower of Attorney service fee from £25 to Recurring Income 16

Non-Mins Non-Mins Judicial Greffe: Review of Blampied income Recurring Income 250 Non-Mins Non-Mins Judicial Greffe: RCase Cost (C&CC)eview and realignment of the budgets for Court and Recurring Spend reduction: Non-Staff 220

Non-Mins Non-Mins LCase Cost (C&CC)aw Officers : Review and realignment of the budgets for Court and Recurring Spend reduction: Non-Staff 10 Non-Mins SA Continue the best practice of reviewing and securing recurring reductions in non-staff budget Recurring Spend reduction: Non-Staff 4 Departments total 12,035

Ministerand Resourcesfor Treasury TJersey&E: Revenue Increase tax revenues through the continued enhancement of domestic tax compliance Recurring Income 4,300

Continue to manage inflationary pressures across government

Council of MinistersCentral by retaining the budget for non-pay inflation and seeking best Recurring Spend reduction: Non-Staff 5,343 commercial outcomes to contract management. Grand total 21,678

All departments

Continue the best practice of reviewing and securing recurring reductions in non-staff budget

Workstream	Modern and efficient processes and systems
Project/ Programme title	Reductions in non-staff expenditure
Department	All
Department Section (Sub Department)	All
Minister(s)	All
Total financial value 2022	£6.3m

Budget impact	Spend reduction
Budget type	Non-staff expenditure
Recurring?	Recurring
Law/regulatory change required?	No
Common Strategic Policy	Modernising Government

Description

Review and minimise non-essential non-staff spend and address processes that are increasing spend unnecessarily, for example, not booking via HRG.

This aims to capture and maintain some of the reduction in the spending profile exhibited during Covid-19, for example, the reduction in travel and accommodation costs and an increase in the use of technology.

Proposals

Recurring/ 2022 Minister Department Summary description One off Budget impact £000

Customer Services: Realign the budgeted benefit spend on TV

Minister for Social Security CLS Licenses for the over 75. Note there will be no reduction in the Recurring Spend reduction: Non-Staff 311

service

Customer Operations: Realign the budgeted benefit spend on

Minister for Social CLS Compensation for Mesothelioma. Note there will be no reduction Recurring Spend reduction: 60 Security in the service Non-Staff

Assistant Chief Minister COO platforms into the existing GoJ technology environment Recurring Non-Staff 415

Modernisation & Digital: Integration of CYPES, HCS and SoJP Spend reduction: Ministerand Resourcesfor Treasury COO Commercial Services efficiency savings Recurring Spend reduction: Non-Staff 125

Integrated Services & Commissioning: Re-base budgets to best

Minister for Children CYPES manage priorities within reduced resources. Will further reduce Recurring Spend reduction: 56 and Education GP20 growth and limit the planned improvements in Early Non-Staff

Intervention and Therapeutic provision to looked after children

Reduce funding within the Future Economic Partnership Spend reduction: Minister for EDTSCECON workstream Recurring Non-Staff 100

Minister for External

Relations and ECON Financial Services: Reduction in grant payments One off Spend reduction: Non-Staff 52 Financial Services

Targeted delivery of a Cost Improvement Plan through partnership

Minister for Health and Social Services HCS with Newton Europe s along with ongoing embedding of ZBB and Recurring Spend reduction: Non-Staff 2,000

effective budget management

Minister for Health HCS Department Wide: Review, challenge and reduction of contract and Recurring Spend reduction: 750 and Social Services procurement costs Non-Staff

Minister for Health and Social Services HCS Pharmacy: Drugs econtract management and adoption of biosimilarsxpenditure reduction through enhanced review, Recurring Non-Staff 500

Spend reduction: Minister for Health HCS Department Wide: Review and reduction through rationalisation Recurring Spend reduction: 500

and Social Services and centralisation of back office non-pay expenditure Non-Staff

Minister for Home Affairs JHA Continue the best practice of reviewing and securing recurring reductions in non-staff budget Recurring Spend reduction: Non-Staff 406 Minister for Home Affairs JHA: SoJP identification of reduction in non-staff contract spend Recurring Spend reduction: Non-Staff 247

