States of Jersey Annual Report and Accounts 2018

Annual Report and Accounts

2018 R.48/2019

Our purpose

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

   Provide strong, fair and trusted leadership for the island  

and its people

   Deliver positive, sustainable economic, social and

environmental outcomes for Jersey

   Ensure effective, efficient and sustainable management

and use of public funds

   Ensure the provision of modern and highly-valued services  

for the public.

Contents

Performance Report 4

1. Overview 6
2. Performance analysis 14
3. A year in transition 85
4. Financial Review 94
5. Sustainability Report 114

Accountability Report 124

1. Corporate Governance Report 126
2. Remuneration and Staff Report 150
3. Political Accountability Report  165
4. Independent Auditor s Report 179
5. Report of the Comptroller and Auditor  187 General to the States Assembly

Primary Statements 188 Notes to the Accounts 198

Performance Report

1. Overview

Chief Minister's Foreword

This is the first Annual Report to be  published following my appointment  as Chief Minister and the election  

of the new Council of Ministers.

The contents of this report represent  both the closing months of the  previous Council, and the beginning  of an ambitious programme  

that we have set out for 2019  

and the coming three years.  

Senator John Le FondrØ Chief Minister

As a new government, we developed a Common Strategic Policy, which reflects our high-level ambitions for Jersey. This was unanimously approved by the Assembly, and it contains the following five strategic priorities:

   We will put children first

   We will improve Islanders well-being  

and mental and physical health

   We will create a sustainable, vibrant

economy and skilled local workforce for the future

   We will reduce income inequality and

improve the standard of living

   We will protect and value our environment.

I believe the focus we give these priorities will make a real difference to Jersey, making our island stronger, safer, healthier and more self- confident in the long term.

This report is also the first to cover the progress of the substantial public sector modernisation agenda, established under our new Chief Executive, and the comprehensive

review of our systems, processes and governance.

That review revealed substantial issues, including inequalities and anomalies in pay, terms and conditions, which have added to longstanding cultural problems within the public sector, alongside structural failures in both finance and IT systems.

I am committed to addressing these problems. This is fundamental to achieving long-term sustainability for the public sector and to ensuring that the Government of Jersey is an employer of choice.

The Government has a fine balancing act

to perform among competing interests. We need to balance the operation of high-quality public services with sustainable finances and appropriate reward for our greatest asset our employees.

We also need to balance tackling the legacy structural deficiencies in our public services, with unprecedented external pressures that risk our future economic stability and success. These external pressures are manifested in

Brexit, and in challenges to our constitutional autonomy and our reputation as a robustly- regulated international finance centre.

Brexit has been the most prevalent threat and has required substantial input and time from all government departments. Our fundamental objective has been to preserve our existing relationship with the UK and to continue the benefits of our relationship with the EU.

Through 2018 we undertook the critical work to prepare for a no deal scenario and to ensure that any negative effects felt by islanders are mitigated. I am confident that the plans we have put in place will protect islanders from the worst impacts of Brexit, and we have been actively exploring wider economic and trade relationships to bolster our economic sustainability.

In April 2018, amendments were proposed to a Bill before the House of Commons to require Crown Dependencies to implement public registers of beneficial ownership without

the consent of our own legislature. If passed, these amendments would have put the UK Parliament in direct conflict with our 800-year constitutional relationship. Through rapid and effective engagement with Parliamentarians and UK Ministers, we ensured that those amendments were not pursued. However, at the time of writing this is again a live threat that we need to deal with.

More positively, in 2018 we addressed commitments made to the EU Code of Conduct on Business Taxation, through the introduction of new economic substance legislation, and as a result have been

 whitelisted as a cooperative jurisdiction . This legislation is the latest stage in Jersey s compliance with international standards, requiring that Jersey tax resident companies have adequate people, expenditure and physical assets in the island.

Economic indicators are also favourable. The FPP forecasts further growth in Jersey s economy, and employment figures are at the highest in more than a decade.

But there are still difficult choices ahead.

In October 2018, I explained in my address

to the Jersey Chamber of Commerce that economic forecasts indicate a structural deficit in our public finances of £30-40 million by 2020 unless we take action. To bridge this

forecast gap between our expenditure and

our revenues, I asked the public service to make sustainable savings totalling £30 million. These are not one-off efficiencies, but a permanent reduction to the costs of the public service.

The public service has made significant progress in identifying these efficiencies, and more information about them will be shared in due course. But efficiencies alone are not enough. We also have difficult choices to make about the services that we continue

to provide and the revenues that we raise to fund them.

The Government will tackle these issues in Government Plan 2020-23, which we will publish later this year. That plan is part of the long-term economic framework that we are developing, because the Government is preparing for the long term, and not just for our four-year term of office.

We are also committed to enhancing Jersey s international profile, and to developing broad-based relationships with international partners based on shared interests. This work will provide the basis for increased global penetration of our goods, our services and our island brand.

I warmly welcome the positive progress that is outlined in this Report and Accounts. I thank the Treasury Minister, and her officials for their work in preparing them, and all colleagues across the Government of Jersey for their ongoing dedication to our island and the services we provide.

Chief Executive's Report

This annual report covers a year

of significant change for the Government of Jersey and represents my first full year in post. The volume and scope of activities and initiatives outlined in the report reflects the incredible work carried out every day by committed public servants, and I want to thank our staff on behalf of my senior leadership team for all that they do for islanders.

Charlie Parker Chief Executive

This has been a year in which we have focused externally on preparing for Brexit, which has been an exemplary exercise in cross-government working, while internally, in response to what we learned through the due diligence reviews, we have focused

on stabilising services, processes and procedures, and begun to make changes

to improve how we are structured and organised, in order to deliver better services to islanders and stakeholders.

In March, I announced my proposals for modernising and restructuring the public service, from 11 legacy departments, which worked separately, into nine new departments that work together. My vision for Team Jersey is of a collaborative, effective, customer- focused organisation that provides high- quality, value-for-money services for islanders.

Throughout the second half of the year,

we have been implementing both the new operating structures and new ways of working, beginning by reducing the two most senior levels of management from 66 roles

to 40, and by launching the Team Jersey programme. This initiative will start the long process of transforming our culture, not only to make the public service a more effective organisation, but also to make it a better place to work, with more engaged staff.

We also launched an office modernisation programme, to bring colleagues together

from different offices, as part of the One Government approach, as well as to provide more customer services in one place. During late 2018 and early 2019, we refurbished

an office in Broad Street as the interim headquarters for more than 500 colleagues, and we took occupation in February 2019.

In October 2018, Customer and Local Services went live with the new One Front Door service, with colleagues from Taxes Office, Treasury Cashiers, Passports, Customs, Planning and Building Control moving from their former offices into La Motte Street, to work operationally alongside Social Security teams. This means that customers can do many more transactions with government in just one customer hub, and is also enabling

us to close some outdated office space, which can be redeveloped for other uses.

During the last year, I also took some urgent action to deal with three important priorities   Children s Services, Finance and IT modernisation.

In February, the then Chief Minister agreed to transfer direct oversight of Children s Services from the then Health and Social Services department to me, as a result of my analysis which suggested that services had not changed fast enough to ensure that no children were at risk of immediate harm. The care, welfare and life chances of children

are at the centre of the new Children, Young

People, Education and Skills department, and I was able to transfer that oversight and responsibility to a new Director General with vast expertise in this area later in 2018.

In addition, Jersey s first Children s Commissioner was appointed in 2018 and the Government launched a number of initiatives to improve the care and rights of children. These include our Pledge to Jersey s Children and Young People, which was signed by all Ministers and the majority of States Members, and a Children s Improvement Plan, which has begun to deliver real improvements in the second half of the year. We also developed

a new  Jersey s Children First  framework, delivering training for more than 700 people to support effective multi-agency working across the children s workforce.

But there is still much more work to be done in this area, so I hope that in the 2019 Annual Report I will be able to share evidence of significant improvements as a result of all these changes.

An effective finance function is critical to the efficient operation of government. In April 2018, we therefore launched the Finance Transformation Programme, to address the issues identified in the due diligence review, revising our financial systems, processes

and procedures, building our professional capability and commercial expertise, and improving the rigour and timeliness of financial reporting.

One of the immediate, visible changes has been the bringing forward of the closure of our 2018 accounts, which has enabled the production of this report two months earlier than in previous years. There is much still to do, especially in upgrading and replacing outdated systems, but the progress we have made to date has been impressive.

We made less progress in 2018 in modernising and replacing our legacy IT systems, which is crucial in order to provide

a robust underpinning of the operation of

our internal services, and to speeding up

the delivery of online services to islanders. However, towards the end of the year, supported by external consultants, we were able to identify investment priorities and areas of critical IT need, and over the next three years, subject to funding, we will implement the changes we need.

As this was a transitional year for politicians and government, this report focuses on the outcomes set out in Future Jersey, rather than on political or departmental priorities. But in 2019 and beyond, our reports will reflect our achievements against the five priorities set out in the Common Strategic Policy, and based

on a robust performance framework, which is currently being designed. This will form part of the new Government Plan arrangements that will come into force in 2020.

I end my introduction where I started it: by recognising excellence in public service. In what has often been a challenging year, as we implement the One Government initiatives, I would like to thank the many staff who have gone the extra mile to deliver our public services. In particular, I am very proud of the national recognition that Jersey has received. Angela Hall won two awards at the national RCNi Nurse Awards; Jersey Heritage s Ice Age Island project was nominated at the national Archaeology Awards; and Acorn Enterprises won Reuse Organisation of the Year at the national Reuse Network s 2018 conference. These are just a few of the accolades that we achieved last year and

are testament to the hard work carried out every day by dedicated teams and individuals across government.

Charlie Parker

Chief Executive Date: 17th April 2019

Performance Highlights 2018

5%

£635m

collected in taxation (income tax and GST)

Lowest unemployment rate in

9 years

0.3% 1,157

incidents attended  by Fire and Rescue

7%

5,907

women had a cervical screening test

358

families housed through the Housing Gateway

*Year 11 government schools

0.2%

£6.8bn Net assets

1,448

job positions filled  by Back to Work

5%

9,491

emergency calls attended by an ambulance

£4m

paid to support Jersey culture and heritage (equal to 2017)

67%

of GCSE pupils achieved 5 Grade C or above incl. English and Mathematics*

5%

£188m

paid in pensions

5%

380,000

 visits to Jersey's libraries

87%

of prisoners say staff treat them with respect (vs. 72% in the UK)

14%

205

pollution, fly-tipping and burning incidents investigated

61%

of A levels graded at  A*, A or B (56% in 2017)

6%

£8m

extra tax secured  

from compliance activity

JOA awarded

22

new multi-year grants in 13 countries

42%

40,000

 vaccinations funded

9%

30,532

tonnes of waste recycled, a 29% recycling rate (down 2%)

5%

12,579

children taught in government  funded schools

4%

£46.97m

paid to support 1,320 people in long term care

4%

1,378

planning applications processed

4%

910

babies delivered at Jersey General Hospital

6%

10.3m m3

of sewage processed  at Bellozanne

£9.2m

funded for higher education for 1,550 students

0.2%

£68.84m

paid to support low-income families

6%

Police responded to

17,889 incidents

38% 419

initial CAMHS assessments of children referred to the service

1%

43.32m

kwh of electricity generated from waste

3%

93

children looked  after in care

Measuring Jersey's Progress

2018 saw the conclusion of a two-year public engagement effort to develop the island s first long-term community vision.

The abiding strength of the vision is that it came from the voice of islanders. Thousands of people shared what they valued about living in Jersey and their ambitions for the future. This vision statement was the culmination of those ideas:

"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 vision breaks down into ten social, environment and economic Island Outcomes that work together to drive our quality of life. They are intended to stay in place for a generation, not a single Assembly term because of their enduring importance to Jersey s quality of life.

Island Indicators A new Performance Framework

Having established what Jersey, as a community, hopes to achieve (eg islanders feel safe at home, work and in public) each outcome can be broken down into component parts that can be measured.

So, for example, the crime rate helps quantify whether we are living in a safe community. So do indicators for road safety, fires, injuries at work and perceptions of safety. These indicators turn the outcome into something tangible making the numbers go up or down reflects a difference to people s lives.

Each of the Island Outcomes has its own set

of Island Indicators . Viewed together, they tell a story about advances or change in Jersey

and progress towards or away from the vision.

Jersey s progress against each of the 58 Island Indicators is monitored on the Future Jersey webpages. Each is updated as new data becomes available, but their focus is on long-term change, so not all the indicators need to be updated annually.

The vision provides an overarching planning and performance framework for the island, created by islanders, that sets direction, tracks progress and supports informed debate about policy priorities.

Service Performance

No Minister or government department can be solely accountable for Jersey s progress against an Island Indicator. The crime rate, for example, is driven by factors that the Police cannot control. Government, partner organisations and the community itself must all play their part.

Nevertheless, the Government plays a

vital role by investing taxpayers money

in priorities, strategies and services that

it believes will have the greatest impact. Having made these choices, government is responsible for managing the performance of these strategies and services and learning from results to understand what works and what doesn t.

While there are good examples of performance management across

Jersey s public sector, they have evolved independently in a siloed structure. There

is no coherent framework of corporate measures which examine the efficiency

and effectiveness of public services and

the difference they make to the lives of the people they serve. A key priority for 2019 is to design such a framework, identify the data development agenda necessary to populate

it, and develop the organisation s capacity and capability to interpret and use the evidence it provides.

Developing and implementing the framework will take time and new performance data

will only start coming on stream over the course of 2019. Over time, however, the new performance framework will drive a transition from performance reporting largely focused on volumes of activity, to one which better demonstrates the efficiency of services and their impact.

2. Performance analysis

This section of the 2018 Annual Report and Accounts represents a transitional document which provides an insight into:

   how Jersey is performing against the desired Island Outcomes

   the range and scale of services that government delivers in

support of those outcomes

   projects and initiatives delivered in 2018 designed to

deliver progress

   awards and recognition achieved by public services,

staff and service partners in 2018.

Safety and security

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

Why is this outcome important?

Being and feeling safe are fundamental to Islanders quality of life. Ensuring people feel safe and protected impacts on their overall sense of wellbeing as a community, as well as affecting other areas, such as health resources and economic productivity.

Safety and security

Section 1: 2018 in figures

Policing Neighbourhood safety

While overall crime levels remain a third  High levels of safety are key to Jersey s less than a decade ago, crime increased  quality of life. The proportion of islanders for the second year running in 2018.  who report feeling 'very safe in their The increase was driven by increased  neighbourhood was 35% in 2005 and reporting of domestic violence and  is now 60%. Large increases have been other assaults in dwellings. More welfare  recorded across every parish.

and mental health incidents (up 12%)

and missing person reports (up 16%)  60%

contributed to an increase in incidents,

reflecting the breadth of demand on  of islanders say their

police services. neighbourhood is 'very safe'.

Another 36% say it is 'fairly safe'. 3,280

crimes were recorded by States  

of Jersey Police (up 8.1%) Road safety

17,889 Trehseurleti nwgeirne s5e3ri orouasd o trr afaffitacl cinojlulirsieiosn isn incidents were responded to by   2018, including one fatality. On average,

there were 58 such crashes between

the Police (up 6% on 2017) 2013 and 2017, with a high of 70 in 2016.

The most common motoring offences 1,245

were speeding (731), insurance (666) and defective vehicles (602).

incidents required an emergency

Police response. Average response  53

time: 7 minutes, 4 seconds

87% crashes resulting in serious/fatal

injuries (58 in 2017)

o'tef nisdlatnodaegrsre set'rtohnagt ltyhaegSretaet eosrof  2,581

Jersey Police do a good job of  practical driving tests (up 6%) with policing Jersey. (79% in 2012) a 71% pass rate

65% 3,291

of adults who had contact with the  motoring offences recorded  States of Jersey Police strongly  by States and Honorary Police  agree that the officer was helpful.  (16% down).

