States of Jersey Annual Report and Accounts 2020.

R.87/2021

States of Jersey 2020 Annual Report and Accounts

Our purpose

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

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

Deliver positive, sustainable economic, social and environmental outcomes for Jersey

Ensure effective, efficient and sustainable management and use of public funds Ensure the provision of modern and highly-valued services for the public.

Scope of the Annual Report and Accounts

While most matters within the Annual Report and Accounts are the responsibility of the Government of Jersey, this publication also covers the wider States of Jersey Group, including Non-Ministerial Departments and States-Owned Enterprises. As a result, there are references to both the Government of Jersey and, where appropriate, to the States of Jersey throughout this document. More detail on the specific accountabilities of the different parts of the public sector is contained within the accountability section of this report.

Contents

Performance Report 6

Chief Minister s Foreword 7 Chief Executive s Report 10

Section 1 Introduction and Overview 13

Improving Performance Reporting in 2021 14 The Performance Implications of Covid-19 16

Section 2 - 2020 Performance Highlights 26

Strategic Priority Put Children First  28 Strategic Priority Health and Wellbeing 31 Strategic Priority A sustainable, vibrant economy 37 Strategic Priority Reduce income inequality 42 Strategic Priority Protect and value our environment 45 Modernising Government 49

Section 3 Delivering for Islanders 56

Children, Young People, Education and Skills 57 Health and Community Services 62 Customer and Local Services 65 Infrastructure, Housing and Environment 69 Justice and Home Affairs 75 Office of the Chief Executive  80 Chief Operating Office 84 Strategic Policy, Planning and Performance 86 Treasury and Exchequer 88

Section 4 Delivering the Efficiencies Plan for 2020 93

Delivery of efficiencies by department 94 Cross cutting efficiencies 95

Modern and efficient workforce 95 Health and Community Services workforce efficiency schemes 95 Vacancy management 96

Departmental efficiencies 101

Customer and Local Services 101 Children, Young People, Education and Skills 101 Infrastructure, Housing and Environment 103 Health and Community Services 103 Justice and Home Affairs 104 Strategic Policy, Planning and Performance 105 Treasury and Exchequer - Revenue Jersey 105

2021 efficiencies and re-balancing measures 107

Contents (Continued)

Financial Review 108

Minister for Treasury and Resources Foreword 109 Impact of Covid-19 on Finances 112 Income 115 Expenditure 116 Balance Sheet 117 States of Jersey Group 119 The States of Jersey Accounting Boundary 120 Public Sector Bodies outside of the Accounting Boundary 122 States of Jersey Group (SOJ Group) 123 SOJ Group Financial Performance 124 How Islanders' Money Is Used 125 Financial Summary 2020 126 SOJ Group Balance Sheet 137 Summary of Key Funds 141

Financial Review Appendix 146 Environmental Sustainability Report  149

Introduction 150 Climate Emergency 151 Greenhouse Gas Emissions 152 Finite Resource Consumption Water 155 Finite Resource Consumption Paper 156 Waste 156 Biodiversity and the Natural Environment 157 Data Sources 158

Appendix 1: Key to Abbreviations 160

Closing statement 161

Accountability Report 163

Corporate Governance Report 164

The Directors' Report 165 Governance Statement 166 Governance and risk during the Covid-19 Pandemic 169 The Council of Ministers 172 Risk Management and the Risk and Audit Committee 175 Key Risks and Uncertainties 178 Update on Governance Issues and framework 193 Closing statement 195

Contents (Continued)

Remuneration and Staff Report 196

Remuneration Report 197 Staff Report 206

Political Accountability Report 214

Statement of Outturn against Approvals 215 Independent auditor s report to the Minister for Treasury and Resources 231

Report on the audit of the financial statements 232 Report of the Comptroller and Auditor General to the States Assembly 244

Primary Statements 247 Notes to the Accounts 252

Performance Report

Chief Minister's Foreword

2020 presented an unparalleled challenge for  the Government of Jersey, for local businesses,  for charities and for all Islanders. When we  entered 2020 no one could have expected  

that reports of a developing virus in China  would ever reach our shores, yet by March  

it was clear that Covid-19 would dominate  

all of our lives for some time to come. Senator John Le FondrØ

Chief Minister

The Government had to work quickly to meet the threat of Covid-19. We have mobilised the largest financial support package in our Island s history, developed

a testing programme which ranks amongst the most effective in Europe and implemented a comprehensive track and trace program to mitigate the spread of the virus within our community.

The Government s initial measures to assist local businesses were announced

within 24 hours of the categorisation of Covid-19 as a pandemic by the World Health Organisation. This initial package included the deferral of GST payments, the deferral of social security contributions and in many cases, the deferral of rent payments in properties where the Government acts as a landlord.

Less than a week later, on the 18th March we announced a £180 million package of business support. This included a Disruption Loan Guarantee Scheme to support new bank lending and loans; and an enhanced data capacity for all Islanders at no extra cost in co-ordination with Telecoms providers.

At the end of March, a further £100 million was committed in the form of a Payroll Co- funding scheme which ranks amongst the most comprehensive in the world. Through this scheme the Government agreed to fund 80% of the wages of Jersey employees

up to a maximum payment of £1,600 a month and subject to a betterment test based on turnover.

A version of this scheme had already been deployed for some businesses earlier

in the month, but this updated scheme greatly expanded the scope and level of

the Government s contributions. The Co-Funded Payroll Scheme was enhanced at numerous points during 2020 and at its height supported one in four Islanders in work.

As our lockdown measures have been eased, the Government has initiated a coordinated and phased approach to recovery. The first stages of this included a universal voucher scheme providing £100 for each Islander to spend in our local

economy, which in itself has attracted some international attention; enhanced income support payments to assist the most vulnerable in our community; and a reduction in employee social security contributions effectively translating into a 2% pay-rise for local workers.

In planning these stimulus efforts, the Government has engaged with local businesses and employees and utilised the local expertise within Jersey through a newly formed Economic Council.

This Annual Report and Accounts reflects not only the significant work that has been undertaken by the Government as part of its response to the Covid-19 pandemic,

but also the progress which has been made on the Government s longstanding commitments to Islanders and our strategic priorities.

While meeting the challenges to public health and our local economy presented

by Covid-19, we have continued to work on our commitments to Islanders and also navigated the UK s Free Trade Agreement negotiations with the European Union.

We continued to put children first.

The Island became the first place in the British Isles to ban smacking children on 24 April 2020, meaning that parents, carers, legal guardians could face prosecution for any use of physical punishment on their children. We announced plans for a Youth Parliament to give young people a greater voice in the running of their Island and we put forward a school catch-up initiative to ensure that the disruption to our children s education due to Covid-19 does not become a permanent detriment.

Alongside our considerable public health response to Covid-19 we have worked to secure Islanders wellbeing both mentally and physically.

We have continued to improve mental health facilities and the Covid Adult Social Care and Mental Health services have been fully integrated with a single point of access across multi-professional teams, focusing on early intervention and prevention with social work at the heart of our services.

Our Adult Community Mental Health team have returned to newly refurbished facilities at La Chasse where a range of multi-disciplinary teams now work together in areas such as crisis resolution, home treatment, drug and alcohol services and Jersey

Talking Therapies.

In November 2020, the States Assembly approved the Jersey Care Model which will improve Islanders wellbeing, mental and physical health in the years to come. The model will enhance care in the community through increased prevention services and utilisation of technologies for Islanders to remain healthy and independent for as long as possible.

A new hospital site has been approved at Overdale and this facility will ensure we have an excellent health care campus to meet the needs of Islanders for years to come. The new hospital will be fully integrated within the Jersey Care Model to deliver quality health care services to an Island with a shifting demographic profile.

Our Island s economy has also received significant government attention during the

Covid-19 pandemic as we worked to protect livelihoods and assist local businesses.

We have utilised our Island s excellent digital infrastructure to assist with home working arrangements for local businesses, upgrading all fibre connections to 1 Gbit/s symmetrical speeds without increasing tariffs. We have also mobilised a comprehensive financial support package to protect local jobs during the pandemic including a fifty-million-pound Fiscal Stimulus Fund. And we have also lodged our new Migration Control Policy to help to ensure we have a workforce with the skills necessary for us to compete on the world stage.

Our External relations team have worked hard to ensure that Jersey s interests were accounted for during the UK-EU Future Relationship negotiations and we will continue to work with UK colleagues to ensure our voice is heard as the UK negotiates free trade agreements with countries outside of Europe.

As part of our ongoing efforts to counter income inequality, the Government has also launched a new scheme offering subsidised GP visits for approximately 12,000 Islanders from low-income households. We passed family friendly legislation to enhance the parental leave available to all new parents, including adoptive and surrogate parents.

And we have continued our commitment to protect and value our Island s unique environment, by launching a new Wildlife Law and providing funding for Jersey s Climate Conversation which will include a major citizens assembly this year, giving Islanders an opportunity to shape our response to the Climate Emergency.

2021 will be a year when, I hope, we begin to see a focus return to business-as-

usual for Islanders and for the Government. It is a year when we will see significant steps made in the delivery of a number of our capital projects including Fort Regent, the office accommodation strategy and the new Hospital. And a year when the Government and States Assembly will make important decisions on the future of our migration policy, and how we want to develop an economy to meet the challenges of the post-Covid world. I believe that we can do so with confidence and strength.

I would like to thank the Treasury Minister, and officials for their work in preparing this Annual Report and Accounts, and all colleagues across the Government of Jersey

for their ongoing dedication to our Island and the services we provide. Their passion, commitment and agility in the face of Covid-19 are hallmarks of the community-wide approach to the pandemic, the results of which are reflected in this document.

Senator John Le FondrØ

Chief Minister Date: 14 May 2021

Chief Executive s Report

This is my first Annual Report as Interim Chief  Executive and Head of the Public Service, and  although I only took up the role in March 2021  I am hugely impressed by the scale, breadth  and quality of work that our public sector staff  have carried out over the last year, in the face  of the pandemic and the resulting healthcare  and economic crises. It is right that we  Paul Martin acknowledge that work, while also identifying  Interim Chief Executive the areas for continued improvement within

the provision of Government services.

2020 presented one of the most significant challenges in the Island s recent history for civil and public servants working across Jersey s public sector. The organisation had to shift from operating business-as-usual to protecting Islanders in a pandemic and in so doing ensure the continued stability of health care services, schools, borders and our island economy in a matter of weeks.

This was achieved by staff working across the States, in the community and with business. They have been remarkably agile, innovative and incredibly hardworking. New services were stood up, including the Test, Track and Tracing regime, Border Testing, the Covid-19 helpline, PPE cell and, latterly, the Vaccination Programme. Alongside these health and protection initiatives, various fiscal and economic support packages have also been developed. All of which has resulted in colleagues pulling together in a way that epitomises good teamwork.

Teams across all Departments were often redeployed or had their expertise channelled into improving the effectiveness and efficiency of our response to the pandemic. Whether through our enforcement response, the creation and deployment of a range of support measures, a huge public communications campaign and wide- ranging community engagement programme, everyone has done their bit.

Many of us changed our working practices. For example, many healthcare staff had to stay away from home in hotels to minimise the possibility of viral contagion at the same time as working gruelling long hours. For others, home working became the standard practice while a small group of essential employees remained within our offices, supporting Ministers and the Senior Leadership Team in overseeing the Government s emergency response to the pandemic.

While the focus of much of Government work was inevitably on the management

and operational requirements of the pandemic, we also continued the critical work of implementing the Common Strategic Priorities as set by the Council of Ministers. We ensured the continued delivery of our important day-to-day, business-as-usual, work of Government; in teaching children, protecting the vulnerable, providing healthcare services, maintaining our infrastructure and delivering a range of public services.

In January 2020 we launched the Jersey Performance Framework as a tool to

measure how we are performing against the vision and aims of Future Jersey, the Island s community vision. It brings together a range of metrics in one place, in an accessible and transparent way, providing accountability and measurable outcomes that the public can use to hold us to account. In 2021, we will build on this approach to use performance data more effectively as a tool for targeting resources and improving services and value for money.

Our technology provision has been tested by the requirements of mass homeworking, video and audio conferencing, alongside an Island that was demanding the same network capability for education, working and entertainment. The resilience created by the Modernisation and Digital team over the previous two years allowed this to occur almost seamlessly.

Our Integrated Technology Solution (ITS) was launched in early 2020 and will enable the Government to use modern, cloud-based systems, which will be bought 'off the shelf' and used, like most other modern organisations do. This is will deliver up to date, digital IT solutions for finance, payroll, HR, procurement and asset management, thereby helping to support an effective public service.

During 2020, our new People Strategy was agreed in November with the strategic intent that we will be a forward-thinking organisation which offers high-quality public services, values our people and grows our talent for the future. The strategy reinforces the narrative that underpins the OneGov initiative and will deliver genuine benefits by embedding a single organisation approach for future career development, people management and strategy decisions.

We always aim to be an employer of choice, and in 2020 ensured that staff were supported in often difficult circumstances for example through health check-ins and continued managerial and leadership development in the Team Jersey programme. To address the issue of the gender pay gap, we will be improving our flexibility in

the workplace, encouraging the uptake of shared parental leave, reviewing the

total reward package for staff and improving succession planning. Mentoring and sponsoring schemes under the I WILL (Inspiring Women into Leadership and Learning) programme, also form an important aspect of this work to address the inequality within the workforce.

Looking to our financial performance, Ministers made clear commitments within the 2020 Government Plan to ensure that we were delivering change in a sustainable way.

The 2020 plan required the delivery of £40 million of efficiencies in 2020 and this target has been fully met. This figure can be further broken down into around £25 million of recurring efficiencies and a further £15 million of one-off measures, typically a deferral of growth funds. These deferrals were, in large part, as a consequence of prioritising the Government s response to Covid-19.

The value of one-off items will be carried forward but on a recurring basis in 2021. This ensures continued focus on building a more efficient public sector for the people of Jersey.

This Annual Report and Accounts demonstrates a public sector that has not only managed, but thrived in the face of adversity that the pandemic has created, and has shown resilience to continue delivering on objectives set by the Council of Ministers in the Government Plan.

I commend all of Jersey s public servants for their efforts to deliver this impressive set of results.

Paul Martin

Interim Chief Executive

Date: 14 May 2021

Section 1 Introduction and overview

The Performance Report provides an overview of Government performance in 2020 by bringing together:

 highlights of key activity to protect lives and livelihoods during

Covid-19

 highlights of key Government programmes and projects that are

supporting the Common Strategic Policy priorities and modernising government

 analysis of departmental and service performance

 information on the implementation of the Efficiencies Plan for 2020

as set out in the Government Plan 2020-23.

In line with this approach, the Performance Report is structured into the following four sections:

Section 1 Introduction and overview Section 2 2020 Performance highlights Section 3 Delivering for Islanders Section 4 Delivering Efficiencies

The Performance Report necessarily summarises and selects highlights from large areas of work. More detailed information across the full breadth of government activity can be found in the Departmental Annual Reports 2020.

The Performance Report does not set out in detail relevant delivery from Non-Ministerial Departments, States-Owned Enterprises and arms- length bodies, many of whom produce their own annual reports.

Improving Performance Reporting in 2021

The Government has set an ambition, by the next election to have fully implemented Jersey s Strategic Framework and to use it to continuously inform and improve everything we do. This includes the development, over the current term of this Government, of a comprehensive performance management framework covering both population-level metrics (the Island Outcomes and Indicators) and Government service performance metrics (the Service Performance Measures).

Good progress has been made to put into place many of the building blocks of this performance framework for Jersey.

We have established a clear framework of Island Outcomes and Indicators and published updated trend data for all Islanders to see and understand. This allows us to monitor the sustainable wellbeing of Islanders today and over successive generations. This data information includes 20 storyboards with over 50 outcomes supported

by more than 300 indicators. This detailed information can be found in the Jersey Performance Framework.

At the same time, there have been some challenges across 2020, primarily due to the Covid-19 pandemic, that have delayed the development of some of the support capabilities that are needed to fully implement the comprehensive performance management to which we aspire. For example, while a first phase of our Analytics Transformation Programme has established the blueprint for a new cross-government analytics capability, the implementation of this has been deferred into 2021 as much of the analytics leadership and capacity has rightly been redeployed to support the Covid-19 response.

It remains a Government priority to continuously develop the way that we measure Government service performance and to identify service improvement that will contribute towards our Island Outcomes. In 2021 we will continue to improve performance reporting by:

 Setting out a set of Service Performance Measures across key areas of government

in the Departmental Operational Business Plans for 2021. This includes, for each Service Performance Measure, a description of the performance measure to be used, the reporting frequency, the baseline, what is intended to be achieved and whether international benchmarking is possible

 Improving the collection, analysis and use of Service Performance Measures to

inform our decision-making

 Publishing the Service Performance Measures on the Jersey Performance

Framework during 2021 and updating them on a regular basis so that Islanders can understand where we are performing well and where we need to improve.

In this way, the Jersey Performance Framework can be seen to have developed

each year, from overarching performance data in 2019, to the establishment of the comprehensive Service Performance Measures set out in Departmental Operational Business Plans for 2020, to the envisaged full development of the Jersey Performance Framework in 2021.

Jersey s second Government Plan, the Government Plan 2021-24 was approved, as amended, by the States Assembly on 17th December 2020 and came into effect on 1st January 2021.

The Government Plan 2021-24 sets out the programmes and projects that support

the Common Strategic Policy priorities, modernising government and rebalancing Government finances that we will deliver in 2021. In addition, it also sets out how we will continue to measure our sustainable wellbeing impact in 2021.

The Departmental Operational Business Plans for 2021 also came into effect on 1st January 2021.

The Departmental Operational Business Plans include the objectives for departments in 2021 and the Service Performance Measures that will be used to monitor how services are performing.