Police: Improvement in supplier contract maintenance and

Minister for Home Affairs JHA: SoJP Rassociated traveleduction in learning and development course costs and Recurring Spend reduction: Non-Staff 212

Non-Mins Non-Mins Judicial Greffe: Review and realignment of the budgets for Court Recurring Spend reduction: 220

and Case Cost (C&CC) Non-Staff

Non-Mins Non-Mins and Case Cost (C&CC) Recurring Spend reduction: Non-Staff 10

Law Officers : Review and realignment of the budgets for Court

Chief Minister OCE Chief of Sof Pilot Schemestaff: Reduction in the funding available for the Provision Recurring Spend reduction: Non-Staff 87 Non-Mins SA Continue the best practice of reviewing and securing recurring reductions in non-staff budget Recurring Spend reduction: Non-Staff 4

Public Policy: Non-staff budget reductions for professional Spend reduction:

Chief Minister SPPP services, agency staff, recruitment advertising and computing Recurring Non-Staff 109

Strategy and Innovation: Reduction in provision of grants for

Chief Minister SPPP Home Energy Audits which is to be replaced by a revised domestic Recurring Spend reduction: Non-Staff 74

energy efficiency scheme

Chief Minister SPPP Public Health: Reduced spend on the nutrition strategy due to One off Spend reduction: 20

delayed spend in schools Non-Staff

Chief Minister SPPP Executive and Governance: Reduction in non-staff administrative Recurring Spend reduction: 5

spend Non-Staff

Ministerand Resourcesfor Treasury T&E Continue the best practice of reviewing and securing recurring reductions in non-staff budget Recurring Spend reduction: Non-Staff 31 Total 6,294

Analysis completed/ required

There has been a reduction in spend during Covid-19 and opportunities for general improvement in discretionary spend (better use of organisational solutions and processes, greater consistency across departments) which suggest that the objective is reasonable.

Benefits

Benefit 1 Reduction in non-staff expenditure

Benefit Description Continue the best practice of reviewing and securing recurring reductions

in non-staff budget

Benefit type Spend reduction Date benefit will be 31/12/2022

realised

Amount (if applicable) £6.3m

High level impacts

Customer Services: None anticipated

Workforce: Some change in operating practice expected.

Government Plan Alignment: Modernising Government sustainable public finances

Economic Impact Assessment: No

Impact on Sustainable Wellbeing

Community: None anticipated Environment: None anticipated Economy: None anticipated

Any unintended consequences?: None anticipated Analysis completed/ required

All departments

General staffing productivity increase to be achieved through a number of different levers within each department

Workstream	Modern and efficient workforce
Project/ Programme title	General staffing productivity increase
Department	All
Department Section (Sub Department)	All
Minister(s)	All
Total financial value 2022	£4.1m

Budget impact	Spend reduction
Budget type	Staff expenditure
Recurring?	Recurring
Law/regulatory change required?	No
Common Strategic Policy	Modernising Government

Description

Over 2020 and 2021 £123m of investment has been injected into the Government of Jersey across many programmes and projects, including significant investment in capabilities (technology and people). It has been assumed that these investments should drive increases in productivity and enable the reduction

of staffing costs, for example, the Technology Transformation Programme (TPP) will increase staff productivity through a number of ways including, but not limited to, increasing automation, streamlining processes and improving the quality of data and information provision/compilation.

In addition to this, departments can utilise a number of levers to achieve the general staffing productivity measure, including:

The implementation of Zero-Based Budgeting (ZBB)

Reductions in avoidable overtime

Reduction in fixed term contracting (FTC)

Reduction in reliance on agency staff

Effective management of sickness

Voluntary release

Vacancy management

Introduction of career-linked grades to recruit inexperienced employees at a lower grade

Each department is at a different stage of transformation and improvement and will work with their Ministers to determine how this saving is delivered within their department. Therefore, the allocation across the levers above will vary across departments.