Another 28% tend to agree

Criminal justice Fire safety

72% Ainlcthreoausgehd t choemopvea rrealdl  ntou  m20b1e7r, othf efi  res

of people who expressed an  long-term trend over the last decade opinion were confident in the   remains positive and the total is the local judicial system and courts  same as in 2013. Of particular concern

is the number of house fires (88), which (65% in 2013). This is higher than  continued to increase in 2018 and is now

for any OECD country (average  double what it was a decade ago.

55%) except Switzerland.

244

Prison fires (38% up), including 88 house

fires (up 29%)

La Moye Prison accommodates

every category of offender: male,  1,157

female, convicted, remand, adults,

young offenders and juveniles. An  incident responses by Fire and inspection report by her Majesty s  Rescue Service (up 0.3%). The Chief Inspector of Prisons was   average response time was 10 published in February 2018.

minutes 19 seconds

244 26

prisoners were received at La  people were rescued by firefighters Moye Prison over the course of

2018 (252 in 2017) 84

87% wdeolrivkeprleacde bfiyrtehseaFfeirtey Sceoruvriscees were of prisoners say staff treat them  100% of attendees rated courses

with respect (UK 72%) as excellent or good

0 868

serious assaults   new, extended or altered buildings on staff or prisoners were inspected by Building Control

17,000 for compliance with fire safety

building standards

learning/employment hours a month (up 31% on 2017) and prisoners achieved more than  900 education certificates

349

drug tests were carried out on prisoners 97% were negative

Health and safety

Work-related injuries and ill-health impose significant burdens on individuals, families, employers, the economy and society. In 2017, 1,359 claims were submitted for short-term incapacity allowance (STIA) as a result of work-related accidents and ill health. Nearly 35,000 working days were lost and more than £1 million was paid out in benefits. The role of the Health and Safety Inspectorate (HSI) is to protect people from harm at work.

90

serious work-related incidents were investigated by the Health and Safety Inspectorate (71 in 2017)

50

complaints were made to  

HSI about serious risks at work. Response within one working day target: 100%

127

complaints were made to  

HSI about significant risks at work. Response within five working days target: 96%

148

proactive inspections were carried out by HSI of high-risk workplaces/ activities (6% above target)

Safeguarding vulnerable children

The Multi-Agency Safeguarding  Hub (MASH) provide a single front door for contacts and referrals about concerns regarding children and young people, making decisions about the need for a statutory assessment, as well as signposting to other  non-statutory services.

2,282

contacts were processed by  MASH and 84.9% were completed within 24 hours

92

children were on Child Protection Plans at the end of 2018

Safety and Security

Section 2: Making a difference in 2018

Neighbourhood safety

   We launched the  Identification and

Referral to Improve Safety  programme to help GPs identify and support

patients affected by domestic abuse.

   The PANTS campaign was launched

by the Jersey Safeguarding Partnership Board, the NSPCC and their partners to help protect children from sexual abuse.

   We agreed a Children's Services

Improvement Plan and arrangements to scrutinise and challenge its progress and delivery. A feasibility study into a pan- island cyber security incident response capability was jointly commissioned by the Jersey and Guernsey governments.

   Monthly cyber security workshops for

small and medium-sized enterprises were provided by the Digital Policy Unit and Jersey Business.

   A Critical National Infrastructure (CNI)

group was established to create a platform for all CNI operators to work together to strengthen the resilience

of the island s infrastructure.

   A new procurement policy was

developed to help secure government systems and encourage local businesses to enhance their cyber security.

   A major online safety campaign

for children included a high-impact drama production for 1,000 Year 6 pupils from 22 primary schools.

   A Children s Online Safeguarding

Group was created to advise on

the development of cyber security initiatives that will help children.

  A new Criminal Procedure (Jersey) Law

was agreed, replacing outdated legislation with a law that is fit for purpose and reflects modern criminal justice practice.

   A new Sexual Offences Law came

into force, which clearly defines that consent applies to all genders, has clear sentencing and protects children.

Fire safety

   A proposed sprinkler systems retrofit

programme for all Andium Homes high- rise residential buildings was developed in partnership with Fire and Rescue Service.

Road safety

   Annual roadworthiness inspections

were introduced for all commercial vehicles over 7.5 tonnes.

   Speed limit changes were implemented

in St Brelade, St John, St Lawrence

and St Peter and are planned for

roads in Grouville and St Helier.

   New legislation was agreed to

ensure that Jersey vehicles can meet international standards for vehicle safety and roadworthiness.

Health and safety

   A new Code of Practice was

introduced for the Safe Operation of Skip and Hook Loaders.

   Targeted initiatives in 2018 focused

on high-risk work in the motor vehicle repair industry; scaffolding safety and the use of mobile gas appliances.

Criminal justice

   La Moye was commended as a safe prison

with low levels of violence

by Her Majesty s Inspectorate, which described staff as enthusiastic,

committed and proud in their roles .

Safety and security

Section 3: Awards and recognition

Jersey Police were finalists in the 2018 Sure Customer Service Awards category for  Best Service using Digital Innovation .

Section 4: Case study - Children's Service

In June 2018, the regulatory inspectors, Ofsted, inspected Jersey s Children s Services. Both the Ofsted report and the subsequent Care Commission response informed the development of an Improvement Plan, which is built on five pillars:

Stable and high-performing workforce: recruitment difficulties have influenced our ability to provide the level of service that we aspire to. Vacancy rates across the service

were at 28% at the end of December 2018, with this rate rising to 44% for social work staff alone. While many of these posts are covered by agency staff, it is recognised that the key

to delivering sustained improvement is a strong, permanent workforce. To address this, targeted recruitment activity is planned for 2019 and we are investing in the training and development of existing staff. A local social work degree will start in 2019 in conjunction with Sussex University.

Improving the child and family journey: we must ensure that children and families are at the heart of everything we do. We know that they have not always received the service

that we would hope for, and as such, we have taken steps to ensure that:

   each child should have a multi-agency

chronology, which is updated regularly to ensure that we have a good understanding of the child s journey, and families don t need to repeat their stories

   managers have regular oversight on

each of the cases in their team, to ensure that appropriate actions are taken in a timely way

   no cases are closed without a Head of

Service agreeing that we have done all that we should to support the family.

Children's Plan on a page Five guiding principles: we will always

All children will be safe, able to flourish and fulfil their potential.

Listen and  Celebrate

involve Work creatively  diversity

Our outcomes for all children and   and innovatively

Think family  in close partnership Prevent problems young people: and community beginning or escalating

Grow up  Learn and  Live Healthy  Valued and Safely Achieve Lives Involved

Our priorities Our priorities Our priorities Our priorities

1. Establish outstanding children's  1 Provide the best start during  1 Invest in children's health 1 Create a sense of belonging social work practice early years
   2. Protect and promote children's  2 Ensure fairness of opportunity

2. Deliver an island-wide response  2 Improve standards in nurseries and  mental health to tackle domestic abuse schools 3 Respect, protect and promote
   3. Focus on disability and inclusion children's rights

3 Ensure a consistent focus  3 Building better transitions to

to strengthen families and  employment 4 A renewed focus on housing and

communities outdoor spaces

How we want to make   How we want to make   How we want to make   How we want to make  a difference a difference a difference a difference

Safely reduce the number of  Increase the number of children  Increase children's quality of life Reduce children's experience of looked after children achieving the expected level in  poverty and the impact of living  

the Early Learning Goals Increase the number of children  in a low income family

Reduce the number of children  who are a healthy weight

involved in domestic abuse cases Increase the number of pupils  Increase the number of children

achieving 5+ standard GCSEs Increase the number of two year  who are aware of their rights under Reduce the number of children  olds reaching all developmental  the UNCRC

being bullied Reduce the number of young  milestones

people who become NEET (Not in  Increase the number of children Reduce the number of children  Education Employment Training) Reduce dental extractions who feel their school would act on

who are victims of crime their ideas

Reduce the number of pupils  

who are persistently absent  Increase the number of children from school who feel their community would

act on their ideas

Our passions Protecting children's rights Reducing inequalities Promoting wellbeing

Early help and prevention: Children s Social Work received 1,351 referrals in 2018. We have been working hard to understand the needs of children in the community. We are committed to supporting families at all levels of need, recognising that children should have the right help, at the right time. In November 2018 a multi-agency workshop was held to address what Early Help should look like. While this piece of work develops, we are striving to address children s individual needs and continue to redirect from MASH to Early Help, where appropriate, and step down from Children s Social Work following intervention.

Placements: at the end of 2018 there were 92 looked-after children, with 23 of these placed off-island. A draft sufficiency strategy has been written, to ensure that only those who need to be are cared for. We are reviewing the nature of our service provision, to ensure that children are looked after in smaller settings that more closely replicate a nurturing family environment. We have recently appointed

a Children s Rights Officer to ensure that children have access to someone who understands their needs and ensures that

we are working in their best interests.

Performance, quality and risk: significant progress has been made in this area. A new performance framework now gives access

to a wide range of data to highlight areas

for improvement at weekly and monthly performance surgeries. This is complemented by quality assurance activity, which targets areas of concern through dip sampling and audit. This two-pronged approach supports the improvement by ensuring compliance, and maintaining a focus on quality social work. In 2018, 89.3% of assessments were completed in agreed timescales

Focus for 2019: our focus will remain on the areas described above, but in addition we

will enhance our service to care leavers and individuals in private fostering arrangements. We will further the work we have already done to enhance our understanding of individuals who go missing, or are vulnerable to CSE

and develop our service to this cohort in partnership with other agencies.

Learn and grow

Children enjoy the best start in life

Why is this outcome important?

Investing in our children s education is an investment in our Island s future. This outcome is about ensuring children and young people grow up in an Island that provides the opportunities they need to achieve their potential, by being ready for   and succeeding in   school.

It focuses on children's development from cradle to career, recognising that many quality of life factors outside of school, such as families being able to maintain a healthy work / life balance, have a key part to play.

Learn and grow

Section 1: 2018 in figures

Jersey had 12,579 children in  Key Stage 1 (KS1)

compulsory education at the beginning

of the 2018/19 academic year (7,536  At the end of KS1 (typical age 7), pupils in primary and 5,043 in secondary  are assessed as emerging , developing education). This represents a 3.4%  or secure in reading, writing and increase since January 2015. Of these  mathematics. In 2018, the proportion children, 68% were receiving free  who were secure in reading (65%) education.  and writing (50%) had increased and

remained similar for mathematics Another 954 children were in nursery  (53%). 52% of Jersey Premium pupils

(52% in government nurseries) and  were assessed as secure in reading 1,052 were in sixth form (of whom 48%  compared to 69% of non-Jersey

were receiving free education). Premium pupils. The gap was 22

2,500 pupils were deemed eligible for  percentage points in writing and 21 Jersey Premium funding. percentage points in mathematics.

School attendance 89%

96% osfepcuupreil s i nwreeraed dinegv eatloepnindgo foKr S1 attendance rate at primary school (82% in 2016/17)

93.5% 80%

attendance rate at secondary school  of pupils were developing or 810 (s7e7c%u rine    2in0 1w6r/i1t 7in)g at end of KS1

instances of exclusion from school 85%

of pupils were developing or Early years development secure in maths at end of KS1

(83% in 2016/17)

Children who achieve or exceed

expected levels of personal, social

and emotional development; physical

development; and communication and

language at the end of reception are

likely to achieve better results at the end

of both primary and secondary school.

57%

of reception children  achieved/exceeded an  expected level of development

Key Stage 2 (KS2)

At the end of Key Stage 2 (typical age 11), pupils are again assessed as emerging ,

 developing or secure in reading,

writing and mathematics. In 2018, the proportion who were secure in reading (61%) and writing (50%) increased and marginally improved for mathematics (52%). 45% of Jersey Premium pupils were assessed as secure in reading compared to 66% of non-Jersey

Premium pupils. The gap was 25 percentage points in writing and 23 percentage points in mathematics.

85%

of pupils were developing or

 secure in reading at end of KS2 (78% in 2016/17)

84%

of pupils were developing or

 secure in writing at end of KS2 (70% in 2016/17)

82%

of pupils were developing or

 secure in maths at end of KS2 (75% in 2016/17)

GCSEs

Final confirmation of Jersey s GCSE results will be published in the spring of 2019, so the following are subject to confirmation. In addition to Year 11, a range of other students also take GCSEs (for example, pupils taking exams early, re-sits and external entries). In total, 1,617 Jersey pupils entered for 7,724 GCSEs or IGCSEs, with a 99% pass rate. 23% of entries resulted in grades A/7 and above. 74% of entries resulted in grade C/4 or above. Although not directly comparable due to the inclusion of IGCSE results in Jersey, this is 7.5% higher than in England.

903

Year 11 pupils entered for 6,924 GCSE/IGCSE examinations with a 99.1% pass rate

67%

of Year 11 government school pupils achieved 5 Grade C or above including English and mathematics.

A levels Higher education and careers

Final confirmation of Jersey s A-level  The proportion of jobs requiring  results will be published in the spring  higher-level skills has increased

of 2019, so the following are subject  substantially through time and future to confirmation. They suggest that  demand for skills indicates that this 2018 represented Jersey s best  trend will continue. One of the key performance in years. The overall pass  priorities of the Skills Strategy 2017- rate (99%) was similar to 2017, but 61%  22 was to improve higher level skills of entries resulted in grades A*, A or B,  in the economy, by raising resident compared to 56% in 2017. Grades at A*  participation rates in higher education. and A accounted for 31% of all results  It also recognised that too many young compared to 26% in England. islanders have little or no experience of

seeking or being in work, and a limited 488 understanding of the employment

opportunities the island offers.

Jersey pupils entered for 1,317

pass rate 1,550

A-level examinations, with a 99%

students were funded to access 61.1% higher education at a cost of £9.2

million (1,246 students and £7.4 of A levels graded at A*, A or B million in 2017/18)

3,500

students of all ages visited the 2018 Skills Show attended by more than 100 employers from  13 sectors

956

schoolchildren had Trident work experience placements with 354 different employers, to boost their understanding of the workplace

Learn and grow

Section 2: Making a difference in 2018

Children s rights and wellbeing

   Jersey s first Children s Commissioner took

office in response to the recommendations

of the Independent Jersey Care Inquiry in 2017.

   We launched a  Pledge to Jersey s

Children and Young People , holding the government and States Assembly

to account for improving the care and upholding the rights of every child in the island.

   Ministers agreed to embed the UN

Convention on the Rights of the Child into a new law. It requires the government to actively promote the rights of the child and put in place a statutory complaints mechanism.

   Jersey s first Children s Rights Officer was

appointed to support children and young people in care and make sure their rights

are defended and safeguarded.

   24 schools worked towards the UNICEF

Rights Respecting School Award. Four achieved Bronze level and five progressed to Silver.

   A new Children and Young People s Plan

was approved by the Council of Ministers, to improve outcomes for children, young people and their families.

   We established a new  Triple P positive

parenting programme , which was accessed by nearly 1,200 parents seeking support to prevent and resolve behavioral and emotional problems in children.

   We developed a new  Jersey s Children

First framework to support effective multi-agency working across the children s workforce. So far, 700 people have been trained.

   A newly-refurbished Child Development

and Therapy Centre opened, providing a range of services including Speech

and Language Therapy, Physiotherapy, Occupational Therapy, Family Care

Coordination and Community Short Breaks.

Early years

   New family-friendly employment rights

came into force, covering maternity, parental and adoption leave, and ante-natal class leave for fathers/partners.

   A UNICEF Baby Friendly Initiative was

launched by the government and Family Nursing and Home Care, to increase breastfeeding rates, by working with public services to improve standards of care.

