States of Jersey Group 2023 Annual Report and Accounts

Our purpose

Our purpose as the Government of Jersey is to serve and represent the best interests of the Island and its citizens. In order to do this, we must:

Provide strong, fair and trusted leadership for the Island and its people

Deliver positive, sustainable economic, social and environmental outcomes for Jersey Ensure effective, efficient and sustainable management and use of public resources Ensure the provision of modern and highly valued services for the public

Structure of the Annual Report and Accounts

The Annual Report and Accounts is made up of the following Parts:

Minister for Treasury and Resources Foreword  4 In Brief  6

Sets out a summary of key points.

Part 1: Performance Report  12 Sets out a summary of the financial performance of the States of Jersey Group and the

performance of the Government of Jersey. Also included are a number of highlights from

the three wholly-owned entities and Non-Ministerial Departments.

Part 2: Accountability Report  112

Sets out information on the composition and organisation of the States of Jersey Group and its governance structures, and how they support the achievement

of the States' strategic objectives. It also includes the Remuneration and Staff Report and a breakdown of actual spend against the budgets approved by the States Assembly in the Government Plan.

Part 3: Financial Statements 205 Are the audited statutory financial statements for the States of Jersey Group.

The accompanying notes in Part 4 provide further breakdowns and explanation

of the income, expenditure and asset and liabilities reported in the financial

statements.

Part 4: Notes to the Accounts  210

Further detailed information on the performance of Government Departments can be found in the separate Annex: Government Department Annual Reports and at Performance measures and indicators (gov.je).

Minister for Treasury and Resources Foreword

Deputy Elaine Millar

Minister for Treasury and Resources

I am pleased to present the States of Jersey Annual Report and Accounts 2023. The Accounts not only reflect the financial activities of our government but also our commitment to accountability in serving the interests of Islanders.

In 2023, we saw notable developments, amidst continued global geopolitical and financial challenges. While our Group Income increased by £89 million (6%), this was lower than the inflation levels experienced during the year. This is not unexpected, as the measures set out in the mini budget in 2022, designed to put money back into Islanders pockets came into effect and impacted our tax yield.

At the same time, Group expenditure grew by £177 million (11%), mostly in the form of spending by departments to deliver services to Islanders. In addition to the £59 million relating to inflation, this increase also reflects the States Assembly decisions in the Government Plan to invest £53 million into those services.

The ongoing challenges to our Health Service have been evident, leading to the establishment of a Financial Recovery plan. It was necessary to allocate additional funding of £32 million in the year to meet the financial pressures whilst the plan is implemented.

As a result, before investment returns, the Accounts show a larger deficit in 2023 at a Group level than in previous years. This is to be expected, as we continue to return to balanced finances after the impacts of the COVID-19 pandemic and remain committed to supporting Islanders with the ongoing cost-of-living.

Our investments performed well in 2023, however, with returns of £350 million, more than recouping unrealised reductions in value in 2022. The balance sheet remains strong, with growth in both the Strategic Reserve (to £1.1 billion) and Social Security Reserve (to £2.1 billion).

Throughout 2023, both Government and our group companies continued to invest in the Island s infrastructure, with £255 million spent on vital projects including New Healthcare Facilities, Social Housing (through Andium Homes), the completion of the sewage treatment works, and other key infrastructure.

Looking ahead, the Government Plan 2024-2027 anticipates deficits amid inflationary pressures, but also outlines a path towards balanced budgets, with a targeted return to a surplus in the latter years of the plan. This strategy stresses the importance of sustainable public finances, emphasising tax funded day-to-day expenditure, allowing investment returns to be reinvested to strengthen our reserves and invest in infrastructure.

The 2023 Accounts show the strong position we find ourselves in relative to other jurisdictions. Our finances are moving back into balance following the impacts of COVID and the continued cost-of-living crises.

This strength, combined with prudent stewardship and an ongoing regard for long-term financial sustainability and stability, will be key to retaining and attracting businesses to the Island as well as safeguarding the wellbeing of Islanders into our future.

Deputy Elaine Millar

Minister for Treasury and Resources Date: 30 April 2024

Annual Report and Accounts 2023  In Brief

The Annual Report and Accounts is the Government of Jersey s document setting out the financial performance of the States of Jersey Group and the performance of the Government of Jersey including on sustainability. It includes information on what makes up the States of Jersey Group and how it is organised and governed to support achievement of the States' strategic objectives.

The report also includes the Remuneration and Staff Report and a breakdown of actual spend against the budgets approved by the States Assembly in the Government Plan.

The Financial Statements are the audited statutory financial statements for the States of Jersey Group. The accompanying notes provide further breakdowns and explanation of the income, expenditure and asset and liabilities reported in the financial statements.

This Annual Report and Accounts covers the calendar year 2023.

Summary of the financial performance of the States of Jersey Group

For detailed information please see the Financial Review.

Consolidated Fund

Whilst General Revenues were broadly in line with the Government Plan 2023-2026, additional spending on Health and Major Incidents resulted in a smaller operating surplus than predicted.

GENERAL REVENUE  NET DEPARTMENTAL  OPERATING BALANCE INCOME (TAXES AND  EXPENDITURE (SPENDING

OTHER INCOME RECEIVED) ON DELIVERING SERVICES

FOR ISLANDERS) £2m £1,078m £1,020m Surplus

£50m (4.9%)  £146m (16.7%)  £31m more than £2m more than  £30m less than  the approved forecast final budget budget

States of Jersey Group

The group continues to run deficits as it recovers from the impacts of the COVID pandemic on public finances. Strong Investment returns in the year helped balance sheet growth.

