Government Plan 2020–2023 (as amended)

R.19/2020

Government Plan 2020-23 3

Government Plan 2020-2023 (P.71/2019) as amended

On 2nd December 2019 the States Assembly approved the Government Plan 2020-2023 (P.71/2019), as amended.

This document sets out:

¥ The P.71/2019 Proposition and Summary Tables, as amended by the States Assembly, (see Appendix 3).

¥ The Government Plan 2020-23 as amended to include all amendments agreed by the States Assembly (See Appendix 4) together with any necessary consequential and minor factual changes.

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.

Structure of the Government Plan 2020-23

The Government Plan 2020-23, is structured as follows: PART 1  INTRODUCTION

Background and introductory information about the Government  Plan and the process that the Government went through to develop it.

PART 2  GOVERNMENT PRIORITIES

Details of the priority initiatives that the Government is proposing to invest in 2020, and its ambition for 2021-23, to deliver the Common Strategic Policy and deal with the key risks we face.

PART 3  GOVERNMENT FINANCES

The detailed economic, nancial and technical information for the 2020 Budget and our long-term public nances.

4 Contents Government Plan 2020-23

Contents

PART 1 INTRODUCTION 12

Headline commitments for 2020 14

1. Introducing the Government Plan 16
2. The strategic framework 18
3. How we will measure progress 20
4. How we manage risk 21

PART 2 GOVERNMENT PRIORITIES 24

Government spending 2020 and priority highlights 26

1. We will put children rst 30   What we will do in 2020 34   What we will work towards in 2021-23  39

   Funding this priority 40   Measuring the impact 40

2. We will improve Islanders wellbeing and mental and physical health 43   What we will do in 2020 46   What we will work towards in 2021-23 50   Funding this priority 50   Measuring the impact 50
3. We will create a sustainable, vibrant economy and  52  skilled local workforce for the future

   What we will do in 2020 57   What we will work towards in 2021-23  65

   Funding this priority 66   Measuring the impact 66

4. We will reduce income inequality and improve the standard of living 69   What we will do in 2020  72

   What we will work towards in 2021-23  76

   Funding this priority 76   Measuring the impact 77

Contents Government Plan 2020-23 5

5. We will protect and value our environment 78

   What we will do in 2020  83

   What we will work towards in 2021-23  86

   Funding this priority 87

   Measuring the impact 88

6. Modernising Government  90

i. A new, long-term strategic framework 93   ii A modern and effective public sector 95

iii. Sustainable, long-term public nances 101

   iv A States Assembly and Council of Ministers  106   that work together

v. An improved electoral system  108

   Funding these initiatives 109

7. The Efficiencies Programme 110

PART 3 GOVERNMENT FINANCES 116

Foreword by Minister for Treasury and Resources 118 Finances at a glance 120 Budget measures for 2020 122

1. Summary of nances 124
2. Financial and economic context 127
3. Guiding Principles  132
4. Public sector spending 2020-23 134
5. Capital 2020-23  140
6. General Revenue Income 150
7. Budget proposals 157
8. Government of Jersey Balance Sheet and States fund 169 9.Key scal measures for consideration in 2020 185

Appendices 188

Appendix 1: Key to abbreviations 190 Appendix 2: Supplementary tables 192 Appendix 3: Proposition and Summary Tables 203 Appendix 4: Amendments to the Proposed Government Plan 210

Our ambition

Last year, the Council

of Ministers proposed

 ve strategic priorities that would be a beacon for our term of office, which were unanimously approved by the States Assembly.

In this rst-ever Government Plan for Jersey, we are bringing those priorities to life, with a range of detailed, costed initiatives that will set us on the path to ful lling our collective ambition for our Island s future.

The Government Plan is quite different

to how we have done things before. For the rst time in a very long time, it brings together income and expenditure decisions, improving how we decide how much we spend and how it is paid for, and making these decisions more transparent.

In the Common Strategic Policy, the Government and States Assembly pledged that:

¥ we will put children rst

¥ we will improve Islanders wellbeing and mental and physical health

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

¥ we will reduce income inequality and improve the standard of living

¥ we will protect and value our environment.

The Council of Ministers and I have spent many months working in teams with officials, and together in workshops, to identify which actions by the Government can make the

Senator John Le Fondr  Chief Minister

most enduring difference to Islanders lives and to our unique Island, to meet those ve important pledges. We have considered every single potential activity and the contribution that each will make to meeting our ve strategic priorities.

We have also sought to take decisions for the long-term, to do what is right not just for today, but for the future sustainable wellbeing of Islanders.

To put children rst, we will continue

to implement the Children Services Improvement Plan so that vulnerable children are protected and supported, and make demonstrable progress towards achieving consistently outstanding children s social work practice in the long term. We will embed the changes recommended by the Independent Jersey Care Inquiry and drive

a consistent focus across all Government services that support the strengthening of families and communities.

We will also expand the nursery education offer, better enabling families to provide children with the best start in their early years (0-5), overhaul education and children s legislation to create a framework for sustainable long-term improvement, and start to implement a sustainable funding settlement for each element of the education system early years, schools, and post-

16 education coupled with appropriate

investment in education facilities.

To improve Islanders wellbeing and mental and physical health, we will implement a new agenda for our model of health care, which puts Islanders at the heart of how services are designed and where they

are provided, rather than running it for our organisational convenience. We will care for our most vulnerable citizens, improve access to mental health services and invest in our mental health environment and building infrastructure.

In creating a sustainable, vibrant economy and skilled local workforce for the future, we will deliver our Global Markets Strategy to promote Jersey on the world stage post- Brexit as a dynamic place to do business

and to trade with. We will continue to develop and deliver the Future Economy Programme, create an economic framework for Jersey to nurture our economy, and improve our Island s growth and productivity and the skills of our local workforce. We will deliver a new migration policy. We will also recognise our heritage and what makes Jersey special and unique, and reverse the real-terms decline in Jersey s overseas aid contributions.

A strong economy will underpin our efforts to reduce income inequality and improve the standard of living of Islanders, because investment in education and skills, and the availability of good jobs, are the biggest contributors to helping people to become

 nancially self-sufficient. But we will also continue to encourage and support the provision of good quality and affordable housing to all, building on the ndings of the Housing Policy Development Board.

We will work with others across the Island to support people who need extra help, perhaps due to a disability or loneliness, and to encourage diversity in all aspects of Island life.

Like the States Assembly, we have acknowledged the climate emergency and the signi cant challenge of the environmental threats to our Island. So

we will take bold steps to protect and

value our environment, creating a Climate Emergency Fund, with an initial allocation of £5 million in 2020, to invest in new initiatives, and accelerate the shift in behaviour of Islanders and businesses from our current dependency on fossil fuels and non- renewable materials.

The Council of Ministers recognises that while our ambition has no limits, our organisational and nancial capacity to deliver everything that we would wish during our term of office does have practical limits. In short, we cannot spend more than we can afford, and we must not bite off more than we can chew organisationally, or we would risk failing to deliver both our core public services and the new initiatives that are at

the heart of our Government s agenda.

So our Government Plan prioritises those most important initiatives that will make

a real, positive and lasting impact on Islanders and on our Island. It ensures that we continue to deliver the essential day-to- day services and infrastructure on which Islanders depend. And it invests in speeding up the pace of reform for our public services, so that we get better services at better value for money.

And as a scally-prudent Government, we have reviewed our forecast income for the next four years, so we can understand how we can pay for these new initiatives, as well as meet the cost of all the everyday activities of Government that provide essential services to Islanders, the cost of ongoing commitments that we have inherited, and the cost of new investments that we need to make in modernising our public services.

Our proposals will also ensure that the two Island funds on which we rely in the event of an economic downturn and care needs in old age are sustainable.

In order to ensure that we can withstand potential threats to our Island, including any adverse impacts relating to Brexit, the Government proposes to invest £28 million in the Stabilisation Fund in 2020, and then in line with Fiscal Policy Panel

recommendations for the following three years which adds up to £75 million over the four-year period of the Government Plan.[1]

The States Assembly has agreed a 0.5% increase in contributions to the Long-

Term Care Fund as well as an increase in the income cap, to ensure the nancial sustainability of our long-term care scheme.[2]

In addition, we are proposing increases in some contributions made into the Social Security Fund to support the provision of parental bene ts. These two measures will increase funding into these ringfenced funds and will not go into the pot for general public spending.

We have also reviewed and challenged what we do as a Government, to see what we can do better, and at a lower cost. We are committed to securing £100 million of efficiencies out of the public service cost base over the next four years. This will help to close the £30-40 million budget de cit

that had been forecast from 2020, and contribute to funding our new initiatives and the investment that we need to make to replenish our Stabilisation Fund.

I am pleased to report that while the Council of Ministers is increasing spending in the Government Plan, by prudent planning, backed by sustainable efficiencies, we

have been able to keep our forecast spend after efficiencies below what was originally forecast in Budget 2019. We are ensuring that what we do can be paid for, without placing undue burdens on Islanders.

We are therefore targeting increasing duties on alcohol, tobacco and road fuel, which will raise around £6 million in 2020. These increases are to incentivise behaviour change, to address the social and health costs of drinking and smoking, and the environmental impacts of carbon-based fuels. We propose to use receipts from the

fuel duty increase above in ation to pump- prime the Climate Emergency Fund.

However, we have also agreed increases

in income tax allowances worth around

£6 million in 2020. Taking all duties

into account, this means that we will be collecting from taxpayers broadly equivalent amounts that we will be returning to them in allowances.

This rst Government Plan is a plan for action and it is a plan for the long term. We are acting to deliver on the strategic priorities to which the States Assembly has agreed, as well as on its decisions on funding for arts, culture and heritage, to protect J rriais and

to confront the climate emergency.

tackle the future needs of our Island, and to create a positive long-term legacy for Islanders.

In short, this plan represents the beginning, not the end, of our ambitions for Jersey, and it is a plan that Ministers, the public service and, I hope, the States Assembly and all Islanders will join together in delivering for our long-term future.

Senator John Le Fondr  Chief Minister

This Government is not looking for short- term xes to get us through our term in office to the next election: we re taking the important decisions now to plan for and

10 Council of Ministers Government Plan 2020-23

Council of Ministers

Senator

John Le Fondr

Chief Minister

Deputy Carolyn Labey

Assistant Chief Minister, Minister for International Development

Senator Sam M zec

Minister for Children and Housing

Deputy Richard Renouf

Minister for Health and Social Services

Senator

Lyndon Farnham

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

Deputy Kevin Lewis

Minister for Infrastructure

Conn table Len Norman

Minister for Home Affairs

Senator Tracey Vallois

Minister for Education

Senator Ian Gorst

Minister for External Relations

Deputy Judy Martin

Minister for Social Security

Deputy Susie Pinel

Minister for Treasury and Resources

Deputy John Young

Minister for the Environment

Assistant Ministers Government Plan 2020-23 11

Assistant Ministers

Conn table Richard Buchanan

Assistant Chief Minister, Assistant Minister for External Relations

Deputy Lindsay Ash

Assistant Minister for Treasury and Resources

Senator Steve Pallett

Assistant Minister for Economic Development, Tourism, Sport and Culture Assistant Minister for Health and Social Services

Conn table Christopher Taylor

Assistant Chief Minister

Deputy Gregory Guida

Assistant Minister  for the Environment, Assistant Minister  for Home Affairs

Deputy

Hugh Raymond

Assistant Minister for Health and Social Services,

Assistant Minister for Infrastructure

Deputy

Scott Wickenden

Assistant Chief Minister, Assistant Minister for Social Security

Deputy Jeremy Ma on

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

Deputy Montfort Tadier

Assistant Minister for Economic Development, Tourism, Sport and Culture

Headline commitments for 2020

¥ We will introduce a new entitlement offer for children in care and leaving care

¥ We will continue to implement the Children s Services Improvement Plan

¥ We will make progress towards outstanding children s social work practice

¥ We will launch a new Right Help, Right Time prevention and early intervention service for families

¥ We will improve Child and Adolescent Mental Health Services

¥ We will improve standards in nurseries and schools

¥ We will implement the recommendations of the Jersey Premium review

¥ We will implement sustainable funding for early years, schools, and post-16 education

¥ We will invest in education facilities

¥ We will seek indirect incorporation of the UN Convention on the Rights of the Child

¥ We will introduce a new model for health care for Jersey, focusing on prevention and community partnership

¥ We will bring new focus on wellbeing and reducing preventable disease

¥ We will increase duties on alcohol and tobacco to combat the health and social costs of drinking and smoking

¥ We will develop proposals for a new hospital and actively engage with Islanders on it

¥ We will deliver a programme of upgrade work to the existing General Hospital

¥ We will signi cantly improve access to mental health services, and bring parity of esteem to the mental health agenda

¥ We will invest in our mental health environment and building infrastructure, and implement new mental health initiatives

¥ We will expand our 24-hour community nursing and primary care services

¥ We will examine new models for children s dental services, and for people with diabetes

¥ We will improve primary care access for nancially-vulnerable people

¥ We will implement a digital care programme, and replace outdated systems

¥ We will invest £84 million over the next four years in replenishing our Stabilisation Fund

¥ We will continue to develop and deliver the long-term Future Economy Programme

¥ We will develop and resource a new post-16 education strategy

¥ We will continue to negotiate Jersey s future relationship with the UK and EU

¥ We will deliver our Global Markets Strategy, to promote Jersey on the world stage

¥ We will increase Jersey s overseas aid contributions, to help those in greatest need beyond our borders

¥ We will ensure that Jersey s arts and culture receive 1% of the Government budget

¥ We will deliver a new Migration Policy

¥ We will continue to progress a long-term solution for Fort Regent

¥ We will develop proposals to improve nancial independence in old age

¥ We will increase contributions to the Long-Term Care Fund by 0.5%[1]

¥ We will modernise the Island s personal income tax system

¥ We will start to implement the agreed recommendations of the Housing Development Board s review of housing in Jersey

¥ We will improve support and protection for tenants

¥ We will deliver the disability strategy and better support disabled adults living at home

¥ We will ensure that both parents are able to receive parental bene ts

¥ We will better support workers with long-term health conditions

¥ We will act with energy and pace to respond to the climate emergency, and become a sustainable low-carbon Island

¥ We will establish a Climate Emergency Fund, with an initial allocation of £5 million

¥ We will increase fuel duty, to fund a new sustainable transport plan and change Islanders travel behaviours

¥ We will seek to change behaviours, to reduce pollution and waste

¥ We will protect our habitats and species through better legislation and enforcement

¥ We will improve countryside access for Islanders

¥ We will consult Islanders as we develop the draft Island Plan, and improve our public infrastructure

¥ We will continue to deliver and support organisation-wide change

¥ We will provide improved resources to support non-executive States Members

¥ We will invest to reform our workforce and modernise how we work

¥ We will invest in the States of Jersey Police, to increase officer numbers to 215

¥ We will deliver sustainable efficiencies by 2023 through an Efficiencies Programme

¥ We will invest in the modernisation of the public sector through digital technologies

¥ We will invest in the Government s long-term estate

¥ We will continue to transform the way in which we manage public nances

¥ We will help to make improvements in our electoral system.