Education

   Work started on the £45 million

construction of the new Les Quennevais School. Plans were approved for a £6.5 million re-modelling of St Mary s Primary School and the final phase of the £15.5 million construction at Grainville School.

   33 schools piloted a new School Review

Framework, to enable an early alert of, and developmental response to, potential or actual under-performance in schools.

   A new Jersey Assessment Framework

brings together and validates teacher assessment to review individual pupils' progress under the Secondary Assessment Framework.

   Transition to Hautlieu School was

overhauled following changes to assessment methodology to determine objective criteria for entry to Hautlieu School.

   Guidance to improve practice and reduce

teacher workloads were introduced in partnership with union representatives, head teachers, classroom teachers and department staff.

   £2.15 million was spent rolling out Jersey

Premium to all schools, an initiative targeted at improving outcomes for children from lower-income families and looked- after children.

  A Digital Skills Partnership was formed

between digital industry, schools and Skills Jersey to develop a digital skills

and competencies framework for the school curriculum.

  Primary Engineer initiative launched, with

teachers training alongside local engineer partners to deliver STEM activities in the classroom.

  The Design, Engineer, Construct

qualification was piloted with industry partners at Le Rocquier school, and will roll out to other schools in 2019.

  More than 6,000 children took part in

activities run by Jersey Library to support literacy, creativity and inspire a love of reading.

Higher education and skills2

  We implemented a new funding model

to enable more students to access higher education.

  Skills Jersey launched a new Skills

Coaching Service  to support young people to engage with their learning, using information and experiences of industry together with coaching and mentoring.

See also Skills on page

Health and wellbeing

Islanders enjoy long, healthy, active lives

Why is this outcome important?

Good health is indispensable for Islanders' wellbeing and quality of life.

This outcome is about ensuring they are healthy and, as a result, have the opportunity to live longer and more active lives. This, in turn, helps to prevent the need for health interventions and ensures that healthcare and support can be targeted at those who need it the most. It is also about ensuring that people can access the right treatment when they need it.

Public health

Section 1: 2018 in figures

By promoting public health  20% since. Measurement of Year 6 and preventing disease,  children was introduced in 2011 and

has shown that the proportion of obese government seeks to avert  or overweight children at this age has

costly health interventions  remained at around one in three. later on, as well as helping

islanders remain socially and  OinnJ earvseerya gwei,l lali v6e5 ayne oa trh oelrd  

eThceo2n0o18mlifiec aexllpye catcanticvye re.port  20.6 years presents the number of years, on  and enjoy good health for  

average, that islanders can expect to  13.5 years

live, if they experienced the current

their life time. Overall life expectancy in  15%

age-specific mortality rates through

Jersey is among the best in the world. A  of adults smoke daily or 65-year-old male can expect to live for

an additional 19.2 years, while a 65-year- occasionally (22% in 2013)

old female can expect to live for an

20%

additional 22.0 years.

The report also measured Healthy Life  of reception children and  expectancy for the first time, showing  32% of Year 6 children were the number of years that islanders can  overweight or obese

expect to live in good or very good

health. A 65-year-old male can expect to  80%

live for an additional 12.6 years in good

or very good health, compared to an  of children are not

additional 14.5 years for a 65-year-old  doing recommended  female.

levels of physical activity

The main risk factors for preventable

overweight or obese, harmful alcohol  23%

disease and death are smoking, being

consumption, an unhealthy diet, and  of Jersey adults who drink  lack of exercise or physical activity.  alcohol do so at potentially About half of adults in Jersey are  hazardous or harmful levels

overweight or obese. Research shows

that up to 79% of children who are

obese in their early teens are likely to

remain obese as adults. 2,034 children

in reception and Year 6 participated

in the 2017/18 weight measurement

programme. The proportion of reception

children who were overweight or obese

reduced significantly between 2000

and 2012, but has remained at about

Help2Quit

Help2Quit offers free support to anyone living in Jersey who wants to stop smoking. It is provided by 21 local pharmacies on behalf of Health and Community Services, which also offers a specialist service for people needing more intensive support.

46%

of 850 people who were supported by the Help2Quit service in 2018 successfully quit smoking

Vaccination services

Vaccination programmes aim to  protect individuals and prevent the spread of infectious diseases within the wider population.

Almost

40,000

vaccinations were funded to help protect islanders

13,744

pre-school vaccinations and  3,156 school age vaccinations were given through the childhood immunisation programme

More than

23,000

islanders who would be vulnerable were they to catch flu (including over 7,000 school children) received a flu vaccination. Including private vaccinations,  this means over 27,500 people were protected

Cancer screening

Cancer is the most frequent cause of death in Jersey, accounting for almost one in three of all deaths in 2017. It was the leading cause of death for people aged 40-64 (47% of deaths). Early detection greatly increases the chances for successful treatment. Compared

to the same period in 2017, 490 more women who were due cervical cancer screening attended after it was made free at Le Bas Centre (from June 2018) and in GP surgeries (from August 2018).

6,318

women had a breast screening examination (89% of those  invited to attend)

685

people were screened for bowel cancer (up 14% on 2017)

5,907

women had a cervical screening test (up 7.2% on 2017)

Shingles

People are most susceptible to shingles in their seventies, and vaccinating

people when they turn 70 is the most effective way of protecting them. In 2014 (before the vaccine was introduced), the average length of stay in hospital among 70-79 year-olds with shingles was 32 days. It was just nine days in 2018.

578

islanders turning age 70 received  a shingles vaccination

Public health

Section 2: Making a difference in 2018

   Statistics Jersey published a new  

Healthy Life Expectancy measure for Jersey, providing a benchmark of population wellbeing for the future.

   Nearly 1,500 people attended the

inaugural Jersey WellFest event in  October which was held to support islanders to manage their own mental health and wellbeing.

   Jersey Library launched the Reading Well

collection to help islanders manage their health and wellbeing.

   Almost 20 Jersey schools registered as

 Sun Safe  as part of a national scheme to promote positive sun safe messages to children and ensure that they are protected.

   Work was undertaken on the development

of new liquor licensing legislation.

   A major review was undertaken of the

evidence and data requirements to inform future policy development and monitor progress in tackling substance misuse in Jersey.

  We committed to making La Moye a

smokefree prison by January 2019. With support, 43 prisoners successfully quit smoking in 2018.

   Nursery practitioners started training for

HENRY (Health, Exercise, Nutrition for the Really Young) an evidence-based child obesity prevention programme to work

with parents and carers of 0-5 year olds.

   Caring Cooks were funded to extend their

primary school Cooking Skills programme.

   We contracted with GPs and pharmacists

to offer flu vaccinations, free of charge to some eligible groups and subsidised for others.

   We extended the nasal flu vaccination

programme into secondary schools to protect more children against winter flu.

   Government-funded cervical screening

tests are now provided free by Jersey GPs and Le Bas Centre.

   An improved cervical cancer screening test

will be ready for launch in 2019.

Hospital and acute off-island care

Section 1: 2018 in figures

TphroevGideenae wraildHeo rsapnigtael ocof notuintpuaetdie tnot and  9,491

inpatient care for islanders in 2018.  emergency calls were attended Increasing demand for services is seen

in the number of ambulance responses  by an ambulance (up 5% on 2017). (up 15% since 2015), attendances  63% of the most serious calls were at the Emergency Department,  attended within 8 minutes  emergency admissions and outpatient  (68% in 2017)

appointments. Pressure on services is

nearly 9% of patients did not attend  39,494

exacerbated by non-attendance rates

their outpatient appointments in 2018.  patients attended the Emergency

Department (up 2% on 2017).

Iisn carlesoasreedfl edcetmeda nadcr oonss hao svpairtiaelt ys eorfv ices  81% of patients waited less than  procedures. There was a 9% increase in  4 hours (85% in 2017)

the number of MRI scans (8,678), a 6.5%

more X-rays (53,534).  8,710

increase in CT scans (12,140) and 1.3%

patients were admitted to hospital Waiting times continue to be challenging  as an emergency (up 3.2% on

in some areas of the hospital.  2017). The average length of stay Hcoonwseidveerra, bsolemime psproevceiamlteienst ,hinacvleu dseinegn  for emergency admissions was  

dermatology and Ear, Nose and Throat  4.5 days (5 days in 2017)

(ENT).

The average length of stay for acute inpatients has reduced considerably over the course of the year (10% down for elective patients and 11% down for emergency patients). This means that patients are being discharged home

or to a more suitable location much more quickly, as a result of a number of projects across the hospital and community to enable people to be cared for closer to home.

Outpatients Pharmacy

194,728 489,511

patients attended outpatient  items were dispensed by the appointments (up 4.8% on 2017).  hospital pharmacy for patients  19,001 insatnces of people  (up 3.5% on 2017)

failing to attend for scheduled

3,776

appointments (up 5.3% on 2017)

2,931 cwheermeodtishpeeranpsye dtr  eb ay ttmhee nhtoss pital had been waiting more than 90  pharmacy for patients

days for an outpatient appointment  (down 9.6% on 2017)

at the end of December 2018

(down 13% on 2017)

Babies

Elective Operations 98%

12,578 oJef rtsheey9in2 92 0ba18b iwese rbeo drne liinv e red  public elective operations were  at the General Hospital

carried out in our theatres,

unit. (up 0.6% on 2017) 152

endoscopy unit and day surgery

babies required care in the  The average length of stay for   Special Care Baby Unit

an elective inpatient episode was

1.9 days  UK referrals (2.1 in 2017)

1,734

patient referrals (17% emergency) Hospital-acquired infections to hospitals in the UK

0 (up 8% on 2017)

cases of hospital-acquired Methicillin-resistant Staphylococcus aureus infection (MRSA)

11

cases (15 in 2017) of hospital- acquired Clostridium difficile infection (target was fewer than 12)

Hospital and acute off-island care

Section 2: Making a difference in 2018

   A Medicines Use Review pilot successfully

reduced delayed discharge from and readmission to hospital, as well as tackling medicines wastage.

   A £100,000 refurbishment brought

Jersey s blood donation service up to UK and European standards.

  The 2018 Medical Equipment Replacement

programme achieved cash savings

of £82,500 in the acquisition of the equipment, with savings ranging from 5%

to 30% across individual items.

Section 3: Awards and recognition

Winner of the Nurse of the Year Award  and the Innovations in Specialty Award

In July, Arrhythmia nurse specialist, Angela Hall , won two awards at the prestigious RCNi Nurse Awards, which celebrate the achievements of nurses in all specialties from across the UK and showcases the very best of the nursing profession.

Angela was awarded both the RCNi Innovations in Specialty Award, for her outstanding work caring for those with heart rhythm disorders, and the Nurse of the Year Award the highest accolade of the evening.

Rachel Armitage, Managing Director at RCNi, said: "We are overjoyed to honour Angela for her hard work to improve care for those with heart rhythm disorders. She is a magnificent example of a nurse who has gone above

and beyond in their specialism and we hope that she inspires many more to consider a rewarding career in the nursing profession."

over the last ten years .

The Arrhythmia Alliance works to improve the diagnosis, treatment and quality of life for all those affected by arrhythmias. One in four people will experience a heart rhythm condition, usually when the heartbeat is too fast, too slow or irregular. Some of these can be life threatening.

Laboratory accreditation

The hospital s Cellular Pathology and

the Infection Sciences laboratories

were accredited by the United Kingdom Accreditation Service, as meeting the highest international standard for medical laboratories.

Winner of the Arrhythmia Alliance Award Outstanding Individual who has Contributed to Arrhythmia Services

In October, Jersey s consultant cardiologist,

Dr Andrew Mitchell, was honoured by the

UK organisation Arrhythmia Alliance for his

 outstanding individual to Arrhythmia Services at the UK Heart Rhythm Congress.

Dr Mitchell was commended for his work as  an inspiring and dedicated cardiologist, who has transformed cardiac services in Jersey

Mental health

Section 1: 2018 in figures

Mental health Jersey Talking Therapies (JTT)

The Government of Jersey provides a  JTT provides confidential psychological range of mental health services to meet  interventions for adults, including

the needs of islanders. educational groups, one-to-one therapy/

counselling and guided self-help. 22% JTT received

oasf ahdiuglhts isnctohree dJ ethrseeiry aOnpxiineitoynles vaenlds  1,700

Lifestyle Survey (26% in 2017) referrals. The time from referral

to first treatment in 2018 was  41 weeks

Child and Adolescent Mental  JTT delivered

HCAeMaHltSh i sSaemrvenictael  h(CeaAlthM as Hse Ss )s ment  9,115

and therapeutic service for children and  face-to-face and telephone young people up to the age of 18 and  contacts during the year their families.

CAMHS undertook 369

419  ctrleieantmts ecnotminp l2e0te18d  

initial assessments of children referred to the service (384

in 2017). The average wait for assessment was 19 days

Primary Care Mental Health

The Primary Care Mental Health Team was introduced in 2017 to assist in reducing the time that clients wait to access mental health services.

202

referrals were made to the  Primary Care Mental Health Team

Mental Health Liaison

JAMHS Liaison offers early and timely assessment and interventions for people experiencing mental health concerns

or difficulties. They can provide evidence-based advice, information

and support, which may help people to develop positive ways of coping. Where necessary, JAMHS Liaison will offer and provide appropriate follow-up care and refer to other services.

Mental Health Liaison received

813

referrals 587 from the hospital, 70 from GPs and 60 from the Police. Most people are seen  within 30 minutes

Adult Community Mental Health Team

The Adult Community Mental Health Team provides a supportive role

for individuals and their families

in community settings, as well as information, screening, assessment

and onward referral (where appropriate) for people with an acute mental

health problem.

700

referrals were made to the Adult Community Mental Health Team

31%

of referrals were seen for a first appointment within the target of  10 days after opting in. The average wait was 15 days

Acute inpatient mental health

Adults with an acute mental health problem whose care cannot be provided safely in the community and therefore require hospitalisation are admitted to Orchard House. There is an intensive assessment period covering mental health and psychosocial needs, and then an appropriate treatment plan is put in place, which may be in Orchard House or in the community. Access to Orchard House is via the Mental Health Liaison Team.

214

patients were admitted to the acute mental health inpatient unit at Orchard House. The average length of stay was 27 days, with the median3 being 14 days

Older adults mental health

For adults over the age of 65 with mental health problems, there is a community mental health team, memory clinic, day assessment unit, day care services and hospital-based services at Clinique Pinel and Rosewood House.

1,239

referrals were made to the  Older Adult Community Mental Health Team

86

people aged 65 years and over were admitted to mental health assessment units in Clinique Pinel (76 in 2017). The median length of stay (including leave) was 66 days

This is an example of where using the median as an alternative can give a different picture of the data to the average (the mean ). The median is the middle point of a number set, in which half the numbers are above the median and half are below. This means it is not affected by a few outlying numbers which could otherwise skew the average.

Jersey Recovery College  Mental Health Law

(JRC)

The most common reason for

JRC provides education and training  applications for detention in hospital opportunities for people experiencing  under the Mental Health Law was to mental health difficulties and their  ensure that the person receives medical families, friends and professionals  treatment, either in their own best

who support them. Every course was  interest or for the protection of others. delivered by a professional in the

subject matter, and a trainer with lived  210

experience of the impact of mental

illness and recovery. Mental Health Law articles were

implemented (169 in 2017) 401

course enrolments (250 individual students) were made onto 30 courses. Student and trainer satisfaction levels continue to  be above 90%

Mental health

National Dementia Care Awards

Maple Ward at Rosewood House was shortlisted for its dementia-focused facility and garden, which has 'outstanding features that significantly enhance the quality of life of residents and staff'.

Community and social care

Our Community Health and Social Care services comprise Adult Social Care, Alcohol and Drugs Services, Learning Disability and Autism Services, Speech and Language Therapy and Occupational Therapy.