Zero Based Budgeting (ZBB):

ZBB intends to align pay and non-pay budgets to activity. Several departments have applied the ZBB methodology and it will continue to be rolled out to the remainder of departments. This programme of work will support the continued review of alignment between policy and operational objectives with income and expenditure budgets. It is also the aim of the programme to develop and embed skills, knowledge and tools across the organisation to ensure improvement financial acumen is sustained.

Overtime:

All overtime within each department will continue to be reviewed to reduce the amount of overtime that is authorised and paid for, with a focus on overtime that is paid at more than 1x salary.

An assessment into critical versus non-critical overtime will continue to ensure that there is no risk to frontline service delivery through a reduction in overtime.

Reduction in the reliance on fixed-term contract (FTC) staff:

FTCs continue to be reviewed to determine whether these roles are required or whether individuals could move into roles within existing structures.

Reduction in the reliance on agency staff:

Work continues in reducing the use of agency staff where possible, and to standardise contractual terms with agency suppliers.

It should be noted that for some departments and services the use of overtime, FTC and agency staff is a necessary part of the business model, to cope with peaks in service demand.

Effective management of sickness:

All sickness absence, both long-term and short-term, will be reviewed to determine what actions could be taken to reduce overall sickness absence levels, which are substantially higher than in comparable organisations, to reduce the overall sickness absence paid.

Voluntary release:

A voluntary release scheme can identify and encourage those who are likely to leave the organisation to do so, either through retirement or voluntary release. The role can then be assessed as to whether it needs to be replaced.

Vacancy management:

This will involve budgeting for vacancies within year, both to capture underspends that relate to staff turnover and to capture where recruitment to vacant posts is managed within year.

Proposals

Minister Department Summary description Recurring/ Budget impact 2022 One off £000

Minister for Social Security CLS Customer Operations: Implement a vacancy factor equivalent to approximately 1% of staff costs Recurring Spend reduction: Staff 144 Minister for Social Security CLS All Tvoluntary release schemeeams: Forecasted financial impact of the uptake of GoJ s Recurring Spend reduction: Staff 60

Chief Minister COO Restructure of the leadership team within People and Corporate Recurring Spend reduction: 171 Services Staff

Chief Minister COO People and Corporate Services: Reorganisation of Team Jersey to Recurring Spend reduction: 87

be undertaken within the Organisational Development function Staff

Minister for Children Children s Safeguarding and Care: Remove one social worker Spend reduction:

and Education CYPES role. This will slightly increase caseload and reduce capacity Recurring Staff 50

across the team Minister for Children and Education CYPES Skills: Target savings from functional review Recurring Spend reduction: Staff 166

Integrated Services & Commissioning: Re-base budgets to best

Minister for Children and Education CYPES manage priorities within reduced resources. Will further reduce GP20 growth and limit the planned improvements in Early Recurring Spend reduction: Staff 224 Intervention and Therapeutic provision to looked after children

Minister for EDTSC ECON Recruitment freeze within the Economic Framework and Recurring Spend reduction: 20

Productivity Support team Staff

Reduction in staffing budget within the Corporate Resources Spend reduction: Minister for EDTSC ECON team Recurring Staff 64

Department Wide: Increase in substantive staff and a reduction

Minister for Health and HCS in agency/temporary staff through improved recruitment Recurring Spend reduction: 1,800 Social Services programmes Staff

Minister for Home JHA Review of the States of Jersey Prison Service Target Operating Recurring Spend reduction: 315 Affairs Model Staff

Minister for Home Removal of a number of civilian posts following a staff review

Affairs JHA: SoJP and rationalisation process. Rother posts to maintain the high levels of service deliveryesponsibilities will be enhanced in Recurring Spend reduction: Staff 377 Assistant Chief MinisterOCE Communications: Press Office recruitment freeze and associated reduction in staff due to a restructure of the wider team Recurring Spend reduction: Staff 35

Communications: Internal and Change recruitment freeze and

Assistant Chief MinisterOCE associated reduction in staff due to a restructure of the wider Recurring Spend reduction: 40

team Staff Minister for External

Relations and Financial OCE External Rworking to reflect revised requirementselations: Realign the budget for cross-government Recurring Spend reduction: Staff 42 Services