1. Introducing the Government Plan

This is the rst-ever Government Plan for Jersey. It forms an important part of our new strategic framework for the Island, and brings to life the priorities set out in our Common Strategic Policy. The Government Plan aims to support the sustainable economic, social, environmental and cultural wellbeing of our Island, which will need to be delivered by

a strong partnership between a modern government, responsible businesses and Islanders.

The Government Plan is also quite different to how we have done things before. For

the rst time in a very long time, it brings together income and expenditure decisions, improving how we make decisions about how much we spend and how it is paid for. This is coupled to improved transparency of government nances, as the Government

Plan improves the nancial context for

spend, as it links money to priorities to provide a holistic view of priorities, outcomes and nance.

It also balances the certainty that we had with the Medium-Term Financial Plan,

with the exibility we need to respond to changing circumstances. It does this by adopting a detailed one-year plan within a rolling four-year approach, ensuring absolute clarity about income and expenditure for

the 12 months ahead, as part of a four-year

 nancial outlook. Every year, there will be an updated Government Plan, looking in detail at the year ahead within a refreshed four- year nancial and economic outlook.

It is vital that we ensure the long-term sustainability of our Island s nances, and this plan demonstrates our commitment to careful stewardship of our balance sheet, transforming nancial management, and making critical decisions now, rather than later.

Public Finances (Jersey) Law. The new law represents a fundamental change to the way in which our public nances are presented and decisions are made.

Sustainable wellbeing

The Public Finances (Jersey) Law requires the Council of Ministers to take into account the sustainable wellbeing (including the economic, social, environmental and cultural wellbeing) of the inhabitants of Jersey over successive generations when developing the Government Plan.

This is an important development, and we are proud that the wellbeing of the current and future generations of Islanders is so central to our Government purpose. We have sought to consider the contribution of every commitment in this Government Plan to sustainable wellbeing, and we are very much focusing on the future including, for example:

¥ investing in the future, by putting signi cant effort and resources into front-line services, legislation and culture change in order to make Jersey a place that truly puts children rst

¥ developing sustainable long-term plans to continue improvement in our education system, covering early years, schools, post-16 and lifelong learning provision

¥ committing to developing a strategy, and creating a dedicated fund, to tackle the climate emergency, and aiming to achieve carbon net neutrality by 2030

¥ introducing a new model of health care that supports prevention, helping us all to live healthier, longer lives

¥ focusing on the challenge of nancial independence in old age, with the aim of ensuring that more people are nancially comfortable later in life, as more of us live

These improvements were recently approved by the States Assembly in the new

longer

¥ increasing our contributions to Jersey s overseas aid to help those in greatest need beyond our borders, investing in their futures and in ours as an outward- looking and responsible global citizen

¥ and, underpinning it all, promoting and protecting our economy for the long-term, as the key driver of prosperity and our standard of living in Jersey.

We are also making the right decisions

now for the long-term sustainability of

our public nances. For example, we are combining prudent nancial management with more innovative measures, such as an Island Infrastructure Fund to attract more investment into public infrastructure. We are also increasing contributions to the Long- Term Care Fund, so that over the coming decades and as our population ages, we

can continue to provide nancial support to those Islanders who are likely to need care

for the rest of their lives. We are determined to do what is right for the long-term success of Jersey.

The impact measures listed throughout the plan, alongside the Future Jersey indicators, further drive focus on sustainable outcomes for Islanders. We will use these, and the

 ndings of the 2018 Jersey Better Life Index (Statistics Jersey, 2019), to analyse our progress.

Over the next year, we will further embed the focus on sustainable wellbeing into the annual Government Plan process, for the bene t of future generations of Islanders.

How the Government Plan was developed

The Government Plan was developed over four main phases:

How is the Government Plan different from the MTFP?

The Government Plan is very different from the Medium-Term Financial Plan, for three fundamental reasons:

1. Improved nancial management

The Government Plan integrates

 nance, policy, planning, performance and outcomes, helping to ensure that taxpayers money is used to deliver the Common Strategic Policy priorities of the Council of Ministers, and to deliver outcomes for Islanders.

The allocation of funds in the Government Plan takes into consideration the key risks identi ed in our corporate and departmental programme and project risk registers, and re ects the organisation s aim

to prioritise resources and actions to mitigate risks where appropriate.

2. Improved agility

The Government Plan allows funding to be allocated to heads of expenditure on a more exible basis, for example to re ect strategic priorities that cross departmental boundaries, rather

than having to re ect departmental responsibilities.

It also allows funding to be allocated

to capital and major projects on a cash

 ow basis, while also approving the total cost of a major project. This enables the Government to make better use of available cash.

3. Whole Government view

The Government Plan includes forecasts for the major States Funds for the duration of the Plan and thereby affords greater transparency of overall Government nances and consistency with the States Accounts.

For more information see Part 3.1.

2. The strategic framework

These improvements are just the rst step

in achieving a new, wider and coherent strategic framework, which will connect the Government s ambition, strategies, policies and plans with the Future Jersey vision for our Island.

The new strategic framework represents a step-change in approach to short-term, medium-term and long-term planning, because it brings together:

¥ the long-term community vision, expressed by Future Jersey

¥ the medium-term priorities of the Government of Jersey, expressed in the Common Strategic Policy and the Government Plan

¥ the new corporate performance framework, which reports on progress against key outcomes for Jersey and the ambitions and activities set out in the Government Plan.

Many of the activities that we need to deliver, in order to progress towards the social, economic and environmental outcomes

that Jersey seeks to achieve, will only bear fruit over a timeline that stretches long into the future, and well beyond the four-year term of a Council of Ministers. Some of the critical decisions that Ministers take, such

as whether, when and where to invest in infrastructure, will bene t Islanders over decades and generations, not just years.

¥ departmental operational business plans, updated annually

Government Plan 2021 30: Framework

Election Election

2018 2019 2020 2021 2022 2023

2018 2019 2020 2021 2022 2023

As the strategic framework develops, we will use it to outline the changes in how we do business, improve how the Government is held to account, enable Islanders to be assured that taxpayers money is wisely spent, and demonstrate that the Government is contributing to the outcomes that Islanders want to see.

Over the coming years, Islanders will therefore see the Government delivering more modern and efficient services through, for example:

¥ embedding the One Government organisational, digital and modernisation changes that are currently underway to make a real difference to how Islanders access services and engage with the Government

¥ improved nancial and performance monitoring and management

¥ more robust risk management

¥ using a wider range of evidence and best practice taking account of Islanders feedback and comments; working more closely with partners and communities in planning outcomes; and using the new foresight capability to inform long-term strategic policy and decision making, such as through the Island Plan 2021-30

¥ learning from the development and delivery of each subsequent Government Plan.

3. How we will measure progress

The Government Plan focuses on improving outcomes for Islanders. A focus on outcomes marks an important shift in how public services in Jersey are delivered. Today,

all Government departments are working together as One Government to plan and deliver services against a shared vision

and the outcomes de ned in them the Common Strategic Policy and Future Jersey, Jersey s long-term community vision.

We will develop and publish a performance framework by January 2020. We will use it to monitor and maintain progress against the outcomes and service improvements

set out in this plan, making our performance transparent to all.

We will use a range of performance indicators and measures to understand

both how Jersey is doing and how the Government Plan activities have made

a difference. Departmental operational business plans will provide further detail on the services we deliver and the quality of service delivery.

In PART 2 of this plan, we present lists of key outcome indicators that we will measure. They are not exclusive and further indicators will be added in the new performance framework.

Corporate Performance Framework Monitor

Island outcomes (Future Jersey)

Common Quarterly

Strategic Policy

integrated priorities and outcomes

performance report

Organisational corporate health

(efficiency and effectiveness)

Departmental objectives

Service objectives

Individual objectives

The performance framework contains a series of performance indicators that will measure progress against the various levels shown in the diagram. Government departments are accountable for their own service performance and how the organisation is run.

4. How we manage risk

Change is happening at an increasing pace and while this brings with it risks, it also offers new opportunities. We will proactively manage risks and opportunities to support delivery of the Government Plan, to improve service delivery, and to achieve value for money and reduce unwelcome surprises.

We are continually developing and re ning our approach to enterprise risk management, in order to provide a more effective response to risks while also embedding risk management across our decision-making processes.

Services are aimed at improving outcomes for the Island and Islanders as set out in Jersey s community vision, Future Jersey. Therefore, progress on key performance indicators against the Island outcomes and outcomes as set out in the Common Strategic Policy are also monitored.

As a Government, we not only consider

our own organisational risks, but also those that pertain to the wider sustainability and prosperity of the Island and Islanders. We do this partly through our Community Risk Register, which re ects a range of broader physical, environmental and global risks that could impact the community. A longer-term assessment of the risks relating to the Island Plan is also currently being developed.

In developing the Government Plan, we have considered the key corporate risks that we face. These are listed below, with some examples of how we have addressed these risks in the Government Plan.

24 Government Plan 2020-23

PART 2

GOVERNMENT PRIORITIES

Government Plan 2020-23 25

Government spending 2020 and priority highlights

Government spending 2020 and priority highlights

Total revenues[1] Total efficiencies

£882m £40m

Children Services Improvement Plan

Children s  Right rights Help, Right Time early

intervention

Economy C£h7i0ldmren

Sustainable

Child and funding for

Adolescent education

Mental Health Services

Improved

standards in

nurseries  New model and schools for health care

Digital care Digital care programmeprogramme

New model

Wfor health care ellbeing Reduce £W2e4llb5eimng preventabledisease

24-hour 24-hour communitycommunity

 nursing and nursing and primary careprimary care

Reduce

Future Economy  preventableMental health New Migration  Programme diseaseservices

Policy  Mental health

services

Post-16 Invest 1% of

education the Government

strategy budget in arts,

culture and

heritage  EEccoonnoommyy

£70m

Increase  Global Markets

Jersey s  Strategy overseas aid

contributions

New trade and export function

Total revenue spending[1] Total capital spending

£822m £91m

Climate Emergency Fund

Sustainable transport plan

Island Plan

Economy Environme£nt70m

Change pollution and

Improve  waste countryside  behaviours

access

Protect habitats Disability  and species Strategy

Improve nancial independence in old age

New model

Support and  for health care Wellbeing protection for  Inclusivity£245m

tenants

24-hour

Modernise

personal

Implement income tax  primary care

Housing Reduce

Development preventable Improved

Board  disease electoral  £40 million of recommendations  Mental health system sustainable

services efficiencies

Improved

support for

States

Members Digital public services

ModernisingE conomy Governme£n7t 0m

Modern Sustainable  workforce and

public nances New  organisationModern

Infrastructure  workforce and Fund organisation

New

Infrastructure

Fund

Introduction

Last year, in the Common Strategic Policy 2018-22, the Council of Ministers proposed the ve strategic priorities that would

be a beacon for our term of office. On 4 December 2018, the Common Strategic Policy was unanimously approved by the States Assembly[1].

The Common Strategic Policy also committed the Government to working across departments and Ministers on

a range of common themes and to continuing to pursue several important ongoing initiatives. These cover the day- to-day work of public services, some inherited commitments, foundations for modernisation, and some principles for how the Government will conduct itself.

Good progress has already been made and many activities are already underway to deliver the outcomes set out in the Common Strategic Policy (CSP). Information on this can be found in the recent Council of Ministers One Year in Office (June 2019) report[2].

PART 2 of the Government Plan sets out in detail how we will progress action on each of the ve priorities in the Common Strategic Policy and the work highlighted by the One Year in Office report. Each of the following sections includes:

¥ a summary of the key activities that the Government will deliver in 2020 and the resources we will use to deliver them

¥ what we will work towards in 2021-23

¥ which CSP common themes are supported by the activity

¥ the lead Minister(s) and departments for each activity

¥ examples of the indicators and measures that we will use to understand whether the actions we take are making a difference.

In order to avoid repetition, we have abbreviated the names of the common themes, Ministers and departments. Please see the key in Appendix 1 for these abbreviations.

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

1. We will put children rst

We will put children rst

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

Highlights

¥ We will introduce a new entitlement offer for children in the care of Government and for those leaving care, so they know what support they can and should expect, and focus on ensuring sufficient high-quality placements for children, as far as possible in Jersey

¥ We will launch a new Right Help, Right Time integrated prevention and early intervention service for families

¥ We will continue to implement the Children s Services Improvement Plan, so that vulnerable children are protected and supported, and the service makes demonstrable progress towards achieving consistently outstanding children s social work practice

¥ We will develop better Child and Adolescent Mental Health Services, affording the service expertise and capacity to complement the wider support given to families where needed, helping to develop their resilience

¥ We will achieve demonstrably-improved standards in nurseries and schools

¥ We will implement the recommendations of the review of the Jersey Premium, so that we spend money where it is needed most, enabling all children and young people to ful l their potential

¥ We will establish a sustainable funding settlement for each element of the education system early years, schools, and post-16 education coupled with appropriate investment in buildings

¥ We will bring forward primary legislation for indirect incorporation of the United Nations Convention on the Rights of the Child, which will establish a requirement for the Government to consider and safeguard children s rights in relation to policy, legislation and practice.

Government Plan 2020-23 31

Introduction

Jersey should become the very best place

for children to grow up, and this ambition will inform everything we do as a Government.

All children should have an equal opportunity to be safe, ourish and ful l their potential: they are our Island s future. But, at present, children in Jersey do not all enjoy equal life chances and our Children s Services are on a signi cant improvement journey.

We must address the key factors that can give rise to children s immediate and lifelong experiences of inequality, including the home learning environment, health and wellbeing, housing, household income, and education.

We do not accept these limits on children and young people s opportunities and we are committed to a progressive approach to achieving equity and fairness through inclusion and equal life chances.

As a Government, we should establish a legislative and policy framework, based on children s rights, to create the foundation for a more child-orientated Island. We must also change the culture in the public sector, to ensure that genuine value is placed on children s experiences and that we truly listen, give feedback and, as appropriate, act upon what they tell us. Our commitment is embodied in the Pledge to Children and Young People that all Ministers have signed.

In this Government Plan, we set out how we will deliver on this most important of priorities, and make tangible progress towards the vision that was developed in partnership with children and young people themselves: namely, that all children should have an equal opportunity to be safe,

 ourish and ful l their potential .

Our mission

Our mission is to enable a cultural change that creates a child-friendly Island, where the voice and rights of children routinely shape government policy so that all children, most especially those protected and cared

for by the Government, feel loved and valued. Our aim is for Jersey to be the best place for children and young people to grow up, where children can:

¥ grow up safely, feeling part of a loving family and a community that cares

¥ learn and achieve, having the best start in life and going on to ful l their potential

¥ live healthy lives, enjoying the best mental and physical health and wellbeing possible

¥ be valued and involved in the decisions that affect their everyday lives.