The aim of these services is to support individuals and their families in coping with the challenges associated with their need,

to enable people to live as fully-participative members of our society, while remaining in the community. Our job is to make sure that

where people need to be supported, it is done within a timescale that prevents further deterioration in health and wellbeing. So we need to:

   assess need

   respond quickly

   keep people safe

   promote independence

   enable resilience

   provide care, treatment and support

at or closer to home.

Section 1: 2018 in figures

1,418

referrals were made to the Adult Social Care Team (up 21.8% on 2017). 339 referrals were received from the hospital to help people return to the community after an inpatient stay. 69% of referred clients were allocated a social worker or nurse in five days or less

306

Adult Safeguarding alerts were received, 254 responses were issued and 640 Adult Protection Notices (APN) were recorded

76%

of the 538 referrals to the  Alcohol and Drugs Service  in 2018 were alcohol related

Alcohol Liaison Nurses provided

771

interventions

95

people completed alcohol detoxes (113 in 2017)

86,922

needles were dispensed

by the Needle Exchange Service  (85,450 in 2017)

238

referrals were made to the Learning Disability Service (adults)

81

referrals were made to the  

Jersey Adult Autism Service (JAAS)

918

referrals were made to the Adult Speech and Language Therapy

Occupational Therapy made 85

8,673  people were supported each home visits and issued 3,397  month (on average) to continue

pieces of equipment, as well   living at home with a domiciliary as seeing hospital inpatients   care package, where the  

9,256 times individual needs are particularly

complex and costs exceed the 4,943  Long Term Care Benefit

activations of the Community Alarm System were made, of which 2,997 (61%) were accidental. Clients were contacted 688 times and an ambulance despatched  411 times

National RCNi Nurse Awards

Andrea Browning, from the Learning Disability Service, was a finalist at the prestigious national RCNi Nurse Awards. Andrea was shortlisted for Learning Disability Nurse Award in recognition of her work improving the quality of life for patients with learning disabilities and autism.

Vibrant and inclusive

Islanders enjoy living in a vibrant  and inclusive community

Why is this outcome important?

Jersey s attraction as a place to live is dependent upon a combination of environmental, economic and social attributes that create a good quality of life and a sense of local identity.

Key amongst these factors is the rich quality and diversity of the Island s culture, heritage and sport. Participation not only supports learning and good health, but also strengthens our sense of community and enjoyment

of life. If we are to realise Jersey s full potential as a great place to live, work and play , we must tackle exclusion and discrimination, so everybody can engage in Island life.

Vibrant and inclusive

Section 1: 2018 in figures

Living in Jersey Culture, arts and heritage

82% Sthuartv7e5y%s ino fbisoltahn2d0e1r3s raantedd2t0h1e7 rsahnogwee odf of islanders rate their life  cultural events, attractions and activities

satisfaction as seven or more   in Jersey as 'very good' or 'good'.

out of ten (75% in 2017) Much of government s role in culture,

arts and heritage is now delivered 92% four arms-length organisations, which

through partnership arrangements with of adults are satisfied with   provide the spine of culture, arts and

Jersey as a place to live, with  heritage provision in the island4. These, almost half (46%) being very  and the funding they received, are:

satisfied (no change since 2014)

About £2,998,000

1 in 10  Jersey Heritage

adults said they had been   £463,600

the victim of prejudice or  Jersey Arts Trust (ArtHouse Jersey) abuse on the basis of either  

their race, age, disability,   £449,800

religion or sexual orientation

Jersey Arts Centre 6%

of adults reported rarely or never  £198,400 socialising face to face with people  Jersey Opera House

outside their own household

The Government also provides grants 21% Battle of Flowers and the International

for specific initiatives, including the

of adults said they felt lonely   Air Display. The Channel Islands Lottery often or some of the time   is also a source of funding, through (similar to the UK) grants managed by the Association of

Jersey Charities.

The Government also contributes directly through services, such as the

Jersey Library and the Youth Service, and by licencing entertainment

providers. It also provides funding (£572,000 in 2018) to the Jersey

JOLS reinforced the importance of the  Arts Trust, to repay a loan for the

Government s role in the arts. said the arts make  refurbishment of the Opera House.

a difference to Jersey and said it was important

that the Government provide funding to enable

a wide range of people to experience the arts.

Entertainment

145

permits were issued for  public entertainment in registered premises and public spaces including, for example, music concerts and open air  film showings

51%

of respondents to the St Helier Open Space Survey had attended three or more events held in  

St Helier public spaces in the previous 12 months

Library

Jersey Library aims to inspire lifelong learning, advance knowledge and enrich Jersey s cultural life through

the management of outstanding collections and the provision of services to encourage customers to access the library and realise their potential.

380,000

visits were made  to Jersey s libraries

34,157

active users, including  11,416 children, and 2,136 new members joined in 2018

792

home visits were  

made to individuals who  were unable to visit a library

Youth Service

Jersey Youth Service aims to provide a high-quality youth work service, which is accessible to all young people in Jersey, including a free advice and counselling service the YES Project.

3,194

(up 4.5%) young people attended Jersey Youth Service on 57,205 occasions (down 4.5%)

Jersey Heritage

210,219

visits were made to sites administered by Jersey Heritage (up 3,086 on 2017)

13,273

members (up 477 on 2017)

2,870

visits were made to the Jersey Archive, and there were 125,750 online and distance enquiries

25,874

school age children attended Jersey Heritage sites, of which 5,381 were on school visits

Sport

Surveys in both 2013 and 2017 showed that 90% of islanders rated the range of sporting activities and events in Jersey as 'very good' or 'good'.

The Government manages and maintains much of Jersey s sporting

infrastructure, including: Fort Regent; Les Quennevais Sports Centre and playing-fields; Springfield Sports Centre and pitch; Oakfield Sports Centre; Langford Sports Centre; Haute VallØe swimming-pool and 3G pitch; FB Fields and track; Grainville playing fields and bowling-green; Airport playing-fields; Havre des Pas swimming-pool; CrabbØ shooting-ranges; as well as providing  a grant to Serco for the Aquasplash.

TghraenGtfouvnedrinnmg e(£n1t. 1a5l s mo i  lp lir oo nv ii nd e 2s 0  18)  1,569

to Jersey Sport as an arms-length  children received swimming

body championing the cause of sport

and active living. Jersey Sport delivers  lessons and 81% achieved the

a programme of sports development,  required standard (UK 52%) physical literacy, exercise referral and

and guidance to local sporting bodies  980

schools swimming, provides support

and manages travel grants for Jersey s  children signed up to Jersey sportsmen and women. Sport programmes and 89% of

parents rated coaches as "good" or "outstanding"

£119,000

worth of travel grants were awarded by Jersey Sport, supporting 3,000 trips and 32 different sports.

Inclusion

In 2018, 82% of islanders rated their life satisfaction seven or more out of ten. This represents a significant improvement, compared to 2017. The average score from all respondents in Jersey was 7.6 similar to that across England, Wales and Scotland.

For non-disabled people, the average score was 7.8. People living with a disability that limits their daily activity scored an average of 6.7. Research that underpinned the current Disability Strategy (see 2018 progress report) highlighted the difficulties that disabled people experience in take part in community activities, travelling around and getting the work they want. JOLS 2018 also showed that 14% of these adults felt they had been a victim of prejudice or abuse on the basis of disability.

Vibrant and inclusive

Section 2: Making a difference in 2018

Sport

   A new Inspiring an Active Jersey

strategy was developed by Jersey Sport, ready for launch in 2019 following extensive public consultation.

   We completed a review of future

indoor and outdoor sports provision requirements, examining management options and how to improve the quality of the facilities on offer over time.

   The Appleby Active Adults programme

was launched by Jersey Sport, to encourage adults back into sport. 106 adults took part in 188 sessions.

   23 new Community Sports Leaders were

trained by Jersey Sport to coach 13-16 year-old children and deliver sports events.

   Jersey secured a five-year contract to host

the Super League Triathlon. The inaugural 2017 event was seen by more than 10,000 spectators, including more than 2,000 visitors, and was televised worldwide.

   Bridge funding of £150,000 will support

Jersey Reds rugby club to the end of the 2018/19 season. An average of nearly 1,500 spectators attend home matches.

   University College Jersey launched a new Higher National Diploma

in Sport to help develop a skilled sporting workforce for the future.  

Culture

   A Jersey Culture, Arts and Heritage

Strategic Review was published with 20 detailed recommendations setting out how the potential of the sector can be realised.

   Work began to double the storage

capacity of Jersey Archive s award-winning building, with a £3.5 million extension, creating capacity for the next 25 years.

   Culture.je website was launched,

drawing together information about the many different arts and heritage activities and organisations in Jersey.

   A Culture disability working group was set

up to improve access to cultural activities for disabled people, with representatives from government and culture organisations.

   Funding of £160,000 was announced

for Art House Jersey, to expand commercial operations in 2019.

   Jrriais is now being taught to 125

children at 10 primary schools (19 children in 3 schools in 2017/18) and 26 children in 6 secondary schools. The 2018 Eisteddfod saw a ten-fold increase in school-age participants reciting Jrriais.

Community

   330 free community events were

hosted by Jersey Library and partners, including talks, exhibitions, performances and workshops.

   The Youth Enquiry Service (YES) moved

to new, more accessible premises in Colomberie and expanded information

and counselling services for young people. YES received 305 referrals and held

1,338 counselling appointments in 2018.

   A £245,000 refurbishment of the

toddlers play area in Coronation Park was completed. New equipment is designed to allow disabled children with special needs

to play alongside able-bodied children.

   New Disability Discrimination legislation

came into effect on 1 September 2018.

   A new Children with Disabilities Register

was launched to share information about services and support and give families

with disabled children the opportunity

to take part in future consultations.

to children with disabilities and their families

   494 AvanchiAccess disabled persons

bus passes were issued (up 52% on 2017) and 71,050 recorded journeys were made by pass holders.

   Disability awareness training was

undertaken by 78 taxi drivers. By 2019, all taxi-cabs will have features such as high-visibility door handles, grab handles and swivel seats.

   An amended Marriage Law came into

force, allowing same-sex marriages and giving couples more choice over where to get married and who marries them.

   We held a workshop, with more than

80 attendees, to review how the voluntary and community sector and the Government can work together to deliver better outcomes for islanders.

   A new Children with Disabilities Directory

was launched, providing information about support and activities that may be relevant

Section 3: Awards and recognition

Silver-level accreditation  for Jersey Youth Service

The national youth charity, Ambition, gave Jersey Youth Service silver-level accreditation for outstanding and quality service to young people and excellent leadership. Assessors described a fantastic leaflet designed with young lesbian, gay, bisexual, transgender and young people as a welcome addition to any youth service nationally .

was highlighted.

Ice Age Island

Jersey Heritage s Ice Age Island project was nominated in the Research Project of the Year category in the national Archaeology Awards 2018.

Les Quennevais Sports Centre

Les Quennevais Sports Centre was rated

 excellent by Quest Plus, Sport England s recommended continuous improvement assessor for sport and leisure facilities. The centre s commitment to providing welcoming and accessible services for people with disabilities and long-term health conditions

Vibrant and inclusive

Section 4: Case study - Small island, big impact

Jersey s overseas aid work represents the best of our caring, outward-looking island, reaching hundreds of thousands of the world s most vulnerable people through its official international aid agency, Jersey Overseas Aid (JOA).

Development

In 2018, JOA awarded 22 new multi-year grants in 13 target countries, covering

its five core development themes:

   Health

   School Water Sanitation and Hygiene   Dairy for Development

   Financial Inclusion

   Environment and Livelihoods.

Significantly, 2018 saw JOA replace smaller, single-year projects, with new development grants that fund multi-year interventions. Additionally, the amount available for new development projects in 2018 increased

from £100,000 to £450,000 over three years, ensuring greater impact and value for money. 2018 was the first full year of a four-year partnership with Comic Relief, Branching Out: Financial Inclusion at the Margins, which

will improve access to financial services, including credit, insurance and savings for poor people in Rwanda, Zambia and Sierra Leone. By the end of the year, more than £5 million worth of grants had been selected. These will increase bottom-of-the-pyramid access to financial services for more than 900,000 people. Jersey will use its significant expertise in financial services to contribute to transforming lives, enabling families to cope with unexpected emergencies, invest

in small enterprises and spend more on health care and education. Comic Relief

is matching every pound contributed by Jersey taxpayers, to a value of £4 million.

Jersey engagement and outreach

2018 saw JOA s largest-ever contribution to Jersey charities at £1,127,719, including Durrell Wildlife Conservation Trust and the Royal Jersey Agricultural and Horticultural Society, and smaller-scale, local charities. This is one

of the cornerstones of Jersey s identity.

JOA s local outreach developed significantly in 2018 with the launch of a paid internship, a professional bursary programme, and STEM (science, technology, engineering

and mathematics) workshops for 13 schools, which engaged 260 local schoolchildren. Community Work Projects allowed more than 30 islanders to contribute to overseas projects in Lebanon, Mongolia and Tanzania.

Jersey s first Minister for International Development was appointed in 2018, ensuring representation on the Council of Ministers, while increasing the accountability of Jersey s overseas aid programme. This sends a signal to the world that Jersey

will continue to be an outward-looking, responsible and cooperative global citizen.

Emergency and humanitarian funding

JOA constantly strives to improve the

impact of its humanitarian funding. Support of the UN s Country-Based Pool Funding expanded, with a renewed commitment to

the Syrian Humanitarian Fund of £500,000 and a new commitment of £100,000 to its Central African Republic Humanitarian Fund.

Country-Based Pool Funds ensure that Jersey s aid reaches the best-placed

local actors and neediest beneficiaries, helping improve the overall coordination of humanitarian responses and raising our credibility and profile in this sector. In 2018, JOA partnered with the Start Network for the first time, an innovative, rapid financing mechanism made up of 42 international and national NGOs, which focus on smaller crises that often slip

under the international media s radar.

As befits JOA s status as an effective, hands- on donor, JOA s Director sits on both the Advisory Board of the Syrian Humanitarian Fund and on the Start Fund Donor Council.

A total of £2,861,264 was spent on emergency and humanitarian relief in 2018, enabling experienced aid organisations to reach

those affected by natural disasters, war and conflict. Interventions spanning 12 different countries included a £350,000 grant for humanitarian relief, following the Sulawesi tsunami. Other contributions include £160,000 to the ongoing conflict in Yemen and a £191,592 grant to Medical Aid for Palestinians, which supported the management of malnutrition in children, medical missions (including limb reconstruction and breast cancer care) and the purchase and

delivery of essential drugs in Gaza.

Built and historic environment

Jersey's built and historic environment is valued and enjoyed

Why is this outcome important?

In a small island where land is a precious resource, effective planning is key to ensuring that development meets the current and future needs of islanders, is managed to protect Jersey s unique character and delivers high quality design and construction.

Islanders quality of life also benefits from effective urban design, attractive public spaces, supported by transport infrastructure and policy solutions that minimise traffic congestion, reduce pollution and promote physical activity.

Built and historic environment

Section 1: 2018 in figures

Built environment  Municipal services

In recent years, there has been a  The Government contributes to significant increase in the proportion of  improving the built environment and islanders who are very satisfied with  St Helier as a place to live, through: their neighbourhood as a place to live.

   the management and

maintenance of the island s public 60% other open amenity spaces

parks, gardens, playing fields and of islanders are 'very satisfied' with

their neighbourhood as a place to    the cleaning of public buildings, live (2014: 51%). Another 36% said  highways, beaches and promenades

that they were 'fairly satisfied'   the collection of refuse from  

public litter bins.

65% The Love Jersey app and website

provide islanders with the means to oloft7s -o11f fyuenarthoinldgss a tgor deeo tinh ethree iar raer ea  report faults directly to government

and Parish service providers and to compared to 19% of 11-18 year olds. track the response.