The performance implications  of Covid-19 in 2020

In 2020 the worldwide Covid-19 pandemic has been the defining story. It has dramatically impacted the quality of people s lives, both individually and as a community.

The performance implications of Covid-19 will be significant and long-lasting. It will take many years to fully understand the impact it has had on our children s education, on our economy, our social habits and behaviours and, perhaps most significantly, on our mental and physical health. These will have an impact on the long-term trends and Island Indicators that we will need to work hard to understand and seek to mitigate in future years.

The performance implications of Covid-19 can also be seen in the near term. Many key indicators look very different in 2020 to previous years both in their year-end position and in the trends they have displayed throughout the year. There are both positive and negative marked differences, often within the same public service systems, for example:

 Bus ridership was down by 48% in 2020, (2.22m compared to 4.94m in 2019) but

also peak time congestion has reduced by almost 13%1

 Patient waiting times have increased 10% and more of the list are waiting over 90

days at year-end, but attendances at the Emergency Department are down 21% in Q42

 Overall crime reduced by 14%, domestic crime reduced by 17% and domestic

incidents reduced by 7%3

 Overall mortality is down with 753 deaths4 occuring during 2020 which compares to

a five-year average (2015-2019) of 806 deaths a year5

Some of these indicators will naturally correct themselves following the pandemic; others will take concerted action either to rectify such as through the planned investment in our Covid-19 Schools Catch-up Programme or to sustain the good performance, such as support for remote working and delivery of Sustainable Transport initiatives to promote an on-going reduction in private car use.

At the same time, Covid-19 also inspired some hugely effective public service performance, much of which is summarised in the highlights below. The need to respond to the pandemic drove innovation and a degree of rapid responsiveness equal to the best efforts of any large organisation. The best examples of this excellence in public services much of which was delivered in partnership with local businesses and communities have been recognised widely in our One Gov awards, the Bailiff s Covid-19 awards and the Queen s Birthday Honours.

1 Source: Infrastructure, Housing and Environment

2 Source: Strategic Policy, Planning and Performance

3 Source: Justice and Home Affairs

4 This figure is different to the numbers compiled by the Superintendent Registrar who records deaths registered. There may also be a small number of off-  Island deaths of residents which have yet to be recorded.

16 5 Source: Strategic Policy, Planning and Performance

A wide range of actions taken to respond to Covid-19 are described throughout this report, with key public health interventions summarised in support of the Common Strategic Policy priority to improve Islanders well-being and their mental and physical health. Examples and analysis are also provided relating to wide range of key service and programmes that have continued to be delivered throughout 2020 alongside the Covid-19 response.

Not all aspects of the Government s response to Covid-19, or of the impacts that the pandemic had on the Island and Islanders, can be helpfully quantified. Whilst those aspects that can be quantified will never convey the very real emotional, physical or economic cost of the pandemic, they can help to describe the scale of the challenges posed during 2020.

The data set out below therefore provides a limited but important snapshot of key areas of activity and focus across 2020. This includes summary health impacts such as confirmed case numbers and, sadly, the 44 deaths during 2020 where Covid-19 was registered on the death certificate. The data also outlines the tens of thousands of tests undertaken and the distribution and location of the cases that they identified.

Covid-19 Statistics (7 Feb 31 Dec 2020)

Total tests Negative  Confirmed  Total  Total deaths results cases recovered

234,930 231,941 2,760 2,166 44*

3000 140

120 2500

100 2000

80 1500

60 1000

40 500

20 0 0

01/02/2020 01/03/2020 01/04/2020 01/05/2020 01/06/2020 01/07/2020 01/08/2020 01/09/2020 01/10/2020 01/11/2020 01/12/2020

Number of Swabs Positives

The chart shows the number of Covid-19 positive cases identified in Jersey from the start of the pandemic to the end of December 2020. These are charted based on the date the swab was taken rather than the date the result was reported. The reason for this is that at times there can be a gap between the swab being taken and the result being available this was particularly evident in the early part of the pandemic when swabs were being sent off Island for testing. Analysis by date of swab taken therefore gives a better picture of the level and spread of virus in the Island.

The volume of testing has changed over the course of the year, with the introduction of on-Island testing facilities. At the start of the pandemic, testing was focused on testing people who were more likely to have had the virus (e.g. they were showing symptoms or direct contacts) as the number of tests available was limited. This means that the test positivity rate (the proportion of tests that are positive) was higher at the start of the pandemic than during the second wave when more tests were available. In terms of Government decisions and actions that were made based on this data, it was estimated that our testing in wave 1 identified around 1 in 10 cases of Covid-19

on the Island. Our higher levels of testing at the end of year meant that we were able to estimate that we were identifying 1 in every 2 or 3 cases on the Island.

18 *As registered by 31 December 2020

Between 1 June 2020 and 30 December 2020 more than 233,000 PCR tests were undertaken. Throughout this period, Jersey s testing rate has been higher than countries with significant travel links to the Island.

UK France Portugal Spain Germany Ireland Poland Jersey

14,000

12,000

10,000

8,000

Jersey, 8,600 6,000

UK, 4,303 4,000

2,000

0

Over the Summer months, following the implementation of the Safer Travel Policy, most tests were for passengers with a peak of 9,530 passenger tests in the week of 23 August. Then through November and December there was a significant increase in testing of Direct Contacts, admissions screening, cohort screening, contact tracing, and an increasing focus on workforce screening in response to the second wave as well as a re-focus on reducing the risk of transmission, in order to keep Islanders safe and support the economy.

Inbound Travel On-Island Surveillance Screening Seeking Healthcare (Symptomatic)

16000

14000 720 370

780

12000

130

90 140 280 10000 50

200 160 300 180

8000 150 160 140 270 410

400

60

60 110 170 460

6000

140

110

4000 130

80

2000

0

Number of tests

Total samples tested Prior to 1 July 1 July - 31 December

234,930 15,802 219,128

Reason for test since 1 July

Total negative tests Prior to 1 July 1 July - 31 December

231,941 15,482 216,459

All confirmed cases

Total confirmed positive cases

(excludes those confirmed as old no longer active

at time of detection)

2,760

Prior to 1 July 1 July - 31 December "Old cases"

320 2,452 12

*An old case is one where an asymptomatic person tested positive but a subsequent serology test confirmed the virus was old and no longer

active. These people did not have to continue isolation and neither did their direct contacts.

Positive cases identified since 1 July from:

All confirmed cases

Total confirmed positive cases

(excludes those confirmed as old no longer active

at time of detection)

2,760

Female Male

54% 46%

Average age tested positive

43

Recoveries

Total recovered

2,166

Female Male

54% 46%

Average age recovered

43

Deaths

44

Female Male

41% 59%

Places of deaths

Hospital Community

26 18

St Saviour's Hospital 3 Domestic properties (community) 2 General Hospital 23 Care home 16

Age band of deaths

Contact Tracing, Monitoring and Enforcement Activities in 2020

The development of a contact tracing, monitoring and enforcement service was key to successfully suppressing the spread of Covid-19 throughout much of 2020. The existing Environmental Health team expanded rapidly to around 100 full time staff in the Autumn. The monitoring and enforcement teams also worked closely with both Honorary and States of Jersey Police.

As the data below shows, the contact tracing service identified around a third of all positive cases, helping to break the chains of infection quickly and ensure Islanders were supported to enter isolation. Similarly, the monitoring and enforcement service undertook significant activity, speaking to around 10,000 people during their self- isolation and investigating almost 11,000 alleged breaches of isolation guidance.

Positive cases picked up through contract tracing

31%

This includes more than half of the cases in November at the beginning of the second wave[6]

The average positivity rate for contact tracing tests was

4%

This is higher than any of the other testing cohorts (test positivity rates for non-contact tracing tests averages 0.9%)[7]

Prosecutions in 2020 for breaches of Covid-19 isolation requirements

14

£25,300 of fines were issued and resulted in a six-month suspended sentence for one individual.8

Table 1. Summarises the monthly breakdown of total tests and contact tracing tests and positivity since February 2020[6]

Feb-20 42 N/A N/A N/A N/A N/A Mar-20 1,062 125 N/A N/A N/A N/A Apr-20 1,823 162 N/A N/A N/A N/A May-20 4,562 22 9 0 0.0% 0.0% Jun-20 8,313 11 118 0 0.0% 0.0% Jul-20 21,889 15 149 1 0.7% 5.9% Aug-20 45,916 39 270 7 2.6% 15.2% Sep-20 35,708 49 360 10 2.8% 20.4% Oct-20 30,194 167 1,858 47 2.5% 28.1% Nov-20 32,174 459 8,386 243 2.9% 52.6% Dec-20 53,247 1,723 10,987 589 5.4% 34.6% Overall 234,930 2,772 22,137 897 4.1% 32.4%

Table 2. Monitoring and Enforcement team breakdown of monitoring/welfare calls by type (4 August 31 December)[7]

Table 3. Contact Tracing monitoring/welfare calls (from the date of creation of Integrated Public Health Record 25/03/2020)11

Supporting Livelihoods in 2020

The Government s initial measures to assist local businesses, and preserve Islanders livelihoods, were announced within 24 hours of the categorisation of Covid-19 as a pandemic by the World Health Organisation. This initial package included the deferral of GST payments, the deferral of social security contributions and in many cases, the deferral of rent payments in properties where the Government acts as a landlord.

On 18th March a £180 million package of business support followed. This included a Disruption Loan Guarantee Scheme to support new bank lending and loans, and enhanced data capacity for all Islanders at no extra cost in coordination with Telecoms providers.

At the end of March 2020, a further £100 million was committed in the form of a Payroll Co-funding scheme. Through this scheme the Government agreed to fund 80% of the wages of Jersey employees up to a maximum payment of £1,600 a month and subject

to a betterment test based on turnover. The Government also provided support to Jersey Business, enabling them to provide additional free-to-access professional business advice.

As lockdown measures eased, the Government initiated a coordinated and phased approach to recovery, including a universal voucher scheme providing £100 for each Islander to spend in our local economy, and a reduction in employee social security contributions.

25 12 Source: Statistics Jersey, Economic Indicators January 2021

Section 2 2020 Performance Highlights

This section provides highlights of public sector performance throughout 2020 to deliver the Common Strategic Policy (CSP) priorities, including progress to deliver the modernisation of government.

The highlights touch on many of the key programmes and projects delivered by the Government of Jersey during 2020, including a great number that have protected the lives and livelihoods of Islanders during Covid-19.

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

5 Wwstroeernwkgftiholelrnccinreegfaooturer tfahinesanufcusiattulasirneeravbiclees, invdibusrtaryn, tb ye cenohnaonmcinyg  aonurdinstekrinlaletidonlaol cpraolf ile by delivering an economic framework to improve productivity, by nurturing and

Strategic and promoting our Island identity, by delivering the best outcomes from Brexit, and by Priorities improving skills in the local workforce to reduce Jersey's reliance on inward migration

We will reduce income inequality and improve the standard of living

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

We will protect and value our environment

by embracing environmental innovation and ambition, by protecting the natural environment through conservation, protection, sustainable resource use and demand management, and by improving the built environment, to retain the sense of place, culture and distinctive local identity

The Government Plan 2020-23 set out the initiatives that we would progress during 2020 to support our strategic priorities. However, in order to deliver our response to Covid-19 we had to redirect our capacity into delivering Covid-19 Initiatives instead. This has meant that, although we have completed or kept on track many of the Government Plan and Departmental Initiatives, we have had to defer the delivery of others into 2021 and beyond.

More detailed information on delivery of the Government Plan 2020-23, Departmental and Covid-19 Initiatives in 2020 can be found in the Departmental Annual Reports for 2020. A summary of progress in 2020 is set out below:

Government Plan Initiatives Departmental Initiatives Covid-19 Initiatives Department Complete Deferred/ On Track Complete Deferred/ On Track Complete On Track

Delayed/ Delayed

Partially

deferred/

on hold

CLS 3 1 1 4 4 7 2 6 COO 7 1 15 0 0 0 10 3 CYPES 1 8 13 0 3 4 0 0 HCS 4 5 7 3 3 7 13 1 IHE 2 17 10 0 0 1 2 2 JHA 4 3 2 2 12 6 0 1 OCE 0 3 16 1 0 12 0 6 SPPP 3 4 10 2 16 0 7 4 T&E 5 2 4 2 5 16 15 2 Totals 29 44 78 14 43 53 49 25

More information on the Government Plan Initiatives we will deliver in 2021 can be found in the Government Plan 2021-24.

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.

The following are highlights of our progress in supporting this priority in 2020, through activity to protect lives and livelihoods during Covid-19, service delivery and Government Plan programmes and projects.

The Children and Families Hub provides a single point of contact and referral for children, young people and families who require additional support. The Hub ensures that children and families get the right help at the right time so that children are appropriately supported, safeguarded and protected. The Hub responded to calls, emails and online form submissions from families and professionals relating to more than 2,130 children in its first nine months of operation.

The Department for Children, Young People, Education and Skills (CYPES) brought forward the launch of the Children and Families Hub on 23 March 2020 to provide the right help at the right time for children, young people and families requiring additional support when the majority of Government of Jersey schools and colleges closed to support efforts to contain the spread of Covid-19.

Some children were more vulnerable during this period and a safeguarding campaign was launched by CYPES and the States of Jersey Police to ensure these children were safe from harm and abuse. CYPES also issued advice through schools, the Youth Service, Children s Services, Health services and on gov.je. An advice line was also set up for parents and a helpline set up for children as well as on- line resources launched to support parents during this challenging period, including the Children and Families Hub directory of services and the Learning at Home website available on gov.je.

2020 Highlight CYPES, MEDU Covid-19 Response Children and Young People Survey

A total of 2,105 children and young people in Jersey shared their thoughts and feelings about the coronavirus pandemic, in a confidential survey, jointly commissioned by CYPES and the Children s Commissioner in May 2020.

Children and young people were asked questions relating to their family and environment, education and resources, physical and mental health, and their rights. They also shared their thoughts and feelings on a range of topics, from the impact coronavirus has had on their friendships to their experiences of home learning and returning to school.

2020 Highlight CYPES, MEDU Covid-19 Response School Catch-up programmes

There are four specific education programmes underway in Jersey aimed at reducing the impact of Covid-19 on pupils and staff: The Jersey Tutoring Programme (JTP), OLEVI, Early Years Foundation Stage (EYFS) to Key Stage 1 (KS1) numeracy training and KS1 Reading Recovery training.

The JTP aims to address the loss of learning suffered by children in primary and secondary schools, by providing high-quality tuition for those who require additional support. The programme started late in the autumn term, with over 200 teachers and teaching assistants signed up to deliver tutoring, and over 600 hours of tutoring delivered by the end of 2020. More than 6,000 assessments have so far been completed by pupils, with the intention of understanding gaps in learning, and measuring the impact of this intervention on pupil progress. Further assessments will be completed in June and October 2021.

Since September 2020, 72 school leaders (across 25 schools) have completed the OLEVI Power of Coaching learning and teaching programme. A total of 25 leaders (across 14 schools) have qualified to lead in-house programmes of the Creative Teacher Programme, and 30 teachers have completed or are undertaking the programme. Further programmes to support the quality of teaching in schools are scheduled to take place across 2021. These include the Outstanding Teacher Programme, the Advanced Power of Coaching, the Creative Teacher Programme, and Online Excellence. The OLEVI programme has been adopted in 28 schools, supporting the sustainable delivery of high-quality teaching.

Some 200 EYFS, KS1 teachers and teaching assistants across all schools are being trained as specialists in developing the foundations of early numeracy. This research-based approach minimises potential disparity caused by Covid-19, enabling improved long-term pupil progress. A further 100 KS2 teachers will also undertake online training in intervention strategies.

2020 Highlight CYPES, MCH

Redesign of Children and Adolescent Mental Health Services (CAMHS)

Children and Adolescent Mental Health Services (CAMHS) provides mental health support to children and young people in Jersey up to the age of 18. In 2020, CYPES facilitated an extensive period of co- production with the aim of delivering a new model of children and young people emotional wellbeing and mental health support in Jersey.

CYPES worked with children, young people, and their families, as well as wider partners across Government and the voluntary and community sectors, to produce a design for future services for children and adolescents aged 0-25. This led to the development of the following objectives:

 All those living and working in Jersey will know where to go to find quality help, advice and support

with emotional wellbeing and mental health issues

 All children and young people that need emotional wellbeing and mental health support will get the

right help and support, at the right time

 All services working with children and young people will take a think family approach with restorative

practice at its core, being mindful of risk factors, trauma informed approaches and the wider determinants of health

 All children, young people and families will receive quality services and be involved in decisions

affecting the care they receive through the collaborative setting of their own targets and planning their discharge from services.

Over the next few months, the Children and Young People Emotional Wellbeing and Mental Health Strategy will be launched, and new models of care will be rolled out from mid-2021.

2020 Highlight SPPP, MCH Smacking Ban

Jersey became the first place in the British Isles to ban smacking children on 24 April 2020.

The new law ends the defence of reasonable chastisement, meaning parents, carers, legal guardians could face prosecution for any use of physical punishment on their children.

The new Law means that children now have the same legal protection as adults from assault, so that smacking, hitting or slapping a child is not permitted in any circumstances.

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.

The following are highlights of our progress in supporting this priority in 2020, through activity to protect lives and livelihoods during Covid-19, service delivery and Government Plan programmes and projects.

Jersey Care Model

2020 Highlight HCS, MHSS Our Hospital and Jersey Care Model

The new hospital site at Overdale will enable us to have a healthcare facility that is therapeutic, inspirational and cutting edge, delivering the best care for Islanders and a beyond compare working environment for our staff. Throughout 2020 we have sought and listened to the opinions, ideas and contributions from Health and Community Services (HCS) staff and the wider public on all areas of the buildings design, access routes, artwork, dØcor, and the facilities.