Protecting and supporting children

We are at the beginning of the journey to transform Children s Services in Jersey. We have been open about the scale of change needed, and the top priority we give to

this work. It is early days, but the seeds of change have been planted.

For example, our new social worker recruitment campaign ( Let s Be Honest ) is focused on bringing much-needed stability to the workforce, by securing permanent recruits who are attracted to the challenge

of transforming Children s Services. We have also made real progress in moving children in the Government s care out of larger residential homes and into small family units. This will continue. We are also investing in tackling the scourge of domestic abuse, which has such negative effects on children. We are extending investment in these initiatives in this plan.

Importantly too, on 1 July 2019, we launched a further redress scheme that recognises

that, over a period of many years, the government did not act as it should have done to protect children from abuse in foster care and in Les Ch nes secure residential unit, as well as in residential care. In creating the scheme, our intention is to acknowledge that successive governments failed those children and families.

In 2020, our focus is on ensuring

that Jersey s Children s Services are demonstrably on the path towards achieving a good rating in independent reviews,

with the con dence to aim for becoming

 outstanding in the

medium-term.

An important aspect of this improvement drive is the focus on ensuring that Child

and Adolescent Mental Health Services are t for the future, while also strengthening preventive approaches in schools and across parish communities to help build personal resilience. We will put other key building blocks in place, including a new Right Help, Right Time early intervention service for families, along with a clear and generous

 entitlement offer for children in the care of the Government and those young people leaving care.

Improving educational outcomes

We are equally focused on delivering outstanding education by 2023. As a system overall, Jersey s educational provision does not yet perform to the highest international standards, so we are ambitious for our children and young people to secure even better outcomes at every stage of their education, and will take appropriate action to help them to achieve this.

We have a growing number of children in compulsory education (a rise of 3.4% since January 2015), of whom 68% receive free education, and nearly 20% are eligible for Jersey Premium funding (Government of Jersey Annual Report and Accounts, 2018). We need to enable all children, irrespective of their background and the school they attend, to learn and to succeed academically and vocationally, stretching the most talented and nurturing all those who face obstacles, so that every child and young person can

ful l their potential.

updated Jersey School Review Framework. This is a key tool in supporting our schools to continuously learn, improve and collaborate.

We will also undertake the detailed development work necessary to inform some fundamental reforms: reviewing our support to children in the crucial early years of life (0 to 5), and examining the options to put the future funding and structure of the school system on a long-term, sustainable footing that improves access, equity and best return on investment.

Involving and engaging children

Underpinning this substantial programme

of whole system reform, we will not forget that Government and society in Jersey have failed to listen adequately to children over many decades, and in the much more recent past. So, we are committed to engaging

and involving children and young people properly in decisions that affect them. This requires a change in the culture in the public sector and for us to work collaboratively with voluntary, community and private sector organisations to meet the needs of children and young people.

2020 will be the rst full year of operation

of the role of Children s Commissioner within a legislative framework, with the new law formally mandating the post-holder to represent and promote children s rights and identify where more can be done across government and society. We look forward

to working with the Commissioner, the

team, and the children and young people

the Commissioner represents. We will also progress our plans for indirect incorporation of the United Nations Convention on the Rights of the Child plans that we hope will be debated by the new Youth Parliament too.

There is much to be done, and we are committed to delivering the sweeping improvements required.

We will continue to enhance our innovative approach to improving educational outcomes in 2020, implementing: an enhanced Jersey Premium approach that extends to 16-18 year olds; broadening and deepening the offer for pre-schoolers; and rolling out an

What we will do in 2020

As well as departments delivering day-to-day services, across Government we will continue to deliver the Children s Plan, in particular: driving forward our signi cant operational improvement programme for Children s Services; continuing to bring the legislative framework for children up to date; and laying the foundations for long-term reforms to pre and post-16 education. Key activities will include:

Protecting and supporting children

Action

Continue to implement the Children s Services Improvement Plan by:

¥ building a more stable and high-performing workforce

¥ developing a high-quality prevention and early intervention service for families and children, available at the right time and in the right way

¥ improving care for children who cannot live with their families

¥ reducing risk across our services, by enhancing the availability of benchmarking data and further improving quality assurance systems.

CT3 MCH CYPES JHA SPPP NM

Focus on ensuring sufficient high-quality placements for children, as far as possible in Jersey, and enabling permanent homes to be found as soon as possible including completing the roll-out of a new intensive fostering programme.

CT3 MCH CYPES JHA SPPP NM

Introduce the new entitlement for children in the care of the Government and those leaving care, so they know what support they can and should expect.

CT3 MCH CYPES JHA SPPP NM

Launch the rst phase of a new, Right Help, Right Time integrated prevention and

early intervention service for families.

CT3 MCH CYPES JHA SPPP NM

Action

Begin the implementation of new care pathways for Child and Adolescent Mental Health Services (CAMHS), improving service quality and timeliness, while also strengthening preventive approaches in schools and across parish communities to help build personal resilience.

CT3 MCH CYPES JHA SPPP NM

Increase our support for some of our most vulnerable children and young people, through additional posts dedicated to responding to those affected by domestic abuse, alongside maintained investment in multi-agency safeguarding.

CT3 MHA CYPES JHA HCS

Progress policy and legislative change to underpin long-term reform, including:

¥ establishing children in need and the care leaver entitlement in legislation

¥ introducing proposals to prohibit discrimination in tenancy arrangements against families with children

¥ starting detailed planning for the reform of Jersey s youth justice system

¥ setting out the registration and inspection framework for the Care Commission s independent regulation of child/young people activity and educational settings.

CT3 MCH CYPES JHA SPPP NM

Improving educational outcomes

Action

Implement the recommendations of the review of the Jersey Premium, so that we spend money where it is needed most, enabling all children and young people to ful l their potential.

MEDU CYPES SPPP

Action

Roll out an updated Jersey School Review Framework, a key tool in supporting our schools to continuously learn, improve and collaborate.

MEDU CYPES SPPP Continue to develop better-integrated support in the early years (0 to 5), through the

work of the Early Years Policy Development Board, starting with a reformed nursery education offer.

CT3 MEDU CYPES SPPP

Review the options to put future funding and the structure of the school system on a long-term, sustainable footing, by conducting an independent review and implementing changes as identi ed.

MEDU CYPES SPPP

Involving and engaging children

Building on recent developments, such as the introduction of schools councils, Jersey schools winning awards for respecting the UN Convention on the Rights of the Child, and support for Jersey Cares to deliver independent advocacy, in 2020 we will:

Action

Implement the Youth Connects Project, establishing a Youth Parliament, enabling young people s voices to be heard in the States Assembly, and encouraging participation in democratic debate.

CT8 MCH STG CYPES

Support and respond to the work of the Children s Commissioner in her rst full year of operation.

CT8 MCH SPPP

Action

Bring forward primary legislation for indirect incorporation of the United Nations Convention on the Rights of the Child, which will establish a requirement for the Government to consider and safeguard children s rights in relation to policy, legislation and practice.

CT2 MCH SPPP

Enhance the availability of advocacy support to key groups, commissioning Jersey Cares to work independently from the Government to support children and young people in the care of the Government or leaving care.

CT8 MCH CYPES

Support the Youth Service to run a pilot scheme to engage with young people from communities with English as a second language, with, in the rst instance, a focus on the Portuguese, Polish and Romanian communities[1].

CT8 MCH CYPES

Increase the annual funding for the Island s four cadet force organisations to £20,000 each for the years 2020 to 2023[2].

CT3 MHA JHA

Investment in our infrastructure (capital investment)

Action

Protecting and supporting children through investment in safeguarding and regulation of care, investment in schools, children s residential homes, youth centre/community hubs, and investment in community site improvements.

MINF CYPES GHE

Improve the educational environment for our children and young people through capital investments in:

¥ a programme of new third generation sports pitches

¥ new school elds at Grainville and St John

¥ expansion of Mont l Abb vital adaptations to enhance access for people with disabilities

¥ feasibility studies for:

¥ a North of St Helier Youth Centre

¥ Le Squez youth centre/community hub

¥ premises for Jersey Instrumental Music Service

¥ Victoria College Preparatory replacement school

¥ Piquet House family court

¥ reorganisation of St Helier primary schools.

MEDU CYPES GHE

What we will work towards in 2021-23

Building on our work in 2020, during 2021- 23 we will work towards:

Protecting and supporting children

¥ We will develop a stable Children s Services workforce, and make demonstrable progress towards achieving consistently outstanding children s social work practice

¥ We will embed the new entitlement for children in the Government s care and those young people leaving its care

¥ We will put an Island-wide response in place to tackle domestic abuse

¥ We will embed the changes recommended by the Independent Jersey Care Inquiry

¥ We will drive a consistent focus across all government services that support the strengthening of families and communities

¥ We will introduce the required legislation, and begin the transition to a child- welfare-centred justice system

¥ We will develop more local community- based hubs, so that more children and families in need can get the early help they require

¥ We will continue to develop Child and Adolescent Mental Health Services (CAMHS), and align that provision

to wider services, to strengthen our preventive approach.

Improving educational outcomes

¥ We will expand the nursery education offer and provide an improved wraparound service, better enabling families to provide children with the best start in their early years (0-5)

legislation, creating a framework for sustainable long-term improvement

¥ We will support teachers to provide every child with the opportunity to achieve their full potential at a high-performing school, using the school review framework to support our schools to continuously learn, improve and collaborate

¥ We will start to implement a sustainable funding settlement for each element of the education system early years, schools, and post-16 education

¥ We will deliver further capital investments, following on from scoping studies for development or maintenance of:

¥ Le Rocquier school and community sports facilities, school 3G pitch replacements, and school eld development

¥ Grainville, St John, Mont l Abb extensions

¥ extending La Moye school hall and two additional classrooms

¥ additional music facilities and new playing elds for Jersey College for Girls and Jersey College Prep

¥ We will increase the emphasis on wellbeing in schools, as complementary to our commitment to children s rights (see below).

Involving and engaging children

¥ We will implant the philosophy and practices required under the UN Convention on the Rights of the Child across Government, and celebrate the increasing number of Jersey schools with awards for respecting these rights

¥ We will continue to improve standards in nurseries and schools

¥ We will overhaul education and children s

¥ We will continue to work positively with the Children s Commissioner in the shared ambition to put children rst in everything we do.

Our skills strategy and commitments are presented under our priority we will create a sustainable, vibrant economy and a skilled local workforce for the future .

Funding this priority

We will resource these activities through base departmental budgets and/or existing funds, together with additional expenditure

in 2020 estimated to be £20.7 million. This additional expenditure will total £94.4 million over the four-year period of the Government Plan, broken down as follows:

¥ Protecting and supporting children: additional expenditure in 2020 of £10.9 million

¥ Improving educational outcomes: additional expenditure in 2020 of £8.7 million

¥ Involving and engaging children: additional expenditure in 2020 of £1.1 million.

For further detail on the above additional expenditure, please see Table 56.

We will be investing in infrastructure

associated with this priority, with capital

expenditure of £5.1 million in 2020 and

totalling £43.5 million over the four-year

period (for further detail, please see Table 14).

Measuring the impacts

We will develop and publish a performance framework by January 2020. We will use it to monitor and maintain progress against the outcomes and service improvements

set out in this plan, making our performance transparent to all.

The following is a selection of outcome indicators that we will use to help us understand whether these activities are having a positive impact:

Government Plan 2020-23 41

42 Government Plan 2020-23

2. We will improve Islanders wellbeing and mental and   physical health

We will improve Islanders' wellbeing and mental and physical health

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

Highlights

¥ We will implement a new model of health care for Jersey, which is focused on prevention and on developing a more exible and co-ordinated service with community health partners, to provide care for Islanders closer to home

¥ We will bring a new focus on wellbeing through a Health and Wellbeing Policy Framework, to integrate health improvement with action on the wider determinants of wellbeing (such as our housing, education and environment)

¥ We will support the reduction of preventable disease, to reverse the current upward trend in overweight and obesity rates, to increase healthy eating, to reduce the rates of smoking and harmful alcohol consumption, and to deliver a range of preventative and proactive schemes

¥ We will develop proposals for a new hospital and actively engage with Islanders, health specialists and staff at every key step of the process, and in the meantime we will support a programme of upgrade work to the existing General Hospital

¥ We will signi cantly improve access to mental health services, bringing parity of esteem to the mental health agenda, invest in our mental health environment and building infrastructure, implement initiatives for crisis support, a listening lounge , complex trauma, Child and Adolescent Mental Health Services and mental health legislation

¥ We will expand our 24-hour community nursing and primary care services, develop a preventative model of dental services for children and new models of care to support people with diabetes

¥ We will develop a model that improves access to primary care for nancially-vulnerable people

¥ We will implement a digital care programme, focused on replacing outdated systems with a new e-prescribing system, for a digital information ow between pharmacies and GPs, a WiFi upgrade for the hospital, process digitisation of pathology and radiology tests, and an improved ow of information between health care organisations.

Introduction

By 2023, our ambition is to create a healthy Island with safe, high-quality and affordable care that is accessible when and where our Islanders need it.

An increased focus on preventing ill-health is vital to ensure that everyone has the best life chances, achieving good mental and physical wellbeing, and enabling them to live well and age well. This will have bene ts for our health and care system, our local economy and for our overall quality of life.

The conditions in which we are born, grow, live, learn and work are crucial in shaping our health outcomes throughout our lives, which means that health must become everyone s business. We must work together across government and within our Island community to build the conditions for improved wellbeing and mental and physical health, and to ensure that this informs our decision- making.

This involves taking action across a range of areas, in order to support Islanders to live healthier lives, improving the quality of and access to mental health services and putting patients, families and carers at the heart of Jersey s health and care system.

Supporting Islanders to live healthier, active, longer lives

We recognise that preventative action and leading healthier and active lives, at all ages and stages, supports good wellbeing and mental and physical health. This, in turn, supports good life chances, living and ageing well, and has bene ts for our health and care system, our community and our economy.

This is re ected in the health challenges

we face now and in the future. For example, around 9,400 adults in Jersey are classi ed as obese. By 2036, this number is projected to increase to 12,000 (Disease Projections Report, 2016-2036). In addition, 23% of Jersey adults who drink alcohol do so at

potentially hazardous or harmful levels (Alcohol Pro le, 2018). Internationally in 2018, compared with the OECD, the overall well- being of Jersey residents ranked 19 out of

39 OECD nations (Better Life Index, 2018).

In order to support Islanders to live healthier, active, longer lives we must:

¥ focus on prevention so that staying in the best of health is the norm

¥ ensure that good wellbeing and health becomes everyone s business and is at the heart of Government decision making

¥ support equal access to good health for all Islanders at every stage in life, from childhood through to supporting independent living and adding life to years into older age

¥ create the conditions that enable all Islanders to lead active, healthy lifestyles to support physical and mental wellbeing.