St Helier  9,000

miles of roads were mechanically St Helier is the hub of economic and  swept and 1,300 tonnes of road

social activity in Jersey and home  sweepings were collected

to more than a third of the island s

population. Improving perceptions and  Public litter bins were emptied the experience of urban living is key to

Jersey's future economic, environmental  86,500

and social ambitions.

times and 435 tonnes of refuse 30% were collected

3v0e%ry osfa Stits fiHeedli e wr ritehsitdoewnnt sa as rae  90%

place to live. Another 62% are  of islanders rated the cleanliness   fairly satisfied (no change  of roads and pavements as good compared to 2015). or very good

Public toilets were cleaned

25,700

times. 68% of islanders rated  the cleanliness of public toilets  as good or very good

Municipal services (continued)

1,366

 Love Jersey reports were logged by islanders

100,900

bedding plants were planted in  the main parks

Housing supply

The net addition of 465 new homes to Jersey s housing stock was the largest annual increase since 2011. 328 of these new homes provided two or more bedrooms

465

new homes were added to  Jersey s housing stock

Housing quality

Overall, the proportion of islanders who are very satisfied with the quality of their housing has improved significantly in recent years. Significant differences remain, however, between people

who own and rent their home. 75% of homeowners are very satisfied with their accommodation, compared to about half of tenants. This reinforces the importance of the improved standards introduced for rental accommodation

in 2018. Increased confidence among tenants in raising concerns about housing standards is reflected in the 233% increase in reports made to Environmental Health.

64%

of islanders were very satisfied with their housing in 2018 (2015: 56%). Another 32% said they were fairly satisfied

1 in 14

children report sleeping in a bedroom with black mould on  the walls or ceiling

97%

of Andium homes now achieve  the Decent Homes Standard  (88% in 2015)

825

reports were made to Environmental Health about housing standards (248 in 2017)

Development planning  Traffic

The Government contributes to the  Given that extensions to Jersey s overall quality of the built environment,  existing road network are difficult to housing supply and housing quality by  achieve, it is important for government setting and implementing planning and  policy to deliver sustainable transport building control policies.  solutions. Reliance on the car impacts

on Jersey s air quality, energy use 352 and greenhouse gas emissions. The

Government s current approach has major planning applications were  largely relied on passive measures,

designed to encourage and facilitate a made (down 5% on 2017). 52%

shift to more active forms of travel,  were processed within the   which also supports healthier lifestyles.

13-week target (61% in 2017)

Morning peak traffic on nine  1,026

main routes towards St Helier  in 2018 was

minor planning applications were

were processed within the   10,166 cars made (down 4% on 2017). 70%

eight-week target (79% in 2017) (down 5.1% since 2010)

524 43%

applications were subject  of islanders used active forms  to consultation with historic  of travel to commute most of the environment planner. 95% of  time in 2018 (36% in 2011) decisions were consistent with  

4,785,000

the advice received

28 bLiubsejrotyu rbnuesyessw(uepre4m.3a%d oe n o 2n0 17)

applications were subject to first

planning decision (27 in 2017).   34%

and third-party appeals against a

64% of appeals were dismissed of car drivers now commute by bus

at least occasionally (23% in 2013) 1bu,il1di 7ng 4 by-law applications were  27%

received. 99.4% were processed  of car drivers now commute  within the five-week target by bike at least occasionally  

(18% in 2013)

9site,in2sp0ect8ions were made   5 miles

to assure compliance with   of the 165.5-mile road  

building standards. network were resurfaced.  

80% of roadworks were carried  out off-peak

Built and historic environment

Section 2: Making a difference in 2018

Protecting homes and businesses

   Using climate change predictions, plans began on ensuring defences

are in place to protect the island from flooding over the next 100 years.

   120 metres of sea wall near the Gunsite

was heightened to protect homes and businesses from flooding associated

with storms and spring tides.

St Helier

   The Government agreed to request

Andium Homes to extend the Millennium Town Park as part of the redevelopment of the Jersey Gas site. Consultation resulted in proposals to use 60% of the

site to extend the park, while building

117 homes and underground parking.

   An audit of public open space and trees

in town streets and public spaces in St Helier was completed, to inform future enhancement of the public realm.

   Trenton Square opened at the

International Finance Centre. More than 1,400 plants, including 23 trees, are planted in the landscaped public space.

   IFC 5, the second building at the

International Finance Centre, opened. The 6,400m2 Super Prime Grade

A block, built by the government- owned Jersey Development Company, includes underground private parking for 48 cars and 80 cycles.

   The Jersey Development Company

purchased the 3.6 acre Waterfront Leisure Complex for £16.2 million, providing the opportunity in the longer term to redevelop this strategic site.

Housing quality

   The Rent Safe Scheme, an opt-

in accreditation scheme designed to improve rental accommodation standards, was extended to include managing and letting agents.

  The Health and Safety (Rented Dwellings)

(Jersey) Law 2018 established minimum standards of repair and maintenance for all private rented, social rented, lodging houses and staff accommodation.

   62% of the first 86 individual dwellings

in lodging houses to be inspected by Environmental Health under the new law failed minimum health and safety standards. The majority of issues have now been rectified or are being addressed.

Housing supply

   Work commenced on a Housing Need

Report, which will provide an estimate of Jersey s future housing requirements to inform the 2021-30 Island Plan

Transport

   The Eastern Cycle route was

extended to link St Clement s Parish Hall to Le Rocquier School. Plans are in place to continue through to Samars and onwards into town.

   Improvements were completed on  

14 roads and begun on another two to enhance road safety, improve disabled access and/or facilitate walking and cycling facilities.

   Pay By Phone become the most popular

way of paying for parking in Jersey, with more than 11,000 registered users.

Section 3: Awards and recognition

The Government s chosen bus service provider, Liberty Bus, won a national award for Passenger Transport Best Practice in recognition of their work in growing ridership, providing outstanding customer service and community engagement.

Section 4: Case study - Historic building and places review

2018 saw the completion of a major survey and assessment of the island s cultural assets of special historical, architectural and archaeological importance. The survey was undertaken on behalf of the Minister for the Environment by Jersey Heritage between 2010 and 2013.

More than 5,000 buildings and places were assessed to see if their heritage value was worthy of listing. Listing identifies those heritage assets that are of special importance to Jersey, in order that their heritage interest is recognised and protected, and they can continue to be enjoyed by present and future generations. The formal listing process

was carried out by the Department of the Environment post-resurvey (2013-18). By the end of 2018, 4,235 buildings and places had been formally listed, many of them enjoying formal statutory protection for the first time.

Owners were engaged in the listing process,

to ensure that they were made aware of

the heritage assessment of their property

and providing them with an opportunity to comment. In a fifth of cases, representations were made, 93% of which were resolved through site visits and discussions with Jersey Heritage. Ultimately, 18 cases (fewer than 0.4% of all assessments) were resolved through an appeals process with only one appeal being upheld.

Natural environment

Jersey's unique natural environment is protected for future generations

Why is this outcome important?

Jersey's countryside and coast is a defining feature of the island's attraction as a place to live, work and visit. Despite its small size, the island contains an incredibly diverse range of natural habitats. Our countryside and coast contribute significantly to islanders' quality of life and an overwhelming majority of islanders want to see it protected.

Good stewardship not only means taking action to ensure that the natural environment is available for future generations to enjoy, but also about the quality of the ecosystems that this environment sustains.

Natural environment

Section 1: 2018 in figures

PJerorsteecyt sin  cgo untryside  80%

of Jersey farmland is now working OasvGerraelel, n7 0Z%on oe f,   t1h6e%i sislaCndo aiss tdael sNigantioatneadl  towards LEAF accreditation

Park and 14% is built-up area. Planning

Plants suffer from a wide variety of policies generally presume against the

pests and diseases, with some leading creation of new dwellings outside the

to severe economic or environmental built-up area.

damage. We conduct about 39 surveys 500 out of 539 planning permissions  annually for pests and diseases

for new residential development in 2018  regulated under European, UK and

were located in existing built-up areas.  local legislation and the plant health

Of the 39 new homes approved in the  laboratory at Howard Davis Farm

Green Zone, ten involved the conversion  provides specialist diagnosis of plant

of existing buildings (redundant barns,  pests and diseases

etc) and the remainder primarily involved

Environmental Protection also

the replacement of other buildings with

investigated 205 pollution incidents in dwellings.

2018. The majority of investigation types About half of Jersey s land mass is  have remained fairly constant, but fly under cultivation. The LEAF global  tipping investigations have increased. standard marque is farm assurance  This was largely thanks to public

system showing that food has been  participation in reporting incidents via grown sustainably, with care for the  the Love Jersey app.

environment. It is independently

audited and incentivises businesses  205

to farm in the most economically and

environmentally-sustainable way.  pollution, fly-tipping and

All farms receiving financial support  burning incidents were

from the Government must be LEAF-

accredited by 2019. Jersey could be the  investigated (up 13.9% on 2017) first jurisdiction in the world to achieve

1,391

this across the entire farming sector.

inspections of imported plants  Sites of Special Interest now cover

and plant produce were carried  556 hectares  out at the ports, post office and

courier depots, to prevent plant (up 2% since 2013) disease and pest outbreaks

93% 532

of approved residential  samples were processed  development in 2018 was   by the Plant Health Laboratory located in existing built-up areas

Pmraortiencet ienngvJireornsmeyesn t  86%

of Jersey beaches rated as

WJeers meyo ns imtoor sbta pthoipnugl awr a btee ra acht e14s   ofr fo m  excellent or good in 2018  mid-May to the end of September.  under stringent EU bathing

Monitoring and analysis of two bacteria  water quality standards

  E-coli and intestinal enterococci

conforms to a strict protocol that is  We collected

replicated throughout Europe. Since

1,050 tonnes 2015, bathing water classification is

based on sampling data collected over

four years and classified annually as  of beach debris in 2018 'excellent', 'good', 'sufficient' or 'poor'.

Jersey s 14 beaches have all reached the

 sufficient standard or better since 2015.

Natural environment

Section 2: Making a difference in 2018

   We completed a study on 134 non-native    A training and accreditation scheme,

marine species that could impact on  Wild Life Safe, was offered by Jersey s local marine species and habitats. It will  Ramsar Management Authority, to inform development of a wider strategy  encourage people at sea to be more regarding all invasive non-native species. aware of their impact on marine wildlife.

   We began consultation on a new

Wildlife Law, to ensure that modern international standards for protecting wildlife can be met and to establish better regulation of activities affecting local wildlife and their habitats.

   We identified priority areas for protected

species and habitats, and connecting routes between them. This research

will inform future spatial planning

and protected area designation.

   We identified four new Sites of Special

Interest, to protect them as an investment for the benefit of future generations.

   The third Wild About Jersey event

was held to promote and celebrate Jersey s outstanding natural environment and wildlife and how to protect it.

   Regulations came into force making

it illegal to feed wild birds or other creatures in a way that meant they became a nuisance or harmful to health.

  The 2018 Inter-Island Environment

Meeting brought together government bodies and stakeholders from

across the Channel Islands.

   The Jersey Access Forum was established,

to improve access opportunities to Jersey s countryside, so everyone can appreciate

our rich cultural and environmental heritage.

   Following the extension of areas where

trawling and dredging is prohibited in 2017, a PhD studentship started, in collaboration with Blue Marine Foundation, to assess the impact on marine protected areas around Jersey and the offshore reefs.

Section 3: Case study 1 - Jersey's bird life

SOURCE IMAGE

Annual monitoring of Jersey s bird life by the Ornithological Section of the SociØtØ Jersiaise has identified a falling number of birds across the island and around our coasts. These declines indicate an increasing impact on local wildlife from the effects of our activities on the wider environment in Jersey.

Initiatives such as the Birds on the Edge Project, a collaborative project between the Government of Jersey, the National Trust for Jersey and Durrell Wildlife Conservation Trust, aim to slow this decline by improving the condition of our farmland and coastal habitats and maintain a monitoring programme, which informs us of actions which we could take to improve the situation for our native species.

Led by the National Trust for Jersey, based

on research by Durrell and supported by the Government of Jersey, a recent project to

seek to reverse the catastrophic decline in

our iconic puffin population was implemented.

Dedicated researchers spent many hours on the north coast trapping and monitoring native wildlife, seeking to determine population sizes of predators and searching for nests

and other locations, where it may be possible to encourage puffins to nest in future. The research has highlighted the plight of our puffins. We believe that in 2018, four pairs of birds nested in Jersey and one puffin chick was reported. We are planning to locate some artificial nest boxes on the north coast in order to provide more opportunities for puffin nest sites and hope that the loss of puffins from our shores can be delayed and the decline reversed.

Section 3: Case study 2 - Asian hornets

SOURCE IMAGE

Asian hornets, which are an aggressive predator of honey bees, were first found

in Jersey in August 2016. If they become established, native wild flora in Jersey would likely diminish, as pollinator numbers would decrease. Asian hornets can establish colonies in urban and suburban environments (eg parks and gardens), potentially bringing them into contact with a large number

of people. Those who are susceptible to anaphylactic shock may be at risk from an aggressively defensive species such as this.

Currently, there is no statutory requirement

to report this species or control it, nor is there any power to require control or to access land for monitoring or control. The Conservation of Wildlife (Jersey) Law 2000 is being reviewed and updated to include Non-Native Species control. It is therefore important that people are aware of the issue and watching for the occurrence of this species and for landowners to understand the necessity of providing or allowing monitoring and control.

In 2017, a partnership between the former Department of the Environment and the Jersey Beekeepers Association responded

to more than 130 reports. 11 of these were confirmed to be active nests, all of which were dealt with.

The first reports of 2018 started in early April and carried on relentlessly until late August. During this time, more than 230 reports were received of which 51 were confirmed either as active nests or queen hornets, which are able to construct a nest (of which there were three). 2018 also witnessed the island s first major medical incident caused by an Asian hornet, when the act of cutting a hedge disturbed a nest and the operator had an allergic reaction to the stings.

Sustainable resources

Jersey's natural resources are managed and used responsibly

Why is this outcome important?

Islanders' health, wellbeing and quality of life are underpinned by the effective management and protection of the island s natural resources. Minimising the amount of waste we produce and making more efficient use of energy are also key to the island s long-term sustainability and economic viability.

Sustainable resources

Section 1: 2018 in figures

Solid waste  increase in building activity in 2018,

reflects increased reuse on site, where Reducing the amount of waste we  demolition materials are crushed and

produce is not only good for the  reused in the new construction. 73,837 environment, but also has economic  tonnes of inert material was processed

merit. The less waste we have, the lower  in 2018 to create recycled aggregate

the cost for treatment and disposal. An  for use in local building and engineering internationally-agreed waste hierarchy  applications. 10,110 tonnes of scrap  

sets out a model for managing waste. At  metal was exported for recycling.

the most desirable end of the spectrum

,no waste would be produced at all. The

103,724

least-favourable option in the hierarchy

is to simply take whatever waste is

produced and dump it somewhere. In  tonnes of non-inert waste was

between are the options of reducing  received (down 4% on 2017)

waste, reusing materials, recycling and

30,532

recovering energy from waste

The amount of non-inert waste  tonnes of non-inert material was managed in 2018 was the lowest  recycled, representing a recycling since 2014. Noticeable reductions in  rate of 29% (31% in 2017)

the amount of certain waste types

35

was reflected in a reduced recycling

rate of 29%. This does not reflect less

participation in recycling initiatives, but

rather external factors, such as climatic  vehicle deliveries were made to growing conditions, which resulted in a  the Energy Recovery Facility every 15% reduction in the tonnage of green  hour. 87% of customers were dealt waste received for composting (11,311  with in under 15 minutes

tonnes). Greater engagement with

digital media publications is contributing  The Energy Recovery

to a reduction in waste paper being  Facility produced

generated (down 10% in 2018). The

was down by nearly a third compared to  43.32

amount of plastic received (511 tons)

2017, and was 58% less than in 2012. million kwh of electricity in 2018

equivalent to the annual electricity Household and commercial rubbish that  consumption of about 5,900

has not been separated for recycling is  average Jersey households

delivered to the Energy Recovery Facility

at La Collette for processing to generate

electricity. The facility is constantly  More than

monitored to ensure it operates in  65,000

accordance with EU air quality standards

and complies with all emission limit  individual deliveries of commercial values in its licence in 2018. waste were made to La Collette

The 2.6% reduction in the amount of inert waste received, despite an

Solid waste (continued) Liquid waste

184,325 Lsuiqrufaidcewwasattee ri.n Jcelursdeeys hbaost h5 7fo0 u kl amn odf tonnes of inert waste was received  sewers transporting these flows. Foul

(down 2.6% on 2017) sewage is transported via sewers and

a series of 111 pumping stations to the 28,555 processed, the clean water is

treatment works at Bellozanne. When tonnes of contaminated soil   discharged into St Aubin s Bay,  

helping to protect the bay for all

was received for remediation   recreational water users and aquatic or secure disposal life. Surface water sewers discharge to

watercourses or the islands beaches.