Minister for External Relations and Financial OCE External RMarket and UK/EU teamselations: Management of vacancies within the Global One off Spend reduction: Staff 57

Services

Statistics and Analytics: Staff budget reduction for the Central Chief Minister SPPP Analytics TTransformation Programme and publication of GoJ service eam which will be set up to support the Analytics Recurring Spend reduction: Staff 39

performance measures Minister for Treasury T&E General staffing productivity increase can be achieved through a number of different levers within each department including TRR, Recurring Spend reduction:

and Resources ZBB, vacancy management etc. Staff 386 Total 4,077

Benefits

Benefit 1 Reduction in staffing expenditure and employment costs

Benefit Description General staffing productivity increase resulting in reduced staff costs Benefit type Spend reduction

Date benefit will be 31/12/2022

realised

Amount (if applicable) £4.1m

High level impacts

Customer Services: There should be no cut to services as a result of this measure

Workforce: There will be an impact on the workforce as this proposal assumes that some of the workforce will leave the organisation

Government Plan Alignment: Modernising Government - sustainable public finances Economic Impact Assessment: No

Impact on Sustainable Wellbeing

Community: None anticipated

Environment: None anticipated

Economy: None anticipated

Any unintended consequences?: None anticipated

HCS, JHA, T&E and Non-Mins

Increase income from new charges, and increased cost recovery of existing charged services, based on the implementation of a fees and charges framework

Workstream Efficient commercial

operations

Project/ Programme Fees and charges title framework

Department HCS, JHA, T&E and

Non-Mins

Department Section (Sub Department)

Minister(s) Minister for Health and

Social Services; Home Affairs; Treasury and Resources; Non-Mins

Total financial value £1.2m 2022

Budget impact	Income
Budget type	Non-staff expenditure
Recurring?	Recurring
Law/regulatory change required?	Framework approval, regulatory change may be required based on the specific opportunities within departments
Common Strategic Policy	Modernising Government

Description

The purpose of the Fees and Charges Framework is to:

Establish a framework within which a fair, economically sound and strategic approach to fees and

charges levied by the Government is agreed, and regularly reviewed.

Ensure the best possible value for money and establish the fairest possible approach to charging and

cost recovery. The policy sets out that charges for discretionary services will be set in order to fully recover their costs unless there is a specific decision on the part of the Government to subsidise the service provision for appropriate reasons.

Enable greater consistency across the Government in relation to its approach to setting and reviewing

fees and charges for discretionary services.

Proposals

Recurring/ 2022 Minister Department Summary description One off Budget impact £000

Minister for Health and Social Services HCS Non-Clinical Support: Development of HCS led laundry and catering services Recurring Income 150 Minister for Health and Social Services HCS Increase in Private Passociated income atient activity and Recurring Income 550

Increase in income following review of the

Minister for Home Affairs JHA forecast number of applicants e.g. visas, Recurring Income 184 work permits and passports in Customs and

Immigration

Non-Mins Non-Mins Judicial Greffe: Review of Blampied income Recurring Income 250 Non-Mins Non-Mins Judicial Greffe: Increase Pservice fee from £25 to £50ower of Attorney Recurring Income 16

Increase income from new charges, and

Minister for Treasury and ResourcesT&E increased cost recovery of eservices, based on the initial implementation of xisting charged Recurring Income 14

a fees and charges framework

Total 1,164

Analysis completed/ required

The income received across the Government of Jersey from 2018 to 2020 has been reviewed as part of the rebalancing programme and this £1.2m opportunity represents c. 2% of the 2021 budgeted income considered to have potential to be reviewed and amended.

The framework sets out what analysis is required at an individual fee or charge level.

Benefits

Benefit 1	Increased income
Benefit Description	Increased income from new charges, and increased cost recovery of existing charged services
Benefit type	Increase in income
Date benefit will be realised	31/12/2022
Amount (if applicable)	£1.2m

High level impacts

Customer Services: Services and fees/charges for services may change as a consequence of applying the framework.