Improving the quality of and access to mental health services

Our mental health services and facilities require improvement. We are committed to bringing parity of esteem to the mental health agenda and we place a priority on delivering the changes that are so urgently needed.

In 2020 we will:

¥ put in place mental health crisis support teams to help people who are either experiencing a rst episode, or a relapse of mental illness, or showing signs of severe psychological distress

¥ pilot a listening lounge , to provide an alternative to the Emergency Department and the Police and Ambulance Service for people seeking help with issues that impact upon their mental health and wellbeing, some of which include common mental health problems

¥ develop a care pathway for those with

complex, post-traumatic stress disorder; for example, as a result of physical and sexual abuse

¥ facilitate the transfer of the Child Development Centre and Child and Adolescent Mental Health Services (CAMHS) to the Department for Children, Young People, Education and Skills (CYPES), in order to progress towards a fully-integrated children s system, with clear and effective pathways that work for children and their families

¥ put in place measures to support the Mental Health and Capacity and Self- Determination Laws.

We will also:

¥ make safe Orchard House for the delivery of acute care to adults with a mental health need who require admission

¥ prepare Clinique Pinel, by undertaking building work to join Cedar Ward and the current Orchard House, to be able to deliver high-quality safe mental health care

¥ prepare Rosewood House to house Beech Ward from Clinique Pinel, and reduce beds in Maple and Oak wards.

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

We recognise the need to support Islanders mental and physical health with care services that are t for purpose, based on clinical priorities, and integrated around the needs of Islanders. These must be provided when and where they are needed most, and informed by engagement with patients and their families.

In order to put patients, families and carers at the heart of Jersey s health and care system we must:

¥ invest in creating the conditions for an integrated and holistic health system

¥ develop a fully-supported and coordinated service, delivered across care partnerships, which are easy to access yet exible to local needs

¥ embed a culture where:

¥ we are driven by improving the most important health outcomes

¥ the contribution of our community assets to improving health and care is recognised and valued

¥ service delivery efficiencies help support reinvestment in prevention

¥ health capital is recognised, where a healthy Island leads to a wealthy Island .

In 2020, we will do this by supporting a programme of upgrade work to the existing General Hospital, following the political decision to cease the Future Hospital

project and move forward with the new

 Our Hospital project. The brief for the upgrade work and for the new hospital will be informed by a new Jersey Health Care Model. This model recognises that a hospital is only one part of a sustainable future health system, alongside a community care system that is able to meet the demographic and other challenges that our Island faces in the years ahead.

What we will do in 2020

As well as departments delivering day-to-day services, we will:

Support Islanders to live healthier, active, longer lives

Action

Develop a Health and Wellbeing Policy Framework, to connect and coordinate actions across Government and our partners that will support all Islanders to live healthier,

ful lling, longer lives from the Active Jersey schemes and active travel, to accessing arts, culture, heritage and education, to developing early help and preventative health services, and embedding sustainable wellbeing in what we do as the Government of Jersey.

CT6 MHSS HCS SPPP

Support the reduction in preventable disease, through our Reducing Preventable Disease (RPD) portfolio, which aims to reduce the burden of preventable disease and avoidable, early death and reverse the current upward trend in overweight and obesity rates, increase healthy eating, reduce smoking rates and reduce the rates of hazardous and harmful alcohol consumption.

CT6 MHSS HCS

Deliver a range of preventative and proactive schemes focused on inspiring an Active Jersey , including active schools and active travel programmes, and support for people with one or more life-limiting conditions.

CT1 MEDTSC MHSS GHE HCS

Improve the quality of and access to mental health services

Action

Improve access to mental health services and the quality of the care environment, and invest in preventative well-being and recovery-orientated initiatives and services. We will optimise our use of technology and develop our workforce proactively to provide new innovative models of care.

We will start with the following ve initiatives:

¥ crisis support

¥ listening lounge

¥ complex trauma

¥ Child and Adolescent Mental Health Services

¥ mental health legislation.

CT8 MHSS HCS

Put patients, families and carers at the health of Jersey s health and care system

Action

Deliver new models of primary care including:

¥ expanding our 24-hour community nursing and primary care services

¥ the development of a model of dental services for children with a preventative focus

¥ the development of a model to support people with diabetes and their access to primary care

¥ the development of a model to support access to primary care for nancially- vulnerable individuals.

MHSS MSS HCS

Action

Deliver the initial stages of the Jersey Care Model including moving towards services:

¥ where organisational boundaries between hospital, community and primary care provision no longer affect patients experience of care or their outcomes

¥ that are characterised by greater diversity and inclusion for users who are historically less empowered to articulate their health care needs, whether that be because

of their mental health, ethnicity, age, gender, disability, cognitive ability or sexual orientation.

CT8 MHSS MSS HCS

Deliver an acute oor in the General Hospital for unscheduled or emergency care,

to increase the number of patients with zero or 24-hour stays, reducing in-patient

bed numbers in medical wards, enabling us to refocus the workforce and reduce the demand on critical care beds.

MHSS HCS

Deliver care closer to home, by improving access to services and delivering services in patients homes, or as close to home as possible.

CT3 MHSS MSS HCS

Implement the digital care programme, which will focus on the replacement of outdated legacy systems and improving the ow of information between health care organisations. This will deliver:

¥ a new e-prescribing system, which will improve patient safety and avoid readmissions to hospital, with a digital information ow from pharmacy to GP

¥ WiFi upgrade for the hospital

¥ digitisation of pathology and radiology test requesting and results

¥ digital information sharing between primary care and secondary care.

CT7 MHSS HCS

Investment in our infrastructure (capital investment)

Action

Invest in our mental health environment and building infrastructure to:

¥ make safe Orchard House for the delivery of care to adults with a mental health need

¥ prepare Clinique Pinel, by undertaking building work to join Cedar Ward and the current Orchard House, and so enable high-quality, safe mental health care

¥ prepare Rosewood House to accommodate Beech Ward from Clinique Pinel and reduce beds in Maple and Oak wards.

MHSS HCS GHE

Support a programme of upgrade work to the existing General Hospital, to provide hospital-based health care at an acceptable level, while a long-term solution for developing new hospital facilities is agreed and progressed.

MHSS HCS GHE

Upgrade our existing community services as a prioritised programme of works, which addresses the most urgent requirements rst.

MHSS HCS

Provide appropriate accommodation for people within Learning Disability Services, in order that individuals avoid signi cant risk of harm.

CT8 MHSS HCS GHE

Replace equipment which is at its end of life or requires upgrades, to continue to

ensure safe operation and service delivery.

MHSS HCS

Further investment in sports facilities across the Island, that will complement interim and future uses of Fort Regent.

MEDTSC GHE

What we will work towards in 2021-23

Building on our work in 2020, during 2021-23 we will work towards:

¥ continuing to re ne and develop the Jersey Health Care Model

¥ working alongside partners to deliver commissioned care based on outcomes

¥ pathways for long-term conditions, such as Chronic Obstructive Pulmonary Disease and heart failure

¥ developing primary care prevention programmes, such as screening and vaccinations

¥ offering more choice for patients.

Funding this priority

We will resource these activities through base departmental budgets and/or existing funds, together with additional expenditure

in 2020 estimated to be £12.7 million. This additional expenditure will total £99.9 million over the four-year period of the Government Plan, broken down as follows:

¥ Support Islanders to live healthier, active, longer lives: additional expenditure in

2020 of £0.8 million

¥ Improve the quality of and access to mental health services: additional expenditure in 2020 of £3.9 million

¥ Put patients, families and carers at the heart of Jersey s health and care system: additional expenditure in 2020 of £8.0 million.

For further detail on the above additional expenditure, please see Table 56.

We will be investing in infrastructure associated with this priority, with capital expenditure of £21.1 million in 2020 and totalling an estimated £59.3 million over the four-year period (for further detail, please see Table 14).

Measuring the impact

As part of the Jersey Standard, we will develop and publish a performance framework by January 2020. It will collect information on progress against the outcomes and service improvements set out in this plan and assist us and the public to judge whether we are having a positive impact.

The following is a selection of outcomes indicators that we will measure to assist us in understanding whether we are having a positive impact:

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

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

We will do this by delivering an economic framework to improve productivity, by nurturing and strengthening our nancial services industry, by enhancing our international pro le 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

Highlights

¥ We will continue to develop and deliver the Future Economy Programme, which will aim to ensure our Island s long-term economic sustainability and resilience

¥ We will continue to negotiate the future relationship between the UK and EU, ensuring Jersey s interests are understood, protected and taken into account

¥ We will deliver our Global Markets Strategy, to promote Jersey on the world stage as a dynamic place to do business and to trade with

¥ We will launch a trade and export function

¥ We will increase Jersey s overseas aid contributions, investing in our long-term future as a responsible, outward-looking global citizen

¥ We will foster and promote a strong and inclusive sense of Island identity, to increase social cohesion, enabling Jersey to project a positive and coherent international pro le

¥ We will forge new and stronger commercial relationships to support our nancial services industry

¥ We will continue to protect our nancial services industry by investing in Anti-Money Laundering and Countering the Financing of Terrorism processes

¥ We will also protect our important tourism, sheries and agriculture sectors, not least by offering support to rms to invest in productivity improvement

¥ We will invest in safeguarding our Island against the impacts of future uncertainties, by investing in replenishing our Stabilisation Fund

¥ We will deliver a new Migration Policy

¥ We will develop and resource a new post-16 education strategy

¥ We will ensure that 1% of the Government budget is dedicated to Jersey s arts and culture

¥ We will continue to progress a long-term solution for Fort Regent.

Government Plan 2020-23 53

Introduction

The prosperity of our Island, and the funding of the services on which we rely, depends on a sustainable, vibrant and inclusive economy, underpinned by a skilled local workforce to serve it. Businesses in Jersey provide job opportunities, put money back into the local economy and create the wealth that the Government taxes in order to sustain vital public services.

Jersey has a rich economic history, based

on sheries, agriculture, tourism and

the nancial services sector. We have successfully maintained all of these sectors within our economy and must recognise their importance in our shared history, culture and prosperity.

The nancial and professional services sector has been the bedrock of our economy over recent decades. It is vital that we continue to protect and invest in this sector, understanding the threats and opportunities that the growing digital evolution offers in areas such as Arti cial Intelligence, and ensuring we have the highest possible resilience to protect our industries from cyber threats while embracing new opportunities in both long-standing and contemporary economic sectors.

Our economy must be supported if it is to grow, innovate and diversify. We must also stabilise and reverse the recent declines

in productivity, because low productivity impacts our economic competitiveness, earnings, and ultimately Islanders quality of life. A key way we can achieve this is through proactive and positive investment in our digital capabilities and skills, and

in maintaining an environment in which business can ourish.

Preparing for Brexit

We have been preparing for Brexit since the UK s referendum on EU membership in June 2016, and we are committed to continued investment in our External Relations function to support these preparations.

This will ensure that we have the people

and expertise in place to build effective

relationships with our UK and Crown Dependency colleagues during the Future Partnership phase of the Brexit process

so we can act quickly, effectively and decisively to ensure that Jersey s interests are protected.

In this Government Plan, we will maintain and build on the Island s overseas representation in the UK, the EU and in international markets. We will use these platforms to develop strong and positive government-to-government relationships that enhance our international pro le and reputation, increase understanding of our unique constitutional position, and support our trade and economic growth objectives.

By consolidating the investment made to date in our External Relations function, we will ensure that our response to Brexit both mitigates potential negative impacts and enables us to seize new opportunities. The ongoing delivery of our Global Markets Strategy will establish new international agreements with target economies to facilitate increased trade, achieve better access and visibility to Ministers and officials in governments in key markets, and support increased economic growth across a range

of sectors.

Trade and export support

Complementing this and building on the work of the Brexit Team to deliver the Future Economic Partnership, we will launch a

new trade and export support function

to focus on the impacts of changes to

Jersey s trading architecture on businesses, on consumers, and on the operation of Government services. The new trade and export function will help to ensure that Jersey s import trade architecture remains appropriate to the Island s needs (including legal, technical and political barriers to trade), ensure supply chains for critical goods are robust, and achieve an appropriate balance between availability, choice and price.

For exports, we will identify and rectify weaknesses in the export trade architecture, support outward trade opportunities, and

maximise the possible value returned to Jersey businesses to support increases

in productivity. We will also identify and develop emerging high-value business sectors which might capitalise on Jersey s position as an independent jurisdiction distinct from both the UK and the EU. This would deliver further bene ts to Jersey s productivity. We will also undertake the necessary due diligence on the impacts of changes to the trading architecture on the domestic economy and on the delivery of other functions of Government.

Impacts of the global economy

Alongside Brexit, the global economic outlook continues to be uncertain, and Jersey s small, open economy can be rapidly affected by changes internationally. Our

 nancial services businesses have proven highly adaptable in the face of such shifts over the last ten years, but the sector faces

a number of ongoing challenges such as changing global nancial regulation, and the digital evolution transforming the nature of nancial services jobs.

We recognise the signi cance of the nancial services sector to our collective economic wellbeing in Jersey. In 2020 and beyond, we will target additional resources towards the continued development of Jersey s reputation as a well-regulated, innovative and internationally-cooperative jurisdiction.

In particular, we will focus on securing positive outcomes from in uential international assessments, notably those expected from the OECD, European Commission and Moneyval, and we will expand our underpinning capability in international tax policy, nancial crime policy, nancial services supervision, and enforcement. From this strong base, we

will invest further in promoting Jersey as a business location for the services sector, notably nancial services and digital, while also making further investment in marketing Jersey as a destination for tourism and personal relocation.

We will continue to represent Jersey at key multilateral forums, such as the OECD and Commonwealth Enterprise and Investment Council, to promote the interests and reputation of the Island with international partners.

Overseas aid

Jersey s international reputation as a good global citizen that conforms to international standards is also vital to our future economy. As well as transforming millions of lives, our overseas aid programme plays

a key role in changing perceptions about Jersey, creating strong links with other countries and international institutions, and helping to establish our Island as a centre for philanthropy and impact investment.

Furthermore, it is doing so by playing to

the Island s strengths, concentrating our assistance in three areas where Jersey can add particular value: dairy, conservation and nancial inclusion.

However, in recent years our contributions have stagnated and we have slipped backwards against international benchmarks. In this Government Plan, we will reverse

this real-terms decline, rst restoring Jersey Overseas Aid s budget to 2015 levels in tax and GVA terms and then gradually increasing it as a proportion of the size of our economy.

This is an investment in our long-term future, as it reminds the world that we are a responsible, outward-looking global citizen. It is also the right thing to do not least for an Island which, within living memory, was receiving overseas aid itself.

The productivity challenge

Domestically, our economy must be supported if it is to grow, innovate and diversify. Our ability to maintain and improve Jersey s standard of living over time depends on our ability to raise productivity. However, as in many other advanced economies, the output per worker in Jersey has been static since the global nancial crisis (although it has increased in key sectors).