Energy 10.3

441 mwaillsio sne nctu tboic B mel elotrz ea sn on fe s i enw 2a0g1e8 purely-electric vehicles were   enough to fill about 4,000

registered in Jersey at end of   Olympic-size swimming pools. 2018 (up 55% on 2017) 97.5% received full treatment

7,184

tanker loads of sewage  were collected from  non-connected properties

More than

3.24

million kwh of electricity were produced from the biogas Combined Heat and Power unit equivalent to the annual electricity consumption of nearly 450 average Jersey households

5,825

surface water road gullies were cleaned, to maintain drainage and help prevent local flooding

Sustainable resources

Section 2: Making a difference in 2018

Liquid waste

   A Construction contract was agreed for

a new £56 million sewage treatment works, which will provide increased capacity, better treatment quality and a reduction in dilute sewage spills to sea.

It will be fully operational by 2022.

   Around-the-clock monitoring of odours

commenced at Bellozanne, with the installation of new monitoring equipment.

   Two new pumped sewers were

installed at Petit Ponterrin and Jersey Zoo, totalling 298 metres, allowing

the waste water to flow uphill.

  We published a new study investigating

the feasibility of harnessing tidal stream energy off Jersey. It concluded that, with current technology, a tidal stream development is unlikely to compete in terms of energy cost

with other offshore renewables.

Solid waste

   The Government agreed to import waste

from other Channel Islands to make use of spare capacity in the Energy Recovery Facility and generate both income and electricity for Jersey.

   31 properties with drainage faults were

identified, instigating remedial measures by owners, which prevented 2.5 million litres of surface water from being pumped to the sewage treatment works, creating more capacity and reduced treatment costs.

   636 town sewers, totalling 7.42 km,

underwent a major clean, to remove any restrictions that could reduce their capacity.

Energy

   A programme was developed to train local

contractors to carry out Home Domestic Energy Assessments, as part of a bigger programme to value energy efficiency and lower energy use in the built environment.

   We carried out a review of Jersey

Electricity s proposed stand-by charge for commercial customers who generate some of their own electricity (eg from solar panels). This was a fundamental step towards developing a new Renewable Energy Policy in 2019.

   A review of progress against

 Pathway 2050: An Energy Plan for Jersey was published, covering action on demand management, energy security and resilience, fuel poverty and energy affordability.

Section 3: Awards and recognition

Concerto asset management project

The Government of Jersey Concerto asset management project won Technology Project of the Year at the 2018 Jersey TechAwards. Concerto has revolutionised the way we log and manage maintenance work on critical infrastructure, such as the sewage treatment works, pumping stations and the Energy Recovery Facility.

Energy Recovery Facility

Jersey s Energy Recovery Facility was certified as R1 status, which means the plant has passed a strict set of European criteria to demonstrate the high efficiency of the plant and is classed a recovery rather than a disposal facility.

Plastic-Free Jersey

Jersey was recognised as a Plastic-Free community in a national campaign run

by environmental charity, Surfers against Sewage. The objectives that had to be

met by a partnership between the third sector and the Government of Jersey eco active programme included working with businesses to reduce single-use plastics, raising awareness in the community, holding beach cleans, fundraising, and gathering and submitting data about plastic use. In presenting the award, the chief executive

of Surfers Against Sewage said Jersey is a shining exemplar one of the beacons of plastic-free action I ve seen, out of all of the 450 communities we ve got involved in the scheme around the UK and British Isles.

Reuse Organisation of the Year

In 2018, Acorn Enterprises, our reuse partner at La Collette, won the national accolade of Reuse Organisation of the Year at the Reuse Network s 2018 conference. The Acorn

Reuse Centre at La Collette benefits Jersey s environment by upcycling and reusing tonnes of unwanted items, providing training and employment opportunities for people who might otherwise struggle to find employment, and helps lower-income families, by providing the opportunity to buy reasonably-priced reused goods. Every penny they make is reinvested to train and support local people with disabilities or long-term health conditions.

Sustainable resources

Section 4: Case study 1 - Household Reuse and Recycling Centre

SOURCE IMAGE

2018 was the first official full year in operation for the Household Reuse and Recycling Centre, which opened at La Collette in 2017.

The centre continues to be the hub of local recycling activity, often starting work in the early hours by preparing materials such

as TVs and fridges for export, ready for onward recycling in the UK or Europe.

The centre can receive recycling material from more than 600 customers during

a working day and school groups

are often on site, learning about the facilities and the importance of the

3Rs: reduce, reuse and recycle.

30,532 tonnes of materials were recycled in 2018, including:

   6,478 tonnes of paper and cardboard

  sent to a UK recycler, where it is processed and sold on to create recycled paper and cardboard products

   5,911 tonnes of glass crushed and

reused in engineering applications at the La Collette reclamation site, instead of other stone-based aggregate

   1,113 tonnes of electrical goods and

appliances sent to a specialist recycling plant in the UK and separated into constituent parts for recycling

   100 tonnes of household metal packaging   separated into aluminium and steel and

sent to the UK, where it is melted down and processed to create new metal goods

   115 tonnes of plastic bottles shipped to

a recycling plant in the UK, where they are cut into small pieces and then melted down. Recycled plastic is used in items such as garden furniture and fleece clothing

   16 tonnes of light bulbs sent to a

specialist recycling plant in Belgium.

13.7 tonnes of batteries: exported to UK and recycled into metal products, including new batteries

The Household Reuse and Recycling Centre also benefits the Acorn Reuse Centre, encouraging customers to separate items that are in a reusable condition, before using recycling and waste disposal facilities. The Jersey Opinions and Lifestyle Survey Report 2018 showed that 66% of adults have used the facility.

Section 4: Case study 2 - Water quality

SOURCE IMAGE

Water quality in Jersey continues to improve, following collaborative work between farmers, Jersey Water and officers from Environmental Protection, as part of the Action for Cleaner Water Group. In 2018, potato farmers applied 25% less fertiliser, using precision application machines that place it next to the tuber,

instead of traditional field-wide spreading. Dairy farmers also avoid spreading slurry on fields next to streams, or within 50 metres

of boreholes or wells, by using an online

farm risk map. These actions have continued the long-term decline of nitrate in streams

and boreholes and wells across the island. Average annual levels in streams are now below 40mg/l. Therefore, Jersey Water has not had to utilise its permitted dispensation

to supply water with levels above 50mg/l.

All pesticides used by the potato industry are assessed for factors such as how much they leach and how long they persist for. Only certain pesticides are permitted to be used in areas close to important reservoirs (Val de la Mare, Mourier and Queen s Valley). The number of exceedances of the detection limit of pesticides in streams reduced by 33% since 2016, although

this was also due to the lower rainfall.

Environmental Protection are now starting to look at other sources of nitrates, such

as private septic tanks and soakaways, and islanders are reminded to use domestic products only if needed, and

in accordance with the instructions

and safeguards on the label.

Attractive business environment

Jersey is an attractive place to do business

Why is this outcome important?

Jersey must compete against many places to attract, and retain, companies and skilled workers. Maintaining an attractive and competitive environment for businesses and talent is essential if the Island's economy is to thrive, create better employment opportunities and help fund

Jersey s infrastructure and services.

Promoting Jersey s international identity entails meeting international standards and obligations, whilst strengthening diplomatic and trade relationships, especially with high-growth non-EU markets that are increasingly important as the engines of growth in the global economy. It also requires an internal focus on ensuring that Jersey meets the

needs of a modern economy in areas such as skills, digital infrastructure, regulation and transport links.

Attractive business environment

Section 1: 2018 in figures

International  supported by effective policies that

support key business sectors. Government has a key role to play by

upholding and reinforcing Jersey s  In a changing economic environment, identity as a reputable, well-regulated  Jersey s traditional trading partners will jurisdiction with maturing commercial  evolve and new trade and investment and political relationships.  opportunities need to be identified and

encouraged. The EU itself estimates that The External Relations team is leading  approximately 90% of global economic

government efforts to broaden and  growth in the next 10 to 15 years will be deepen Jersey s governmental, political  generated outside of Europe. The Global and commercial relationships with  Markets team within External Relations international partners. We have ensured  is already working to strengthen

Jersey s ability to trade freely with the  Jersey s links with partner countries U.K. after Brexit, through the conclusion  across the full range of commercial,

of a Jersey-UK customs arrangement. political, cultural and educational

In parallel, developing trade  cooperation. This requires a regular relationships with high-growth markets  programme of inward and outward outside the EU has never been more  visits to increase Jersey s visibility and important for Jersey s continued  access to decision-makers; accordingly, economic success as outlined in the  External Relations delivered a series of Government of Jersey s Global Markets  high-profile Ministerial visits to priority strategy. Strengthening government-to- jurisdictions in China, Africa, the Middle government relationships is critical to  East, and the United States in 2018.

positioning Jersey as a more influential

partner internationally with increased

visibility and access to decision-makers

in priority markets. In turn, stronger

governmental relationships will underpin

and sustain first-class trade links.

External Relations supports external

trade by, for example, negotiating

Double Taxation Agreements, Bilateral

Investment Treaties, Memoranda

of Understanding, Asset Sharing

and other related agreements.

These agreements strengthen the

ties between partner jurisdictions,

encourage greater business flows,

and promote Jersey s good reputation

as a responsible international actor.

Policy teams in areas such as Financial Services and Digital teams also ensure that Jersey maintains a robust, transparent legal and regulatory framework,

Skills and workforce  1,448

Jersey relies on having a high-quality,

appropriately skilled workforce  job positions were filled  

to be competitive in a rapidly- by people supported by  

changing global economy and to  the Back to Work Scheme

deliver productivity-led growth5.

Meeting this challenge requires a focus  504

on improving education outcomes for  adult careers guidance

Jersey s young people, coupled with  appointments were held with services to ensure that islanders of

all ages can achieve their potential.  Skills Jersey (28% up on 2017). Skills Jersey provides a centre of  93% of customers felt that the excellence, with clear links connecting  appointment was helpful

education and life-long learners with

industry. Digital Jersey also uses some  Digital Jersey provided training in of its government funding to provide  coding and digital marketing for digital training, to help islanders

pace with changing technology.  94

improve their tech skills and keep

local students

The Back to Work Scheme helps people

who are out of work to find employment.  953

The team supported 1,448 job starts for

1,106 different individuals in 2018 259  private sector applications were individuals started more than one job in  made for permanent registered the year. The Government also provides  migrant staff (822 in 2017; 740 in grant funding to the Jersey Employment

Trust, to provide employment support  2016) and 536 were approved

and training for people with a disability

281

and long-term health conditions

Inward migration also has a key role  private sector applications were to play in supplying local businesses  made for permanent licensed with the skills and expertise that  migrant staff (367 in 2017; 265 in Jersey needs. Government policy is to  2016) and 252 were approved enable migration that adds the greatest

where local talent is not available.  36

economic and social value, and only

1,234 applications were made to the  licences were granted with support Population Office by businesses seeking  from Digital Jersey for local digital to engage permanent additional migrant  firms to bring in skilled staff who workers in 2018. This was 4% higher  could not be recruited locally

than in 2017 and 23% higher than

2016 reflecting improvements in the

economy and reducing unemployment.

The biggest increase was in applications

for permanent registered staff. Approval

rates for permanent licensed staff (90%)

and registered staff (56%) remained at  Note

similar levels over the last three years. At present, long-term changes in Jersey s

skills base and the changing profile of Jersey s homegrown and migrant workforce can only

be measured through census data.

Supporting inward investment

Locate Jersey s role is to attract high- value inward investment business

and the highly-successful individuals who run them. This can help to fuel growth, diversify the economy, create employment opportunities for local people, bring new skills to the island, and raise tax revenues. The 2018 figures show that Jersey remains a popular jurisdiction for businesses and high net worth individuals considering relocation.

Employment returns showed that trading inward investment businesses that had been assisted by Locate Jersey employed 1,909 people in June 2018 (up 16% on 2017). 85% of these staff held entitled status.

In November 2018, HSBC published their annual Expat Explorer survey, looking at the best countries in the world to live and work. Analysis of the data for Jersey, Guernsey and the Isle of Man showed that the islands scored particularly well against

the global benchmarks assessing working life. Overall, it was found

that individuals who move to the islands benefit from a better work/

life balance and workplace culture, in comparison to many locations globally.

Digital Jersey also works in partnership with Locate Jersey to advise and support digital businesses that are looking to establish a presence in Jersey.

Locate Jersey received

142

enquiries from businesses considering relocating to Jersey. (2015-17 average was 137)

Locate Jersey supported

22

new inward investment  businesses to achieve licence approval, creating 192 potential new job opportunities

15

residency applications from high net worth individuals were approved. 29 recently approved High-Value Residents relocated  to Jersey during 2018

13

start-up businesses were supported by Digital Jersey  to get business licences and establish a presence in Jersey

Attractive business environment

Section 2: Making a difference in 2018

International

   The new European Union Repeal and

Amendment Law will enable the States to swiftly implement necessary changes to local legislation as a result of Brexit and ensure a smooth transition to

Jersey s new relationship with the EU.

   We undertook extensive work to

ensure Jersey s interests were represented in Brexit negotiations and a positive post-Brexit future.

   We signed and ratified three new

Double Taxation Agreements with the UK, Liechtenstein, and Mauritius helping to facilitate business flow and demonstrate the Island s commitment

to compliance with international

tax standards set by the OECD.

   A new Taxation (Companies - Economic

Substance) Law addresses the expectation of the EU Code of Conduct Group

on Business Taxation that relevant businesses can demonstrate adequate economic substance in the Island

   We negotiated a new customs

arrangement that will allow free

of tariff trade with the UK, and no restrictions on quantities, after Brexit.

   We negotiated and agreed a Memorandum

of Understanding on Financial Cooperation with Kenya and we signed

a ground-breaking Framework for Return of Assets from Corruption and Crime to Kenya, alongside Switzerland and the UK.

   We hosted the first-ever visit to Jersey by

the Indian High Commissioner to London, and as a result we secured access for Jersey businesses to a trade promotion programme access the Indian market.

   Jersey became a donor nation to

the International Centre for Asset Recovery, supporting global efforts to tackle international financial crime.

   We confirmed Jersey s beneficial

ownership policy, demonstrating

our commitment to maintaining adequate, accurate and current beneficial ownership information, and making it available to appropriate law enforcement and tax authorities.

   A new Sanctions and Asset-Freezing

Law enables Jersey to retain the ability to impose the same sanctions as the EU and UK following Brexit

   Negotiations on Bilateral Investment

Treaty opened with the United Arab Emirates and negotiations progressed with Bahrain concerning a Memorandum of Understanding (MoU) on bilateral cooperation in financial regulation, culture, and the digital sector.