In November, the States Assembly approved the Jersey Care Model which will improve Islanders well- being, mental and physical health in the years to come. The model will enhance care in the community through increased prevention services and utilisation of technologies for Islanders to remain healthy and independent for as long as possible. In 2020 we began the planning phase, including co-designing and putting in place the pathways that will change the way we deliver care in the future.

2020 Highlight SPPP, CLS, HCS, MSS Health Access Scheme

A new scheme to provide subsidised access to GP services for low income groups went live in December 2020.

Officers worked closely with local GPs to develop the scheme, which covers 12,000 Islanders who receive Income Support or Pension Plus benefits. Fixed prices apply under the scheme, with children aged under 17 receiving free surgery consultations. Adults pay no more than £12 for a surgery visit, and this fee includes any additional services such as blood tests or hospital referrals.

The scheme supports the use of practice nurses and healthcare assistants, in line with the Jersey Care Model, and is designed to improve access to healthcare for low income groups where cost is often a barrier.

Adult Social Care and Mental Health services have been fully integrated with a single point of access across multi-professional teams, focusing on early intervention and prevention with social work at the heart of our services. Better partnership with other Government Departments, including the Department for Customer and Local Services (CLS) ensure a holistic approach to care.

Our Adult Community Mental Health team have returned to newly refurbished facilities at La Chasse, where a range of multi-disciplinary teams now work together in areas such as crisis resolution, home treatment, drug and alcohol services and Jersey Talking Therapies. The Government invested £1 million into the improvements of this facility, which acts as an important base for community mental health care.

Orchard House, our inpatient service for adults with acute mental health problems requiring hospitalisation has, this year, achieved green status by internal JNASS assessment auditors.

Islanders are now able to self-refer to Jersey Talking Therapies (JTT) for the first time. Waiting times were significantly reduced and JTT is working in closer partnership with The Listening Lounge, Recovery College, Mind Jersey and Liberate. The service has also developed digital resources to allow for greater focus on patients in urgent need of support.

We also launched The Mental Health Network , a collaboration of public and private service providers offering information, advice and support for people with mental health challenges in the Island. It is the definitive online network for all of Jersey's mental health services, giving Islanders the right help, in the right place, at the right time.

 Physical distancing: Measures to ensure physical distancing were introduced to flatten the curve of

infection on 20 March and extended on 24 March. A Safe Distancing Regulation was introduced by the Minister for Health and Social Services in November 2020.

 Guidance and shielding instructions: For Islanders of older ages and with certain medical conditions.

Introduced on 14 March, extended to all Islanders aged 65 and over on 26 March, and supported by an Activity Risk Guide in June to empower high-risk Islanders to make their own choices about the activities they wish to take part in. In December 2020, high-risk Islanders were again advised take extra measures to protect themselves against Covid-19

Covid-19 Public Health Measures (continued)

 Statistical coronavirus model: Based on a three-step approach to: 1) avoid Islanders becoming

infected (contain); 2) reduce the infection rate (delay and shield); and 3) to ensure that if infection occurs, treatment would be available.

 Stay at Home Order: On 29 March, the Minister for Health and Social Services signed an Order which

legally required Islanders to stay home to slow down the spread of Covid-19. Islanders had a window of two hours per day where they could leave their homes to buy essential supplies, do daily exercise, or shop for necessary medical reasons.

 School and nursery closures: On 3 April the Education Minister signed a Ministerial Decision to

close the majority of Government of Jersey schools and colleges until 1 May 2020 to help control the spread of the virus. All primary school students were able to return to school fully at the end of June 2020 and all Government-provided secondary schools were able to re-open full-time in September 2020.

 Safe Exit Framework: The Safe Exit Framework was published on 3 June 2020 to bring Jersey safely

out of lockdown. This safe exit roadmap specified the public health and social measures to be taken at each level to enable the Island to progress through the pandemic as safely as possible.

 Safer Travel policy: The safer travel policy was put in place to support non-essential travel and ensure

the safety or travellers and minimise seeding of Covid-19 into the Island.

 Indoor workplace guidance: On the 21 May 2020, indoor workplaces including offices, warehouses,

manufacturing facilities and workshops were able to consider allowing employees to return to resume some workplace-based activity. This Guidance was linked to the Covid-19 (Workplace Restrictions) (Jersey) Regulations 2020, which along with existing Health and Safety legislation, provided Government the required legal powers to safely ease restrictions under the Safe Exit Framework.

 Covid-19 Winter Strategy: On 2 November 2020, the Government published an update to the main

Covid-19 Strategy (the Safe Exit Framework). The Covid-19 Winter Strategy introduced a number of enhanced public health measures including expanded testing, updating Safer Travel classifications, adopting shielding programmes and vaccinating for flu and Covid-19.

 Hospitality Circuit Breaker: A hospitality circuit-breaker began on 4 December, which required all

hospitality venues to close. All shops were able to remain open, but gyms and indoor sport and fitness classes closed, and Islanders were advised to work from home where it was possible to do so.

Island-wide public health programmes were also established at short notice and expanded and improved throughout the year as the course of the epidemic changed. Key programmes included:

 Covid-19 Helpline: Customer and Local Services operated the Coronavirus helpline since March

2020, providing a seven day-a-week one-stop shop for handling all public enquiries. Call volumes have been varied and have ranged between 400 and 2,500 calls a day on various topics including symptoms, travel, testing, public health measures, vaccinations and contact tracing.

 Household health survey: Islanders were invited to complete a household health survey in April

2020. The survey was developed to establish a picture of the health of Islanders in relation to Covid-19, as well as gathering information about their travel history and vulnerability.

 PCR (swab) testing: PCR (Polymerase chain reaction) was essential to tracking the spread of Covid-19,

informing case management and suppressing transmission in the community the most fundamental testing element for public safety. Once the testing laboratory was operational in Jersey in September 2020, the laboratory was able to process approximately 2,000 tests every day and provide results within 12 hours.

 Border testing: On 1 June 2020, the Government introduced a trial programme of testing passengers

for Covid-19 as they arrived at Jersey Airport. Wider testing was rolled out to all arrivals as part of the Safer Travel policy when the borders opened to non-essential travel on 3 July 2020.

 Workforce Testing: Proactively tested for Covid-19 in work groups where workers are more likely

to be a positive case because of where they work or transmit the virus to vulnerable individuals or enclosed communities. An enhanced workforce testing programme was announced as part of the Covid-19 Winter Strategy in November 2020, which saw more Islanders eligible for the programme.

 Serology antibody testing community and essential worker surveys: Antibody (serology) testing

gave the Government insight into the likely percentage of the population who have previously been infected with Covid-19. A longitudinal statistical seroprevalence survey was undertaken throughout the spring and early summer. This was supplemented by an Essential Worker Antibody Survey was conducted between 21 - 29 May and 1 - 7 June.

 Contact Tracing: Jersey s Contact Tracing Team communicate with individuals who have a positive

PCR result, and all who they have had contact with, to offer PCR tests where appropriate and monitor the spread of the virus. The team also work to ensure pubs, bars and restaurants record the details of every visitor to their premises and work with monitoring and enforcement teams to ensure public health guidance is followed.

 Jersey Covid-19 Alert app: Launched in October 2020 the App works alongside the existing contact

tracing system to create another level of protection against community seeding of the virus.

 Covid-19 Vaccine Programme: On Tuesday 8 December, the first batch of Covid-19 vaccines arrived

on-Island ahead of the first cohort of Islanders receiving the vaccine from Monday 14 December 2020.

On 8 April, the Emergencies Council approved Millbrook Playing Field as the location for Jersey s Nightingale Hospital, with the decision announced the following day.

That weekend, the first elements of the structure and its construction equipment began to arrive in the Island and, in an unprecedented project, large numbers of the Island s construction industry many from previously competing companies worked together to deliver a 180-bed medical facility on a greenfield site.

Infrastructure, Housing and the Environment Department co-ordinated the project across all government departments, ensured the facility was ready on time and under budget, and proudly handed the keys of an operational hospital wing over to the Health and Community Services on 5 May.

The achievement was crowned by winning an award in the UK-wide Building Award competition.

JHA, HCS, COO, Voluntary

2020 Highlight Agencies, private companies Covid-19 Response

MHA, MHSS

Ambulance Workforce Collaboration

At the start of Covid-19, the States of Jersey Ambulance Service established an extended workforce in collaboration with other Government Departments and Voluntary Organisations to ensure it maintained emergency operations and supported other initiatives.

The Ambulance Service was at the heart of the initial response receiving many calls from Islanders relating to Covid-19 in addition to regular work. Working with Careers Jersey, they quickly established contact with a range of students on Paramedic courses at Universities and offered them temporary contracts working within their skill level.

The final team included student paramedics, ex members of ambulance staff, Airport Fire Fighters, staff from the Health and Safety Executive, Jersey Field Squadron, and Les Quennevais Sports Centre along with volunteers from St John Ambulance and Normandy Rescue. More than 50 additional staff were recruited and trained to support the Ambulance Service.

2020 Highlight SPPP, MHSS Health and Well-being framework

A new Health and Well-being Framework designed to help improve Islanders well-being and mental and physical health has been published. The framework focusses on how to prevent illnesses by addressing the root cause of conditions such as heart disease, diabetes, cancer, anxiety and depression, and will allow health, well-being and the prevention of illness to be balanced against wider issues and policies across government, in the effort to improve health and ensure sustainable well-being for all Islanders.

2020 Highlight HCS, MHSS Electronic Prescribing of Medicines (EPMA)

Electronic prescribing of medicines in the hospital is one of the outcomes of the digital health and care strategy. Following a successful pilot earlier in the year, clinical approval from the Board was given, and a full roll-out of the new digital service has been fully implemented across the hospital and is now established as the main system for the management and dispensing of medicines and drugs in the hospital. This new system replaces the manual process of prescribing medications, with a new digital and online service, making the prescribing of drugs and medications safe and improving patient care.

2020 Highlight JHA, MHA Service Delivery Jersey Customs and Immigration Service States of Jersey Police

Both the Jersey Customs and Immigration Service and States of Jersey Police work to combat drug importation and dealing which have a detrimental impact on the health and well-being of Islanders. Operation Lion was one of the most complex drug-related investigations ever undertaken by Jersey law enforcement agencies and its success was built on mutual legal assistance from the UK and several other jurisdictions around the world.

Seven people were sentenced to between two and 14 years of imprisonment. The joint operation lasted almost 18 months with States of Jersey Police and Jersey Customs and Immigration Service working alongside colleagues from the National Crime Agency, UK Border Force and Australian Police. The operation uncovered direct correlation between the Jersey conspirators and other illegal drugs operations worldwide and involved the largest data communications trawl ever completed by local authorities.

The case involved examination of data from 136 mobile phones that produced 55,000 lines of data from 26,000 telephone calls and text messages. Over 100 physical exhibits were also seized and examined by officers.

The operation culminated in the seizure of MDMA, Cocaine and Cannabis resin totalling a street value of approximately £919,000, after they were imported by boat on 21 June 2019.

One further charge of money laundering has been made and is due in court early in 2021.

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.

The following are highlights of our progress in supporting this priority in 2020, through activity to protect lives and livelihoods during Covid-19, service delivery and Government Plan programmes and projects.

2020 Highlight OCE, MER Brexit and the International Trade Unit (ITU)

The International Trade Unit (ITU) superseded the Brexit Unit in early 2020. Acting as the main pathway for communication with the UK Government, the small team of officials within the ITU worked throughout 2020 on the basis of protecting Jersey s best interests, amidst increasingly difficult and time-sensitive negotiations.

Internally, the ITU has managed key officer-led working groups, including the Brexit Clearing House (BCH) and Jersey-UK Partnership and Trade Group (JPTG), and escalating key policy decisions to the Government of Jersey s Ministerial decision-making body: the Brexit Ministerial Group (BMG).

After the successful conclusion of UK-EU negotiations in late December 2020, and the decision of the States Assembly to participate in the UK-EU agreement, the ITU has through close collaboration and effort with a number of other departments resulted in an agreement that was acceptable to the Assembly.

2020 Highlight COO, CM Brexit Ready

The Commercial Services team supported work to ensure the Island was Brexit Day-1-No-Deal ready, which included assuring an appropriate level of emergency inventory, including the review of warehousing, liaising with the retailers and wholesalers and representing the Government of Jersey during the UK Government Yellowhammer process, contributing from a procurement and supply chain perspective.

2020 Highlight T&E, CLS, OCE, MTR Co-funded payroll scheme

The Co-funded Payroll Scheme (CFPS) was introduced to maintain employment in industries severely affected by the public health restrictions introduced due to Covid-19. The scheme has seen three phases to date, each with different qualifying criteria and with payment being delivered by CLS.

The first phase was designed and deployed in an exceptionally short period of time during March 2020 to mitigate the impact of Covid-19 on businesses and employees.

Phase 2 of the scheme supported a larger range of eligible businesses and employees for at least the period of April 2020 to June 2020. The need has continued due to the enduring impact of the pandemic.

Phase 3+ has been introduced from November to follow on from the Phase 3 scheme and continues to offer financial support over a longer period and for a wider range of organisations.

During 2020, at its peak, the Co-Funded Payroll Scheme supported 17,000 jobs, or one-in-three private sector workers, at a monthly cost of £21m. Support was provided to nearly 3,500 businesses, which amounted to 51% of all businesses outside of financial services (which weren t in scope for the scheme).

2020 Highlight CLS, MSS  Covid-19 Response Spend Local Card

One of the biggest projects undertaken was the now well-known Spend Local card. The multi-million-pound scheme was designed to give every adult and child in Jersey £100 and to encourage them to spend it at their favourite local businesses, with the only restriction that they could not spend it online.

The scheme was hailed as a success, with more than £10 million being injected into the local economy across a wide range of business sectors. The Spend Local scheme, a world first, also gained coverage on SKY News for its innovative methodology, as well as being discussed by the First Minister for Northern Ireland, Arlene Foster, in a parliamentary meeting. In late November, a voucher scheme for Northern Ireland was announced.

2020 Highlight OCE, T&E, MEDTSC  Covid-19 Response Visitor Accommodation Support Scheme (VASS)

The Visitor Accommodation Support Scheme (VASS) was launched in November 2020, aiming to provide additional, timely support for the Island s Registered Accommodation Providers given the challenging and unpredictable trading environments crated by necessary public health restrictions.

The scheme was introduced to complement a number of other government initiatives already in place - such as the Co-Funding Payroll Scheme and the Business Disruption Loan Guarantee Scheme forming a comprehensive economic support package to help businesses throughout the Covid-19 pandemic.

Operationally, the scheme provides up to 80% of designated fixed costs, paid on a monthly basis in arrears, and is structured as a room subsidy. It will run until April 2021 and is continually reviewed to ensure it is meeting as best is possible the demands of the industry.

2020 Highlight T&E, OCE, MTR Covid-19 Response Business Disruption Loan Guarantee Scheme

The Business Disruption Loan Guarantee Scheme provided government backed lending (loans provided by major banks that are guaranteed by government) to local businesses which have been impacted by Covid-19 related measures. The Government agreed to underwrite 80% of loans to businesses that were considered viable if it were not for the Covid-19 pandemic up to the value of £50 million. In 2020:

 around 60 loans had been approved by lenders in Jersey

 the total amount of loans approved was £3,388,700

 the amount of these loans which have been drawn down was £3,358,700.

2020 Highlight OCE, MER, MEDTSC US Ambassadorial Visit

This was a high profile and significant event the first visit to Jersey by a serving US Ambassador in two decades reflecting the success of the Global Markets strategy in increasing Jersey s visibility and access to decision-makers in the important market of North America.

The Ambassador spent time with local business leaders, including representatives of Jersey Finance, Digital Jersey, Jersey Business and the Jersey Chamber of Commerce. The Ambassador met a selection of Island businesses who were doing business in, or with, the USA at the time. The Ambassador s team from the Commercial section of the US Embassy in London were in attendance to provide ideas, help and support to businesses in their US ambition.

Combating Financial Crime.

2020 Highlight OCE, MER

Financial Crime Strategy and Jersey s first National Risk Assessment of money laundering

Significant investment has been made in a Financial Crime Strategy, to further develop policy and strategy around financial crime risk and prevention, in line with the increasingly changing international standards set by the Financial Action Task Force.

The team was fully recruited in 2020 and has developed and implemented a new multi-agency and industry engagement structure with clear top-level political direction for developing and implementing financial crime strategy and policy in Jersey.

Jersey s first national risk assessment of money laundering was published in September 2020, which is a cornerstone to developing a broader understanding of money laundering risk that Jersey s finance industry may be exposed to. This action furthers the longstanding commitment of Jersey and its finance industry to act as a responsible finance centre and to implement all relevant international standards in full and play our part in the global fight against financial crime.

2020 Highlight CYPES, OCE, MEDU Covid-19 Response China-Jersey Webinar

In order to continue to develop educational links despite the impact of coronavirus, CYPES and Global Markets (External Relations) worked with the Chinese Embassy in London and the China Education Association for International Exchange (CEAIE) to organise a webinar in November 2020.

Headteachers from schools across the Island took part in a webinar, also attended by more than 100 principals from schools across China, to share experiences of education during the coronavirus pandemic and to discuss to how to strengthen co-operation.

This builds on the Memorandum of Understanding signed between CYPES and CEAIE on the Chief Minister s visit to Beijing in 2019.

2020 Highlight OCE, MEDTSC Cyber Security Strategy

An Island-wide Cyber Resilience Risk Assessment was conducted during 2020 with the aim of providing insight into the current cyber maturity of businesses on the Island.

The assessment included a range of actions, including a survey small, medium and large local businesses, across sectors, and an audit of Jersey s Critical National Infrastructure providers.

Regular risk assessments will continue as a core commitment of Jersey s Cyber Security Strategy.