We propose to work with industry to tackle the productivity challenge head on. In 2020, we will deliver a robust, evidence-based economic policy framework to guide long- term economic planning and investment. Throughout the coming four years we will coordinate Government support for Jersey s different economic sectors, through a

single Future Economy Programme. The programme will be focused on improving productivity across our established sectors of nance, agriculture, retail, hospitality and tourism, as well as emerging sectors such as digital.

In due course, the establishment of the new Infrastructure Fund will also increase the funding available to capital projects, enabling us to invest further in important social and economic infrastructure, which will further

boost productivity (for more detail, see discussion of the capital programme in PART 3).

Investing in skills

We will also support people to develop new and higher-value skills. We want Islanders to pursue education as far as each is able and willing to do. This will help them to secure higher-value jobs, to start wealth-creating enterprises, and to continue to increase

their contributions as valued members of

an engaged and agile workforce and in so doing, help to sustain improvements

in Jersey s productivity and international competitiveness.

In this plan, we commit to working with industry to develop and implement a new post-16 education and lifelong learning strategy to support the Future Economy Programme. Together, we aim to transform access to relevant high-quality education and training, bringing it into the Island wherever possible, and equipping Islanders with the training and quali cations that

will protect and sustain our economy

and maintain a vibrant society. The skills and capacity to respond to fast-evolving developments in technology are a crucial component of this approach. We will invest to enhance digital skills across

our workforce, to help Jersey seize the opportunities presented by developments in technology.

Migration and the population challenge

A better-skilled local workforce will also reduce demand for inward migration and help to manage the pressures that this brings on housing, infrastructure and services. The question of population growth and what is sustainable for Jersey is rightly a high priority in many Islanders minds. As a Government, we are united in seeking

to balance the needs of business with

what is sustainable for our communities, environment and public services. We will present carefully-targeted migration policy proposals for public and States Assembly

scrutiny early next year as a rst step towards being able to manage this more effectively.

Island identity

Our ability to work together, care for each other, grow our economy and look after our environment depends on us being bound to each other by more than just a common set of rules. Whether or not we were born here, and whatever our occupations, we need a shared sense of what it means to be Jersey.

heritage, development, sport, business, art, digital, agriculture, sheries, tourism, food and conservation, for example, should also be part of our international personality. We will develop a plan to coordinate and project these facets of our Island identity, and help us build the social cohesion, relationships and reputation on which we will depend to thrive in the future.

Furthermore, as our aid programme exempli es, the key to our long-term future lies in fostering deep and durable links with the world, and an identity that goes beyond our world-class nance industry. Our extraordinary endeavours in culture,

What we will do in 2020

As well as departments delivering day-to-day services, we will:

Enhance our international pro le and promote our Island identity

Most immediately, our focus in 2020 will be on navigating through the next phases of Brexit. In particular:

Action

Protect and strengthen Jersey s status as a self-governing nation, both during the

Brexit process, and in the years following.

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Closely monitor and respond to the future UK/EU partnership negotiations, ensuring Jersey s interests are understood, protected and taken into account.

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Action

Further work to manage the impacts of Brexit on Jersey s customs and immigration, including new legislation and procedures.

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Over the transition period, continued funding for dedicated officers to deliver the Jersey EU settlement scheme, providing a legal route for resident EU nationals to acquire the requisite immigration permission to remain in Jersey after Brexit.

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Beyond this vital Brexit response, to enhance our Island identity and international pro le we will:

Action

Continue delivery of the Global Markets Strategy, including through new bilateral agreements to support trade and inward investment with high-growth target economies (non-UK/EU), improved government-to-government relationships and access to decision-makers, and a heightened international pro le for the Island.

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Deliver year 1 of the European Relations Strategy 2020-23, a plan to nurture and enhance our relationships with EU Member States with in uence over EU policy developments, particularly in respect of nancial services and tax.

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Continue to invest in Jersey s overseas offices (London, Brussels and Caen), to ensure strong engagement with both UK and EU stakeholders, to protect and support Jersey s interests.

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Action

Ensure that Jersey continues to engage effectively with relevant multilateral bodies (OECD, World Bank/IMF, UN, Commonwealth) and is recognised as a responsible and transparent jurisdiction committed to international standards.

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Increase Jersey s overseas aid contributions, restoring them to 2015 levels in tax and GVA terms, both because this is the right thing to do, and also as an investment in Jersey s international reputation, connectivity and in uence.

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Develop an action plan to build a stronger, more inclusive sense of Island identity. The Island Identity Policy Board will seek to provide common focal points for our growing

and increasingly-diverse population, and help the Island project its unique culture and varied talents as part of a positive and coherent international pro le.

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Make the recent extra investment in Revenue Jersey permanent for the

following teams:

¥ International Tax Team: to enable them to meet the demands imposed by Jersey s adoption of a number of international tax agreements, and so secure positive ratings from future OECD peer reviews and compliance in support of the new economic substance requirements for companies. This is vital in ensuring that Jersey maintains its white-listing by the EU and secures a positive review by the OECD s Forum on Harmful Tax Practices

¥ Tax Policy Unit: to enable them to reform the personal tax system, and otherwise ensure that Jersey s tax policy continues to support the Government s economic and social policies.

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Take forward the work of the independent Charity Commissioner and a Jersey charities register, to provide for the governance and regulation of the charity sector.

The Government modernised governance of the charities sector with the introduction of a new Charities (Jersey) Law 2014 and the consequent creation of a Charity Commissioner. Funding will be made available for the work of the Charity Commissioner through the Jersey Reclaim Fund, where proceeds due under the Dormant Bank

Accounts (Jersey) Law 2017 are held.

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Future Economy Programme

Action

Develop and deliver the rst phase of the Economic Framework, by building on our evidence base and developing new policies and plans across each principal sector of our economy. Present proposals to improve productivity and sustain economic growth, which will guide the Government s economic investment and support over the short, medium and long-term.

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Establish a Financial Stability Board, to help with the assessment of macroeconomic risk and consider appropriate mitigation, so that we minimise the transmission of international shocks to our domestic economy.

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While we are doing this, our current economic development programme and supporting initiatives will continue, including:

Complete the development of a new migration policy, informed by the ndings of the Migration Policy Development Board. The aim is to bring forward a practical, deliverable policy proposal to the States Assembly for debate, which balances the need to bring

in new skills and experience to support business with the impacts such migration has on Island living, in particular, the challenges to housing affordability and environmental sustainability.

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Action

Financial support to Visit Jersey for route marketing (from 2020) and promotion of short breaks (from 2021), through a sustained multi-year marketing initiative, increasing demand across the hospitality sector outside high season.

We will also provide nancial support (2020-22) for the sustained delivery of professional rugby in Jersey, which has a suggested annual economic bene t of up to £2.1 million a year.

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Additional investment in Digital Jersey to support the growth of the digital sector, and the diversi cation of the economy, leading to a measurable improvement in GVA, jobs and/or productivity within ve years.

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Continue investment in Jersey s Digital Policy Framework, to ensure that Islanders can bene t from emerging technology such as 5G, and feel safe in doing so. Actions will include implementing the Government s telecoms strategy, strengthening Jersey s cyber resilience, and ongoing improvement on data protection and privacy measures all of which are important to maintaining con dence.

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Increasing the capacity of the Jersey Competition Regulatory Authority, by providing a small amount of additional funding for investigations into potentially anti-competitive situations in support of Government aims on in ation, the economic framework and affordable living, and to establish a sustainable litigation fund.

CM OCE

Protect and build our nancial services industry

In addition to the above, we will take the following speci c steps to strengthen our nancial services sector:

Action

Building on the establishment of Jersey Finance s New York office, forge new and stronger commercial relationships across Jersey Finance s overseas markets and especially in New York and Boston, with a particular focus on professional services rms and investment managers operating in the alternative investment fund sector.

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Invest in Anti-Money Laundering and Countering the Financing of Terrorism (AML/CFT) processes, to address weaknesses identi ed through the National Risk Assessment. This investment is crucial to ensure Jersey s regime is effective in preparing for the next Moneyval review of Jersey s AML/CFT regime in 2022, and in so doing also to maintain

Jersey s international standing.

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Making the Economic Crime and Con scation Unit permanent, which has brought together and deepened capability within the States of Jersey Police and the Law Officers Department, to tackle this complex eld of law enforcement.

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Growing skills in Jersey

Framed by the 2019 Strategic Vision for Post-16 Education, we will:

Action

Develop and resource a new post-16 education strategy to support the Future Economy Programme, identifying current and future demand in our key sectors, and proposing the portfolio of vocational and academic provision to meet those needs, and establishing responsive governance to ensure future provision remains agile. This will include the redesign of apprenticeship, internship and trainee provision, as well as lifelong learning provision, to enable targeted upskilling of the workforce.

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Action

Plan for the implementation of a new student nance system, to ensure fair access to higher education (both graduate and post-graduate), and to address the long-term sustainability of the student funding system.

MEDU CYPES

Develop the Digital Skills Academy, to be hosted by Digital Jersey, to address the digital skills shortage on the Island.

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Investment in our Infrastructure (revenue expenditure)

Action

Provide improved, more up-to-date equipment in key Government sport facilities, for example, through greater investment in minor capital replacements[1] in order to support continuity of service for the Active Card membership scheme, school sport centres, playing elds and exercise referral facilities.

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Invest in the resources required to deliver Jersey s Cyber Security Strategy, to protect the integrity of Jersey s key ICT infrastructure via thorough biannual risk assessments and cyber risk exercises, and maintaining the new Computer Emergency Response Team (CERT).

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Action

As mandated by the States Assembly, ensure 1% of the Government budget is dedicated to Jersey s arts and culture. This will include launching a programme of investment to support Jersey s heritage, arts and culture strategies, focused on much- needed maintenance of the Jersey heritage offering, and arts and culture bodies. Recognising the importance of J rriais to our Island culture, we will also provide funding to enhance the J rriais teaching service, to cover up to seven members of staff and

cover teaching and other costs during 2020-23.

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Investment in our infrastructure (capital investment)

Action

Establish the feasibility phase for the development of an Island Infrastructure Fund during 2020, which will be able to support large-scale capital projects during the lifetime of this Government and beyond.

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Conduct a feasibility study on the development of a purpose-built further education campus in the Island, enabling and encouraging economic diversi cation and improve job opportunities for local people in a world-class education and skills establishment.

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Begin work to enhance the St Helier urban environment, in recognition that the town and environs of St Helier are home to many Islanders focusing on liveability, public and community spaces, the public realm, and commencing delivery of the future South West St Helier Masterplan. The new infrastructure fund, once in place, will be a further important tool enabling greater investment over time.

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Build upon work already undertaken to progress a long-term solution for Fort Regent, to create a meaningful community use of the Fort with accessible use for all and complementary uses to support and grow the business and tourism economy.

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What we will work towards in 2021-23

Building on our work in 2020, during 2021-23 we will work towards:

Enhancing our international pro le and promoting our Island identity

¥ Continue to build strong and positive government-to-government relationships that support our trade and economic growth objectives

¥ Continue to identify opportunities to de ne, coordinate and project a coherent and inclusive sense of national identity: an Island at peace with itself, proud of its varied cultural and economic heritage, and con dent of its place in the world

¥ Deliver Brexit phase 2 (Future UK/EU Partnership negotiations)

¥ Build Jersey s trade links with markets outside the UK and EU by delivering the Global Markets Strategy (increasing Jersey s visibility in target markets, improving access to decision-makers and governments, and facilitating business ows with priority markets, including through new international agreements)

¥ Launch a trade and export function, to protect and maintain the robustness of our supply chains and therefore the availability, choice and price of our imports; to provide new support to Jersey rms to export goods; and to identify and attract new high-value business sectors to Jersey

¥ Implement the European Relations Strategy 2020-23 and maintain our London presence, continuing to nurture relations with our UK and EU partners

¥ Continue to protect and promote Jersey s constitutional position and interests

Finance Centre through membership of the OECD s Global Forum and Forum on Harmful Tax Practices, the timely implementation of UN Sanctions and EU Restrictive Measures, and oversight of the extension of International Treaties to Jersey

¥ Maintain our investment in expanded taxation policy and services capability, with the aim of drawing in bene ts valued at around £6 million a year, through new tax measures and the protection of the nancial services sector

¥ Link Jersey Overseas Aid s budget to GVA, progressing from 0.26% to 0.28% over the period, bringing Jersey closer to international norms, while ensuring that our aid contributions remain affordable, shrinking if the economy contracts and rising when it expands.

Delivering our Future Economy Programme

¥ Continue to develop and deliver our Future Economy Programme. This will include building on our evidence base to identify opportunities and challenges for each sector of our economy and our economy as a whole. We will develop policies and plans to help maximise these opportunities, and manage these threats, to provide an economic framework for Jersey. Implementation of these plans will aim to continue to improve the skills of our local workforce and productivity in each of our sectors, and to provide sustainable growth for our vibrant economy

¥ Implement the migration policy agreed in 2020, keeping the effectiveness of new measures under review

¥ Establish a productivity support scheme, which will provide discretionary grants to businesses that demonstrate the potential for material productivity improvements.

¥ Reinforce and maintain Jersey s reputation as a responsible International

Promoting Jersey

¥ Provide continued support for Visit Jersey for ongoing and innovative marketing initiatives to promote Jersey, while providing a return on investment of at least 5:1

¥ Provide support for national and international sporting events promoting Jersey in the UK and on the world stage

¥ Provide medium-term nancial support for the sustained longer-term delivery of professional rugby in Jersey.

Protecting and building our nancial services industry

¥ Continue to promote and grow Jersey s nancial and professional services offering internationally, while maintaining and strengthening the Island s reputation as a well-regulated, innovative and internationally co-operative jurisdiction

¥ Promote Jersey as a business location for the services sector, while also making further investment in complementary marketing of Jersey as a destination for tourism and personal relocation

¥ Secure high-quality outcomes from international assessment, notably those expected from the OECD, European Commission and Moneyval during the 2020-23 period.

Growing skills in Jersey

¥ Design and implement a sustainable funding settlement for each element of post-16 education

¥ Implement the approved post-16 education strategy, generating an expanded range of academic, vocational and lifelong learning opportunities and pathways to employment

¥ Begin to deliver new higher and further education facilities.

Investing in our infrastructure

¥ Take forward infrastructure projects begun in 2020 to support our aims on arts and culture, further education and the urban St Helier environment

¥ Launch the Island Infrastructure Fund, and identify the rst wave of investment projects.

Funding this priority

We will resource these activities through base departmental budgets and/or existing funds, together with additional expenditure

in 2020 estimated to be £14.9 million. This additional expenditure will total £80.3 million over the four-year period of the Government Plan, broken down as follows:

¥ Enhancing our international pro le and promoting our Island identity: additional expenditure in 2020 of £5.5 million

¥ Future Economy Programme: additional expenditure in 2020 of £4.7 million

¥ Protect and build our nancial services industry: additional expenditure in 2020 of £2.3 million

¥ Growing skills in Jersey: additional expenditure in 2020 of £0.7 million

¥ Infrastructure investment: additional expenditure in 2020 of £1.7 million.