Workforce: None expected

Government Plan Alignment: Modernising Government sustainable public finances

Economic Impact Assessment: Where appropriate, to consider impact of changes to individual fees and charges

Impact on Sustainable Wellbeing

Community: The distribution of fees and charges across different cohorts of paying customers (individuals or businesses) should become fairer.

Environment: A subset of fees and charges may be reinvested in protecting the environment. Fees and charges may be used to both incentivise the right behaviours and disincentivise the wrong behaviours based on policy decisions.

Economy: Fairer distribution of costs across customer cohorts and increased recovery of costs of service delivery should provide greater revenue for the Government to pursue policy objectives.

Any unintended consequences?: To be considered at an individual fee/charge level on application of the framework

Centrally held

Continue to manage inflationary pressures across government by retaining the budget for non-pay inflation and seeking best commercial outcomes to contract management.

Workstream	Efficient commercial operations
Project/ Programme title	Management of inflationary pressures
Department	All
Department Section (Sub Department)
Minister(s)	All
Total financial value 2022	Up to £5.3m

Budget impact	Spend reduction
Budget type	Non-staff expenditure
Recurring?	Recurring
Law/regulatory change required?	No
Common Strategic Policy	Modernising Government

Description

This continues the approach to management of inflation set out in 2020 i.e. to manage inflationary pressures within departmental service budgets.

The value against this measure represents the maximum value of the non-pay inflation efficiency target.

CYPES and IHE have undertaken reviews of all service areas and are unable to identify efficiency saving measures or proposals to deliver the full value of the targets requested for 2022. The proposals were not seen as deliverable/ agreeable and therefore alternative measures have been identified for the Government Plan. As suitable measures were not identified and agreed with Ministers, the default position, reflected in the table above, is that the proportion of non-pay inflation efficiency will increase by the same value as these undelivered targets.

Benefits

Benefit 1 Reduction in spending Benefit Description Reduction in spending Benefit type Spend reduction

Date benefit will be 01/01/2022

realised

Amount (if applicable) Up to £5.3m in 2022

Benefit 2 Enhanced supplier performance

Benefit Description Drives better consolidation of contracts for services, commercial

negotiation and alignment of service provision with organisational requirements

Benefit type Performance Date benefit will be 31/12/2022

realised

Amount (if applicable) N/A

High level impacts

Customer Services: The risk of impacts to service provision should be mitigated by improved contract management and, where appropriate support from the Commercial Services Team.

Workforce: None anticipated

Government Plan Alignment: Modernising Government sustainable public finances

Economic Impact Assessment: No

Impact on Sustainable Wellbeing

Community: None anticipated

Environment: None anticipated

Economy: Negligible/deflationary pressure

Any unintended consequences?: None anticipated

IHE

Property Maintenance and Facilities Management

This template combines the following two IHE rebalancing measures which were started in 2021:

Re-structure Facilities Management across Government to create one centralised function with hub and spoke delivery aligned with the OneGov principles. (£200,000 in 2022)
Reduce a portion of the property maintenance budget to reflect a reprioritisation of assets requiring maintenance; informed by the Office Accommodation Project. (£300,000 in 2022)

Workstream Modern and Efficient

Processes and Systems/ Efficient Organisational Structures

Project/ Programme Property Maintenance title and Facilities

Management

Department IHE Department Section Property

(Sub Department)

Minister(s) Minister for

Infrastructure

Total financial value £0.5m 2022

Budget impact	Spend reduction
Budget type	Non-staff expenditure
Recurring?	Recurring
Law/regulatory change required?	No
Common Strategic Policy	Protect and Value Our Environment

Description

A review of Property functions across the Government of Jersey is being undertaken in preparation, in part, for the new Integrated Technology Solution and following the C&AG reviews into Estates Management and the IHE Island Public Estate Strategy. The review has a number of themes, which seek to re-organise the various property management and maintenance functions in line with OneGov principles.

Restructuring

Re-structuring Facilities Management across Government to create one centralised management solution with hub and spoke delivery aligns with OneGov principles.