2020 Highlight T&E, MTR Fiscal Stimulus Fund

Forming part of the Government s £150m Fiscal Stimulus package in response to Covid-19, the Government s £50 million Fiscal Stimulus Fund opened its first tranche of funding of £25m on 20 November 2020.

The Fund was launched to support Jersey s economic recovery and is providing support on a timely, targeted and temporary basis. It s aimed at smaller scale, agile projects of no more than £5 million per project, which are expected to be completed by December 2021.

Those applying for funding needed to ensure that their projects aimed to reduce the fall in employment and output in the short term and reduce the damage to the economy in the long term.

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.

The following are highlights of our progress in supporting this priority in 2020, through activity to protect lives and livelihoods during Covid-19, service delivery and Government Plan programmes and projects.

2020 Highlight SPPP, CLS, MSS Family friendly rights and benefits

During 2020, improvements were made to both family friendly employment rights and parental benefits. At the end of June, workers rights were extended to provide six weeks of paid parental leave to all parents, with a further 46 weeks of unpaid leave available. Breastfeeding rights were also introduced for the first time. These rights cover surrogate and adoptive parents as well as birth parents.

2020 Highlight CLS, T&E, SPPP, MSS Covid-19 Response Connect Me

In March 2020, with the support and oversight of the Community Task Force, the Connect Me service was re-designed and rapidly implemented to support individuals and organisations gain access to support in the community during the Covid-19 pandemic.

The support included access to food, emergency housing, financial support, mental health services and medical supplies, as well as supporting organisations and the parishes to access volunteers, guidance and practical support to be able to safely continue to offer support to their clients.

Through the creation of a simple online form, not only have individuals been able to directly access support at a time of great need, the team has also developed a data evaluation tool behind the form, that has been vital in identifying where the targeted support is most needed, by location, what the most common query types are and measuring customer demographics.

Through this work, more than 3,000 volunteers have been made available to voluntary and community sector organisations, more than 600 individuals have received direct support and a network of more than 300 organisations has been developed.

This network continues to share timely information and Public Health guidance to support Voluntary and Community Sector organisations and the parishes to continue offering their invaluable services, as well as developing a partnership approach to the development of accessible and inclusive public guidance and services.

2020 Highlight T&E, IHE, MCH Key Worker accommodation

Government continues to work closely with Andium Homes Limited to improve the housing offer for key workers. The major refurbishment of all 90 units of the Hue Court development was completed in 2020.

All units have been allocated to Health and Community Services as Keyworker accommodation.

2020 Highlight CLS, T&E, MCH  Covid-19 Response Housing Protection during Covid-19

At the start of Covid-19, the Government of Jersey established an emergency housing team to provide advice and emergency accommodation to people facing housing difficulties. This service provided support to more than 200 households in the Island.

Other activities included temporary changes to tenancy law to freeze rents, protection for tenants against eviction for rent arrears linked to Covid-19 and giving tenants the option to extend their tenancy.

A one-off deferral of the annual rent increase for Andium Homes tenants has also been agreed for 2021, and a rent deferral was offered to Government of Jersey tenanted businesses.

2020 Highlight CLS, SPPP, MCH Tenants Rights

During 2020 a new Housing Advice Service was designed, and phased implementation began. As with many other 2020 projects, implementation was delayed as staff were co-opted onto Covid-19 related projects. The Housing Advice Service brings information on all types of housing query into one place with web content launched towards the end of 2020. The new Service will also include an online interactive checklist for housing information and specialist staff who will be recruited in early 2021. Significant progress was also made on the review of the eligibility criteria for social housing and plans were agreed to transfer the waiting list for affordable purchase to Andium Homes.

In April 2020, the Covid-19 Related Emergency Support Scheme (CRESS) was launched by the Minister for Social Security to provide weekly payments to support registered workers who had lost their employment but were unable to return home to their families due to travel restrictions. The scheme was developed very quickly by CLS, Treasury and SPPP. CLS were able to process claims in just a few days.

The scheme was set up to provide support towards basic living costs, with payment levels depending on the individual s relationship status and whether there were any children in their household.

CRESS Scheme (continued)

For claimants who had worked in Jersey for at least six months, a single person could receive £150 a week, and a couple who had both lost their employment income could receive £250 a week. Those who had worked in Jersey for less than six months could claim a lesser amount of £70 per person, per week. In all cases a payment of £50 per child was also available.

As travel routes re-opened and the health controls were relaxed, the number of CRESS claims reduced as migrant workers found it possible to return home or to find new employment in Jersey. The scheme was extended for two months on 30th June in order to give workers time to make final plans. New applications were not accepted beyond the end of July and the scheme was wound up on 31st August 2020.

The scheme supported more than 330 households, providing financial assistance totalling £540,000.

Closer to Home

2020 Highlight CLS, MSS Closer to Home

Closer to Home (CtH) is a partnership approach to delivering services for customers in their communities between the Government of Jersey, the Voluntary and Community Sector (VCS) and parishes. Following

a successful launch, as CtH became more embedded, more organisations saw the benefits of joining the programme. These organisations spanned the Government of Jersey, the VCS, parishes, private providers and included a wide variety of health, social care, children s, sport and other organisations, such as parish support groups. This partnership approach continued to deliver a programme of regular services and events until restrictions were put in place in March 2020 due to Covid-19.

We will protect and value our environment

by embracing environmental innovation and ambition, by protecting the natural environment through conservation, protection, sustainable resource use and demand management, and by improving the built environment, to retain the sense of place, culture and distinctive local identity.

The following are highlights of our progress in supporting this priority in 2020, through activity to protect lives and livelihoods during Covid-19, service delivery and Government Plan programmes and projects.

2020 Highlight SPPP, MENV Carbon Neutral Strategy

An ambitious Carbon Neutral Strategy was adopted by the States Assembly in February 2020, which could see Jersey become the first carbon neutral jurisdiction in the British Isles.

The strategy sets out a people-powered approach to exploring, shaping and implementing the significant policies that would be required to meet an enhanced target date for carbon neutrality.

Planning for key elements of the strategy, including Jersey s first large-scale Citizens Assembly, continued throughout 2020 and will inform a long-term climate action plan to be lodged in the States Assembly in 2021.

A state-of-the-art educational facility was constructed on a greenfield site in one of the largest educational capital projects in the Island s history.

IHE led the design and provided project management and, notwithstanding the constraints to the Island s construction industry caused by Covid-19, completed the school on time and allowed its occupation for the start of the 2020/21 educational year.

The building is an exemplar for sustainability, with solar panels and air source heat pumps and is also designed to be inclusive and accessible for a variety of different needs.

2020 Highlight SPPP, IHE, MINF Sustainable Transport Policy

A Sustainable Transport Policy framework was adopted by the States Assembly in March 2020, which aims to deliver a fully sustainable transport system in Jersey by 2030.

The policy set out key decision-making principles to inform and prioritise investment over coming decade and committed to a range of Strong Start initiatives for implementation throughout 2020. However, delivery was reviewed in light of the impact of Covid-19 and an update report was presented to the States Assembly in December, setting out the planned approach to delivery throughout 2021.

2020 Highlight SPPP, IHE, MINF, MENV Renewable Diesel Trial

In August 2020 the Government of Jersey commenced a six-month trial to investigate the feasibility of using renewable biodiesel as a replacement fuel for diesel in commercial vehicles.

Transport is the largest of Jersey's greenhouse gas emission sectors, with 32% currently coming from road transport alone. Diesel use in Jersey has been steadily increasing since the early 1990s due to an increase in heavy duty trucks and buses, and in 2018 made up 45% of road fuel used in the Island.

The Sustainable Transport Policy and Carbon Neutral Strategy both identify a need for further investigation into the use of renewable biodiesel in Jersey. Jersey Fleet Management, Driving Vehicle Standards and Strategic Policy, Planning & Performance therefore partnered to carry out a trial of renewable biodiesel across nine Government owned commercial vehicles.

The trial aimed to make clear:

 The practicalities of switching heavy commercial diesel vehicles to renewable biodiesel

 The greenhouse gas emission savings that could be achieved from using renewable biodiesel  Any additional cost of switching to use renewable biodiesel.

The renewable biodiesel product RD100 was selected for this trial. RD100 is a second generation 100% biogenic HVO renewable biodiesel. A HVO (Hydrotreated Vegetable Oil) product was selected for the trial as it offered the greatest greenhouse gas emission savings. It has the same chemical composition as diesel making it a drop-in replacement product meaning no mechanical changes had to be made to the trial vehicle engines before using it, and it could be blended with any leftover diesel in their fuel tanks.

Outputs from the trial will inform multiple workstreams, including the development of a Long-Term Climate Action Plan, as required by the Carbon Neutral Strategy.

The Government offers subsidies of up to £250, dependent on property size, towards Home Energy Audits. A Home Energy Audit is a survey to tell you how energy efficient your home is. An Energy Performance Certificate (EPC) is provided which gives a personalised list of suggested home improvements to save on both emissions and energy bills.

The scheme incudes approval of applications, communications with applicants and assessors and gathering of key data from EPCs. It also supports training for local accredited assessors.

A total of 315 EPCs were lodged in 2020, with 215 of these receiving a subsidy from the Home Energy Audit scheme. As well as supporting homeowners to save money and reduce their carbon emissions, the scheme provides up to date intelligence about the energy efficiency of Jersey s housing stock, which can help inform future policies to further reduce our greenhouse gas emissions.

2020 Highlight IHE, MENV Blue Carbon Assessment

The development of the Carbon Neutral Strategy has driven the need to better understand the role that Jersey s marine habitats play in the generation, distribution and capture of organic (living material) and inorganic (shells, bones, etc.) carbon.

A recently completely systematic study by Marine Resources has created a digital model for the Island s territorial seas, which has allowed the assessment of over 37,000 individual areas for their blue carbon resources. This project forms part of the Government s commitment to the British-Irish Council s Marine Environment Sub-Group.

The results, which are currently being peer-reviewed, map the probable distribution of carbon resources across Jersey s marine environment. These suggest that the Island s offshore reefs and sedimentary basins play an important role in the generation, residency and capture of carbon. Key organic carbon sources include kelp forests and maerl, while habitats such as seagrass and clam beds play an important role in the sequestration of carbon. During 2021 and 2022 it is planned to study some of these habitats through fieldwork and laboratory studies.

2020 Highlight IHE, MENV Dolphin and Porpoise Behaviour

Jersey is a signatory to ASCOBANS and other multilateral environmental agreements, which request the gathering of knowledge on local cetaceans. Since 2016 the Department for the Environment (in conjunction with the SociØtØ Jersiaise) has been deploying seabed hydrophones to record the echolocation clicks made by dolphins and porpoises. The hydrophone units also gather environmental data including temperature, sediment movement, sonar use and tidal movement.

The units have gathered more than 3,000 days of data within which 3,100 cetacean encounters have been recorded. Some of these encounters last a few seconds while others may continue for hours or even days at a time. The units can operate unattended for several months at a time and have been deployed all around Jersey s coastline.

Initial results from this project suggest that our local dolphin and porpoise species consistently use parts of our coast, including the offshore reefs, in very different ways. This includes differences in residency, seasonality and timing of visits. Aside from identifying cetacean hotspots in Jersey waters, this project is shedding light on the behaviour of individual species and the way in which they interact with each other and with other factors such as tides, weather and marine traffic. The first phase of the project will finish in 2021 with reported results expected to be published in 2022.

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

A States Assembly and Council of Ministers that work together for the common good

A new, long term strategic framework that extends beyond the term of a Council of Ministers

A modern, innovative public sector that meets the needs of Islanders effectively and efficiently

ongoing

initiatives A sustainable long-term fiscal framework and

public finances that make better use of our public assets

An electoral system which encourages voter turnout and meets international best practice

The following are highlights of our progress in supporting this priority in 2020, through activity to protect lives and livelihoods during Covid-19, service delivery and Government Plan programmes and projects.

Perhaps the most significant risk facing not only Government but all businesses and organisations as a result of the onset of the Covid-19 pandemic was the ability to fund day-to-day activities. Cashflow and liquidity became crucial to survival.

The mitigation measures put in place to respond to the threat had a severe and immediate impact on economic activity. The Government of Jersey responded with a range of financial support schemes. In the early stages of the pandemic, the potential health consequences to the Island s finances were forecast to be severe and consequently the economic impacts close to catastrophic. Initial forecasts of the impacts upon Islanders common with modelling across the world, pointed to very considerable potential threats to the lives and accordingly livelihoods and the economy. Faced with these potentially catastrophic impacts it was essential that stability and certainty be provided to support the Government s potential financing requirements and the local economy in the short to medium term the Minister for Treasury and Resources put in place a Revolving Credit Facility ( RCF ) of £500 million.

Enhanced Liquidity through Revolving Credit Facility (continued)

The RCF provided the assurance to know that whatever the health outcomes, financing the delivery of the programme of the Government activity to support the health and community response and, financial support to business and the local economy to mitigate the impacts of Covid-19 could be paid for. In addition, the facility enabled the Government to provide fiscal stimulus to the economy over the short term.

A combined team from within Treasury, including colleagues from Strategic Finance, Performance and Reporting, Revenue Jersey and Treasury & Investment Management, worked with colleagues from the Office of the Chief Executive (OCE) to arrange the facility in a very short period. With input from debt advisors and local legal counsel, the team agreed a facility with five local banks each contributing £100 million to the RCF. The facility was approved by Ministerial Decision on 7 May 2020 only 44 days after discussions first started. This is almost unprecedented for a transaction of this size, nature and complexity. It is a real demonstration of colleagues working together across Government and with key external stakeholders to contribute to Government s Covid-19 response and protect the lives and livelihoods of Islanders.

2020 Highlight T&E, MTR Covid-19 Response Emergency Expenditure Measures

In March 2020 the emergency expenditure measures defined in the Public Finances (Jersey) Law 2019 were used for the first time in response to Covid-19. These powers are only enacted in exceptional circumstances. On 27 March 2020, the Minister for Treasury and Resources signed MD-TR-2020-0029 declaring that, in her view, there existed an immediate threat to the health or safety of any of the inhabitants of Jersey and to the stability of the economy in Jersey.

On 24 March 2020 the States Assembly had approved P.28/2020 which agreed a range of additional powers for the Minister for a six-month period. The financial measures agreed as part of the response included:

 Enabling the Minister to transfer up to £400 million from the Strategic Reserve to the Stabilisation Fund

 Increasing from £10 million to £100 million the amount which may be appropriated from the Consolidated

Fund without amending the Government Plan

 Increasing the limit on financing that the Minister may arrange in a financial year from £3 million to £500

million, and the limit on total outstanding financing from £20 million to £500 million

 Increasing the limit on loans that the Minister may make in a financial year from £3 million to £100 million,

and the limit on total outstanding loans from £20 million to £100 million

 Increasing the limit on guarantees and indemnities that the Minister may provide in a financial year from £3

million to £100 million, and the limit on the total outstanding guarantees from £20 million to £100 million.

A range of measures were put in place to support the functioning of Government and the economy and these included:

 The Comptroller of Revenue agreeing to defer the receipt of GST payments from businesses  The Minister approving:

- the Jersey Disruption Loan Guarantee Scheme (up to £40 million of loan guarantees)

- an additional £99.99 million of budget from the Consolidated Fund

- a Revolving Credit Facility for up to £500 million

- a loan of up to £10 million to Blue Islands to maintain vital services to the UK.

Importantly the Treasurer issued a letter to all Accountable Officers reminding them of their responsibilities under the Public Finances Law, reinforcing the need for proper stewardship and governance despite the challenges being faced because of Covid-19.

2020 Highlight T&E, MTR Covid-19 Response Prior Year Basis Tax Reform

Reforming the way two-thirds of Jersey s taxpayers pay their tax had been discussed for a number of years but plans to make changes were accelerated in 2020 to help those who had suffered a loss or reduction in income due to the pandemic.

The Minister for Treasury and Resources proposed that Prior Year Basis (PYB) taxpayers (those who paid their tax a year in arrears) should be moved to Current Year Basis (paying tax on the money they earned that year) and their 2019 tax bill frozen for payment at a later date.

This proposition was approved by the States Assembly in November 2020 and under the new measures, PYB taxpayers were moved onto the Current Year Basis at the start of 2021. All of the tax payments they had made during 2020 to pay their 2019 tax bill were also transferred to pay their 2020 tax liability.

The Regulations outlining the options for former PYB taxpayers to pay their 2019 tax liability will be debated by the Assembly in March 2021.

The Regulations were refined following feedback from Islanders, Scrutiny and States Members and through focus groups and the options now include:

 paying the liability off in full

 paying the liability in monthly, quarterly or annual instalments over up to 20 years, from 2022, but with

payments not having to start until 2025

 committing to pay the liability on retirement using a financial arrangement, such as the lump sum from a

pension plan.

2020 Highlight COO, CM Covid-19 Response COO Covid-19 Response

Covid-19 had a significant impact on the Chief Operating Office in 2020. Although not a front-line Department, COO supports front-line Departments and has to react speedily and effectively to their changing requirements. Due to Covid-19, COO had to take on a number of unplanned activities and these included:

 Modernisation and Digital The team enabled a significant number of staff to work remotely by issuing

laptops, deploying a rapid rollout of Microsoft Teams and upgrading the remote access infrastructure for the large number of staff who needed to work from home at short notice. It also designed, built and deployed a new booking and testing system in record time to support border testing for people arriving to the Island by sea and air

 Commercial Services The team provided a diverse and complex range of products and services to

support the Island, while also addressing the complex challenges of a global supply chain. Achievements range from creating a bespoke contract assuring the airbridge for the Island and delivering PPE to support everyone from front line workers in primary and acute care to setting up testing arrangements with UK laboratories and procuring not only the building, but all of the internal equipment for the Nightingale Wing

COO Covid-19 Response (continued)

 People and Corporate Services The team co-ordinated Business Continuity across the Government and

ensured that staff were provided with a safe working environment, both for those that needed to attend their place of work and those working from home. They also supported managers and staff to adapt to new ways of working; redeployed hundreds of staff to interim roles to support the pandemic response; and arranged temporary accommodation for employees that were unable to go home either because they had been diagnosed with Covid-19 or because someone in their household had.