For further detail on the above additional expenditure, please see Table 56.

We will be investing in infrastructure associated with this priority, with capital expenditure of £3.7 million in 2020 and totalling an estimated £5.5 million over the four-year period (for further detail, please see Table 14).

Measuring the impact

We will develop and publish a performance framework by January 2020. We will use it to monitor and maintain progress against the outcomes and service improvements

set out in this plan, making our performance transparent to all.

The following is a selection of outcome indicators that we will use to help us understand whether these activities are having a positive impact:

68 Government Plan 2020-23

4. We will reduce income inequality and improve the     standard of living

We will reduce income inequality and improve the standard of living

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

Highlights

¥ We will develop proposals to improve nancial independence in old age, with the aim of ensuring that more people are nancially comfortable later in life, as more of us live longer

¥ We will implement actions to modernise the Island s personal income tax system, in particular to modernise the tax treatment of married women and people in same-sex relationships

¥ We will publish the Housing Development Board s review of housing in Jersey and begin to develop detailed plans to implement any agreed recommendations

¥ We will improve support and protection for tenants

¥ We will deliver the disability strategy alongside improving community-based services and supporting diversity

¥ We will develop proposals to better support disabled adults living at home, and their informal carers

¥ We will make changes to contributory bene ts so that both parents are able to receive parental bene ts

¥ We will develop a new approach to supporting workers with long-term health conditions to return to or remain in employment.

Introduction

Our average income per person is high, but this hides large gaps between the highest and lowest earners. We share a concern about growing levels of income inequality and the negative effect this may have on our community and economy.

Poor housing can have a negative impact

on health and education outcomes. Many migrant families live in overcrowded conditions, while home ownership is increasingly out of reach of local families with average incomes. The high cost of housing can also make it difficult to attract health and education professionals to move to Jersey.

Jersey offers great opportunities for getting involved in cultural, social and sporting activities and for having a say in the community through joining local groups. But we know that not everyone can take part fully in Jersey life and make the most of those opportunities. Older people and disabled people are especially vulnerable to loneliness and social exclusion, while others are isolated through language or culture.

Having a job or a reliable income is important for people s wellbeing and contributes to

our Island economy, but not everyone can get a suitable job and some workers nd the wages from their full-time job are not enough to meet their living costs. Others don t have the security of a permanent contract or xed hours every week.

Our ambition is therefore to improve fairness in our Island, create opportunity and support Islanders to live independently.

Inequality and the standard of living

By 2023 we want to start to reduce the gap between the highest and lowest income levels and address the balance between wages, taxes and bene ts, rents and living costs enabling Islanders to achieve a decent standard of living and have secure incomes into older age.

We recognise the large gaps between the highest and lowest earners in our Island, and the concerns about the negative effect that

this has on our community and economy. For example, in 2017 nearly one in ve Islanders reported nding it quite difficult to cope

 nancially.

In 2020 we will do this by, for example, developing proposals to improve nancial independence in old age, and delivering agreed actions arising from the personal tax review.

Improving the quality and affordability of housing

By 2023, we want to improve the availability of affordable and good quality housing.

We recognise that poor quality and overcrowded housing has a negative impact on health and educational outcomes.

In 2017, the ratio of the average price

of a three-bedroom house to average household income was eight times (Housing Affordability in Jersey 2017 Update, 2018). This high cost of housing puts home ownership out of reach for households on average incomes, and makes it challenging for people to afford to rent a home suitable for their needs. In areas such as health and education, the cost of housing also makes

it difficult to attract and retain professionals to work in key public services. We need to take action and develop long-term policies that will create sustainable and affordable housing provision for the next generation.

In 2020 we will do this by, for example, improving support and protection for tenants, and by publishing the Housing Development Board s review and begin to develop detailed action plans to improve the supply, affordability, access to, and standard of housing. We have earmarked £10 million for an affordable housing scheme in 2021.

Improving social inclusion

By 2023 we will have made progress towards a society where everyone has opportunities and can participate.

We recognise that some Islanders

experience loneliness and social exclusion  owing to age, disability, language or culture,  and are unable to take part fully in Jersey life  and make the most of the opportunities that  the Island offers. In 2018, one in ve adults  reported that they felt lonely often or some  of the time (Jersey Opinion and Lifestyle  Survey, 2018). We need to create a society  where everyone has opportunities, helping  people to participate to meet their potential  and to improve their quality of life.  

In 2020 we will do this by, for example,  working with businesses, parishes and  community groups to deliver the disability  strategy and improve services to vulnerable  groups and individuals, as well as by  developing proposals to support disabled  adults living at home and their informal  carers. We will also work within Government  and across the Island to support diversity.

Removing barriers to and at work

By 2023, we will have supported the labour  market so that it provides more good-quality  jobs, removing barriers to and at work.

We recognise the importance of a job and  

a reliable, sufficient, income for people s  wellbeing and our Island economy. We need  to support a labour market that provides  good-quality jobs and reduces barriers that  some people face to get into, and stay in,  productive work.

In 2020 we will do this by, for example,  extending the current maternity allowance to  include all parents, implementing the skills  strategy (see section above), developing a  new approach to supporting workers with  long-term health conditions, delivering  improved legal rights to employees, and  completing the annual minimum wage  review.

What we will do in 2020

As well as departments delivering day-to-day services, we will:

Reduce income inequality and improve the standard of living

Action

Develop proposals to improve nancial independence in old age. As one of the elements of the Social Security Review, in 2020 we will investigate ways in which the Government can help people to maintain their nancial independence as they get older.

This will include investigating a workplace pension scheme, which could afford every worker access to a second pension on top of their Social Security pension. We will also look at other ways to encourage savings and make the best use of the increasing numbers of older workers in our economy.

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Implement agreed actions emerging from the personal tax review. Following extensive public consultation in 2018/19, and agreement on reforms needed, in 2020 we will take actions to modernise the Island s personal income tax system, in particular addressing the anachronistic tax treatment of married women and people in same sex relationships.

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Permanently fund the Diffuse Mesothelioma Payment Scheme. In 2018, the States Assembly agreed (P.124/2018) to provide one-off payments to individuals (or their dependents) with diffuse mesothelioma, a disease associated with historic exposure

to asbestos bres. The payment is based on the age of the claimant, so someone diagnosed at the age of 65 would receive a payment of £25,440. This scheme is due to be introduced in October 2019, but will require permanent funding from 2020 onwards. We anticipate approximately ve claims a year.

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Reintroduce permanent funding for the single-parent component of Income Support. The previous States Assembly (P.113/2017 and P.28/2018) agreed to provide a single- parent component as part of the Income Support system, and identi ed funding for 2018 and 2019. The component currently provides an additional £40.39 a week to around 1,000 eligible single parents. We will make this funding permanent from 2020 onwards.

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Action

Maintain the Food Cost Bonus for a further three years while increasing it to £258.25 a year. This lump sum annual payment acknowledges the cost of GST levied on food for households that have incomes above the Income Support level, but do not have an income tax liability. The further extension of this scheme provides time to review this bonus as part of the planned review of the interaction between the tax and bene t systems for individuals and households, to be undertaken in 2021[1].

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Improving the quality and affordability of housing

Action

Publish the Housing Policy Development Board s wide-ranging review of housing in Jersey, and begin to develop detailed plans to implement the agreed actions. The Housing Policy Development Board will publish its ndings in spring 2020, leading to a States Assembly debate during the year. The Board is taking a long-term view of the housing market and is considering the following options:

¥ to ensure appropriate renting and ownership choices are available in Jersey

¥ to help with housing costs

¥ to increase the supply of land and nance

¥ to maximise the use of existing stock and to consider options to reduce the cost of building new homes.

To support the agreed options, more than £14 million has been earmarked in the Government Plan from 2021.

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Improve support and protection for tenants. In line with the ndings of an independent report, we will establish a Housing Advice Service to ensure that all tenants understand their rights and are helped to nd appropriate accommodation. The outcomes of the homelessness strategy will be implemented, and we will aim to bring forward regulations to control letting agent fees.

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Action

Extend the key worker accommodation scheme. In early 2020 we will publish the nal part of the review of key worker accommodation, and take action during 2020 to extend the number of units available. The review will also provide a clear de nition of the roles to be included in the key worker scheme.

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Improving social inclusion

Action

Work with businesses, parishes and community groups to improve social inclusion by delivering the disability strategy, improving community-based services and supporting diversity. The disability strategy was published in 2017 and some initial projects have already been completed using existing resources. The extra funding identi ed in the Government Plan supports the roll-out of a wider range of projects from 2020 onwards.

In 2020, we will also build on the successful Closer to Home initiative, launched in 2019. The rst stage of the project delivered a range of community services at Communicare in St Br lade. In 2020 we will extend this model to other locations, as well as extending the range of services provided. We will also work within Government and across the Island to support diversity.

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Develop proposals to support disabled adults living at home and their informal carers. As the population ages, more Islanders will live with a long-term condition and will need daily help. 10% of households include someone who provides informal care to a friend

or relative (Jersey Health and Life Opportunities Survey 2015). In 2020, we will develop additional support for disabled people who continue to live in their own home, and their carers. This may include the provision of a personal budget, or nancial help with the additional costs faced by households looking after a

family member at home. We will also consider how to fully recognise the role of

family carers.

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Removing barriers to and at work

Action

Amend the social security scheme to provide bene ts to both parents. The contributory bene t system currently only supports a birth mother with a weekly allowance of £216 per week while she is off work caring for a new baby. As part of the Social Security Review, we have acknowledged the need to move to a more family friendly labour market, which acknowledges the role of all parents in the care of

their children.

In 2020, we will make changes to contributory bene ts so that both parents will be able to receive parental bene ts. This will be funded from two changes to Social Security contributions. We will increase the cap on earnings from £176,000 to £250,000; we

will also increase the contributions rate received from employers of higher-earning workers, and high-earning self-employed people, from 2% to 2.5%. These changes are anticipated to generate an additional £3.35 million in 2020.

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Develop a new approach to supporting workers with long-term health conditions. Supporting workers with long-term health conditions to return to or remain in employment supports their wellbeing, mitigates the effects of the ageing population, reduces health costs, increases tax revenues, and also reduces the need for

inward migration.

Building on research undertaken by the Social Security Review, in 2020 we will work closely with employers, health and other professionals to develop improvement proposals. These will focus on a new assessment process, the balance of responsibility between Government and employers in supporting workers during periods of incapacity, and a health and bene t framework that supports individuals to remain in employment whenever possible.

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Deliver improved legal rights to employees. The Employment Forum is an independent statutory body that makes recommendations to the Minister for Social Security on changes to employment law. In 2020, the Forum will report on the possible extension of employee rights in respect of rest breaks (the right to a break during the working day) and annual leave. The next area to be considered will be a review of the use of zero

hour contracts.

MSS CLS SPPP

Action

Complete the annual minimum wage review. In 2018 (P.171/2017) the States Assembly agreed to aim for a minimum wage rate set at 45% of average (mean) earnings by the end of 2020, subject to economic and labour market conditions. There will be two increases during 2019 and the minimum wage will be reviewed again in 2020, with the aim of increasing the minimum wages of the lowest-paid employees. The Employment Forum s review will take account of the views of stakeholders during consultation, and Government commitment to support productivity improvements in low-wage sectors as well as the general economy.

MSS CLS SPPP

Implement the new post-16 education strategy. Supporting Islanders to train and retrain throughout their working lives is an essential component to helping people to nd and keep a good quality job. Our skills strategy and commitments are presented under our priority we will create a sustainable, vibrant economy and a skilled local workforce for the future .

CT6

What we will work towards in 2021-23

Building on our work in 2020, during 2021-23 we will work towards:

¥ agreeing a long-term plan to support the housing needs of the next generation

¥ providing better access to affordable good-quality housing for tenants and homeowners

¥ implementing a workplace pension scheme and/or other measures to support nancial independence in old age

¥ agreeing and delivering a new approach to supporting workers with a long-term health condition

¥ delivering actions across all areas of the disability strategy

¥ improving support for adults with care needs living in their own homes and their carers

¥ completing a review of the interaction

MEDU CYPES between tax and bene t systems

¥ providing clear rights to new residents as part of an agreed migration policy

¥ delivering policies to support productivity improvements in low-wage sectors.

Funding this priority

We will resource these activities through base departmental budgets and/or existing funds, together with additional expenditure in 2020 estimated to be £3.9 million. This additional expenditure will total £22.9 million[1] over the four-year period of the Government Plan, broken down as follows:

¥ Reduce income inequality and improve the standard of living: additional expenditure in 2020 of £3.1 million

¥ Improving the quality and affordability of housing: additional expenditure in 2020 of £0.3 million

¥ Improving social inclusion: additional expenditure in 2020 of £0.5 million

¥ Removing barriers to and at work: there is no estimated additional expenditure

in 2020. Changes to family-friendly legislation are estimated to cost £3 million in 2020, which will be funded from the Social Security Fund.

For further detail on the above additional expenditure, please see Table 56.

Measuring the impact

We will develop and publish a performance framework by January 2020. We will use it to monitor and maintain progress against the outcomes and service improvements

set out in this plan, making our performance transparent to all.

The following is a selection of outcome indicators that we will use to help us understand whether these activities are having a positive impact:

5. We will protect and value our environment

We will protect and value our environment

We will do this by embracing environmental innovation and ambition, by protecting the natural environment through conservation, protection, sustainable resource use and demand management, and

by improving the built environment, to retain

the sense of place, culture and distinctive local identity.

Highlights

¥ We will tackle the climate emergency with energy and pace, and move quickly towards becoming a sustainable, low-carbon jurisdiction

¥ We will establish a Climate Emergency Fund, with an initial allocation of £5 million in 2020, and propose increasing road fuel duty throughout the Government Plan period in order to support a new sustainable transport plan and other key initiatives

¥ We will agree, early in 2020, and implement schemes that encourage changes in how we travel, increasing cycling, walking and the use of sustainable transport, that deliver a sustainable reduction in carbon emissions, and that increase the level of protection afforded to our environment

¥ We will seek to change behaviours in respect of pollution and waste

¥ We will protect our habitats and species through better legislation and enforcement

¥ We will improve countryside access for Islanders

¥ We will consult Islanders as we develop the draft Island Plan, which has a vital role to play in informing future decision-making across Government

¥ We will improve the Island s public infrastructure.

Government Plan 2020-23 79

Introduction

We are proud to value Jersey s environment, as crucial to our quality of life and as a resource that underpins our communities, our economy, and our international reputation. Clean air and water, protecting our Island s natural resources, and managing its waste are vital to our physical and mental health, and to active living from childhood into old age. Local biodiversity, heritage and the character of our Island s landscape are internationally as well as locally recognised.