Currently a number of departments manage their own facilities management in buildings and establishments across the Island. Centralisation will enable standards to be compared and equalised, a more coherent procurement strategy for outsourced provision to be developed and, it is expected, a cost saving to be made on the overall provision of facilities management across the Government Estate.

The review will be undertaken applying OneGov principles and will encompass the hard FM elements of provision (property maintenance, minor repairs, cyclical and mandatory maintenance aspects etc.).

Stop non-essential Maintenance

A review of the property portfolio across the whole of the Government of Jersey is being undertaken. Economies of scale and a rationalisation of the Estate to reduce the maintenance burden of sub- standard property and demands of service users to improve facilities will remove the requirement to undertake maintenance which is deemed non-essential or maintain buildings which are now beyond

their useful life for Government purposes.

High Level Objectives

Release of funds from IHE for the Public Estate Backlog Maintenance Programme

Review of Property function across Government to release sub-standard and expensive to maintain buildings

Analysis completed/ required

The initial work stems from the Island Public Estate Strategy and there is work commencing to review property functions across Government.

Benefits

Benefit 1	Review Government Property Portfolio
Benefit Description	Review of property across the Government Estate to identify properties which are expensive to maintain and sub-optimal for service delivery
Benefit type	Spend Reduction
Date benefit will be realised	01/01/2022
Amount (if applicable)	£1 million per annum, of which £0.5 million was in 2021 and £0.5 million in 2022

High level impacts

Customer Services: There will be reduced budget to deal with any demands from departments for ad- hoc maintenance of buildings and upgrade of below standard office accommodation.

Workforce: No impact on staff is anticipated at this time, however, ways of working and location may be subject to change.

Government Plan Alignment: Yes, the Property Review will work to OneGov principles in support of the Government Plan

Economic Impact Assessment: No

Impact on Sustainable Wellbeing

Community: None expected or anticipated

Environment: The building maintenance budget will be reduced below a level which allows Jersey Property Holdings (JPH) to improve the current condition of the Property Estate. Whilst some areas are

in relatively good condition, some properties are in need of extensive works to ensure they remain functional for building users and compliance, however with the removal of this funding, this will no longer be possible.

The C&AG recommended that the Government reviews spending on property maintenance to tie in to property condition surveys in her report on Operational Land and Buildings . The review of the Public Estate will include works on condition surveys and seek to identify those properties which are no longer suitable or financially viable for Government use.

Economy: None anticipated

Any unintended consequences?: None anticipated

T&E

Increase tax revenues through the continued enhancement of domestic tax compliance

Workstream	Efficient commercial operations
Project/ Programme title	Additional tax revenue
Department	T&E
Department Section (Sub Department)	Revenue Jersey
Minister(s)	Minister for Treasury and Resources
Total financial value 2022	£4.3m

Budget impact	Income
Budget type	Non-staff expenditure
Recurring?	Recurring
Law/regulatory change required?	No
Common Strategic Policy	Modernising Government

Description

This continues the 2019 investment in domestic compliance with forecast additional revenues still on track to reach £13.5 million annually by 2024.

Analysis completed/ required

The performance in 2020 delivered £10 million from an objective of £7.35 million and performance at the half year point in 2021 remains on track to deliver against the target providing sufficient evidence of the opportunity.

Benefits

Benefit 1	Additional tax revenue from enhanced domestic compliance
Benefit Description	Additional tax revenue as a result of improved domestic compliance
Benefit type	Increased tax revenue
Date benefit will be realised	31/21/2022
Amount (if applicable)	£4.3m

High level impacts

Customer Services: This will not result in any service cuts.

Workforce: This continues the investment in domestic compliance including staff and training. Government Plan Alignment: Modernising Government sustainable public finances Economic Impact Assessment: No

Impact on Sustainable Wellbeing

Community, Environment and Economy: Enhanced revenues provides Government with greater resources to spend on strategic priorities

Any unintended consequences?: None anticipated

CBP001149

Printed on sustainably sourced paper

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Government of Jersey Communications Team R.150/2021.

Proposed Government Plan 2022-2025: Annex

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Impact on sustainable wellbeing

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