INCOME EXPENDITURE GROUP SURPLUS/DEFICIT

£1,582m £1,726m £144m Deficit

£205m Surplus after  

£89m (5.9%) £177m (11.4%) Investment Gains CAPITAL NET ASSETS INVESTMENT RETURNS

£255m £8.2bn £350m

£12m (4.4%) £224m (2.8%) (10.7%)

Service Performance Measures vs 2023 Targets

Of 128 Service Performance

Measures assessed against a

target, 67% exceeded targets

(Green) or were a near miss

(Amber), definitions of which Red  vary by measure.

33%

33% (43 measures) missed their

target by more than a near Green 55% miss (Red). This is similar to

2022 when Green plus Amber

was 68% and Red was 32%.

There are changes to the Amber  measures used from year

12% to year. Amongst measures common to both years the Red

measures reduced from 35% in 2022 to 33% in 2023.

Details of all Service Performance measures are available on gov.je at Annual Service Performance Measures

Further information on delivery against objectives and service performance targets is available in Annex Government Department Annual Reports

Performance highlights

Responding to Incidents

 Extensive support was provided to Islanders affected by incidents ranging from floods

in January to Storm CiarÆn in November and support continues to be offered to those affected by the Major Incidents in December 2022

The New Healthcare Facilities Programme

 The Enid Quenault Health and Wellbeing    Demolition work started at Overdale

Centre was completed, with clinical  to enable development of the site services transferring from Overdale

Health and wellbeing

 Cultural Improvement    HCS Advisory Board    200+

Programme started and  established More HCS staff in post good progress made

2.5 days 57%

Average Length of Stay for Acute Elective  Patients waiting more than 90 days for Elective admissions, beating target 3 days, indicating  Admission. Extra sessions took place in

timely discharges, reduced bed-blocking and  Urology, General Surgery and Ophthalmology improved clinical outcomes to reduce waiting however challenges remained

across several specialties

Improved to 204.6  48%

The rate of Acute admissions to mental health  Patients waiting more than 90 days for their units per 100k registered population per  First Outpatient Appointment. Plans are in quarter was improved by early intervention in  development to reduce waiting lists by building the community on specific specialty improvements, such as the

Commissioned Dental Scheme

Children and education

 8,000 celebrated Jersey s Children s Day   10 Primary schools now accessing hot

lunches

 19 School reviews completed and

published   70 + teaching assistants recruited

Measures

9.3% points better  30 days  38 weeks

Persistent absence in  Average wait for CAMHS  Average wait for CAMHS academic year 2022/3 was  assessment, better than  neurodevelopmental 16.9%, lower than 26.2% in  target 36 assessments, worse than 2021/22 *Government schools target 13 weeks

8 *CAMHS - Child and Adolescent Mental Health Services

Performance highlights (continued)

Future Economy Programme

 The Future Economy Programme was launched to address the principal economic challenges

which face Jersey

Cost of Living

 Measures passed by the States Assembly as    £20 reduction in the cost of GP

part of the Mini Budget in September 2022  appointments for all Islanders

took effect in January 2023   Other measures to help Islanders cope + 10.9% October agreement to increase the  with cost of living pressures included minimum wage from 1 January 2024 free GP appointments for children and

 The Annual Report of the Fiscal Policy Panel  expansion of support for lower income

(November 2023) commented that Jersey s  pensioners with dental, optical and

tight labour market could result in upward  chiropody costs through the pension plus pressures on wage increases, which would  scheme

keep inflation higher for longer

Housing

 Adoption of the Public Health and Safety    Publication of the Roadmap for Improved

(Rented Dwellings) (Licensing) Regulations  Access to Social Housing

2023   First Step scheme developed and

 Key changes made to the First Time Buyer   announced in September

and Assisted Purchase policies   The Bridging Liquid Waste Strategy

 Empty Homes Service (gov.je) launched  published in May

in January   280 new waterfront homes provided by

 232 new affordable homes provided by  Jersey Development Company s Horizon

Andium development

MONEYVAL

 Two-week visit by international assessors,    Assessors spoke to all relevant island part of an 18-month evaluation to test how  agencies, as well as almost 30 private

effectively Jersey combats financial crime sector entities, including banks, trust  The report will be published in 2024 companies, accountants and lawyers

Measures

56 9% above ambition 80% recovery

Jersey Business Net Promoter  130,549 non-resident visitors  The number of non-resident Score reflects excellent  to heritage sites annually visitors to heritage sites client feedback on business  annually remains below  services provided the 2019 level

Performance highlights (continued)

Climate Emergency

 Equal 2nd warmest, and the wettest,    Further changes in native and invasive year since records began species. 26 invasive species were controlled during the year

Investing in the built environment

 New Sewage Treatment Works completed   Major works at the mental healthcare facility at Clinique Pinel were completed.

 Public sport facilities continued to be  Launch is planned for the first half of decanted from Fort Regent into new  2024

premises

 Jersey Development Company

 Ports of Jersey submitted plans for the  completed IFC 6, the third office building

Harbour Master Plan project and began  at the International Finance Centre

work to establish an Airport Operations

Centre

Measures

16%  68%  0.28% of Gross  

reduction Added Value

Reduction in core  In Government fleet emissions  Jersey met its Overseas Government emissions   to meet its 2030 target Aid target for giving official versus target 15% development assistance

0% Level 3

Andium Homes use of Domestic Fossil Fuels Ports of Jersey achieved Airport Carbon

Accreditation and also received international Clean Marinas accreditation

74% 1

of the Government vehicle fleet using  planning application awaiting and requiring low-carbon fuel solutions validation and requiring action at the end of

2023. However, process improvements are required in this area, being delivered via the Planning Services Improvement Plan

Performance highlights (continued)

Connect - new systems and ways of working

 Last stages of the IT programme were    There were significant challenges at

delivered to enable change across finance,  start of year paying invoices during HR, assets, health and safety, procurement  system transition. Across the year 81% and inventory functions of invoices were paid within 30 days

Listening to staff - 'Be Heard' Survey

 One-star accreditation - Law Officers'    Further work to embed a performance Department became the first public service  culture is a core tenet to support entity to achieve the one-star accreditation continuous improvement. Areas of development include leadership

capability; provision of a Fair Deal for all public servants; and wellbeing

Measures

100% 8% 59%

All Freedom of Information  Employee Turnover within the  of data for the current Island requests were answered  Ministerial and Non-Ministerial  Outcome Indicators was within the statutory 20  Departments was better than  updated on gov.je within  working days, or with a  the 9.5% target a quarter of the availability  prescribed extension period of the data

Customer feedback

Customer Satisfaction Complaints

Eight themes account for 80%

80.6%

Customer Satisfaction bettered the 2022 score of 79.9% to beat the 80% target. The measure is the proportion of customers saying they were

 very satisfied or satisfied with the service they had received.