2020 Highlight COO, CM Integrated Technology Solution

An important part of modernising government involves replacing and upgrading old and outdated IT systems, so that the Government can deliver modern, efficient, effective and value-for-money services for Islanders. Due to years of underinvestment, the IT systems that support the organisation's finance, payroll, human resources, procurement and, asset and inventory management urgently need replacing. The Government s finance system, for example, is 15 years old and is coming to the end of its useful life.

The Integrated Technology Solution (ITS) was launched in early 2020 to enable the Government to use modern, cloud-based systems, and which will be bought 'off the shelf', like most other modern organisations do. It will deliver modern, digital IT solutions for finance, payroll, HR, procurement and, asset and inventory management, which are quicker, easier and more secure to use, and because they're standard products, they'll be updated regularly.

The ITS programme appointed its specialist procurement partner in early 2020, who during the year produced a detailed procurement strategy and has led the complex tender evaluation process to appoint the ITS suppliers. Departments and employees have been engaged with the project through the year, so that they are ready to work with the new suppliers when they come on board in early 2021.

2020 Highlight COO, CM Team Jersey

The Team Jersey programme, together with the values and behaviors framework, support the building of a culture where:

 employees feel valued and respected as individuals and for their contribution

 knowledge and expertise are shared, employees feel invested in and teams collaborate to ensure the best

outcome for Islanders

 we focus on outcomes for the customer and we are passionate about making Jersey a better place and

work effectively to deliver services.

Team Jersey face-to-face sessions were suspended from mid-March until September 2020 due to Covid-19 and Team Jersey resource was redeployed to support senior and frontline leaders and managers by providing coaching support. In total more than 141 one-to-one coaching sessions were delivered to 58 leaders. In addition, half of the team were redeployed to direct Covid-19 support. Despite this, the programme continued to deliver, building tips and guidance for managers working throughout the pandemic, including advice on how to manage remotely and actively worked with internal teams to support employee wellbeing over this period

Team Jersey (continued)

Team Jersey sessions were restarted in September and during November all Leadership sessions went online to ensure their continued delivery throughout the winter. Over this limited period, the programme has delivered sessions to more than 700 colleagues and delivered more than 110 leaders sessions.

2020 Highlight COO, CM Gender Pay Gap Report

The Government s Gender Pay Gap report, was published for the first time in October 2019. It was delayed in 2020 due to the pandemic and was the second report published in the first quarter of 2021. It showed that:

 The Government s mean gender pay gap (the difference in the average hourly wages between men and

women in the workforce) was 15.2% for 2020, compared to 18.0% in 2019

 There are more men in senior roles than women

 New appointments, leavers and pay increases at the top tiers have contributed to the increase in the

median pay gap. The median is the difference between the midpoints in the ranges of hourly pay of men and women

 Covid-19 has been a contributing factor in HCS, to increasing the number of female appointments at the

lower tiers and increasing the number of male appointments at the higher tiers with the temporary direct appointments of Primary Care Physicians (GPs)

The Government of Jersey will look to improve the pay gap by introducing or continuing with a number of measures, including improving workplace flexibility and various schemes and programmes.

2020 Highlight COO, CM People Strategy

A new People Strategy was agreed in November with the strategic intent that we will be a forward-thinking organisation which offers high-quality public services, values our people and grows our talent for the future. The strategy will deliver genuine benefits by embedding a OneGov mindset for people management strategy decisions.

The My Welcome online corporate induction programme is now available for all employees to access through the Virtual College platform and was launched through a phased approach during the summer 2020.

My Welcome enables all new joiners to the Government to have a consistent introduction to the work of the Government, learn about our strategic priorities, the One Gov Vision, our Values, Team Jersey and importantly, essential statutory and mandatory training that needs to be completed in order for the employee to work

safely.

The My Welcome corporate induction has been augmented through monthly corporate induction events that have been held virtually and which enable new joiners to hear first-hand from the Chief Executive Officer and other senior leaders, as well as starting to build their work networks with new colleagues from across the organisation in other departments.

2020 Highlight COO, CM Board Apprentice Scheme

The I WILL programme continues to thrive and launched an innovative first this year called the Board Apprentice Scheme , which aims to increase gender diversity on public sector boards in Jersey.

Applications to participate were announced in 2020 and by far exceeded the places available. The Board Apprentice pilot scheme will place up to ten Government of Jersey female employees on a public sector board as an apprentice for 12 months in 2021.

January 2020 saw the launch of online filing for Jersey s taxpayers - a significant move towards the Government modernising its services to be more accessible for Islanders and the first step in the journey towards a fully digital online service for personal income tax.

In its first year, around 19,000 taxpayers took up the offer and filed their return online, which is around 30% of total returns.

Filing online is quicker, easier and more convenient than using the paper form. For example, answers given automatically eliminate subsequent sections of the form that do not apply to that individual, removing the need to work out which sections need completing.

The online form could also be paused, saved and returned to later to complete. Once the form was submitted, instant confirmation of receipt by the department was sent, removing the possibility of paper forms becoming misplaced.

In addition, completing returns online meant reduced inputting and assessment time for Revenue Jersey staff.

Online filing combined with Revenue Jersey s new computer system meant that all of the 2019 tax return assessments, aside from a few open cases, were completed by the end of 2020, some four months earlier than the previous year.

2020 Highlight T&E, MTR ACCA Approved Employer

In 2020, the Treasury had its Association of Chartered Certified Accountants Approved Employer status approved following an audit.

This demonstrates how the department supports qualified colleagues in their continued professional development, while also providing a supportive environment with the right experience for those studying towards qualifications.

The department also supported the upskilling of colleagues across government with bespoke training to ensure they understand and can complete finance-related activities.

Section 3 Delivering  for Islanders

This section provides an overarching performance analysis for each government Department.

It also includes year-end service performance measures for key public facing departments. This additional analysis provides a detailed overview of the delivery of key services in areas including heath, education, customer services and community safety and criminal justice.*

More detail on the Government Plan 2020-23 Initiatives, Departmental Initiatives and Covid-19 Initiatives delivered by each Department during 2020 can be found in the Departmental Annual Reports for 2020.

Information on what Departments will deliver and improve during 2021 can be found in the Departmental Operational Business Plans for 2021.

*The change measures shown in the infographics are either percentage changes between periods or absolute percentage point changes, based on departmental 56 advice as to which measure is most meaningful.

Children, Young People, Education and Skills

This year was one of unprecedented challenge and disruption for children, young people and their families in Jersey and for the Department of Children, Young People, Education and Skills (CYPES).

In March 2020, the Covid-19 pandemic led to the closure of our schools, nurseries, and colleges, yet remained open for the children of critical workers and vulnerable children, thanks to the extraordinary efforts from colleagues in Education and across the CYPES Department.

Many officers focused hard on protecting and supporting those most at risk, sustaining a loving family unit in our residential homes, and in other essential front-line services and hubs, providing online counselling, home-learning, skills and careers advice.

The pandemic tested pupils, parents, carers, schools and services across CYPES to find new ways of learning and delivering critical services.

While it will take time to fully understand, and respond to, the impact of the pandemic, a number of immediate impacts were clear.

Children s Social Care Service

The number of referrals to Children s Social Care was significantly lower in 2020. The closure of schools inevitably impacted the number of safeguarding concerns being identified. Whilst children with known vulnerabilities were supported to attend school during lockdown, other children were less visible. The value of school settings in supporting children at risk and making appropriate referrals to Children s Social Care was a key consideration in discussions about how and when schools should open throughout the winter.

The reduction in referrals from schools also sits within the context of developments in Early Help, the implementation of the Children and Families Hub, and a new Assessment and Support Team in Children s Social Care. We are focused on consistently identifying and assessing need, providing Early Help, support, guidance and brief interventions where appropriate to do so. Using the Children and Families Hub, more families have benefited from timely support at the right level, allowing Social Workers to focus on those children that need their support the most.

In January, we reviewed all Child In Need cases and identified a large number which were suitable for closure, as their level of need had reduced and they no longer

met the threshold for Social Work intervention. Throughout the pandemic, we have routinely reviewed the level of need for each child, and closed cases/stepped down to Early Help where appropriate. The number of children on Child Protection Plans also reduced at the start of the year and has remained stable since March.

In 2020, we formed a new team of five Personal Advisors to work with Care Leavers up to the age of 25. We are now supporting 58 Care Leavers, an increase from 34 at the start of the year.

A greater proportion of the workforce are now permanent employees (72% of all Social Workers compared with 62% at the start of the year), and Children Looked After are experiencing fewer changes of Social Worker. Due to staffing challenges associated with Covid-19, the level of management oversight recorded on cases dipped in December. This measure is not reflective of performance across the year. We maintained our focus on regularly discussing and reviewing the level of need for each child and focusing resources appropriately.

The Department will continue to focus on practice improvement within Children s Social Care, which will become a trauma-informed, rights and strengths-based service. This year we launched a Quality Assurance Framework, which will support us in achieving the right outcomes for children and young people.

Education, skills and engagement

By working closely with teachers, parents, carers and clinicians, the government was able to ensure the vast majority of children received the maximum possible access to school settings throughout the year, including in challenging contexts as cases rose through November and December. The initial lockdown affected 49 days of education per pupil, with some schools/year groups further impacted by other necessary public health measures later in the year.

Education outcomes are likely to remain significantly disrupted, with confirmation from UK awarding bodies that teacher assessment with be the primary means of assessment for a second year in 2021. CYPES has launched a Covid-19 Schools Catch- up Programme to support children in catching-up on their education so that they do not suffer long-term detriment.

Higher Education students achieved excellent results with a 97% pass rate of which 86% of students achieved a good honours degree (1st or 2:1). Student Finance has seen an increase of 22% in applications in 2020.

Access to skills and careers advice services increased in 2020, perhaps reflecting uncertain employment opportunities anticipated by many young people. The Careers Guidance team delivered a 3% increase in advice offered in appointments, and skills coaches a 5% increase in sessions (both on 2019 baseline), despite schools being closed for significant periods. The annual Skills Show ran for a full week, online, and attracted 3,016 unique visitors to the platform and around 22,000 views. More than 750 students attended the live lunch-time sessions. The Trackers team also saw a 12% increase in new starters taking up apprenticeship programmes.

The Jersey Youth Service also succeeded in making a number of improvements despite the challenges of 2020. Projects, such as walk and talk, paddle and natter, and other outdoor learning opportunities, have extended the reach of the Youth Service.

Counselling appointments were increased by 561 appointments from 1,341 appointments to 1,902, and an increase of 31 appointments taken by females from 271 to 302. Colleagues worked hard to ensure the Youth Enquiry Service (YES) remained available to young people throughout the whole year, including through lockdown.

A reduced set of performance measures for the department are provided below. Several of the proposed measures are not available for 2020. For example, end of KS1

and end of KS2 teacher assessments were due to take place in June but these did not occur due to school closures.

Some measures are taken from the Jersey Children and Young People's Survey which is run every two years (and due to be repeated in 2021).

Exam results are published online at https://www.gov.je/Education/Schools/ ChildLearning/Pages/ExamResults.aspx. Further information about GCSE and A-level results is available in the spring term of each year, allowing for completion of the appeals process and detailed data analysis.

More detail on the Government Plan 2020-23 Initiatives, Departmental Initiatives and Covid-19 Initiatives delivered by CYPES during 2020 can be found in the Departmental Annual Reports for 2020.

Information on what CYPES will deliver and improve during 2021, including the service performance measures we will use in 2021, can be found in the Departmental Operational Business Plans for 2021.

Children, Young People, Education and Skills Performance Measures

2017/18: 1,425 +6% 2019: 355 Not comparable 2019: 34%

1,510(2018/19) 314 31%

Number of Jersey domiciled  Number of children excluded  % school pupils aged 10 16 students attending UK universities  from school using Jersey Youth Service (HESA data for undergraduates and  projects

postgraduates. Reported one year in

arrears and rounded to the nearest 5)

2019: 9% 2019: 2,404 +13% 2019: 1,333

5% 2,718 711

Ratio (%) of volunteer hours  Number of contacts with   Number of referrals to Children s against established staff hours  MASH/Children and Families  Social Care Service

for Jersey Youth Service Hub (C&F hub implemented  

in March 2020)

2019: 292 -25% 2019: 214 -21% 2019: 67 -16%

219 169.9 56

Number of Child In Need cases Rate of Child In Need cases  Number of Child Protection cases

per 10,000 CYP (this includes

Child In Need, Child Protection

and Children Looked After for

benchmarking purposes)

2019: 32.4 -16% 2019: 83 -8% 2019: 40.2 -8%

27.1 76 36.8

Rate of Child Protection cases   Number of Children Looked After Rate of Children Looked After  per 10,000 CYP per 10,000 CYP

Children, Young People, Education and Skills Performance Measures

2019: 60 -5% 2019: 23 -17% 2019: 65%

57 19 53%

Number of Children Looked   Number of Children Looked   % Care Leavers in Education, After on-Island After off-Island Employment or Training

2019: 73% 2019: 2.76 Not comparable 2019: 9.5%

65% 2 14%

% cases with management  Overall audit score*   % children who have a repeat oversight in the last 4 weeks  (Children s Social Care) Child Protection Plan within  (Children s Social Care) 2 years

*Different scoring criteria were introduced in 2020, so the 2019 and 2020 measures are not comparable. 2019: 3 = Does not meet good. 2 = Good. 1 = Exceeds good; 2020: 3 = Inadequate. 2 = Requires improvement. 1 = Good

Health and Community Services

Despite the challenges of coronavirus this year, the Health and Community Services (HCS) Department has delivered significant improvements across health and social care. These challenges were successfully overcome by adapting our operational procedures and policies, and thanks to the flexibility, hard work and commitment of our health and social care colleagues within Government and across all our partners, including primary care, social care, and the Voluntary, Community and Social Enterprise (VCSE) sector. The pandemic may have given us many operational challenges to overcome, but the ambition of Health and Community Services remains the same:

 To work in partnership with others to improve Islanders well-being and mental

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

Hospital Services

This year has seen a 20% year-on-year drop in non-attendances within the outpatient services, however it was recognised that for periods within the year outpatient services were reduced due to the impact of the Covid-19 pandemic.

Waiting times for both inpatient and outpatient services have also been impacted by the pandemic with a slight increase in the percentage waiting more than 90 days for an outpatient appointment at the end of the year. The percentage waiting more than 90 days for an elective admission has decreased 3% following a focus on this area as well as the impact of reduced outpatient attendances due to Covid-19, meaning fewer people are referred on to inpatient treatment.

There has also been a 24% year-on-year reduction in theatre utilisation but this

has given the opportunity to improve the future utilisation of the theatres and it is anticipated that as the pandemic recedes the theatre utilisation will significantly improve.

Mental Health and Community Services

Across the community services 2020 has seen a decrease in caseloads in Mental Health (down 3% year-on-year) and social care (down 14% year-on-year). This is primarily due to improvements in caseload management.

It is anticipated that across Health and Community Services all areas will return to baseline and there is likely to be a greater demand throughout 2021.

More detail on the Government Plan 2020-23 Initiatives, Departmental Initiatives and Covid-19 Initiatives delivered by HCS during 2020 can be found in the Departmental Annual Reports for 2020.

Information on what HCS will deliver and improve during 2021, including the service performance measures we will use in 2021, can be found in the Departmental Operational Business Plans for 2021.

62

Health and Community Services Performance Measures

2019: 9.1% -1.8% 2019: 3.30 2019: 54.1% -3%

7.3% 3.33 50.9%

% patients not attending   New to follow-up ratio % patients waiting > 90 days  their outpatient appointment  for Scheduled Admission (DNA Rate)

2019: 39.4%

48.9%

% patients waiting > 90 days  for first appointment

2019: 78.4%

59.9%

Theatre Utilisation

2019: 14.3% +4%

18.2%

Emergency Department conversion rate

2019: 2.1 -38%

1.3

Acute scheduled length of stay (not including Samares)

2019: 38,514 -32%

26,388

Attendances in Emergency Department

2019: 68.2% -16%

52.5%

Acute bed occupancy at midnight (Scheduled and Unscheduled)

2019: 4.7

4.9

Acute unscheduled length of stay

2019: 154 -6%

146

Average Time in Emergency Department (Mins)

Health and Community Services Performance Measures

2019: 275 -19% 2019: 82% 2019: 2,083 -3%

255 83% 2,021

Mental Health Acute   Mental Health Acute bed  Mental Health Caseload admissions per 100,000  occupancy (including leave)

registered population

2019: 31% -4%

26%

% Adult acute admissions under Mental Health Law

2019: 1,935 -14%

1,665

Adult Social Care Caseload

2019: 27.74

28.68

Mental Health Acute Length Of Stay Including Leave (Days)

2019: 67% -27%

40%

% Started Treatment who  waited more than 18 Weeks (Jersey Talking Therapies)

2019: 73%

71%

Adult Social Care % adult  needs assessments closed within 30 days

Customer and Local Services

This year has been unlike anything we have experienced before in Customer and Local Services and we have worked hard to adapt to provide new services and support while maintaining the delivery of essential services to those who need it most.

Several new services were launched throughout the year to help Islanders and businesses cope with the pandemic. The new services included operational elements of the economic support measures, such as co-funded payroll scheme aimed to assist employers and employees whose businesses and other selected organisations have suffered financial loss as a result of the Covid-19 pandemic and the circumstances brought about by it. This scheme made payments totalling £97.9 million in 2020 to support more than 16,000 jobs in 2020.