The high value we all place on the environment, and our shared desire to

protect it, is evidenced in the Future Jersey consultation (My Jersey, 2016). We must also demonstrate to global partners that we take our global environmental responsibilities seriously.

Without interventions to manage and protect the environment in the face of growing pressures, at best our Island would look and feel very different. At worst, we could suffer negatively, both physically and mentally, and lose one of Jersey s biggest selling points.

The interactions and interrelationships within our environment are complex and play out over long periods, and they do not necessarily respond quickly to positive interventions, so we need to make policy interventions that will have bene ts over generations, and not just for the short term.

Tackling the climate emergency

The Council of Ministers has heard, and acknowledges, the strength of public

feeling about climate change. Our ambition is that Jersey plays its part in addressing

this fundamental challenge. While our contribution to worldwide emissions is small, we have a unique opportunity as a small jurisdiction to show global leadership, and to help chart the course to a more sustainable future.

A new Carbon Neutral Strategy will be lodged in the States Assembly in December 2019, as agreed. This will describe a range of scenarios to achieve net carbon neutrality,

and will outline the signi cant bene ts, and signi cant costs, associated with these.

We will all as Government, as businesses and as Islanders have to play a part in developing and delivering this strategy,

and the transformative carbon reduction measures it will set out.

As well as the obvious environmental bene ts of carbon neutrality, by embracing this challenge in a bold way, Jersey can secure a range of strategic bene ts at a local and global level. For example:

¥ Jersey is more likely to achieve net carbon neutrality ahead of most other jurisdictions, because we start from relatively low emissions per capita, and we understand the origins of our emissions and the policies needed to minimise them

¥ success would differentiate Jersey on

the global stage as a leading carbon- neutral jurisdiction. A global transition away from a carbon economy is inevitable; making early progress provides a point

of differentiation to support existing strategic priorities, such as protecting and developing our nance and digital sectors

¥ as a small, connected community, there is a real opportunity to adopt a participatory approach that involves everyone. If we can engage families, communities, parishes and businesses in designing the Carbon Neutral Strategy, we can create a strategy that is more likely to be delivered and lead to an increased sense of empowerment and, potentially, increased trust in politics

¥ our overseas aid programme, and the global reach of many Island businesses, provide a network through which to develop innovative carbon reduction and offsetting strategies that also support our existing international and strategic objectives.

Our interim response on tackling the climate emergency sets out bold measures that show a clear, but realistic, commitment to respond with energy and pace, and show our global partners that we are serious about

moving quickly to become a sustainable low- carbon jurisdiction.

A Climate Emergency Fund

To ensure early implementation of the Carbon Neutral Strategy, the Council of Ministers proposes to create a new Climate Emergency Fund. This Fund will support new policies in a range of areas, including Island transport and travel, providing investment

for electric and low-carbon vehicles and

new cycling and walking infrastructure; the transformation of our energy market; and innovative approaches to offsetting residual carbon in Jersey and abroad.

The fund will be established with an initial allocation, in 2020, of £5 million from the Consolidated Fund.

Acknowledging the long-term nature of

the climate emergency, we also wish to provide sustainable sources of income to

the Climate Emergency Fund. In line with the States Assembly s declaration of a climate emergency, a wide-range of scal levers

are being explored, and options for future changes will be set out in the Carbon Neutral Strategy.

At this stage, the Government Plan proposes to increase road fuel duty by 6p a litre in 2020, and to transfer the equivalent of 4p a litre to the Climate Emergency Fund in 2020.

In order to be transparent about the introduction of further, increasing incentives to transition away from carbon-generating motor fuels in the coming years, the plan also indicates a minimum increase of 2p above in ation in 2021 and again in 2022, such that by 2022 fuel duty will be 8p per litre above where it would have been if it had only tracked in ation. These further rises, and the transfer of equivalent revenue above in ation to the Climate Emergency Fund, will be subject to con rmation in future Government Plans, and subsequent agreement by the States Assembly.

By 2023, we will have agreed, with Islanders and Jersey businesses, a clear pathway

towards a sustainable future where people, species and habitats will be protected from pollution, and we will have begun to make measurable progress towards our carbon- neutral future.

Protecting our natural environment

We cannot understate the importance of our Island environment and the need to sustain it through conservation, protection, sustainable resource use and demand management.

In May 2019, a seminal United Nations report starkly outlined the rapid deterioration in biodiversity and habitats, and the extinction of species due to human activity. They signalled this will have negative impacts

on humankind because we rely on nature s ecosystem functions and services. Jersey is home to internationally-recognised habitats and species and the management and protection of the natural environment is therefore vital, and includes:

¥ ensuring clean air and water

¥ protecting the Island s natural resources

¥ managing our waste

¥ protecting and improving local biodiversity

¥ improving the protection and stewardship of our heritage, landscape, coast and countryside.

By 2023, our ambition is to ensure that we have the right sustainability measures in place to ensure that our nature and wild spaces are protected, valued and enhanced, in line with our global commitments.

A new Island Plan 2021-30

We have already started work on a new and ambitious Island Plan 2021-30, which will help to shape Jersey for the bene t of future generations, retaining its sense of place, culture and distinctive local identity.

This new Island Plan will set out and plan for the Island s sustainable growth over the next

ten years and provide the framework against which all planning decisions are made.

The plan is key to ensuring the wellbeing

of future generations; balancing future economic, social, environmental and cultural needs in a way that is best for Jersey and which re ects the vision and aspirations of Islanders.

We must take this critical opportunity to ensure that we have the strongest possible foundations:

¥ for the design and delivery of great liveable communities

Revising the Island Plan is a once-in-a- decade opportunity, and we are committed to ensuring that we engage deeply with our communities to get the best possible outcomes for all.

By 2023, our ambition is to:

¥ improve the desirability of all parts of Jersey as places to live and work for every sector of our community

¥ support Islanders to access high-quality affordable homes within great liveable communities that re ect our unique culture and identity.

¥ where everyone has access to high- quality and affordable accommodation, open, green and play space

¥ for active travel and transport networks

¥ to protect us against global climate change

¥ to ensure the best use of our public assets and land portfolio

¥ to provide appropriate investment

in critical infrastructure, like coastal defences, highways and our sewerage system.

What we will do in 2020

As well as departments delivering day-to-day services, we will:

Embrace environmental innovation and ambition

Action

Tackle the climate emergency[1]. Building on the work in 2019 to develop a Carbon Neutral Strategy, work in 2020 will include:

¥ ongoing engagement with the States Assembly, Islanders and wider stakeholders to identify innovative solutions and approaches, agree policy priorities and nd a sustainable balance of funding

¥ ongoing cost-bene t ratio assessment of the implications and viability of the actions proposed in the strategy

¥ exploring opportunities for new delivery partnerships, including the potential for funding from non-governmental sources.

CT1 CT2 CT3 CT4 CT5 CT6 CT7 CT8 MENV MTR SPPP

Develop a new Sustainable Transport Plan (STP). The States Assembly has agreed to a new Sustainable Transport Plan by the end of 2019. In 2020, we will develop the policy detail and steps to deliver the principles established in the STP.

These will include:

¥ prioritising investment in an improved, fairly-priced public transport system, with low- carbon vehicles, to encourage people away from car use. Steps towards this might include the use of electric buses, bus advantage schemes, extensions to the bus network or a redesigned school bus service

¥ delivering better infrastructure to encourage sustainable and active travel, shared journeys, walking and cycling in a safe environment. Steps towards this will include extensions to the eastern and western cycle routes, reopening a grant scheme

for electric personal transport, promotional travel initiatives and workplace travel planning coordination.

CT5 MINF GHE SPPP

Action

Fully design and propose changes to how we price and cost pollution, by looking at ways to use scal levers and charges to change behaviours. This will include bringing

a range of proposals to the States Assembly in areas such as a revision of, or an alternative to, Vehicle Emissions Duty, that better signals the cost of vehicle ownership and pollution; the investment model for our waste management facilities; and incentives to reduce the production of plastic waste.

MENV MTR SPPP

Protect the natural environment

Action

Publish an estimate of the effect on General Tax Revenue of decreasing the rate of GST levied on solar panels, electric space heating replacement of oil heating, electric cars, motorbikes, scooters and vans, electric bikes and cargo bikes, loft and cavity wall insulation, double glazing and installation of air and ground source heating to 0%, so that the Assembly can consider the nancial effects of zero rating those items in the Government Plan 2021[2].

MENV MTR SPPP T&E

Review our public infrastructure and natural resources, in order to understand the carrying capacity and longevity of our natural resources and existing and planned social and public infrastructure. This will inform short and long-term strategic policymaking, including the Island Plan, economic framework and migration and housing policies, and include the implications, mitigation and adaptation costs, impacts and consequences for our economy and wider society of any proposed scenarios.

MINF MENV SPPP

Action

Enhance environmental protection by:

¥ upgrading conservation legislation and strengthening enforcement, including the increased protection of trees

¥ working urgently with partners to deliver on-the-ground action that prevents further advancement or establishment of key invasive non-native species

¥ building on existing scienti c research in the marine environment to ensure good marine resource management.

MENV GHE SPPP

Improve countryside access by:

¥ identifying how people use the current countryside access network and how best to adapt it to future leisure activities

¥ implementing an interpretation and signage strategy, to provide clear route marking and health and safety messaging

¥ identifying, for implementation during the period of the Government Plan, a network of multi-user paths

¥ creating additional countryside routes, encouraging people into the centre of the Island and enabling cross-Island travel by pedestrians and other non-vehicle users

¥ maintaining the current and predicted future growth of the access network.

CT1 MENV GHE

Improve the built environment

Action

Develop the draft Island Plan 2021-30. The Island Plan review is a multi-year programme and a new Island Plan will be debated by the States Assembly in 2021.

Building on initial consultation, evidence gathering and debate in 2019, work in 2020 will include:

¥ publishing, analysing and synthesising a range of new evidence

¥ reviewing, revising and consulting on a new draft Island Plan including a range of new policies, and

¥ independent examination of the initial draft plan.

CT4 MENV SPPP

Invest in our infrastructure (capital investment)

Action

Produce a Shoreline Management Plan. Outputs from an extensive technical analysis and wide-ranging public engagement in 2019 will be incorporated into the Island Plan throughout 2020. Work in 2020 will also include the design and public consideration of initial shoreline management infrastructure schemes, in order that they can be delivered, in a phased way, throughout the Government Plan period in order to make our coastline more resilient to the effects of climate change.

MENV MINF SPPP

Improve the Island public infrastructure: invest in the infrastructure rolling vote to maintain highways; sea defences and drainage; new sewage treatment works; foul sewer extensions; maintain energy recovery facility, existing sewage treatment works and solid and green waste facilities; vehicle testing centre; and, feasibility of new inert waste site.

CT5 MINF GHE

Shape plans to enhance the St Helier urban environment (set out in our 2020 plan for a sustainable, vibrant economy, above) so that environmental improvements are prioritised such as legibility enhancements to the public realm, tree planting, and access to high quality open spaces.

CT4

What we will work towards in 2021-23

Building on our work in 2020, during 2021-23 we will work towards:

¥ making measurable progress towards carbon neutrality, including through detailed policy development and implementing the programmes set out in an agreed Carbon Neutral Strategy

¥ making measurable progress on sustainable transport goals, including through detailed policy development and implementing the programmes set out in an agreed Sustainable Transport Plan

MINF GHE

¥ providing supporting policy advice to the new Island Plan, and ensure that the implementation of the new Plan is monitored and is responsive to changing policy needs

¥ delivering a new, more sustainable approach to waste management

¥ improving the protection offered to natural habitats and species, and the built environment, by exploring new partnerships and approaches

¥ continuing to explore indicators of

 connectedness to nature and support for initiatives to improve connectedness, such as Wild about Jersey , eco

active, volunteer activities and citizen science; alongside improved access

to the countryside and wild places through investment in country access infrastructure and the National Park

¥ carrying out scienti c research into Jersey s marine environment. This is an area of local and international focus, for example on the blue economy ; blue carbon ; species protection; marine plastics; sheries management and sheries agreements (in particular during and beyond Brexit)

¥ continuing to address the challenge

of invasive and non-native species to prevent their further advancement and establishment where possible. Species of concern include Asian hornets, sea squirts and Japanese knotweed.

Funding this priority

We will resource these activities through base departmental budgets and/or

existing funds and the creation of a Climate Emergency Fund, together with additional expenditure in 2020 estimated to be £3.1 million. This additional expenditure will total £15.2 million over the four-year period of the Government Plan, broken down as follows:

¥ Embracing environmental innovation and ambition: additional expenditure in 2020 of £2.0 million

¥ Protecting the natural environment through conservation, protection, sustainable resource use and demand management: additional expenditure in 2020 of £0.4 million

the sense of place, culture and distinctive local identity: additional expenditure in 2020 of £0.7 million.

For further detail on the above additional expenditure, please see Table 56.

We will be investing in infrastructure associated with this priority, with capital expenditure of £29.2 million in 2020 and totalling £116.2 million over the four-year period (for further detail, please see Table 14).

The Climate Emergency Fund will be the source of further additional expenditure in 2020 that focuses on:

¥ £1.55 million of expenditure, for the rst phase of new schemes and improvements that will be set out in the Sustainable Transport Plan that is due to be debated by the States Assembly in early 2020. This expenditure will be dependent upon States Assembly approval of this plan

¥ £0.50 million of urgent enhancements

to environmental protection systems

and processes in areas that are already impacted by, or help to tackle, climate change, including: the control of invasive and non-native species; marine resources; and protection of the Island s trees and other carbon sinks. This money will also provide for additional support to ensure the Island Plan is fully responsive to the climate emergency in key areas, including an enhanced sustainability appraisal and key technical studies

¥ £0.50 million to support detailed policy development and the design and coordinated implementation of the major new programmes that will be set out as part of the Carbon Neutral Strategy and Sustainable Transport Plan.

¥ Improving the built environment, to retain

Measuring the impact

We will develop and publish a performance framework by January 2020. We will use it to monitor and maintain progress against the outcomes and service improvements

set out in this plan, making our performance transparent to all.

The following is a selection of outcome indicators that we will use to help us understand whether these activities are having a positive impact:

6. Modernising Government

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

 nancial planning, and encourage closer working and engagement among politicians and Islanders.

Highlights

¥ We will continue to deliver and support organisation-wide change

¥ We will respond to de ciencies and act on recommendations for improvement made by, for example, the Comptroller and Auditor General and the Public Accounts Committee

¥ We will provide improved resources to support the work of non-executive States Members

¥ We will continue to invest in public-sector employees to reform the workforce and modernise how we work

¥ We will invest in the States of Jersey Police, to increase officer numbers to 215 in 2020

¥ We will deliver cumulative sustainable efficiencies from 2020 to 2023 through a detailed and rigorous Efficiencies Programme

¥ We will invest in the modernisation of the public sector through the use of digital technologies

¥ We will bring forward and invest in a new office facility that can accommodate the Government s long-term needs

¥ We will continue to transform the way in which we manage public nances, including greater long-term nancial insight

¥ We will support the Privileges and Procedures Committee in making improvements, as agreed by the States Assembly, in our electoral system.