Government excluding HCS and schools, records for which are not held centrally

How I access your services, 492 Mistake was made, 196 Attitude and behaviour, 319 Care, 189 Consistency of information, 206 Appointment / admissions

/ transfers / discharge procedure, 136

Time taken, 198 Property and assets, 100

Other themes, 424

When things go wrong teams endeavour to identify shortcomings and put things right quickly and to the satisfaction of the person complaining.

Feedback is used to help improve services and the Government has started to publish online what has been done with feedback received.

Government excluding schools, records for which are not held centrally.

Performance Report

Introduction

The Performance Report includes the following:

The Chief Executive Officer s Report How Islanders' Money Is Used Summary of performance

Financial Review

Sustainability Report

Further information at department level can be found at:

Annex - Government Department Annual Reports Annual Service Performance Measures

Performance in 2023

Performance in 2023

Dr Andrew McLaughlin

Interim Chief Executive

Introduction

It is a privilege to serve the public sector as Interim Chief Executive even for a short period.

I arrived in post in September 2023, and I am grateful for the work Suzanne Wylie had started. I thank Suzanne for her professional and supportive handover.

In my first few days, I attended an awards ceremony celebrating the work of our public servants, which was informative and gave me a quick insight into our public services. It was uplifting and inspirational to see how dedicated they are to serving islanders, especially for someone new to the public sector.

My objectives for the final quarter of 2023 included visible leadership inside the organisation, setting a good tone from the top, and effective prioritisation of Government projects. The former Chief Minister also had significant input into the big issues facing Jersey and the opportunities available to tackle them, which is reflected in the Common Strategic Policy, Government Plan, and departmental business plans.

At the same time, we dealt with a series of significant Island-wide incidents, most notably the gas outage and Storm CiarÆn. The dedication and professionalism of Government teams to ensure Islanders were supported during these difficult situations must be commended, especially as

they were still dealing with the recovery phases of previous major incidents.

In terms of overall performance of the public service, we are improving year-on-year in setting targets, measuring progress, and demonstrating change. In 2023, the Government achieved or only narrowly missed two thirds of its service performance measure targets.

We regularly seek feedback from service users and received almost 6,000 responses to our surveys in 2023. Customer satisfaction scores were once again up from the previous year at almost 81%, beating our target, whilst four out of five people surveyed said their interaction with government was easy or fairly easy . We, of course, strive to do better.

The highlights are summarised in the following pages. I would also encourage you to read the short departmental reports contained in the Annex Government Department Annual Reports. They detail the breadth and depth of the work that is undertaken, achievements made, the standard of service delivered, and the improvements we are making.

Performance in 2023

Further information on the Island Outcome Indicators and Service Performance Measures for each Department is published on the Government website (gov.je) on the Performance measures and indicators page.

I commend the performance report to all interested parties. Yours

Dr Andrew McLaughlin Interim Chief Executive

Date: 30 April 2024

Performance in 2023

Scope of the Annual Report and Accounts

The Annual Report and Accounts contains a wide variety of information on the performance and finances within the States of Jersey Group.

Similar to other national governmental structures, the States of Jersey Group comprises a large, complex and diverse group of structures and entities which provide a very broad array of public services and vary widely in size, scope, budget, roles, and responsibilities. Some entities may also have their own constitutional and/or legal identity, inter-relationships, governance and accountability arrangements.

This constitutional and structural complexity, together with the breadth of public services provided, presents a challenge when compiling an Annual Report and Accounts that is understandable, meaningful and proportionate in terms of scope, length and detail.

So, in order to help make sense of this complexity:

Many matters within the Annual Report and Accounts are the responsibility of the Government of Jersey. Where that is the case reference is made to Government of Jersey , which refers to the Ministers and the Ministerial Departments.

Where this publication also covers the wider States of Jersey Group, or other entities or groups within the States of Jersey Group, references are made to the States of Jersey Group, the group of entities within the States of Jersey Group, or the entity itself.

Many of the States of Jersey Group entities, organisations and bodies publish their own individual Annual Reports. Links to relevant websites can be found at States of Jersey Group entities and other organisations and bodies (gov.je).

The States of Jersey Group and the Accounting Boundary

The requirements for the Annual Report and Accounts are set by the Jersey Financial Reporting Manual (JFReM), the technical accounting guide to the preparation of the financial statements for the States of Jersey Group.

Under accounting standards other entities fall within the Accounting Boundary as defined in the JFReM which is based on evidence of direct control of the entities by the States, Council of Ministers, a Minister, Corporate Strategy Board or any other state body. The accounts presented in this report include all the entities within the Accounting Boundary.

The States of Jersey Group has several layers:

Consolidated Fund

The Consolidated Fund is the main fund through which the States collects taxes, other income, and spends money in providing services. Income received or due is accounted for in the Consolidated Fund, except where specified in Law. Expenditure from the Consolidated Fund is made via Ministerial and Non-Ministerial departments, and is approved by the States Assembly in the Government Plan.

Performance in 2023

Core Entities (Consolidated Fund plus States Funds)

In addition to the Consolidated Fund, other States Funds have been established for specific purposes under the Public Finances Law. Together these form the Core Entities of the States of Jersey.