CRESS, the Covid-19 Related Emergency Support Scheme was another programme that ran from April with the aim of supporting Islanders who had been working in Jersey for fewer than five years and who had lost their full-time employment and were unable to return home because of the pandemic. The weekly payments were to cover basic costs depending on the individual's relationship status and whether they had any children. More than 330 households were supported by the scheme.

Fiscal stimulus

We also facilitated a number of Fiscal Stimulus initiatives, including the £100 Spend Local Cards scheme, the 2% reduction of Social Security employee contributions, the contributions deferral and, of course, the Coronavirus Shielding benefit which aims to support those Islanders having to self-isolate.

Our Work and Family hub rapidly mobilised to support people displaced from their jobs during 2020, responding to a peak of 2,670 people who were actively seeking work, as well as ensuring that Income Support and other benefits remained easily accessible during lockdown.

Operationally, we carefully considered the safety of our staff and our customers in finding a solution as we divided ourselves in to smaller bubbles with a number of our team migrating to a work from home environment. Services have remained unaffected despite the changes and our staff and customers have adapted favourably to working online for many services and appointments.

Our ties with the local community have been extremely important this year and we have worked with local charity and voluntary organisations to continue our popular Closer to Home roadshows as well as our support network sign-posting service

 Connect Me . Both of these have helped numerous Islanders with much-needed advice and support and the socially distanced events have been well supported by both the voluntary groups as well as Islanders in need of assistance.

Towards the end of the year, we recruited two new team members who will deliver and drive the Disability Strategy. Although it is early days yet, there is already some

great work going on around accessibility and employment opportunities for disabled Islanders.

The Library continued to provide services throughout the pandemic and has provided a much-needed resource for adults and children alike. Visits to the Library have remained steady and the re-launch of the mobile library has helped to re-establish direct connections with Islanders across the community. The reading challenge saw

a bumper number of children take part this year, with the 1,700 youngsters eagerly taking part while being supported by parents. Although it was a bit different this year, the reading challenge worked well at home and seemed to enjoy the scented stickers in the packs this year.

One area that has been quietly working in the background is the Office of the Superintendent Registrar (OSIR). The team have been diligently adapting to the pandemic with many areas affected including the registration of births, deaths and marriages. Another project the team have now begun is the modernisation and digitisation of the various OSIR records, which up to now have only been available in a physical format. The project, which will take several months to complete, will improve access to the documents and assist in the electronic preservation.

Customer Strategy

Our Customer Strategy, built on customer feedback, is has also been a key part of our activity throughout the past 12 months. We have lots of customers who we connect with daily and we know how important it is to listen, act and improve the services we offer. Without this, we would never grow and develop, something we are keen to do on a continuous basis.

CLS Performance Measures

CLS s key performance indicators for 2020 reflect the multiple changes in priorities that the department accommodated during the year.

It s very rewarding to see that our absolute focus on customer service meant that we saw improvements in a number of key measures while handling a much greater quantity of cases than in the past. We ensured that:

available to answer customers calls promptly

provide income support to those who are eligible support those who have lost their jobs.

We also saw a notable improvement in job sustainability following Back to Work placements, which was a significant achievement for the team who also won the One Gov overall award.

Business licensing turnaround times increased slightly, although the change is not as significant as the data suggests. Due to reduced demand, we focussed our resources on other business support activities such as the Co-Funded Payroll and Spend Local Schemes, and have also changed the way we measure this Service Level Agreement from Q4 onwards, meaning a one off change in baseline to work from.

Additionally, there was a drop in our reported Customer Satisfaction performance. Prior to the pandemic, the majority of our customer satisfaction performance data was collected via exit interview of customers in our buildings. During Coronavirus, we switched our primary service to online or phone, but at the time there was not a means of collecting this same data after phone calls (although this is something we are looking to introduce in 2021). As a result, the volume of feedback we collected significantly dropped in 2020 (with it only being collected for email support) which means that a small number of low results can impact the data. We also introduced a more sophisticated means of compiling this measure to ensure it is robust and scalable to measure customer satisfaction across the Government. The level of service we provided did not drop, and we received significant amounts of positive feedback on the service provided throughout the year. This measure is a specific area of focus for the year ahead as part of the Customer Strategy.

More detail on the Government Plan 2020-23 Initiatives, Departmental Initiatives and Covid-19 Initiatives delivered by CLS during 2020 can be found in the Departmental Annual Reports for 2020.

Information on what CLS will deliver and improve during 2021, including the service performance measures we will use in 2021, can be found in the Departmental Operational Business Plans for 2021.

Customer and Local Services Performance Measures (Q4 2019 vs Q4 2020)

2019: 85.4% 2019: N/A Not comparable 2019: 91% +4.4%

68.7% 3.91 95.4%

Customer satisfaction rated   Customer effort (scored 1 to 5)* Calls answered very satisfied or satisfied

2019: 87.7% +6.7% 2019: 68.7% +19.9% 2019: 80.4% +19.6%

94.4% 88.6% 100%

of 1,300 target job starts   Sustainability of permanent Job  Income Support new claims  achieved in 2020 Starts > 6 months set up within SLA

2019: 98%

83.9%

Business Licensing applications turned around within Service Level Agreement

*Customer Effort Score measures how much effort a customer has to exert to get an issue resolved, a request fulfilled, or a question answered. It is calculated using a five-point scale with answers ranging from 'difficult' to 'easy'. The closer to five the better the Customer Effort Score.

The data presented is the most recent available annual data value as at 31st December 2020. Some data is open to fluctuation as figures for 2020 are finalised

in the first quarter of 2021. The symbols next to the data signify whether there has been a positive/negative/no significant change between the most recent data 68 value and the prior annual data value.

Infrastructure, Housing and Environment

IHE provides the conditions, facilities and decisions for Islanders, the environment and business to flourish and prosper and the Department s vision is to prioritise people, places, and the safeguarding of the future of the Island s infrastructure while achieving that mission. All Islanders receive IHE services - from weather forecasting to liquid and solid waste management.

In 2020 we responded to a significant number of operational issues and provided a key role in leading the Island s response to Covid-19. Those included identifying areas of service which could be put on hold, or stood down, while ensuring that essential underpinning services to the Island were maintained safely and adequately to ensure the well-being of all residents.

Response to Covid-19

At the start of the pandemic, we established a permit system to enable construction sites to re-open, provided that they complied with Public Health guidance, and

also established other new services, including the Contact Tracing Team. The Environmental Health team, who were mandated to investigate infectious diseases, went from a couple of food borne cases per week to what has now become a critical response team, in excess of 130 staff. Officers with broadly similar skill sets were immediately redeployed to assist, initially from Trading Standards then IHE Regulation, then the whole of Government, to respond to the scale of events as they unfolded.

They designed and delivered, with their third-party supplier, the critical Integrated Public Health Record Dynamics 365 platform in just 72 hours from initial request to

go live. The team is now very well-established reporting through the Track and Trace Board under the leadership of JHA.

To Islanders, the Nightingale Hospital has come to symbolise Jersey s response to Covid-19. The Nightingale Hospital was built on time (26 days) and under-budget.

Business as usual was impacted by our efforts in supporting the response to Covid-19, with more than 10% of our workforce being redeployed to support the critical and essential services which helped guarantee the safety and health of Islanders.

Impact on services

Services that were impacted due to Covid-19 included the number of passenger

bus journeys being reduced by 48% due to a change in the level of service during the pandemic. However, work with Liberty Bus enabled services to be maintained throughout Covid-19 lockdown. We maintained a 100% track record in relation to the number of pollution incidents due to the efficacy of the pumping stations. There were 28% fewer visitor numbers to the Household Recycling and Reuse centre, which was due to the temporary closure of the facility, reduced opening hours and the social distancing restrictions required.

The redeployment of Regulation to Contact Tracing staff impacted a number of services. In prioritising services, customer satisfaction surveys were unable to go

out, however the public were still able to leave feedback through normal feedback channels. In addition, the Planning and Building services were adversely impacted due to the high numbers of staff that were redeployed from this area to support the contact tracing team and the Construction permitting scheme, and this resulted in significant back-logs that are still being addressed. Natural Environment s volunteer training scheme in biodiversity monitoring did, however, record an increase in the number

of volunteers participating and this may be attributed to the community being more connected in nature during the pandemic.

A customer survey was not conducted in 2020 due to a reduced level of service from the Trading Standards team being redeployed to the Contact Tracing as a result of the Covid-19 pandemic. However, this will now be undertaken in 2021.

Key priorities

Despite this important focus on Covid-19, important work did progress during 2020 on our key strategic priorities:

The Regulation Directorate took a significant step towards becoming a more

centralised and cohesive division, with all areas relocated to one office and work beginning to create a single team across divisions, which had previously operated separately

Environmental Health developed minimum standards for rental properties and

continued to provide support and advice on safe food preparation and sale to restaurants having to adapt to Covid-19

Two major infrastructure projects continued despite the challenges posed by the

pandemic. Les Quennevais School was completed in July 2020 and welcomed students to its state-of-the art learning facilities in September. Progress was made on the new Sewage Treatment Works project and will be completed in 2022. Work continued also on Clinique Pinel and the Prison capital projects

The Natural Environment Directorate undertook important planning work for Brexit

with respect to food, plants, animals, trade and movements and the strategy for addressing invasive species was developed

All Government buildings were audited for accessibility for people with disabilities

and work to address the challenges set out in the audits began

Progress was made on the sports facilities vision and IHE is ready to start delivery

of change in 2021

Implementation of the of Government s Customer Strategy was prioritised, with

high levels of staff being trained on the new system as well as ensuring teams are responding to customer feedback.

Despite the disruption last year, we are in a good position in 2021 to complete the areas of work that were postponed or delayed in 2020. This will include a significant number of capital projects, responding to the impact of Brexit, completing projects funded by the Climate Emergency fund and continuing work on the strategic reviews

that are developing the most appropriate structures for managing the Government s property portfolio, sport operations, and our waste services.

More detail on the Government Plan 2020-23 Initiatives, Departmental Initiatives and Covid-19 Initiatives delivered by IHE during 2020, can be found in the Departmental Annual Reports for 2020.

Information on what IHE will deliver and improve during 2021, including the service performance measures we will use in 2021, can be found in the Departmental Operational Business Plans for 2021.

Infrastructure, Housing and Environment Performance Measures

2019: 82% 2019: 4,935,054  2019: 0.62% +0.12%

77% 2,223,678 0.74%

% Road Works conducted   Number of passenger   % of vehicles on Jersey's roads during off peak hours Bus Journeys  which are electric

2019: 90% +0.76% 2019: 0  0% 2019: 37% +2%

90.76% 0 39%

% of pumping station reactive  Number of pollution incidents   % of inert waste that is recycled maintenance completed   due to pumping station failure

within target

2019: 53,890

38,854

Number of visits to the HRRC (measured by a vehicle counter)

Infrastructure, Housing and Environment Performance Measures (continued)

2019: 70% +10%

80%

% of all food businesses rated as:

- very good or excellent performers

2019: 1% -0.43%

0.57%

% of all food businesses rated as:

- poor or non-compliant

2019: 90% +3.6%

93.60%

% of cases resolved within target

2019: 10

25

Number of category 1 and 2 environmental incidents

2019: 90% Not comparable

N/A

Customer satisfaction

Infrastructure, Housing and Environment Performance Measures (continued)

2019: 87.7%

82.3%

% of Planning applications that have been approved

2019: 66%

60%

% Planning applications completed within target

2019: 69.3%

62.7%

% of satisfactory building control inspections

2019: 133 +43%

190

Measurement of how many volunteers are trained annually in biodiversity monitoring in line with connectedness for nature.

2019: 95% +2%

97%

% accuracy of forecasting for Public Weather Forecast (Today)

2017: £904.5m +6.8%

£966.8m

Total value of property portfolio

Justice and Home Affairs

Justice and Home Affairs has been at the forefront of preventing and containing the spread of Covid-19 through the Island s emergency response, establishing Jersey s testing and tracing programme, monitoring and enforcement of isolation, and supporting the safer travel regime.

In the spring, our JHA Services quickly adapted to the emergence of Covid-19. Staff at the Ambulance Service faced significant disruption from an early stage to overcome the challenges posed to their normal operations and remain responsive and resilient.

Teams at Jersey Customs and Immigration Service worked throughout the pandemic to keep our borders safe and ensure that vital travel links were preserved, whilst at the same time dealing with the impacts of Brexit to the Island s immigration policies and vast increases in the importation of illegal substances into our Island through postal traffic. Our Customs team worked closely with colleagues in External Relations, the Law Officers Department and Communications to ensure changes to customs rules upon the UK leaving Europe were implemented with the least amount of disruption to businesses and Islanders. This involved system and process changes, new legislation and raising awareness for customers to minimise disruption.

The States of Jersey Police enforced the Stay at Home restrictions whilst supporting our communities using their Engage, Explain, Encourage, Enforce approach, increases in anti-social behaviour and supporting the contract tracing team with enforcing Covid-19 restrictions.

We have also seen impressive joint working and collaboration with teams from the Health and Safety Inspectorate, the Fire and Rescue Service and the Field Squadron supporting cross government work on Emergency Planning, the Nightingale Hospital, PPE procurement and distribution, the testing programme and Covid-19 monitoring and enforcement of both businesses and individuals

The States of Jersey Police have benefited from an excellent working relationship with their colleagues in the Honorary Police and Environment Health, and the Ambulance Service have received invaluable support from their volunteer partners, St John Ambulance and Normandy Rescue.

In relation to the table below, several of our regular activities have been affected by Covid-19 restrictions. For example, we have been unable to complete the expected number of Safe and Well visits to elderly people, and there has been less learning and engagement activity at the Prison.

Further analysis will be carried out in order to understand the decrease in performance in response times for the States of Jersey Fire and Rescue Service. The Service s response standards are under review and officers will be making recommendations to the Minister for Home Affairs, in relation to revised metrics, to provide better and more transparent benchmarking, in the coming year.

More detail on the Government Plan 2020-23 Initiatives, Departmental Initiatives and

Covid-19 Initiatives delivered by JHA during 2020 can be found in the Departmental Annual Reports for 2020.

Information on what JHA will deliver and improve during 2021, including the service performance measures we will use in 2021, can be found in the Departmental Operational Business Plans for 2021.

Please also note that States of Jersey Police performance information is published separately.

Justice and Home Affairs Performance Measures

2019: 1 0%

1

Total number of Serious Assaults

2019: 96% +2%

98%

% prisoners with pre-release  plan in place

2019: 1,004 -9.66%

907

No. Of emergencies

2019: 17 -12%

15

Total number of self-harm incidents

2019: 66% +12%

78%

Prisoners with employment  in place when leaving prison

2019: 59.8%

50.97%

% of emergency response  within target

2019: 155,474hrs

135,939hrs

Prisoners engaged in learning / employment programmes

2019: 83% +12%

95%

Prisoners with accomodation  in place when leaving prison

2019: 0 0%

0

No. Of fatal fire injuries

Justice and Home Affairs Performance Measures (continued)

2019: 9 -78%

2

No. Of non-fatal fire injuries

2019: 98.18%

18.18%

% of high-risk premises inspected

2019: 9,926

9,957

Number of 999 calls attended

2019: 298

99

No. Of Safe and Well Visits

2019: 2 -100%

0

No. Of reportable injuries  to firefighters

2019: 65.54% -7.24%

58.30%

% of 999 calls requiring  transport to Emergency Department

2019: 97.32%

95.96%

% of Safe and Well visits for target risk groups

Justice and Home Affairs Performance Measures (continued)

2019: £3.68m

£0.5m

Value of drug seizures

2019: £67.9m +15.6%

£78.5m

Value of duties collected (excise, import GST and CCT)

2019: £1.87m +61%

£2.9m

No. Of goods consignments processed

2019: 98% +2%

100%

% of non-express passports processed within 6 weeks

2019: £100k +40%

£136k

No. Of goods declarations processed

2019: 1,483 Not comparable 2019: 60 +175%

N/A* 165

Incidence of STIA claims  Number of proactive inspections resulting from work-related  made to high risk workplaces accidents and ill-health

The data presented is the most recent available annual data value as at 31st December 2020. Some data is open to fluctuation as figures for 2020 are finalised in the first quarter of 2021. The symbols next to the data signify whether there has been a positive/negative/no significant change between the most recent data value and the prior annual data value.

79 *data not available until Q2 2021

2019: 100% 0%

100%

Response to cat 1 complaints about working activities

(in accordance with HSI complaints policy)

2019: 98% +2%

100%

Response to cat 2 complaints about working activities

(in accordance with HSI complaints policy)

Office of the Chief Executive

The Office of the Chief Executive (OCE) carries out a range of functions and activities that help support the co-ordination and delivery of government priorities, sustain and grow our economy, facilitate international trade, strong external relationships and inward investment and communicate within the Government of Jersey and the Island.

We have been at the heart of the response to the Covid-19 pandemic throughout 2020 and, in common with other Departments, colleagues faced increased workloads while working remotely to manage the unique and unprecedented challenges the situation brought with it.

Delivering on clear priorities

We started the year with a range of clear priorities across the Department, set out in the Government Plan 2020-23 and Departmental Operational Business Plan for 2020. Despite the necessary focus on Covid-19, good progress has been made on many of these priorities.

Leading the cross-government response to Brexit, the International Trade Unit in External Relations was formed in early 2020 and, following the UK s formal departure from the European Union in January 2020, focused primarily on the UK-EU Future Relationship negotiations; ensuring Jersey s interests were understood and respected by both parties and feeding into key interlocutors as negotiations progressed. Strong outcomes were secured including tariff-free access for goods and management of Jersey s territorial waters, while maintaining opportunities to further develop Jersey s relationship with the EU, both directly and in together with our UK partners.