   Extensive work was undertaken to

review the compatibility of Jersey s existing trading regime for goods and services with the requirements of the World Trade Organisation.

   Jersey Customs and Immigration Service

put in place the measures required to support some 20,000 EU citizens who will require immigration permission to lawfully remain in Jersey after Brexit.

   The Data Protection (Jersey) Law 2018

and the Data Protection Authority (Jersey) Law 2018, came into force offering equivalent protection to the EU General Data Protection Regulation.

   We extended the powers, obligations

and governance of the Office of the Information Commissioner under the new data protection legislation

Digital

   The completion of Jersey Telecom s

Gigabit Jersey project, which was part-funded by the Government of Jersey, means that the island became the first jurisdiction in the world to have every building with a broadband connection linked to a fibre network.

   Our new Telecoms Strategy sets out how

government, industry and the regulator will build a sector that supports Jersey s economy and the digital sector.

Skills and workforce

   We launched the new Business Licensing

Skills Fund, using fees from businesses that employ migrant workers, to pay

for courses which improve the skills

of established residents. The aim is to reduce the reliance on non-local labour and to fund training and initiatives to mitigate long-term skills shortages in the island. 130 training courses, attended by 1,200 delegates, were funded in 2018.

  We announced investment in a new

Digital Academy, which will offer degree- level qualifications and short courses.

   Skills Jersey moved to a dedicated

building in Green Street, offering improved facilities and services for students, parents, career changers and industry bodies.

   More than 100 exhibitors from 13 sectors attended the 2018 Jersey Skills show.

   Jersey Finance organised its first

Finance Fair to promote career opportunities in the industry.

Section 3: Awards and recognition

International Finance Centre

Over the last five years, Jersey's world- class reputation as a leading international finance centre has been recognised through 22 national and international awards, including four in 2018:

   Best International Finance Centre WealthBriefing GCC Awards 2018

   Best International Finance Centre WealthBriefing Asia Awards 2018

Skills Jersey

Skills Jersey has been nominated in the Best Practice, Innovation and Research category in the UK Career Awards 2019.

Young Enterprise

A team of Jersey students were crowned  Best Overall Company at the 2018 Young Enterprise South East Regional Final and reached the national final.

   International Finance Centre of

the Year Citywealth International Finance Centre Awards 2018

   Best Private Equity Jurisdiction of The Year

  Private Equity Wire Global Awards 2018.

National Fibre Connectivity Award

Jersey Telecom won the national

Fibre Connectivity Award at the 2018 Connected Britain Awards for the Gigabit Jersey project, which was supported

by the Government of Jersey.

Attractive business environment

Section 4: Case study - Trackers

25

different apprenticeships  are on offer

101 Partnerships with

more than Tgrraacdkueartse sdt uind2e0nt1s8  200

different employers

3isla5nde0rs are currently  96%

enrolled, 180 of whom  retention rate started this year

Trackers is an all-age apprenticeship programme with a difference. It not only provides funding for training, but also provides an independent and impartial mentor, employed by Skills Jersey, to support both apprentice and employer.

 Jersey s careers guidance and skills system provides a sobering reminder of just what we have lost over the last decade in England The team running Jersey s apprenticeship programme, Trackers, have come up with some fantastically-innovative ways for apprentices to develop their skills through distance and online learning, alongside employment. One feature that sets it apart from the English system is the investment

in trained mentors, who provide each apprentice with one-to-one coaching and support at least every three weeks. The

team feel that this is a crucial ingredient

for helping resolve any issues, promote reflective learning and help apprentices

get the most out of their experience. The

results speak for themselves at 98% completion, this is more than 25% higher than in England, suggesting that this investment

of time and money is more than repaid.

With a well-organised Youth Service and a careers service that provides face-to- face support to young people in schools, Jersey has succeeded in preserving support that makes a real difference to young people s lives and careers.

Olly Newton

Director of Policy and Research The Edge Foundation

Other jurisdictions including Ireland, Scotland, Wales and several EU countries have enquired about the programme.

upon jobs and earnings in the island. Sustainable economic growth, delivered through improved productivity, can help provide better paid jobs, more employment opportunities, help to fund public services and encourage investment in Jersey.

Jobs and growth

Section 1: 2018 in figures

The Government provided grant funding  Jersey Product Promotions Limited to support partner organisations that

Jersey s economy: £205,000

represent and support key sectors of

promotes the Genuine Jersey Jersey Finance brand and develops export

initiatives for on-island producers. £5.1m

Royal Jersey Horticultural Society represents and promotes Jersey

of excellence and advocates the  £163,000

as an international financial centre

highest regulatory standards and  is funded to operate Jersey  products and services to suit the  Island Genetics, which provides needs of global investors. herd book records and milk

recording services.

Visit Jersey

In addition, the Government also £5m  the Rural Economy Strategy 2017-21,

provided direct services in support of promotes Jersey   managing three major schemes to

as a tourist destination. support the sustainability, efficiency

and productivity of the agricultural Digital Jersey industry. The Rural Support Scheme

(£627,375) provides a subsidy to 41 £1.25m  criteria; the Quality Milk Payment

rural businesses that meet qualifying represents and promotes  Scheme (£400,000) provides dairy

the digital sector, supporting  farmers with a subsidy to support this skills initiatives and promoting  important Jersey industry; and the opportunities for inward  Rural Initiatives Scheme (£52,625) investment and innovation. supports innovation in the sector.

Jersey Business

£734,000

provide support to

individual businesses, helping  to drive productivity and sustainability in key sectors  and promote the adoption  

of market leading practices.

Economic performance

Key data on Jersey s economic performance in 2018, and that of individual sectors, will be published  by Statistics Jersey during 2019.

Fiscal Policy Panel forecasted  GVA growth of around

1.6%

for 2018 (0.4% actual growth in 2017)

Total employment in Jersey reached a record high of

2,377

people registered as actively seeking work at some point during 2018. This was 16% fewer than in 2017 and 36% less than in 2016. Monthly average was 883 (down 19% on 2017)

Average earnings increased by

3.5%

(down 1.6% on June 2017 and 12.8% since 2014). 57% of staff held entitled residential status

61,930

in June 2018 (up 0.5% on June 2017 and 6% compared to June 2014)

The finance and legal  sector remained Jersey s  largest employer with

13,280 staff

(up 0.4% on June 2017 and 5.7% on June 2014). 89% of staff held  entitled residential status)

The hospitality sector  continued to employ

6,460 staff

(up 1.9% on 2014). 61% held  entitled residential status

Employment in agriculture and fisheries continued to reduce

1,840 staff

(down 1.6% on June 2017 and 12.8% since 2014). 57% of staff held entitled residential status

Jobs and growth

Section 2: Making a difference in 2018

   We commissioned a new economic

framework, to provide structure and direction to drive sustainable economic growth, productivity improvements and wider economic wellbeing.

Agriculture

   The 2018 Jersey Farming Conference

was organised with funding from the Government, to consider intelligent agriculture using artificial intelligence, data capture, drones and the cloud as well as soil management and alternative sustainable farming practices.

   A new Agricultural Business

Advisor was appointed, to provide independent agricultural advice

to industry and government.

   We began the development of a Jersey

Agri-info Hub with Digital Jersey, to collect data from all farmers across Jersey on one shared-data platform.

   Support was provided to three rural

businesses for alternative crops and precision farming equipment under the Rural Initiative Scheme.

Digital

   We supported Digital Jersey with a one-

off grant of £211,000 to establish an Internet of Things lab for launch in 2019.

   Jersey s first Tech Awards recognised

the island s top digital talent,

creativity and entrepreneurship.

   We provided Digital Jersey with a one-

off grant of £40,000 to begin work on a new FinTech Strategy for Jersey.

   Digital Jersey announced plans to expand

desk space in The Digital Hub for digital businesses from the current 28 to around

75 to meet unprecedented demand.

Jobs

   We commissioned a review

to identify ways of improving productivity in low-paid sectors.

   We launched Access to Work, a pilot

scheme to help fund essential workplace aids or equipment, with grants of up

to £5,000 for islanders with sensory, mobility or other physical disabilities.

   We provided £175,000 of drought

relief funding for Jersey Dairy farmers, to mitigate the impact of exceptional weather conditions on the industry.

   Jersey exhibited for the sixth year at

the Salon International de l Agriculture, one of the world s largest and

most important agricultural shows, attracting almost 700,000 people.

Retail

   We commissioned the Retail Consumer

Perceptions, Experiences and Needs Survey, which will inform the development of a new Retail Development Strategy.

Section 3: Awards and recognition

The Barclays Eagle Lab, delivered in partnership by Barclays and Jersey Library to support innovation, creativity and learning locally, won the 2018 Sure Customer Service Award for Best Service from Digital Innovation.

Affordable living

Islanders are able to afford a decent standard of living

Why is this outcome important?

Affordable living is about islanders being able to afford what they need to lead healthy, happy and productive lives. A decent income is crucial to islanders' quality of life, because our most basic needs food, water, shelter, health care and many forms of recreation have to be bought.

Affordable living

Section 1: 2018 in figures

The Government helps all households

to build their capacity to afford a decent quality of life through the provision of subsidised or free services (eg health, education and public transport). Its role

in Jersey s labour market, including migration control, employee protection and setting minimum wage levels, also plays an important part in helping households

to maintain financial independence.

The Government also provides a vital safety net for lower-income households through targeted income support and other benefits, funded from general tax revenues. Non-contributory, means-tested benefits include Income Support.

A key function is to manage financial support for families and individuals through contributory and non-contributory schemes. The Social Security Scheme collects contributions from working-age people and their employers and provides the old age pension, sickness and other benefits. A proportion of these contributions is paid into the Heath Insurance Fund, which is used to subsidise GP consultation fees and to pay

for prescriptions and other services, such as vaccinations. The Long-Term Care scheme receives contributions from individuals and general tax revenues to fund a range of benefits for adults with long-term care needs.

Benefits total spend

Long Term Care Fund Social Security Fund Tax Health Insurance Fund

Long Term Care

1,320 active claims  at end of 2018

£46.97m Death Grant

832 claims paid in 2018

£630,000

Home Carers Allowance

173 active claims  at end of 2018

£1.74m Invalidity

436 active claims  at end of 2018

£5.69m

Cold Weather Payments

3,364 average claimants  per month

£770,000 TV Licence

1,796 claims paid in 2018

£270,000

Food Costs Bonus

1,059 claims paid in 2018

£240,000

Gluten Free Voucher Recipients

721 claimants at end of 2018

£450,000

Old Age Pension

32,044 active claims at end of 2018

£188.46m

Survivors Allowance and Survivors Pension

Over 600 active claims  at end of 2018

£4.19m

Short Term Incapacity Allowance

500,322 days paid in 2018

£14.21m

Long Term Incapacity Allowance

4,136 active claims  at end of 2018

£17.74m

Child Personal Care Benefit

185 active claims  at end of 2018

£1.3m* Christmas Bonus

4,077 claims paid in 2018

£360,000

Pharmaceutical Benefit

2,036,251 items  prescribed in 2018

£19.45m

Maternity Grant

865 claims paid in 2018

£570,000

Maternity Allowance

794 claims starting in 2018

£2.56m

Redundancy Protection

4 employers (22 individuals) had claims paid in 2018

£260,000 Income Support

10,280 participants at end of 2018

£68.84m

Income Support Special Payments

838 claims paid in 2018

£560,000 Pension Plus

2,444 active customers  at end of 2018

£450,000 Medical Benefit

339,643 GP consultations paid in 2018 plus 99,855 associated pathology claims

£7.75m

*Please note that the value of . million is also reflected as part of the . million total for Income Support.

Inflation and retail prices  It was

Ictoisn spuomsseibr lper itcoe e lexavmelsin ien rJeelarstievye and  9%

the United Kingdom by measuring the  more expensive to buy consumer cost of purchasing a common basket of  goods and services (excluding consumer goods and services.  housing costs, health and Differences in the inflation rate in Jersey  education) in Jersey compared,  and the United Kingdom are a key  to the UK in 2018 (same as in 2013)

factor influencing changes to relative

consumer prices. Inflation is partly driven

such as global oil prices and the value  3.9%

by factors outside of Jersey s control,

of sterling. Jersey s government can  annual increase in inflation over exercise some influence on the local rate  the 12 months to December 2018 through policies to regulate products  (compared to UK rate 2.0%)

and services, support fair prices for

consumers, and promote competition

throughout the economy.

Housing affordability  Jersey House Price Index was

Tishme eaavseuraregde bcyo stht eo fJdewrseelyli nHgosuinse J  ersey  7%

Price Index. This index measures the  higher than in 2017 (highest  combined weighted average price of  annual increase for 10 years)

one and two-bedroom flats and two,

three and four-bedroom houses.

Private sector rental prices,

The Government works in partnership  advertised in 2018, were

with housing trusts and Andium Homes

particularly to meet the demand for  9%

to provide a supply of affordable homes,

social rental accommodation. Andium,  higher than in 2017

a government-owned company, is

the largest provider, with more than  Monthly average of

4,500 properties housing more than

10,000 islanders. The Government  790

retains responsibility for managing the

Affordable Housing Gateway, by which  applicants on waiting list for people can access social housing. affordable rental accommodation

in 2018 (down 6.9% on 2017)

358

households were housed through the Housing Gateway in 2018  (up 25% on 2017)

Protecting consumers  1,044

An important role of government is

to protect consumers against anti- consumer advice cases were competitive or exploitative behaviour  handled, relating to disputed that would otherwise reduce their  contracts with an estimated  spending power. value of £1.35 million

Consumer protection is delivered

through a combination of government  1,160

services and arms-length organisations.

We provided £209,000 of grant funding  inspections of trade weighing  

for the Channel Islands Competition and  and measuring equipment (eg fuel Regulatory Authority to regulate Jersey s

telecoms, ports and postal sectors  meters) were carried out to ensure and enforce competition law. The  accuracy and protect consumers

Consumer Council received £94,000 in

grant funding to champion consumers

and provide islanders with consumer

information to help them to make

informed decisions. The Government s

Trading Standards Service (see case

study on page 84) is there to ensure that

local businesses can compete on equal

terms and that the safety and economic

interests of consumers are

not compromised by unfair or illegal

trading practices.

Affordable living

Social Security were finalists in the 2018 Sure Customer Service Awards category for  Best Service from a Team .

Affordable living

Section 4: Case study - Trading Standards

In 2018, Trading Standards continued

to provide a comprehensive consumer advice service to assist in the resolution of consumer disputes. They dealt with 1,044 cases, 98% of which were actioned within three working days. The estimated total value of the contracts in dispute was £1.35 million. Customer feedback shows that 96% rated the service provided by Trading Standards staff as courteous and helpful and overall customer satisfaction was 86%. Here are some examples of the unsolicited feedback received from customers in 2018:

"A local retailer had damaged our goods whilst carrying out a repair under warranty and consequently made us an offer that would have left us disadvantaged. However, following the Officer s clear advice and patient guidance, what could have been a stressful and prolonged battle has instead resulted in a very satisfactory conclusion that we re very pleased with, and all without having to resort to legal action."

"Just an update...I ve received the full amount of £xxx in my account this morning. What a quick result since talking to you! I felt like I was fighting a losing battle before. You have been so helpful; thank you for your professional advice, as I was completely clueless and I

probably would have allowed them to take a hefty cancellation charge, as I didn t know it was illegal for them to do so. I hope to never come across any situations like this in the future, but if I do I know who to speak to."

"I just wanted to say thank you for all the advice and support that you have given

over the poor work we had done. We really didn t know where to start when the work was done as we haven t ever encountered any similar problems in the past. I was certainly quite anxious about the threat of debt collectors and potentially being taken to the petty debts court, but you explained our rights really clearly and gave us really useful advice on what we needed to do. We ve been so impressed with the help you ve given; it s been very much appreciated."