SOJ Group (Core Entities plus Wholly-Owned Companies)

Three wholly-owned companies are also included in the Accounting Boundary and Consolidated into the Accounts. It is planned that the boundary is expanded in the future to include other wholly owned entities and those in which the States holds a controlling interest to more closely align with International Financial Reporting Standards.

Consolidated Fund

• General Revenue Income

• Ministerial Departments

• Non-Ministerial Departments

• Trading Funds

• Strategic Reserve

• Stabilisation Fund

• Currency Fund

• Insurance Fund

• Social Security Funds

• Loans Funds

• Other States Funds

• States of Jersey Development Company Ltd

• Andium Homes Ltd

• Ports of Jersey Ltd

Note 4.25 provides further information on the Accounting Boundary.

Performance in 2023

How Islanders' Money Is Used

Contributions (£228m) SOCIAL

SECURITY FUND

(Fund Balance £85m)

Contributions (£52m)

HEALTH INSURANCE FUND

(Fund Balance £112m)

Long term  care charge (£39m)

LONG TERM CARE FUND

(Fund Balance £45m)

Tax and  other revenue (£1,032m)

CONSOLIDATED

FUND

Returns from  States-owned  

Entities  (£46m)

SOCIAL SECURITY  (RESERVE) FUND

(Fund Balance £2,179m) £89m

Benefits

(£296m)

(£0m)

Benefits (£45m)

Benefits (£75m)

(£33m)

Grant Capital spend

(£106m)

Services and government administration

(£917m)

Benefits (£98m)

STRATEGIC RESERVE FUND

(Fund Balance £1092m)

STABILISATION FUND (Fund Balance £0.6m)

CURRENCY FUND (Fund Balance £11m)

OTHER (Fund Balance £127m)

Summary of performance

Summary of performance

Introduction

The States Assembly and the Council of Ministers

The States Assembly, also known as the States of Jersey[1], is the parliament of Jersey. The States Assembly is responsible for: making new laws and regulations, approving the amount of public money to be spent every year, approving the amount of tax to be raised, and holding Ministers to account[2].

The States Assembly appoints the Council of Ministers. The Council of Ministers comprises the Chief Minister and, in 2023, eleven Ministers, and is supported by Assistant Chief Ministers who are appointed by the Chief Minister.

The purpose of the Council of Ministers is to serve and represent the best interests of the Island and its citizens. In order to do this, the Council of Ministers must:

Provide strong, fair and trusted leadership for the Island and its people

Deliver positive, sustainable economic, community and environmental outcomes for Jersey Ensure effective, efficient and sustainable management and use of public resources Ensure the provision of modern and highly valued services for the public.

The functions of the Council of Ministers collectively include co-ordinating the policies and administration for which they are responsible as Ministers, discussing and agreeing policy which affects two or more of them and prioritising executive and legislative proposals[3].

Each Minister is a corporation sole[4]. Their functions include carrying out their legislative responsibilities and, for the purpose of reaching policy decisions, providing policy direction

to officers, having given fair consideration and due weight to informed and impartial advice from such officers[5]. The senior officer in any administration of the States for which a Minister is assigned responsibility (usually the Chief Officer of a Government Department) is accountable to that Minister in respect of policy direction[6].

More information on the membership of the Council of Ministers during 2023 can be found in the Accountability Report.

The Chief Executive Officer is the Chief Executive to the Council of Ministers and Head of the Public Service. In this context, they are the principal advisor to the Council of Ministers and are accountable for the administration and general management of the public services and implementation of corporate and strategic priorities. As Principal Accounting Officer, the CEO must also ensure the probity and regularity of the finances and that resources are used economically, efficiently and effectively.

Summary of performance

Chief Executive Officer Suzanne Wylie left on 31 July 2023 and on 5 September 2023 Dr Andrew McLaughlin took office as Interim Chief Executive Officer and Head of the Public Service. Between these dates temporary leadership arrangements were in place with Tom Walker , one of the Assistant Chief Executives, being designated as the acting Principal Accountable Officer.

Service delivery

In 2023 there were nine Ministerial Departments (collectively known as the Government of Jersey ) and nine Non-Ministerial Departments (which are responsible for areas such as the States Assembly and the Courts). These departments collectively employ approximately 14% of the Island s working age population (8,834 at 31 December 2023). Staff are a mixture of full-time and part-time, and permanent and fixed-term contract, with flexibility very much at the forefront of workforce planning. These staff are supplemented by agency and locum staff, particularly in Health and Community Services, where necessary. The Government also spends money on consultants, either where it is struggling to recruit or where the need is for specialist expertise which it would not be cost-effective to employ directly. Difficulty in recruitment is a risk to service delivery, not just in front-line service areas like Health and Education, but also in backroom functions like Treasury and Exchequer. The staffing complement is a mix of civil servants (with roles ranging widely from Occupational Therapists, Biomedical Scientists and Social Workers to Waste Engineers, Customer Services Advisors and Policy Officers), Doctors and Consultants, nurses and midwives, uniformed services (like the Ambulance, Police and Fire Services), teachers and lecturers, Crown Appointments (like the Bailiff and Attorney General) and other pay groups.

The Ministerial Departments work closely with their respective ministers to deliver Government policy. Ministers are responsible for policy decisions, departments deliver those decisions,

with each department having an Accountable Officer who ensures spending is proper, regular and good value for money. Typically those Accountable Officers will have regular meetings with their Minister, and take proposals to the Minister where formal decisions are needed. On the rare occasions when Minister and Accountable Officer disagree on a proposed course of action, there is a process by which the Minister can direct the Accountable Officer, provided that the proposed action is legal.