External Relation s overseas offices also continued to a play critical role in building and maintaining relationships with key stakeholders in the UK, Belgium and France, and extra resource was allocated to EU national government engagement, to support delivery of our priorities in a post-Brexit environment.

Good progress was also made in delivering the Global Markets Strategy and a range of related and wider programmes. The table below highlights the type and scale of reach and influence achieved through these activities, which included several high- profile in-bound visits achieved despite the challenges of Covid-19 and engagement with multilateral for a such as the Commonwealth Enterprise and Investment Council, the Africa Investment Summit, and the OECD.

OCE (External Relations) Activity

325

Meaningful interactions with governments and external stakeholders

60

Invitations to UK run events demonstrating established, working relationships

5 30

International agreements  New business development concluded opportunities

59 88

Number of meetings with  Effective engagement with Government Ministers,  external stakeholders across Parliamentarians, and  key policy portfolios

key contacts within the

diplomatic community

81 The data presented is the most recent available annual data value as at 31st December 2020

During 2020, colleagues successfully unified Economic Development services with existing OCE teams leading work on Financial and Digital Services. Alongside this, progress was made to recruit the Director of Jersey s first Computer Emergency Response Team, to progress the Economic Framework, to further develop key sector strategies including for culture, heritage and retail, and to deliver on-going support for the finance sector and wider economy including reform of regulatory authorities.

We also maintained and improved the organisational framework that supports the Council of Ministers, co-ordinates the development and delivery of public services, leads and provides critical challenge to the modernisation of the Government and major projects, such as the Our Hospital Project, and communicates its work with stakeholders, both internally and externally.

Supporting our response to Covid-19

Throughout the emergency response, we provided critical support to Ministers and Departments as they addressed both the health and economic impacts of the pandemic.

This also led the economic stability and recovery measures to ensure Islanders remained in work and businesses were insulated from the worst financial impacts, as well as communicating critical public health messages and informing Islanders how they should protect themselves and their families.

Departments were supported in their engagement with the UK Government on matters critical to Jersey s Covid-19 response, while also supporting the management of Jersey s Essential Traveller regime, facilitating repatriation flights - which assisted more than 650 individuals in 49 countries return home - as travel restrictions were implemented around the world, and Jersey s own border was closed.

Several multi-faceted and multi-channel communications campaigns were designed and delivered, at pace, to ensure key public health advice and guidance was heard and understood, as well as to support progress across the full breadth of government activity.

Sustained delivery

Given the significant focus and resource required to support the response to Covid-19, which is also detailed in a range of highlights elsewhere in the Annual Report and Accounts, there remain some priority areas where a focus on delivery must be sustained in the coming period in order to achieve the objectives that have been set.

Building on the enhanced systems developed in 2020, we will further embed

the comprehensive tracking of recommendations from Parliamentary and other independent bodies. This will include investment in new systems to better visualise and share data with other parts of Government, along with on-going work to improve the understanding of external scrutiny which informs and supports a continuous learning culture within Government that is accepting and welcoming of informed critique.

There will be significant on-going relationship building with the EU and key priority Global Markets, working both with UK but also progressing opportunities for direct relations. This will be supported by an enhanced programme of in-bound and overseas face to face engagement in support of Jersey s strategic objectives.

The structural redesign of Economy services will conclude and this enhanced

and joined-up approach will help ensure progress on key priorities, including the development of our Economic Framework that will respond to the strategic economic challenges raised by the Economic Council in the recent report commissioned by ministers on the Economic Recovery Political Oversight Group.

More detail on the Government Plan 2020-23 Initiatives, Departmental Initiatives and Covid-19 Initiatives delivered by OCE during 2020 can be found in the Departmental Annual Reports for 2020.

Information on what OCE will deliver and improve during 2021, including the service performance measures we will use in 2021, can be found in the Departmental Operational Business Plans for 2021.

Chief Operating Office

The focus for 2020 within the Chief Operating Office has been on addressing the long-term underinvestment in the underlying functions. Funding for the new target operating models was provided under the Government Plan 2020-23 for both Modernisation and Digital, and People and Corporate Services, which completed their consultations and began to recruit to vacancies.

Key deliverables for 2020 were impacted by the Covid-19 response where we had to quickly respond to new demands covering all the service areas.

Covid-19 had a significant impact on the department in 2020. Although not a front-line department, we support all other front-line departments and must react speedily and effectively to their changing requirements. This means that due to Covid-19, we had to take on a number of unplanned activities. These include, but are not limited to:

Modernisation and Digital

 Enabling home working including the laptops, systems, and infrastructure to

support it

 Designing, building, and deploying a new booking and testing system which

allowed the island to open its borders in the summer and then expand the testing programme and subsequently the vaccination programme.

Commercial Services

 Creating a bespoke contract assuring the airbridge for the Island  Delivering PPE to support everyone

 Setup testing arrangements with UK laboratories

 Supporting the development of the Nightingale Wing

People and Corporate Services

 Co-ordinating Business Continuity across the Government

 Redeploying hundreds of staff to interim roles to support the pandemic response  Arranging temporary accommodation for employees

 Redeploying Team Jersey resource to support senior and frontline leaders and

managers through coaching support

Further information can be found in the highlights above.

Notwithstanding the huge demands of Covid-19 response, we continued to deliver key change programmes and day-to-day services, Microsoft Foundations, Integrated Technology Solution procurement, Cyber Programme and Team Jersey. Aspects of these programmes have been delayed but significant progress was made in each area during a very difficult year and overall delays are minimal.

Our service areas have also delivered against their Government Plan objectives

and our achievements during 2020 include the approval and launch of the People Strategy, an induction programme for all staff was created, a new Corporate Portfolio Management Office is now in effect, and Modernisation and Digital have merged IT teams across the Government into their function.

More detail on the Government Plan 2020-23 Initiatives, Departmental Initiatives and Covid-19 Initiatives we delivered during 2020 can be found in the Departmental Annual Reports for 2020.

Information on what we will deliver and improve during 2021, including the service performance measures we will use in 2021, can be found in the Departmental Operational Business Plans for 2021.

Strategic Policy, Planning and Performance

The Department for Strategic Policy, Planning and Performance (SPPP) leads strategic policy, planning and performance across government.

We work in partnership with all government departments, to help improve our Island and the lives of people living here, for example by leading work on children s policy and legislation, progressing public health priorities and improving the way we plan services and report on progress and achievements. In our work we listen to, and work with Islanders; for instance asking for their views about changes to the Island Plan, supporting the creation of a new Public Services Ombudsman, and helping to ensure that children and young people have a voice.

Our Arm s Length Functions also have a major impact, whether that s through regulation, protecting vulnerable Islanders, safeguarding human and children s rights or providing essential statistics on which both strategic and operational decisions can be made.

We began the year with a new structure in place, and a full programme of work planned across all our key areas. In addition to supporting policy development across Government in key areas, such as children, education, justice, health, housing and migration, we intended to:

 further develop our policy community, to support and develop our staff and others

across government and create long-term career paths for talented Islanders

 create a modern new analytics function that would effectively support and drive

outcome focused decision-making across Government, through our analytics transformation programme and an analysts network

 seek approval for, and then implement, ambitious plans to seek carbon neutrality

and to improve the sustainability of our transport system

 progress the Island Plan Review and prepare for the 2021 Census

 further develop and embed our new Performance Framework to improve reporting

on Government progress towards key outcomes.

When the Covid-19 pandemic hit the Island, we were at the forefront of the response, as the home of the public health policy team. Officers from across the Department were brought together to focus on the pandemic and advise on measures required

to keep Islanders safe at every stage of the pandemic. This included developing new processes quickly to support the Medical Officer of Health and other clinicians, as well as establishing the Scientific and Technical Advisory Cell. We developed strategic plans and detailed guidance, including the safe exit framework to bring the Island out of lockdown, our suppress, contain and shield public health strategy and the safer travel policy and processes. The effort consumed around half of our department s resource (at times this was higher) throughout 2020; we are still diverting some key staff, even though we have now brought additional public health resource into the department.

Covid-19 impact on services

The effect of concentrating our efforts in one vital area was to delay or defer some of

the work we had planned to deliver over the year. Much of this has been refreshed

in the Government Plan 2021-23 or is now in our Departmental Operational Business Plan for 2021. Without knowing when we will be able to resume full Business as Usual , it will be a challenge to deliver our ambitious programme but we intend to make every effort to succeed. Improving our core functions around analytics, performance and policy is a priority for our senior team, working with our colleagues across Government to lay the foundations for high quality reporting and policy development.

Despite this important focus on Covid-19 work, from the late summer onwards additional priority was given to making progress with a number of important long-term plans. With the Carbon Neutral Strategy approved in February, and a Sustainable Transport Policy framework approved by the States Assembly in March, work to re-design the delivery of these programmes completed by year end, giving States Members and Islanders a clear view of the progress we will see in 2021. Progress

with the Island Plan Review was also prioritised, with an innovative bridging Plan proposed as a response in the context of the pandemic, Brexit and other major areas of uncertainty.

In the midst of the pandemic we led, with Treasury and Exchequer, the development of the Government Plan 2021-24 to ensure public services remain on a sustainable financial footing with clear priorities and plans for delivery. We continued to support policy development boards, which produced key reports on migration, housing and early years policy. We completed all necessary preparatory work for the 2021 Census, established a cross-government analysts network and supported all departments to prepare business plans for 2021 and annual reports covering 2020.

No two pieces of work are ever the same in SPPP; each output - and the context in which it is created - is unique. This makes it very difficult to quantify the performance of our department. Nevertheless, we have begun work to explore where some quantitative indicators might be effective, and how qualitative assessment of the Department s work might support future performance appraisals, both annually and on an on-going basis. Like so much of our planned activity, this was disrupted by Covid-19, but it will be back on our agenda in 2021.

Above all, throughout 2020, the Department has continued to work in partnership, to listen to the views of Islanders and be transparent. While much of its work is done behind the scenes because it doesn t directly deliver front line services, the policy, strategy and plans that it helps to develop have a positive impact on all our lives, and the performance measures it produces help Ministers, the States Assembly and Islanders to hold the Government to account.

More detail on the Government Plan 2020-23 Initiatives, Departmental Initiatives and Covid-19 Initiatives we delivered during 2020 can be found in the Departmental Annual Reports for 2020.

Information on what we will deliver and improve during 2021, including the service performance measures we will use in 2021, can be found in the Departmental Operational Business Plans for 2021.

Treasury and Exchequer

2020 was to be a year of building on the transformation foundations laid in 2019 for Treasury and Exchequer, and despite Covid-19, many of our 2020 objectives were met.

In the response to the pandemic, we played a pivotal role in providing a continued service to Islanders and devising and implementing new schemes and projects to respond to Covid-19.

This has included co-leading the development of financial measures to help businesses and the community, such as the Co-Funded Payroll Scheme, the Spend Local card and other economy schemes. In addition, swift changes to legislation were made to ensure our health services in particular were able to access the funds they needed.

Operationally, our colleagues in Revenue Jersey and Shared Services had to provide more support to help protect the most vulnerable Islanders facing immediate financial hardship. Therefore, as can be seen in the performance data, debt collection and enforcement activities were reduced, and resources reallocated to the payroll co- funding project. Invoice and Social Security (non-instalment) debt increased during the year, as dealing with the impact of the pandemic and its economic effects were prioritised.

At the start of 2020, Revenue Jersey successfully launched online filing for personal taxpayers and around 30% of taxpayers filed their 2019 returns online. It also launched a new Online Corporate Income Tax Return, which is now used by all companies to support the introduction of new legislation on Economic Substance. Revenue Jersey

is continuing with its transformation journey, although this has led, combined with Covid-19 pressures, to processing and service delays. It will be looking to make further improvements in 2021.

During 2020 and 2021 investments are being made in specialist resources to improve compliance activities within Revenue Jersey. This is reflected in the additional tax collected metric (provisional out-turn of £10 million for 2020).

Following approval by the States Assembly in November, Revenue Jersey is implementing the move of Prior Year Basis taxpayers to a Current Year Basis in 2021. This work was accelerated due to the pandemic to support those with reduced incomes in 2020 and possibly 2021 (see Section 2 - 2020 Highlights for more information regarding the Prior Year Basis Tax Reform).

The volatile market conditions created by Covid-19 have led to a short-term impact on the performance of some asset classes, a rolling average measure will be adopted in future to better reflect the long-term investment targets of our Funds.

During 2020 we made progress on our transformation journey, improving the amount of performance information collected by the department. In 2021, we will have a baseline for comparison on these new indicators.

Our teams have worked closely with the Integrated Technology Solution programme to get the department ready for the new supplier coming onboard in 2021. This will be a vast step forward for the Government, which is set to replace old and outdated finance, payroll, people services, asset management and commercial systems with an integrated solution. This will enable us to modernise and make life easier not only for ourselves, but also for our customers and colleagues across government.

Our Financial Planning Team worked with colleagues in Strategic Policy, Planning and Performance to improve the level and quality of detail in the Government Plan 2021- 2024 to enable the public to fully understand the Government s plans for the next four years, and also contributed to the Government Plan Six-Month Report, published in August.

In 2020, we had our ACCA Approved Employer status approved following an audit. This demonstrates how we support qualified colleagues in their continued professional development, while also providing a supportive environment with the right experience for those studying towards qualifications. We also supported the upskilling of colleagues across government with bespoke training to ensure they understand and can complete finance-related activities.

More detail on the Government Plan 2020-23 Initiatives, Departmental Initiatives and Covid-19 Initiatives we delivered during 2020 can be found in the Departmental Annual Reports for 2020.

Information on what we will deliver and improve during 2021, including the service performance measures we will use in 2021, can be found in the Departmental Operational Business Plans for 2021.

Treasury and Exchequer Performance Measures

2019: N/A Not comparable

1.22p per £1 of NRE

cost of the Finance function by Net Revenue Expenditure (NRE)

2019: N/A Not comparable

59%

% of recommendations on financial management matters made by the Fiscal Policy Panel and the Comptroller and Auditor General and supported by Government are actioned

2019: £2m +500%

£12m

Additional revenues assessed

2019: N/A Not comparable

30%

% of Personal Tax returns completed online

2019: N/A Not comparable

0.7p

Cost to collect £1 of Revenue

2019: 63% +16%

79%

% International Data Exchanges complete > 90 days

Treasury and Exchequer Performance Measures (continued)

2019: 88%

87%

% of invoiced debt recovered within 90 days

2019: £6.4m

£8.2m

Reduction in government debtors (invoiced and social security debt)

2019: 24 days -17%

20 days

Suppliers paid within an  average of 30 days

2019: 83% +7%

90%

% increase in income received via digital channels

2019: 89% 0%

89%

% of public service pension scheme administration tasks completed within 5 days

2019: 94% +3%

97%

% of invoices paid electronically (BACS)

2019: 7 0%

7

Coverage ratio of reserves to debt (> 3 target)

2019: 100%

90%

% of major States Funds achieving their long-term strategic aims (including value)

2019: -0.3%

-0.9%

Rate of return on investment portfolio compared to benchmark (3-year performance)

Treasury and Exchequer Performance Measures (continued)

2019: N/A Not comparable

100%

All stakeholders provided with routine financial reports within one month of the end of the previous month

2019: N/A Not comparable

100%

No material changes in figures from production of first draft of routine financial reports to issue of corporate financial report

2019: 60% +40%

100%

% quarterly update on progress and recommendations to Risk and Audit Committee on Internal Audit Plan

2019: N/A  Not comparable

74%

% of audit recommendations agreed and completed by departments

2019: 100%

50%

% of updates complete for  quarterly reporting of T&E Risk register at Senior Leadership  Team and peer reviewed at Departmental Risk Group

Section 4 Delivering the Efficiencies Plan for 2020

This report should be read in conjunction with the Government Plan 2020-23 6 Month Update Report. The financial performance, underlying drivers and impacts have changed little since this report and this shorter update reflects this, summarising the performance over 2020.

The original plan to deliver £100 million of efficiencies over the period 2020-23 has been increased by a further £20 million in 2024 as approved in the Government Plan debate in December 2020. During 2020 the focus on delivering efficiencies was incorporated into the broader challenge to rebalance Government finances.

The 2020 plan required the delivery of £40 million of efficiencies in 2020 and this objective has been fully met.

The delivery of £40 million is broken down into £25 million of recurring efficiencies and a further £15 million of one-off measures, typically, but not wholly a deferral of growth funds. These deferrals were, in large part, as a consequence of prioritising the Government s response to Covid-19 over some existing and new activities.

The value of one-off measures will be carried forward for delivery on a recurring basis in 2021. This ensures continued focus on building a more efficient public sector.

Development of the framework for impact assessment was paused with the shift of focus to public health activity. Consequently, it remains a focus for development with the next opportunity for the application of an improved process coming with the 2021 half year report in August 2021.

Delivery of efficiencies by department

Department Budget Delivered Variance CLS 2,219,500   1,275,500   944,000 COO 1,523,400   897,200   626,200 CYPES 3,575,900   1,189,900   2,386,000 HCS 9,000,000   1,593,000   7,407,000 IHE 1,150,840   513,800   637,040 JHA 1,589,000   743,000   846,000 JHA:SoJP 200,000   200,000   - OCE 674,700   166,200   508,500 SPPP 283,000   170,000   113,000 T&E 1,310,000   790,000   520,000 Central items 11,140,000   10,440,000   700,000 Sub Total 32,666,340   17,978,600   14,687,740 T&E Revenue Jersey 7,350,000   10,000,000  -2,650,000 Overall 40,016,340   27,978,600   12,037,740

In this table, reporting a status of delivered reflects delivery of the original efficiency and the variance reflects the delivery of the efficiency value through other measures, generally one-off deferrals of growth.