Introduction

The successful delivery of the Government s priorities, and of effective and efficient day-to-day public services, is dependent on a governmental and administrative system that is itself modern, productive, efficient and effective.

In 2018 a transformation of our public service structures began through the One Government initiative. We have continued to build the strong governmental and administrative foundations that are necessary to ensure that Islanders can have con dence in our ability to deliver for them. The need for better working at the political level between the Council of Ministers and the States Assembly and support for our democratic system was also recognised.

As a result, the Common Strategic Policy

identi ed ve ongoing initiatives that will support those changes on an ongoing basis. This section provides details of the proposals in each of these ve areas, which are:

However, while the transformation of our public services will deliver signi cant efficiencies over the next four years, it must also be recognised that our work has also revealed a legacy of underinvestment in key support services, systems and infrastructure. It is vital that we provide investment in these areas now, so that new, improved and properly-resourced services, systems and infrastructure can make real the ambition of a modern, innovative public sector that meets the needs of Islanders effectively and efficiently.

Failure to provide adequate resources to

support this will mean that it will not be possible to deliver improvements or efficiencies, and

in due course it will not be possible to deliver many of the actions set out above or support

the outcomes that Islanders want.

Below, we have set out our ambition for 2023 for each of the ongoing initiatives, together with what we will deliver in 2020.

¥ 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 scal framework and public nances that make better use of our public assets

¥ an electoral system which encourages voter turnout and meets international best practice.

Alongside and in support of these initiatives, we have also established a sustainable Efficiencies Programme (see Part 2.7).

1. A new, long-term strategic framework

By 2023, our ambition is to have fully implemented the long-term strategic framework, which extends beyond the term of a Council of Ministers, using it to continuously inform and improve everything we do.

The development and implementation of the long-term strategic framework will be delivered as a core function of the Department for Strategic Policy, Performance and Population.

FUTURE JERSEY' 2017-2037

Proposed

Governme nt Plan

2020-23

Action July 2017

Introduce a new performance management framework for its rst full year, providing strategic performance management and insight, benchmarking Government impact,

and supporting senior and departmental teams to continuously improve public

services.

CM SPPP

Publish a new Island Plan for the period 2021-30 . The Island Plan will draw on wide- ranging public consultation, and make a key contribution to responding to the climate emergency.

CT4 MENV SPPP

Introduce the rst full annual programme of foresight reviews, workshops and investigations, including horizon scanning and scenario modelling, to identify risks, opportunities and solutions.

CM SPPP

Deliver improvements to the Government Plan and business planning process, to ensure that longer-term objectives are aligned with resource and investment.

CM MTR COO SPPP T&E

Continue to develop the evidence base, long-term forecasts and modelling tools that underpin the long-term strategic framework, including tracking progress on inter- generational objectives against the OECD Better Life Index and preparing for the Census 2021.

CM SPPP

Building on our work in 2020, during 2021-23 we will work towards fully implementing our long-term strategic framework, by:

¥ using the long-term strategic framework to continuously inform and improve everything we do

¥ embedding sustainable wellbeing in the framework

¥ continuing to use the OECD Better Life Index (Statistics Jersey, 2019), and other global benchmarks, to guide and inform where we seek improvements in Jersey

¥ embedding foresight analysis as a mainstream policymaking approach

¥ implementing a responsive Island Plan performance framework that considers the impact of development on Future Jersey outcomes.

2. A modern and effective public sector

By 2023, our ambition is to have implemented the changes necessary

to support a modern, innovative public sector. This requires the administrative arm of Government to organise itself and its activities to discharge its duties efficiently, affordably and effectively and in an open, transparent and accountable way to Ministers, to the States Assembly and to the public.

Many departments contribute to this objective, although Treasury and Exchequer and the Chief Operating Office provide key services that underpin all departments, and therefore have a disproportionate role to play.

Historically, Jersey s government structures have resulted in disparate and duplicated internal and administrative services. In 2018, a new One Government structure

was formed to centralise these services and create corporate centres of excellence for Information Technology Services, People Services, Commercial Services and Finance. These services have historically been characterised by long-term underinvestment and are under strain simply in maintaining business as usual to an acceptable standard. With the organisation now going through

a period of unprecedented change, this is exposing signi cant gaps in both capacity and capability.

The foundations are not in place from the basics through to a strategic direction. We need to rebuild and invest heavily over the next few years to address this underinvestment, and thereby enable the delivery of the modern and innovative public sector committed to in the Common Strategic Policy.

Failure to do so means that the underpinning foundations of modern, effective and affordable public services will not be delivered, putting both day-to-day and new initiatives at risk of deterioration, failure or of higher costs. Investment in modernising Government is an investment in better value- for-money services.

Better government also means building strong relationships with our delivery partners. For example, we plan to

deliver more services closer to home, to intervene early where needed, and to offer increasingly-integrated care to the most vulnerable.

Delivering these plans hinges upon working well with the parishes, with the voluntary sector, and our contracted partners. Our commitments to extending speci c initiatives can be found earlier in this plan.

We will underpin these initiatives by improving our approach to commissioning, for example across Children s Services.

This section primarily focuses on the transformation of the back-office functions in the Chief Operating Office Modernisation and Digital, People and Corporate Services and Commercial.

In 2020 we will:

Action

Stabilise the current position within People Services by sustaining the current capabilities within the service to support organisation-wide change through maturing services provided by:

¥ Business Partners: planning and supporting the delivery of Target Operating Models and the change programmes required to deliver bene ts

¥ Industrial Relations: building capacity to plan and negotiate changes to pay, terms and conditions and develop trade union relations

¥ Case Management: building skills and capacity to improve our approach to improving and addressing performance, attendance and responding to disciplinary action and grievances

¥ Resourcing: providing capacity and support for senior-level resourcing, from attraction through to induction and embedding senior leadership behaviours

¥ Systems: stabilising people management systems, through upgrading to the latest versions, and releasing new functionality to improve efficiency.

CM COO

Respond by addressing de ciencies within People Services and acting on recommendations for improvement:

¥ Comptroller and Auditor General: addressing key areas of concern within the remit of the States Employment Board and Jersey Appointments Commission for strategic planning and direction, assurance and risk management, people management frameworks, codes of practice, health and safety, pay and negotiations

¥ Team Jersey (Phase One): acting on the recommendations of the Team Jersey report into the culture and engagement within the organisation. Following through on our commitment to address allegations of bullying and harassment, poor staff morale and engagement

¥ Public Accounts Committee: delivering against the recommendations to see through the roll-out of Target Operating Models, delivering the bene ts and embedding the change. Demonstrating our delivery through clearer performance indicators and performance management.

CM COO

Action

Develop a People Strategy with all key stakeholders, under the direction of the States Employment Board, to reform the workforce and how we work, including:

¥ planning and designing key cultural interventions

¥ designing workforce frameworks and designing the plan and approach to modernising policy frameworks

¥ laying the foundations for People Strategy Delivery (2021+)

¥ key activities and products to include design and prototypes for:

¥ performance management framework

¥ leadership programmes across tier 1-3 leaders

¥ management development programme

¥ analytics for selected issues in departments

¥ workforce planning

¥ talent management

¥ early in-careers recruitment.

CM COO

Invest in an increase to police numbers, enabling the States of Jersey Police to enhance community policing across the Island in support of parishes, and to dedicate additional resources to greater problem solving, tackling serious and organised crime and enhancing public protection. Funding will be made available for the States of Jersey Police to recruit new officers, strengthening the force up to a maximum of 215 warranted officers in 2020.

MHA JHA

Enhancing policy capacity across the Government. This project will improve policy capacity over the next four years through a process that will be led and co-designed in-house.

CM SPPP

Establish a rolling Efficiencies Programme, designed to deliver a total of £100 million a year of efficiencies by the end of the Government Plan 2020-23.

CM COO

Action

Develop and start to implement enhanced capabilities for Modernisation and Digital, by delivering new and enhanced capabilities in:

¥ business architecture

¥ information management

¥ IT service support

¥ change management.

CT7 CM COO

Develop and secure funding for a multi-year Technology Transformation Programme, initiating essential programmes of work to deliver our commitments and strengthen our capabilities to protect the organisation against cyber security threats, while preparing to deliver new Government-wide capability. This includes:

¥ deploying Windows 10 and Office 365

¥ enhanced cyber security

¥ initiating planning for other technology programmes, including:

¥ electronic document management

¥ integrated nance, payroll, Human Resources and procurement

¥ electronic patient health records

¥ public service digitisation.

CT7 CM COO

Develop and start to implement enhanced capabilities for Commercial Services, including:

¥ sustaining the existing capability and capacity of Commercial Services

¥ delivering enhanced compliance with the Public Financess Manual

¥ developing a commercial strategy (see section iii, below) and the underpinning target operating model

¥ completing a review of existing contracts and commercial arrangements.

CM COO

Action

Continue to expand on the Guernsey-Jersey Joint Working Programme, which aims to increase the volume of joint working initiatives and improve success in the delivery and discharge of functions. The programme will deliver joint initiatives which will lead to efficiencies in both public services.

CM OCE

Investment in our infrastructure (capital investment)

Action

Office strategy

The primary strategy is to bring forward and invest in a new office facility that can accommodate the Government of Jersey s needs. This will enable the Government to cease its ongoing lease liabilities across several properties and dispose of freehold buildings that are no longer required or are un t for purpose.

CM MINF GHE

Technology Transformation Programme

Investment to replace outdated and legacy technology and transform the delivery of services, including delivering new capability to enable Islanders to deal with all parts of the Government digitally (as they would expect to deal with any other organisation). Additional investment in more efficient and effective back-office functions, through projects such as digitising existing paper records, electronic document management, process automation and enhanced data analytics.

CM COO

Building on what we will deliver in 2020, by 2023 we will have created and delivered new capabilities, including:

¥ rigorous protection of our customers data and our organisation s technology, by meeting and exceeding national and international standards for cyber security, data protection and records management

¥ signi cantly improved online access and ease of use for citizens, and transformed competence across critical public service delivery

¥ strategic governance and oversight of all substantial change programmes across the Government, improving alignment and prioritisation, as well as providing better returns on our investments in change

¥ enhanced public service workforce capabilities, productivity and engagement. We will have responded to the critical recommendations presented in the Team Jersey Phase 1 report, including delivering a culture change programme, which will realise a valuable opportunity to establish the Government as an employer of choice on the Island

¥ a highly-capable commercial function, delivering better value from our suppliers and partners, and seeking out new commercial opportunities

¥ establishing and delivering a corporate asset and property management strategy to ensure maximum social and economic return on investment from the full Government portfolio

¥ an embedded culture of efficiency, which will deliver sustainable savings through a targeted programme of activities and end- to-end process improvement, including through new technology

¥ a material reduction to the threats to the organisation, as described in the strategic risk assessment.

These capabilities will enable the administration to support current and future Councils of Ministers to deliver their common strategic policies through the

best application of technology, people and commercial services.

3. Sustainable long-term public nances

By 2023, our ambition is to have implemented the changes necessary to support a sustainable scal framework, ensuring a long-term strategic approach to managing the Island s nances. This includes implementing a more efficient revenue collection model, supported by underpinning technology and operating procedures.

The need to transform nance within the Government is well documented. Recommendations have been made over a number of years by the Comptroller and Auditor General, and the Public Accounts Committee, all of which point to the need for change. We have already started our journey and plan to build on this work during the life of this plan.

In 2020, we will:

Action

Continue the review of our Fiscal Strategy and Fiscal Framework, in consideration of changes being introduced.

MTR T&E

Action

As part of the Government Plan process, continue to strengthen the long-term management of public nances and assets, including developing our approach to using the strength of the balance sheet to allow for vital investment while protecting the long- term sustainability of the Island s nances.

MTR T&E

Delivering effective nancial management, which builds on ongoing work as part of a three-to- ve-year programme to support the substantial change needed to deliver the vision for Treasury and Exchequer, and enable it to ful l its critical role in the Government, efficiently and effectively.

MTR T&E

Continue Finance Transformation, including embedding:

¥ our new operating model, especially in those areas which are new to the organisation

¥ best practice, in particular enhancing our approach to analytics of both nancial and operational information

¥ the HM Treasury 5 Case Model, improving the quality of business cases and thereby better informing decision-making.

MTR T&E

Provide greater long-term nancial insight, through the enhancement of our Strategic Finance team. This will strengthen our ability to ensure nancial sustainability not only through the lifetime of this plan but for years to come

MTR T&E Prepare for the implementation of an Integrated Technology Solution to replace the

outdated and standalone systems, which are no longer t for purpose.

CT7 CM COO

Action

Delivery of the Commercial Strategy, which will enable cross-organisational commercial services that comply with the new Public Finances Law, and are aligned to Government priorities. It will also involve continued management of the supply chain and associated commercial and contractual opportunities and risks across the organisation, alongside the development of new income generating and cost

saving models.

CM COO

Sustain and enhance Revenue Jersey s capabilities to develop tax policy, to ensure ongoing International Tax compliance, and improve the collection of taxes. This will include responding to changes resulting from international tax agreements, maintaining Jersey s positive ratings from future OECD reviews and thereby securing Jersey s standing in the international tax community. Revenue Jersey will continue to re-develop the personal taxation components of the Revenue Management System and integrate the collection of Social Security contributions, creating a single revenue collection service and realising the associated bene ts.

MTR T&E

Implement a domestic tax compliance programme, increasing tax revenues and therefore Government funds. This programme will include compliance projects that focus on general ling and payment compliance, employer joint contributions and tax compliance, smaller enterprises (self-employed) compliance, larger enterprise and higher-risk taxpayer compliance, improved debt management, and an overall upskilling and trainee development programme.

MTR T&E

Conduct a further nancial maturity assessment

MTR T&E

Implement faster closedown of the Government s annual report and accounts, to enable more timely reporting, improved nancial management, and to allow nance staff to turn their focus to continuous improvement and the new year sooner.

MTR T&E

Action

Deliver fully-functioning digital Revenue Jersey systems and services, to collect revenues from people and businesses, including online services that, for example, will enable customers to complete personal tax returns online and receive assessments within minutes.

MTR T&E

Develop an Internal Audit strategy, aligned with the organisation s goals and enterprise-wide risk management framework.

MTR T&E

Develop, embed and monitor an enterprise-wide risk management framework.

MTR T&E Provide enhanced strategic insight by embedding nance business partnering to:

¥ input into organisational strategy, working with Ministers and Directors General to create plans and ensure these are delivered

¥ aid nancial planning by translating the Government Plan into outcomes

¥ make recommendations and resolve business problems

¥ provide cost-bene t and investment appraisals