Departments also work with many other bodies to deliver services to Islanders. Some of these are included within the accounting boundary , which means their results are presented as part of this Annual Report and Accounts. Some are outside of that boundary and are paid by the States through grants or contracts for services. Bodies may be States Owned Entities or Arm s Length Organisations .

Many of the States of Jersey Group entities publish their own individual Annual Reports. Links to States of Jersey Group entities and other organisations and bodies can be found at States of Jersey Group entities and other organisations and bodies (gov.je)

The Government also works closely with many other organisations that are not States- established or controlled, though which serve Islanders. This group includes the twelve

Parishes and further information can be found at Jersey's 12 Parishes | ComitØ des ConnØtables (comite.je).

PERPERFFORORMMAANNCECE RE RPEPOORT RT ACCOUNTABILITY REPORT  FINANCIAL STATEMENTS  NOTES TO THE ACCOUNTS

Summary of performance

The Government  

of Jersey  Ministerial Accountability As at 31 Dec 2023

Management Accountability

The Council of Ministers and  CHIEF MINISTER

ministerial departments are

collectively referred to as the

Government of Jersey.

MINISTER  MINISTER FOR

MINISTER  MINISTER FOR  MINISTER FOR  MINISTER FOR  MINISTER FOR  MINISTER FOR  MINISTER FOR  MINISTER FOR MINISTER FOR  FOR HEALTH  SUSTAINABLE

FOR THE  JUSTICE AND  TREASURY AND  HOUSING AND  EXTERNAL  CHILDREN AND  SOCIAL  INTERNATIONAL INFRASTRUCTURE AND SOCIAL  ECONOMIC

ENVIRONMENT HOME AFFAIRS RESOURCES COMMUNITIES RELATIONS EDUCATION SECURITY DEVELOPMENT

SERVICES DEVELOPMENT

CHIEF EXECUTIVE

CHILDREN,

 TREASURY  HEALTH AND  CUSTOMER

INFRASTRUCTURE JUSTICE AND  CABINET  EXTERNAL  YOUNG PEOPLE,  JERSEY

AND  COMMUNITY  ECONOMY AND LOCAL

AND ENVIRONMENT HOME AFFAIRS OFFICE RELATIONS EDUCATION  OVERSEAS AID

RESOURCES SERVICES SERVICES

AND SKILLS

NATURAL ENVIRONMENT AMBULANCE REVENUE  CLINICAL  ECONOMICS,  GLOBAL  CHILDREN'S CUSTOMER

OFFICE OF  COMPETITION

SERVICE JERSEY SERVICES RELATIONS SOCIAL CARE SERVICES

THE CHIEF  AND IP, FEP

OPERATIONS AND TRANSPORT EXECUTIVE

FIRE AND

STRATEGIC FINANCIAL LONDON  INTEGRATED  CUSTOMER RESCUE MENTAL

REGULATION SERVICE FINANCE HEALTH AND  PEOPLE,  SERVICES OFFICE SERVICES OPERATIONS

SOCIAL CARE POLICY AND

DIGITAL

PROPERTY CUSTOMS AND  FINANCIAL  FINANCIAL  BELGIUM  YOUNG  LOCAL IMMIGRATION  BUSINESS  CRIME  OFFICE PEOPLE'S  SERVICES

SERVICE PARTNERING &  GROUP STRATEGY SERVICES

ANALYTICS MEDICAL

PRISON SERVICE LOCAL AND  FRENCH  CHIEF OFFICER

DIGITAL

OFFICE DIRECTORATE FINANCE HUB CHIEF NURSE ECONOMY

HEALTH AND

SAFETY  TREASURY AND IMPROVEMENT

INSPECTORATE INVESTMENT AND EDUCATION

MANAGEMENT INNOVATION

JERSEY FIELD  LIBRARY SQUADRON COMMERCIAL SERVICE

SERVICES

SKILLS

ASSURANCE AND RISK

ITS PROGRAMME

Notes:

 The States of Jersey Police does not report to the Chief Executive Officer and is not included in this structure chart.  The Cabinet Office comprises teams previously identified as separate departments.

20

PERFORMANCE REPORT ACCOUNTABILITY REPORT FINANCIAL STATEMENTS NOTES TO THE ACCOUNTS

Summary of performance

The Common Strategic Policy

Each new Council of Ministers is required, at the beginning of its term of office, to lodge with the States Assembly a statement of its common strategic policy . The Common Strategic Policy sets out the shared strategic policy of the Council of Ministers and is debated and approved by the States Assembly.

Common Strategic Policy 2023-2026

Following the 2022 election the new Council of Ministers published, in October 2022, the Common Strategic Policy 2023-2026 (CSP23-26). It was approved by the States Assembly in November 2022 and focused on the following Priorities:

2023-26 Ambition: for Jersey to be a place where everyone can thrive

Improving outcomes for Islanders Improving how we deliver Our Values

A commitment

Community Housing and  to partnership Building  WE DELIVER

Cost of Living  trust

WE ARE

CUSTOMER  WE ARE Environment Economy and  Our workforce FOCUSED RESPECTFUL

Seven  Skills How we  Accountability

Priorities for  will deliver VAOLUURES

Change

Being

HWeeallltbh aeinngd  ChFiladmreinlieasnd  evidence-based WE ARE WE ARE Being prudent ALWAYS  BETTER

IMPROVING TOGETHER

Ageing  Focusing on Population delivery

Housing and Cost of Living  Building trust

Improve access to, and supply of, good-quality affordable housing,  We will uphold the highest standards of conduct, enhancing trust in  WE ARERESPECTFUL

and help people to achieve a decent standard of living. Government by being responsive, compassionate, accessible, and

inclusive, harnessing the expertise of those in Government, the States  We care about people as individuals and show Assembly, and the public of Jersey. This includes being serious about

Economy and Skills and responsive to the Scrutiny process. respect for their rights, views and feelings