"Many thanks for your email attaching the document which I received today. It was totally unexpected and very well received. It made my day to think that someone actually cared about their job so much, including their customers. Please accept my grateful thanks."

Trading Standards also work to protect consumer safety, issuing 220 safety and product recall alerts in 2018

and seizing 157 unsafe items.

3. A year in transition

Progress towards the ten social, economic and environmental outcomes requires shared effort across the community. The Government makes a significant contribution to these efforts by making priority choices about where to invest its resources, developing strategies, partnerships and legislation, delivering public services and developing and maintaining infrastructure.

The Government must deliver these functions effectively, efficiently and sustainably if it is to maximise its impact and ensure better value for money, and netter outcomes, for Islanders.

Restructuring  Jersey s public service

2018 represented a transitional year, not only in terms of the political election cycle and the development of new strategic priorities, but also in relation to reform of the public sector.

Following due diligence reviews of

the operations, finance, HR, capability, communications and governance in the public service, the Chief Executive announced proposals to modernise and restructure the public service in March 2018.

Following formal consultation with staff,

the process for migrating from the old

public service departments to the new organisational structure began in June 2018. Since then, detailed departmental structures and ways of working have been developed, in line with the One Government structure and principles set out in the Team Jersey: one island, one community, one government, one future document.

As the detail of the move to the new structure was being developed through the latter half of 2018, these Accounts will be the last to report finances using the old departmental structure.

One Government

CUSTOMER AND LOCAL SERVICES

CHILDREN, YOUNG  HEALTH AND

JUSTICE AND PEOPLE, EDUCATION  COMMUNITY

HOME AFFAIRS AND SKILLS SERVICES

GROWTH, STRATEGIC POLICY, TREASURY AND

HOUSING AND PERFORMANCE EXCHEQUER

ENVIRONMENT AND POPULATION

CHIEF OPERATING OFFICE

Office of the Chief Executive

The department is responsible for the effective coordination of the government s relations with Ministers, islanders,

island stakeholders and international governments, financial regulators, partners and stakeholders. External Relations and Financial Services and Digital Economy all transferred into the new department and

a new Communications Directorate was established. A new Ministerial Support Unit assists Ministers in discharging

their roles effectively and efficiently.

The department has initially kept oversight of two critical areas of activity: Brexit and trade, plus the impact of changes on

financial services. It has also reviewed governance arrangements and systems

across government to support more effective working across the public service and provide a more streamlined service to citizens. This includes developing improved relationships with Scrutiny, the Comptroller and Auditor General and the Public Accounts Committee.

Chief Operating Office

This new department brings together

several enabling, back-office functions, including People and Corporate Services, Modernisation and Digital (see page 90), and Commercial Services (see page 91). The aim is to improve the support that departments and teams need to function effectively and bring greater rigour to programme delivery and commercial contract management.

Treasury and Exchequer

The department ensures that the financial responsibilities of public servants are properly discharged and that public service administration finances are better managed. It will give greater emphasis to the strategic finances of the island, with

a focus on the organisation s longer-term goals and improved value for money (see also Financial Transformation on page 91).

Customer and Local Services

The new department brings together customer services from across government to provide a seamless, one-stop-shop through face-to-face, phone and online channels.

It is improving insights into customer needs, expectations and behaviours to inform improvements to service delivery. This includes better understanding of how customers interact with specific services, understanding their satisfaction and complaints, as well as their needs at different stages of their lives and in response to life events, such as births, marriages and deaths.

Children, Young People, Education and Skills

The new department is responsible for putting children first, completing the

urgent Care Inquiry reforms and adopting worldwide best practice in the care of children and young people. It will modernise and improve the standards of academic education and vocational skills in Jersey. Strengthening the links between Jersey s businesses and our schools and colleges

will improve opportunities for our young people to build careers in the island,

reduce our reliance on skilled migrants,

and improve whole life chances.

Health and Community Services

The department retains most of the functions of the former Health and Social Services Department, but places a greater emphasis on community care for vulnerable groups and stronger preventative services. We need to ensure that not only are our medical services of the highest standard, but that the services we provide in the community to vulnerable groups the elderly, the disabled and those suffering from mental ill health also meet the high standards of care that they deserve.

Justice and Home Affairs

The new department integrates public protection and law enforcement with criminal justice and offender management. It brings key blue light and emergency services (including Police, Fire and Rescue, Ambulance Service, Field Squadron,

and Emergency Planning), together with Customs and Immigration and aims to bring the Prison Service together with the Probation Service (subject to agreement) for an integrated approach to offender management and rehabilitation.

Growth, Housing and Environment

The new department brings together

the knowledge and expertise of three previously separate departments to create an organisation that manages Jersey s natural and urban environments; supports and promotes business and innovation, culture and sport; provides essential infrastructure; and protects the quality of life and safety

in our island through the licencing and enforcement of regulation. It ensures that

the environment and economy are not competing forces, but are complementary partners in developing our island s future, and it also includes a stronger focus on special infrastructure projects and partnership with our arms-length organisations.

Strategic Policy, Performance and Population

The new department s purpose is to lead strategic policy, planning and performance across government, to help achieve the ambitions of islanders for the future. It brings together policy professionals from across government, to deliver co-ordinated, evidence-based policy options for Ministers, with a focus on improvements for customers and islanders. It is responsible for developing and maintaining a new Performance Framework to monitor and drive service improvements and improve accountability

  helping islanders to understand what the government delivers for them.

Modernising  

Jersey s public service:  Key initiatives in 2018

SOURCE IMAGE

One Front Door

In October, the One Front Door service provided by Customer and Local Services went live. Customer-facing teams from

Taxes Office, Treasury Cashiers, Passports, Customs, Planning and Building Control moved from their former offices into La Motte Street, to work operationally alongside Social Security teams, while remaining part of their home departments. In its first two months of operation, the service handled around 700 customers a day (compared to 400 a day

for Social Security), among whom more than quarter were supported by new welcome hosts, without the need to queue to see an advisor, and around 100 a day carried out more than one transaction immediately demonstrating the advantage of bringing multiple services together into one customer service centre.

Team Jersey programme

In parallel to the One Government restructuring, the Chief Executive commissioned the Team Jersey programme

  a significant investment in the development of a positive working culture across the Government of Jersey. The programme draws on the findings of the first all-employee One Voice survey for nine years, which found that only 50% of employees are engaged with the Government, that 58% say they are proud to work for the Government, with only 36% feeling a strong personal attachment to the organisation and only 36% of staff would recommend it as a great place to work.

Office modernisation programme

An integral part of the modernisation of

the public service is the consolidation

and modernisation of its fragmented and outdated estate, to improve collaboration and efficiency, reduce costs and help establish

a single organisation. During the first half of the year, we reviewed our current estate and identified the potential to consolidate back- office staff in a single building, as well as to move customer-facing staff together into the La Motte Street office, to create a One Front Door for customer services (see above). In the second half of the year, we identified and secured an interim head office in Broad Street, and from the autumn the estates team began the refurbishment works needed to bring the office up to the standard required.

Modern IT and digital services

Despite Jersey being a world leader in gigabit fibre infrastructure, we still lag well behind other countries in providing online services to customers, as well as in the quality and effectiveness of our own internal, IT and digital infrastructure. With too many unsupported legacy systems, outdated and non-integrated IT processes, we have a significant operational deficit which can only be addressed through significant investment in upgrading our infrastructure, and bringing in, long-term, further capability and capacity to deliver projects to time and budget. We engaged a digital partner EY to work alongside existing staff to develop a new organisational structure for Modernisation and Digital, establish a corporate portfolio management office, create an IT and digital strategy for the whole of the public service and identify the common technology needs and capabilities across the organisation to maximise efficiencies.

Commercial Services

The new Commercial Services directorate in the Chief Operating Office was established to bring more rigour to market development and third-party supplier relationships, strategic and operational procurement, commercial contract management, strategic supplier relationship management and commercial negotiations. In 2018, work began on a new commercial framework for the organisation, with key metrics identified that baseline our current position. The team is also working

to deliver a pipeline of procurements with a value worth more than £100,000, which will enable us to strategically develop packages of work and deliver better economies of scale to better leverage our procurement activity in the marketplace.

Financial management

In the original due diligence work, we identified that we have outdated and disconnected legacy financial information systems across government, and that we need to replace them with new, integrated information platforms. These will be secure, cloud-based and scalable, so that they deliver business-critical information for all users and can be evolved and grown over time. A Finance Transformation Programme was launched in early 2018 to restructure and modernise the department and its ways of working. This work is being supported

by consultants, EY. We will replace our outdated finance system to provide the ability to integrate finance, commercial and HR/ payroll data, to ensure that resources of the Government are managed effectively and that money is spent well on the right priorities.

Revenue Jersey

The Taxes Office has led a modernisation

programme to create Revenue Jersey,

which will bring together the collection of a

wider range of taxes and duties, as well as

delivering online platforms to make it easier

for customers to serve themselves. Journey to digital

services and

online personal

tax filing

Improving community and voluntary sector partnerships

We continued work to better develop the relationship between the public service, Parishes, community groups and the voluntary and charitable sector, through an initiative

led by Customer and Local Services. In parallel, we engaged with the Parishes and

the ComitØ de ConnØtables on the range

of services where closer co-operation can improve local service delivery in a community setting. Our priorities in this area are to:

   build a strong and collaborative partnership with the voluntary and community sector

   work with Parishes to join up services

and provide a more coherent local service offer to the public

   develop a more joined-up and local service

offer in identified community hubs that complement existing service delivery based on a hub and spoke model.

Looking forward: the Common Strategic Policy 2018 -22

2018 was a year of political change as a new States Assembly was elected in the general election held in May. Senator John Le FondrØ was then appointed as Chief Minister and

a new Council of Ministers took office on

7 June 2018 and set about developing the strategic priorities for their term of office.

The ensuing Common Strategic Policy was agreed by the States Assembly in December 2018. It sets out five interdependent

and mutually-supportive priorities:

  We will put children first by protecting

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

  We will improve Islanders wellbeing and

mental and physical health by supporting Islanders to live healthier, active, longer lives, improving the quality of and access to mental health services, and by putting patients, families and carers at the heart

of Jersey s health and care system.

  We will create a sustainable, vibrant

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

  We will reduce income inequality

and improve the standard of living by improving the quality and affordability of housing, improving social inclusion, and by removing barriers to and at work.

   We will protect and value our environment

by embracing environmental innovation

and ambition, by protecting the natural environment through conservation, protection, sustainable resource use and demand management, and by improving

the built environment, to retain the sense of place, culture and distinctive local identity.

The Common Strategic Policy also identified eight common themes:

  We will enable Islanders to lead active

lives and benefit from the arts, culture and heritage

  We will make St Helier a more desirable

place to live, work, do business and visit

  We will promote and protect

Jersey s interests, profile and reputation internationally

  We will improve transport infrastructure

and links

  We will work in partnership with Parishes,

churches, faith groups, community groups, the third sector, volunteers, businesses, trade unions and key stakeholders

  We will prepare for more Islanders

living longer.

  We will explore and use the

opportunities offered by digital

  We will nurture a diverse and

inclusive society.

Five ongoing initiatives will also underpin delivery of the strategic priorities:

  A new, long-term strategic framework

that extends beyond the term

of a Council of Ministers

   A States Assembly and Council of Ministers

that work together for the common good

  A modern, innovative public sector

that meets the needs of islanders effectively and efficiently

  A sustainable long-term fiscal

framework and public finances that make better use of our public assets

  An electoral system which

encourages voter turnout and meets international best practice.

4. Financial Review

Minister for Treasury  and Resources foreword

Following the May 2018 election,  I was appointed as Minister for  Treasury and Resources. This is  therefore my inaugural Annual   Report and Accounts.

Deputy Susie Pinel

Minister for Treasury and Resources

I am pleased to report that the Government of Jersey maintained a strong closing balance sheet position, with net assets of £6.8 billion. We also recorded steady growth in general revenue income of £32 million.

Included within our balance sheet is a Social Security Reserve Fund to manage our state pension obligations over the long term and a Strategic Reserve. These offer us resilience against economic uncertainty, which is particularly important given the potential impact of the UK s departure from the European Union in 2019.

While our general revenue income saw

some growth, towards the end of 2018, the overall market suffered a drop, resulting in a downturn to our investment positions, with losses on the revaluation of investments of £95 million, representing the single biggest impact on group financial performance. While this may seem concerning, the long-term nature of our investment strategy and the maturity of the Common Investment Fund means that fluctuations can and do occur. We closely monitor our investments over the long

term and our analysis shows that our three-to- five-year results remain robust.

As a result of the investment performance in 2018, our expenditure exceeded our income

by £75 million, at a Group level. Another factor that impacted on this position was the write-

off of costs associated with the hospital project, arising from the States Assembly decision to rescind previous approvals. This amounted to £27 million.

Our tax revenue was one of the main drivers of income, raising £635 million, £8 million

of which came from tax compliance activity, to ensure that people pay what they owe.

Our proposed new Revenue Administration Law, which we plan to introduce in 2019,

will enable Revenue Jersey to gain tighter controls over the administration of all Jersey s revenue streams, providing an effective and consistent approach to the administration of all taxes and, in due course, social security contributions. It will set out the rules for the payment of taxes and charges and the steps that will be taken if a person fails to meet their obligations. The introduction of this new law

will give us greater powers to recoup unpaid taxes, which in turn will benefit our future income stream.

I am also fully committed to reforming the tax system, in particular regarding the taxation

of married women. Our personal income tax system has been the subject of repeated scrutiny, which is perhaps unsurprising,

since the fundamental building blocks of

the personal income tax system are largely unchanged since Income Tax was introduced in Jersey in 1928. In the 90 years that have elapsed since then, our society has changed beyond all recognition, while our personal income tax system stayed rooted in the past. We have launched a public consultation to ensure we are capturing public opinion and we aim to make recommended changes as part of the 2020 Government Plan.

A recent report from the Fiscal Policy Panel (FPP) highlights the uncertainties and risks we currently face, and recommends that

the Government should be planning to run surpluses over the 2020-23 period, to ensure that contingency plans are in place for any future potential financial crises. I already take the view that it is prudent to maintain the course of my predecessors to both balance

the accounts, and replenish our reserves to insulate the economy from any shocks that might occur in the future. Therefore, as I stated in my 2019 Budget, and which the States Assembly approved, £50million is transferred into the Stabilisation Fund this year, as a

start to replenish our buffer against cyclical downturns in the economy.

We will need to look at other ways in which we can grow our reserves over the next few years. This means that as well as continuing to make efficiencies, we will also need to look seriously at additional revenue raising measures for the future through a long-term programme of contributions and retaining returns from investment. This is however, a long term target and we must not respond in haste.

The FPP has also provided a timely warning against the use of reserves to fund short-term spending which creates recurring liabilities that cannot be funded by ongoing revenues.

In October, following a forecast budget deficit of £30-40 million from 2020, the Chief Minister announced that he expects the

public service to achieve efficiencies worth £30 million. This is a significant sum, and an efficiency programme was established

to identify how these savings will be made, particularly through organisational, process and service improvements, through cutting out waste and duplication, and through more effective income collection.

On a more positive note, I am pleased that the FPP forecasts further growth in Jersey s economy, albeit at a slightly lower rate, although this is heavily dependent on a smooth Brexit. I am also encouraged by another year of low unemployment. I am confident that if we take the measures now to reduce spending, increase revenue and boost our reserves, we are in a strong position to weather any potential storms that come our way.

Finally, I want to finish by thanking the public service, whose hard work for our island lies behind the detailed figures set out in this report. Also I want to thank the team behind this report for their dedication in delivering the accounts in record time. I am fully aware of the hard work and focus it has taken to ensure this was achieved two months earlier than previous years. On a personal level, I would also like to thank all my colleagues for making the Assistant Minister and myself feel so welcome in our new roles.