Develop a more sustainable, innovative, outward-facing and

prosperous economy and help people acquire the right skills  Accountability

throughout their lives; we want Jersey to be an attractive place for  We will lead in a professional way. This includes being accountable,  WE ARE BETTER TOGETHER

everyone to achieve their potential. promoting good governance and democracy, and operating in an open

and transparent way with clear communication. We will work with the

Children and Families Privileges and Procedures Committee, the Scrutiny Liaison Committee,  We share knowledge and expertise, valuing the

and the ComitØ de ConnØtables in seeking to increase civic engagement

Help all children and young people to have the best start in life,  and understanding. benefits of working together

recognising that the early years have a lasting impact, and that being

loved, being listened to, and receiving a good, rounded education  Being prudent

are essential to future life chances. We are serious about sound financial management. We will use  WE ARE ALWAYS IMPROVING

taxpayers money wisely, ensuring that our stewardship of the public

Ageing Population finances supports a stable economic outlook for Jersey. The Island s

Enable people to live active, independent, healthy lives as they  strong reputation for financial management has been hard won and our  We are continuously developing ourselves and our live longer.  approach to income and expenditure, and our restraint when it comes to

borrowing, will bolster this reputation. services to be the best they can be for Jersey

Health and Wellbeing Focusing on delivery

Provide and regulate good quality healthcare and social  We will drive effective and efficient delivery of public services by  WE ARE CUSTOMER FOCUSED

services, promoting better health and wellbeing underpinned by  identifying where performance needs to improve, as well as recognising

improvements in public health. and learning from good practice, so that we can provide the services

people deserve. We are passionate about making Jersey a better Environment Being evidence-based place to live and work for everyone  

Protect and enhance our environment so that everyone can continue

to enjoy its benefits, moving purposefully on a path to net zero  Weve wideinll tcea  ka e dnd  ed ca ista io.  nWs be wasilel ld oookn tohue ctwaorldle tcot iloen aarnn d rfroimgoerlosues awhnearely, swis ohilf e

emissions.  delivering solutions tailored for Jersey. WE DELIVER

Community Our workforce

We rely on the people who work for us, and will forge a motivated and  We are proud of Jersey as a place and are passionate Crersepaete a mcted aonre id anbcll ue tsio flve, vou ibri rs ah n, at cs wome mll auns sity wafe ahen rd pe pr eo otepcle fte ed e. l  pcrriotidcuacl ft rivoen tw-loinr ek fsoercrvei, c aedsd sruecs hs i ansg hsekaillltshaannddl asboociuarl gcaapres., especially in  about shaping and delivering great public services

A commitment to partnership

We maximise our impact when we work together across the whole of government and with the private sector, voluntary and community organisations, as well as maintaining strong relationships with international partners.

Contributes towards

Long-term Island Outcomes and the Future Jersey Vision

21

PERPERFFORORMMAANNCECE RE RPEPOORT RT ACCOUNTABILITY REPORT  FINANCIAL STATEMENTS  NOTES TO THE ACCOUNTS

Summary of performance

Government

Programme 2023-26:

From vision to action  GP

OCT 2022 OCT 2022 OCT 2022 GProovgerGranmoGmv meP eG nrP en troGmovg eePr nr2P an0 tr mGmo2 mg3P er-G nP ea2 tr mo6Gov mgePrGr eanmoGmv meP eG nr en to mv ee nrn tGmP entGP

2023-P2r6ogrammG eovernmentGP

2023-26 2023-2P20r6o2g3 r-P a2r m6o mgrGP ear moov mgerGr eanmoGmv meP enr en tmentGPGP

2023-26

The Council of Ministers set  2023-220623-P2r6ogr-GP a2r mo6ov mgerGrP eanr mo mov mg eer nr ean tmmmenet 20232023-220623-GP2ro6ovgerranmmmenet

2023-26 out how it would deliver the

Common Strategic Policy  DeDleiDvleeiDvlreeiyvlr eiyPvr elyPar lnyPa lnPa lna n

2023-26 in 2023 through the  DeMiputy nMiistnMieisr ftnMieoisr fDr TtnMeoiser fDrr SietnMielaoiser fiDosr JvtnuMiceloirseueriDar Iy avtnsfl Selroitnseer fiDirncyfvteree aId Rlroacneer fiDr HusyPtvetrnlroerir eeiDtuld Hr EnesyPyvacoaalrteeiDutllxnutyPiovaroh atrlercmeneeilenryPvae Aansnlrlad SeilnDyl RPvaffer eaolnveyPaieclrrasilalontyPial SpomnlnPeas er vlnnaitc ens Government Programme :  IADasen GspisuoDEAMttayrlesaasn Espi tl t Mnci lu aseoDHAt itl nay miMees nenspl i i t Me lF si Mlus an teDTt et irr lay oM li ree ann s m Byp ri it Ml;  seu tDC s ety i in rea n s erp io stul tyDK ety na re s r Lpe aun bt y Wea yilsn ondMiFniMiTniosatnunMieircsr fisitnaMiemoilsr fr E, SStnCeoeisr fhnpr Ertvieoeeoirrr fccf Mir Cgt aeoy aosnnhr Hond Cinmlidsd Eotirc Deueursn alntiunveirg avnreoed Enlnomd Cpdemunceotanmtt io, mnunities

CDoenpnuéty StabtleeD vRe Ae ip cu hhADt ay iese r  dLs rp oi Vsu uAtt ia iy S bss n ees t M ri ts tDe; t v oa ie Anun bit Ms ltehD ei tei re;  n s rp isuJ ety o rs nathan RD ee np ou ufty

Deputy

Deputy HilaD re yp Ju eADt uy Sse nsp ei tsu ePtt vayh e An Ril t Mi op hsO ie ein z rBio siu tnD ef ere ts ; puI tn y na GD ae rp duint ey r

DepuAty Mssis aADt lcase onsp lt Mm FisuKttay iir nn  eHs i rt Mt s eiel ta yen ri r  nyM s  iJso etrD eue ra nl s v eidCD Whe aipe ruf r tMy Kinriisstteinra M  oore

Deputy Ian GAs osi rs sADt tase nsp t Misuttay inn L it Mso tuiis rn s eis Dteorus blet;

Proposed Common  Ministerial Plans Proposed Government Plan  DepuCty Aon ln eé x Ctab ule rAD t  iRse ss ; ip cisu htt aay rn  dLt Mu Vc iy bin  eSi rst teteprhs enson;

Deputy Lucy SteD pe hp eu nt sy A onlex Curtis ;

Strategic Policy   Connétable Andy Jehan

JAN 2023

JAN 2023

JAN 2023

GP GP GP JAN 2023

JAN 2023

Government Government Government JAN 2023

JAN 2023

Programme Programme Programme JAN 2023

2023-26 2023-26 2023-26 JANUARY 2023

JAN 2023

JAN 2023

JAN 2023

Common  Ministerial  Government  Delivery Strategic Policy Plans Plan Plans

The shared policy of the  Sets out individual  Sets out the funding  Sets out detailed plans to support Note: CSP23-26 is applicable to this

Council of Ministers. Minister s priorities  position for the  the delivery of the Government Annual Report and Accounts though

and the legislative  Government, including  Programme.

i2t w02i4 fll boe sllouwpineg trsehde fed bormy a nation oew Cf a nSP iew n  Approved by States  programme for the  income, and capital and

Council of Ministers in February 2024. ANsosveemmbbley or 2n 2023 2 coming year. revenue expenditure. Ahoidlds Ming Cinishteierf Os affind tcehrs to ae CEO iccon unt

Provides a clear focus  Prepared, debated and  for their delivery.

for action and helps the  approved annually.

Assembly hold each

Minister to account for  Published early 2023

GP their delivery.

Adopted by the Government Presented to States  States Assembly on

16 December 2022 Programme Assembly on 11 October  for 2023

2022 and then updated

2023-26 for 2023

22

The Jersey Performance Framework

The Jersey Performance Framework is used to manage the Government of Jersey s performance. It is underpinned by a shared ambition for the sustainable wellbeing of current and future Islanders.

The Jersey Performance Framework comprises:

The Island Outcomes and Indicators; and The Service Performance Measures

Island Outcomes and Sustainable Wellbeing

In the Common Strategic Policy 2023-26, the States Assembly endorsed the Island Outcomes identified by the 2018 Future Jersey consultation. It commits the Council of Ministers to continue to strive to achieve the long-term vision of Future Jersey and work towards delivering the ten Island Outcomes arising from it.

L

TA Built  Children EN environment

NM Health and O wellbeing

R

I

V Natural

N environment

E

Safety and security

Island

Sustainable  Outcomes Vibrant and resources inclusive

community

Affordable  Jobs and

living growth

Business environment

NOMIC

The Future J ersey Vision

An Island loved for its beautiful coast and countryside, rich heritage, diverse wildlife and clean air, land and water. An Island where a sense of community really matters - a safe place to grow up and enjoy life. An Island that offers everyone the opportunity to contribute to, and share in, the success of a strong, sustainable economy.

Island Outcomes

The ten Island Outcomes are grouped in three Wellbeing Aspects (Community Wellbeing, Economic Wellbeing and Environmental Wellbeing) and are:

Wellbeing  

Aspect Theme Island Outcome

Community  Children Children enjoy the best start in life

(Social and

Cultural)  Health and  Islanders enjoy long, healthy and active lives

Wellbeing

wellbeing

Safety and Security Islanders feel safe and protected at home, work and in public Vibrant and  Islanders enjoy living in a vibrant and inclusive community

Inclusive Society

Economic  Affordable Living Islanders are able to afford a decent standard of living wellbeing

Business  Jersey is an attractive place to do business Environment

Jobs and Growth Islanders benefit from a strong economy and rewarding job

opportunities

Environmental  Built Environment Jersey s built and historic environment is valued and enjoyed wellbeing

Natural Environment Jersey s unique natural environment is protected for

future generations

Sustainable  Jersey s natural resources are managed and used Resources responsibly

Similarly, the Public Finances (Jersey) Law 2019 commits the Council of Ministers to take into account the sustainable wellbeing (including the economic, social, environmental and cultural wellbeing) of the inhabitants of Jersey ('Islanders') over successive generations when preparing the Government Plan each year.

Progress over time towards the Island Outcomes and the sustainable wellbeing of Islanders over successive generations is monitored using the Island Indicators which are updated over time and published on the Jersey Performance Framework.

For further information on Island Outcomes and Indicators please go to Island Outcome Indicators (gov.je) and Island Outcome Indicators - New Chart (gov.je). Please note that the Island Outcome Indicators are currently undergoing an update to their presentation and the set of indicators is being reviewed. The Island Outcome Indicators - New Chart (gov.je) is a prototype model which will continue to be developed in the coming months with an aim to be finalised later in 2024.

Service Performance Measures

The Jersey Performance Framework also includes Service Performance Measures for each Government Department. Service Performance Measures were first included in the 2020 Departmental Operational Business Plans and were reported on for the first time in the 2020 Annual Report and Accounts.

During 2021, online reporting against the Service Performance Measures was introduced, to provide Islanders with better access to information on the performance of Government Departments.

From 2022 links to the annual measures for each Department have been included in the Annual Report and Accounts with Departmental commentary published separately in the Annex Government Department Annual Reports.

The Government has moved to make these performance measures more meaningful. To this end the Chief Statistician has continued working with departments during 2022 and 2023 to review their measures to ensure that they are relevant to users and Islanders rather than just being of relevance internally.

Government of Jersey Performance Summary

The Government of Jersey performance summary is structured using the Sustainable Wellbeing Aspects: Community Wellbeing; Economic Wellbeing; and Environmental Wellbeing.

For each Wellbeing Aspect we have grouped:

The Island Outcomes

The Common Strategic Policy 2023-26 Priorities which are most closely aligned with the Island Outcomes

The Ministers the Key Ministers in respect of the Common Strategic Policy Priorities. For more detailed information on Ministerial priorities for 2023 see the links to the Ministerial Plans for 2023 and the Delivery Plans for 2023

The Departments the Key Departments which support Ministers in respect of the Common Strategic Policy Priorities. Departmental performance is described in the Service Performance Measures for 2023 and the Annex Government Department Annual Reports for 2023 and the

Key Themes and Risks in 2023

A separate section focuses on the Corporate Performance of the Government of Jersey. This is because not every activity of Government contributes directly to the Island Outcomes, although they may have an indirect impact (for example, efforts to improve the customer experience, the efficiency and effectiveness of public services, the delivery of Projects

or Programmes or efforts to improve the social and environmental sustainability of the Government of Jersey itself).

A final section contains highlights from Non-Ministerial Departments. These are non-executive and legal departments that form part of the public service though sit outside of the government department structure. They are a range of individual bodies that vary in size, have diverse, distinct and important roles and operate under different legislation. Their common feature

is that accountability does not lie to Ministers. Accountable Officers for Non-Ministerial Departments, usually the Chief Officers, are accountable directly to the States Assembly (through the Public Accounts Committee).

References to the three wholly-owned entities are also included in the Performance Report at relevant points, noting that these entities produce their own Annual Report and Accounts that can be found through States of Jersey Group entities and other organisations and bodies (gov.je).

Community Wellbeing

Island Outcomes

Children Health and  Safety and  Vibrant and

Wellbeing Security Inclusive

Cbehsiltd sretanr te innj olifyethe  Islanders enjoy long,  Islanders feel safe  Community healthy, active lives and protected at  Islanders enjoy living

home, work and   in a vibrant and

in public inclusive community

Help all children and young people to have the best start in life, recognising that the early years have a lasting impact, and that being loved, being listened to, and receiving a good, rounded education are essential to future life chances

Provide and regulate good quality healthcare and social services, promoting better health and wellbeing underpinned by improvements in public health

Enable people to live  Create a more active, independent,  inclusive, vibrant healthy lives as they  community where live longer people feel

respected and able to flourish, as well as safe and protected

Key Ministers Key Departments

Chief Minister Cabinet Office

Minister for Children and Education Children, Young People, Education and Skills Minister for Sustainable Economic Development Department for the Economy

Minister for External Relations External Relations

Minister for Health and Social Services Health and Community Services

Minister for International Development Jersey Overseas Aid

Minister for Justice and Home Affairs Justice and Home Affairs

Minister for Social Security Customer and Local Services

Useful links to further information

Ministerial Plans 2023 Government Departments Performance Measures Delivery Plans 2023 Annex - Government Department Annual Reports

Responding to incidents

2023 started and ended with weather-related major incidents. In January, there was Island-wide flooding with a concentration of the impact felt in the Grands Vaux area. In November, the Island experienced Storm CiarÆn. Throughout the year there has been ongoing support for Islanders affected by the Haut du Mont and L Ecume II tragedies in December 2022

Flooding at Grands Vaux

In January, 59 Andium residents were evacuated from Grands Vaux due to devastating flooding. All residents were provided with temporary accommodation. Most households were able to return to their residence within a few weeks. 18 households were displaced for a longer period whilst alternative permanent homes were found, or as extensive refurbishments were completed on their homes. Flood defences in the area have improved significantly. There are now much earlier warnings of any flood risks to help prepare and communicate with Islanders to keep them safe and prepared.

Storm CiarÆn

A wide range of Government departments and external organisations worked together to support the preparation, emergency response and recovery. This included consideration of governance, logistics, emergency planning, travel and wellbeing.

Ahead of the storm the Jersey Meteorological Office, part of Infrastructure and Environment, confirmed Red wind warnings and a further Red warning for coastal flooding. Jersey's Strategic Coordination Group (SCG) escalated the event to a 'Major Incident' and the Communications team, part of the Cabinet Office, delivered a consistent and comprehensive communications campaign that informed Islanders of the impending event and precautions to take. A multi-agency Situation Room was set-up at States of Jersey Police Headquarters to co-ordinate the response.

During the storm the emergency services, part of Justice and Home Affairs, and the Infrastructure and Environment teams provided an emergency response. The Health and Wellbeing Cell, including the Customer and Local Services ( CLS ) Major Incident Response Team provided support to Islanders displaced by the storm and those who responded to the Incident. The Communications team continued to lead on providing the latest information and guidance to keep Islanders safe.

In the aftermath of the storm the Government set-up a Recovery Co-ordination Group, which included officials from emergency services, Government departments, utilities, and partner agencies. The Group helped co-ordinate the clean-up operation to roads, homes, and infrastructure, as well as supporting the community and vulnerable and displaced residents

16 Andium households were re-housed and approximately 1,000 repairs to homes were

required. The initial priority was to make sure homes were wind and watertight. The Andium team continues to deal with roofing, fencing, window, and other repairs into 2024. The works are being undertaken at pace whilst ongoing weather conditions continue to cause challenges.

Enabling recovery

Following two critical incidents at the end of 2022 the Business Hub, part CLS, (operational) and the Cabinet Office (policy) worked with the Chief Minister to add a new critical incident exemption to the Control of Housing and Work (Exemptions) Order 2013. This came into force in February 2023 to ensure that if there were any future emergencies or unforeseen events threatening

serious damage to human welfare or the environment in Jersey that specialised personnel

could be brought to the island without undue delay. This promoted good government, removed an unnecessary bureaucratic barrier at a time of an emergency response, and removed the requirement to apply and pay for a licence fee in these circumstances.