Efficiencies are presented as either cross cutting (Government wide) or departmental efficiencies. The cross cutting efficiencies cover multiple departments and are shown as consolidated totals in the following pages.

Central items include vacancy management, management of inflationary pressures and the extension to car parking hours.

Rounding

Minor variations exist between totals by classification as a consequence of rounding.

Cross cutting efficiencies

Modern and efficient workforce

The planned efficiencies derived from a number of different Modern and efficient workforce activities including reductions in overtime, fixed term contracts (FTC) and agency staff became increasingly difficult to deliver as staff were redeployed to public health and other Covid-19 response activities.

These pressures included a difficulty in recruiting, the need to retain FTC and agency staff beyond their planned contract end dates and a demand for more overtime.

These pressures affected the delivery of efficiencies notwithstanding improvements in management activity and data in all of these activities. These improvements will benefit management of expenditure in 2021 and will be further strengthened by continued development and delivery of functional management training through our investment in People and Corporate Services.

Heath and Community Services workforce efficiency schemes

Delivery against the nurse, medical and allied health professional workforce schemes were significantly impacted by Covid-19 in 2020. Growth was deferred to compensate for the non-recurrent delivery of these efficiencies.

Many budgets were reviewed through the start of a Zero-Based Budgeting (ZBB)

process undertaken in quarter three 2020. This involved analysing anticipated activity and reviewing the workforce required to deliver this. The approach was successful in identifying recurrent savings for implementation in FY21 and will be refined and revisited throughout 2021 to identify further opportunities and complete a full ZBB.

With the support of the new HR Director and Finance Business Partner, the Medical Director is reviewing all long-term medical vacancies with a view to reducing the number of posts filled with short-term bank and agency posts. This is due for completion by Q2 FY21.

Heath and Community Services

Budget (£m) Delivered (£m) Variance (£m)

2.8 0.1 2.7

Government of Jersey - excluding Heath and Community Services

Budget (£m) Delivered (£m) Variance (£m)

1.7 1.0 0.7

Vacancy management

The delivery of this efficiency has been made easier by the pressure on recruitment. Whether related to Government Plan investment or responding to normal staff turnover activity has been significantly constrained by Covid-19. Having initially been held centrally budgets have been updated in 2021 to reflect allocations by department.

All items in the Modern and efficient workforce category require ongoing management to ensure recurrence. Over and above the improvements in data and management practise described the implementation of the Integrated Technology Solution (ITS) in future years will provide more opportunity for improvement and delivery of efficiencies.

Budget (£m) Delivered (£m) Variance (£m)

5.58 5.58 0

Project Commercial operations Management of Inflationary Pressures

Delivery Budget has been retained centrally as in previous years

Impact There has been no adverse impact on customers or staff and the activity is aligned with the

CSP.

Status Delivered (Plan A)

Budget (£m) Delivered (£m) Variance (£m)

4.86 4.86 0

Project Commercial operations contract efficiency

Delivery Commercial services capacity remained extensively committed to the Government s Covid-19

response during 2020.

Support to Government objectives in the first half of the year included significant programmes of work such as the Nightingale ward, sourcing PPE and maintaining travel links.

Specific technology opportunities were assessed as lower priority than supporting the track and trace and book and test activities in the second half of the year and consequently deprioritised.

The opportunity to deliver remains and several of the projects will be deferred to 2021.

Impact There has been no adverse impact on customers or staff and the activity is aligned with the

CSP.

Status Majority of delivery through Plan C

Budget (£m) Delivered (£m) Variance (£m)

1.4 0.1 1.3

Project Commercial operations - health

Delivery Efficiency schemes were developed for this area however the full value of this programme

could not be realised in 2020 due to the impact of Covid-19.

Private Patient income opportunities were significantly impacted by the cessation and reduction in non-emergency activity for a large proportion of the year. It is anticipated that recurring efficiencies from this scheme will be realised as activity returns to normal over the next 12 months.

Progress was made in delivering savings associated with pharmacy and drugs through the transition to biosimilars. This scheme is being reviewed again in the first quarter of 2021 to ensure that savings have been maximised. This approach is being incorporated into the planning cycle within HCS and will be repeated annually, with changes going through a rigorous clinical review process prior to implementation to ensure there are no adverse effects on patients or services. Transition is being monitored on a quarterly basis through the Care Group Performance reviews.

Impact There has been no adverse impact on customers or staff and the activity is aligned with the

CSP.

Status Partially delivered by Plan A, majority through Plan C

Budget (£m) Delivered (£m) Variance (£m)

2.5 0.7 1.8

Project Efficient organisational structures business support review

Delivery CLS and COO completed delivery of these efficiencies as part of the implementation of target

operating models in the first half of 2020.

CYPES The efficiency was not delivered in 2020 however remains an opportunity and has been deferred to 2021.

Work on the Business Support Review across CYPES (excluding schools) resumed in the second half of 2020 with the development of a high-level business support model.

This model is now subject to final refinements which will be undertaken in Q1 2021 as further discussions are held with service heads. This will finalise the scope and agree how to implement more efficient ways of working.

The revised value of the efficiency, potential impacts and implementation approach will be agreed by the end of Q1 for delivery in 2021.

IHE further target operating model development and delivery, as it relates to business support models, has been deferred to 2021 (detail expanded in departmental efficiencies).

JHA whilst good progress has been made developing new business support models the full financial benefit is not expected until 2021.

OCE whilst work has progressed on a Business Support model in 2020 delivery of the efficiency has been deferred to 2021.

Impact There has been no adverse impact on customers or staff and the activity is aligned with the

CSP.

Status Majority of delivery through Plan C

Budget (£m) Delivered (£m) Variance (£m)

1.3 0.1 1.2

Project Commercial operations: cost recovery recharging to capital schemes

Delivery This efficiency recharges corporate overheads across capital projects to reflect a more

complete allocation of expenditure.

COO the range of technology transformation programmes provided sufficient opportunity to apply this recharging in full.

IHE the majority of recharging was achieved with a small balance being deferred to 2021.

Impact There has been no adverse impact on customers or staff and the activity is aligned with the

CSP.

Status Majority delivered by plan A

Budget (£m) Delivered (£m) Variance (£m)

0. 0.8 0.2

Budget (£m) Delivered (£m) Variance (£m)

0.94 0 0.94

Project Commercial operations: extension to car parking charging hours Delivery Rejected by States Assembly

Impact N/A

Status Rejected

Budget (£m) Delivered (£m) Variance (£m)

7. 0 0.7

Project Commercial operations: corporate services

Delivery SPPP a reduction in commissioning budgets was delivered in the first half of 2020.

OCE efficiencies could not be met, and growth spending has been deferred typically through reduced travel costs and delayed recruitment.

Impact There has been no adverse impact on customers or staff and the activity is aligned with the

CSP.

Status Partially delivered by Plan A

Budget (£m) Delivered (£m) Variance (£m)

8. 0.3 0.5

Budget (£m) Delivered (£m) Variance (£m)

2. 0.1 0.1

Budget (£m) Delivered (£m) Variance (£m)

3. 0.3 0

Budget (£m) Delivered (£m) Variance (£m)

0.1 0.0 0.1

Project Efficient organisational structure: one customer location

Delivery New structures were implemented in the first half of 2020 delivering this efficiency in full. Impact There has been no adverse impact on customers or staff and the activity is aligned with the

CSP.

Status Fully delivered by Plan A

Budget (£m) Delivered (£m) Variance (£m)

0.04 0.04 0

Departmental efficiencies

Customer and Local Services

Budget (£m) Delivered (£m) Variance (£m)

0.7 0.7 0

Project Reduction in non-staff spend

Delivery Fully delivered

Impact There has been no adverse impact on customers or staff and the activity is aligned with the

CSP.

Status Fully delivered by Plan A

Budget (£m) Delivered (£m) Variance (£m)

0.3 0.3 0

Children, Young People, Education and Skills

Budget (£m) Delivered (£m) Variance (£m)

0.6 0.0 0.6

Budget (£m) Delivered (£m) Variance (£m)

0.5 0.5 0

Project Changes to staff rotas in children s homes

Delivery This efficiency was delivered through a service restructure which released unfilled posts. Impact There has been no adverse impact on customers or staff and the activity is aligned with the

CSP.

Status Fully delivered by Plan A

Budget (£m) Delivered (£m) Variance (£m)

0.5 0.5 0

Budget (£m) Delivered (£m) Variance (£m)

0.13 0 0.13

Infrastructure, Housing and Environment

Project Operating model savings

Delivery A complete re-evaluation of IHE's organisation structure, focused on making constructive

changes to the existing structures, including the Directorate structures, remains the objective. Target Operating Model reviews and rollout across IHE Directorates commenced in quarter three 2020 and will progress throughout 2021. Work streams include vacancy and absence management, a review of contract and commercial opportunities, avoidable overtime, voluntary redundancy and early retirement.

In addition to this the new operating model will focus on cost recovery by ensuring that staff costs are fully recovered against capital budgets, the introduction of appropriate user-pays charges and that detailed service reviews are undertaken ensuring efficient delivery of services.

Consequently, good progress in 2020 and continued implementation in 2021.

Impact There has been no adverse impact on customers or staff and the activity is aligned with the

CSP.

Status Partially delivered by Plan A

Budget (£m) Delivered (£m) Variance (£m)

3. 0.2 0.1

Health and Community Services

Project Operational excellence

Delivery Productive theatres - The productive theatre programme sought to improve efficiencies

across the theatre suite by improving utilisation (including start-times, turnaround times, patient throughput, pre-op process, Patient Tracking Lists, reduction in over-runs etc.) and modifications to the staffing model. It was not been possible to deliver these fully in year due to the impact of Covid-19. This scheme will continue into 2021.

Delivery of savings associated with off-Island mental health placements was partly achieved. This again is being incorporated into the post-Covid-19 mental health operational recovery plan. It is anticipated that full benefits from this revised approach will be realised in 2021.

Off-Island acute services - Some recurrent efficiencies have been delivered through scrutiny and review of contracts for services. Additional non-recurrent benefits were realised in year as a result of modifications made to pathways during the pandemic. These were used to support under-delivery of other efficiency schemes in 2020. Revised pathways are being reviewed from a quality, safety and patient experience perspective to determine what elements can be carried forward into 2021 and beyond.

Impact All schemes go through a Quality Impact Assessment gateway to ensure no adverse effects

on patients or services.

Status Partially delivered through Plan A, majority through Plan C

Budget (£m) Delivered (£m) Variance (£m)

3.7 0.8 2.9

Justice and Home Affairs

Project Operating Model Phase 1

Delivery The first phase was delivered in the first half of 2020.

Impact There has been no adverse impact on customers or staff and the activity is aligned with the

CSP.

Status Fully delivered through Plan A

Budget (£m) Delivered (£m) Variance (£m)

4. 0.4 0

Budget (£m) Delivered (£m) Variance (£m)

0.4 0.1 0.3

Budget (£m) Delivered (£m) Variance (£m)

0.2 0 0.2

Strategic Policy, Planning and Performance

Project Recovery of Policy Costs

Delivery Not possible in 2020 with decrease in fees arising from Control of Housing and Work Law due

to Covid-19.

Impact N/A

Status Fully delivered by Plan C

Budget (£m) Delivered (£m) Variance (£m)

1. 0 0.1

Treasury and Exchequer - Revenue Jersey

Project Additional tax revenue

Delivery The Additional Revenue Benefits target for 2020 arising from Revenue Jersey s Domestic

Compliance work was originally £7.35 million (subsequently adjusted to £6.35 million in response to the likelihood of reduced compliance activity during the Pandemic/Lockdown). Notwithstanding the adjustment the provisional outturn is £10 million against the original target of £7.35 million. This provisional over-achievement is partly accounted for by the degree of compliance work that could nonetheless be completed remotely during the lockdown (which exceeded expectations) but also, to some extent, from the way in which the settlement of

some large and contentious cases was expedited earlier than expected.

Impact There has been no adverse impact on customers or staff and the activity is aligned with the

CSP.

Status Exceeded through delivery of Plan A

Budget (£m) Delivered (£m) Variance (£m)

7.35 10.0 Positive 2.65

Project Reduction in costs arising from system transformation of finance function Delivery TBC

Impact N/A

Status Fully delivered through Plan C

Budget (£m) Delivered (£m) Variance (£m)

2. 0 0.2

Project Cost recovery of Treasury investments team costs

Delivery This has been fully met through general recharges to appropriate fund costs.

Impact There has been no adverse impact on customers or staff and the activity is aligned with the

CSP.

Status Fully delivered by Plan A

Budget (£m) Delivered (£m) Variance (£m)

0.2 0.2 0

Budget (£m) Delivered (£m) Variance (£m)

0.1 0.1 0

2021 efficiencies and re-balancing measures

The proposed plan to deliver £20 million of measures in 2021 was approved by the States Assembly during the Government Plan debate in December 2020.

Performance monitoring will continue to be undertaken on a monthly basis through the budget monitor process led by the Treasury and Exchequer and this will focus on financial delivery. Supplementary performance monitoring for any projects required to deliver efficiencies and rebalancing measures will also be undertaken through the Corporate Portfolio Management Office.

Measures will no longer be reported using the Plan A, B, C terminology. To simplify reporting measures will be classified as either reductions in expenditure or increases in income and will be further described as having either a recurring or one-off budget impact.

The impact assessment framework will continue to be developed in 2021.

Performance reporting will continue the six-monthly cycle initiated for the 2020 plan with updates provided in August 2021 (first six months) and February 2022 (full year). This latter date may change as it is aligned with statutory obligations on the publication of the Annual Report and Accounts, which will include the full year performance report on efficiencies and rebalancing measures.

Financial Review

Minister for Treasury  and Resources foreword

I am very pleased to present the 2020  Annual Report and Accounts and I'd like to  thank colleagues in Treasury and Exchequer  and across Government Departments for  their hard work in producing this document.

Deputy Susie Pinel

Minister for Treasury and Resources

Our priorities for the year have been to ensure that we had the funding and liquidity in place to be able to do whatever it took to respond effectively to the challenges to lives, livelihoods and liberties presented by the pandemic and at the same time have our eye firmly on long term financial sustainability. The strength of the Island s balance sheet placed us in strong position as we met these challenges.

One of our guiding principles since the start of the pandemic has been to protect our Strategic Reserve in these most uncertain of times, and thereby ensure the Island

has the financial resilience to deal with potential future shocks or after-shocks to the economy from the current global crisis. Our strong balance sheet, low debt levels and high credit rating ahead of the crisis have all made the option to borrow to help pay for our response to Covid-19 possible.

On the advice of the Fiscal Policy Panel the decision was taken not to put up taxes or make large cuts to spending, here and now, but to instead run deficits in the short term, maximising the opportunities for the economy to recover. At the end of 2020 the deficit stood at £113 million.

This was an unprecedented hit on our finances; however we are still in a strong position, the balances on our funds totalling £3.3 billion at the end of the year, actually increasing over the year.

In 2020, Group net assets increased by £95 million to £7.6 billion, which is made up of £4 billion of property, plant and equipment and £3.6 billion of investments, including States Owned Enterprises.

Despite the disruption caused by Covid-19 to Islanders day-to-day lives and businesses, our income streams performed surprisingly well in 2020 and exceeded the Autumn forecasts from Income Forecasting Group. Net general revenue income increased marginally by £6.6 million against 2019. This was mainly due to increases in Impots Duties attributed to reduced Duty Free tobacco and alcohol imported due to the restrictions on travel. Stamp Duty increased as the housing market remained strong throughout the year and GST also outperformed forecasts. Taken together, these increases offset reductions in Income Tax and other income sources. The impact of

Covid-19 on companies will be seen in 2021 as businesses file their tax returns for 2020.

Our 2020 investment performance has held up well through this most difficult of years and volatile markets around the world. We recorded gains of £253 million, compared to £402 million in 2019. The Common Investment Fund experienced excellent results, generating a net return of 8.5%, exceeding its market weighted benchmark by 1.2%.

Over the long term, the portfolio continues to perform well, with the Strategic Reserve having generated returns of 5.7% and 7.8% respectively over three and five years, which exceeds benchmarks by 0.3% over both periods.

At a Group level, our operating expenditure outstripped our income by £272 million. The largest costs related to the measures put in place to support Islanders and businesses, such as the Co-Funded Payroll Scheme.

On the advice of the Fiscal Policy Panel we used the Stabilisation Fund to support the economic recovery and transferred the complete value of the fund to the Consolidated Fund. The Stabilisation Fund was put in place to support the Island through major economic shocks and it was appropriate to use it in this way in 2020.

In responding to the need to provide timely, targeted and temporary support to

the economy we launched a significant Fiscal Stimulus package last summer. This included, among other support measures, direct payments to low income households, £100 Spend Local cards for every Jersey resident and a reduction in Social Security contributions for six months.

This also included a Fiscal Stimulus Fund, in two tranches of £25 million each. The first tranche of funding had received 92 Expressions of Interest when it closed at the end of the year. Government departments, arms-length organisations, and not-for-profit organisations can apply for funding towards projects that aim to stimulate the economy, reduce the fall in employment and output in the short term, and reduce the damage to the economy in the long term. The first round of awards was made in March 2021.

In this year s Annual Report and Accounts, more information than previously is being provided about our subsidiaries.

Ports of Jersey they have been significantly impacted by the effects of the pandemic on travel to and from the Island during 2020. Their income sources have been depleted, dropping 38% in 2020, and in October they announced plans to reshape their business and opened a consultation with their employees to explore new ways of working.

Andium Homes their social housing plans continued in 2020, spending £60m on capital investment improving homes for Islanders.

States of Jersey Development Company they opened a consultation on the development of the Southwest St Helier Waterfront area in October for Islanders to submit their views.

In 2020, Treasury and Exchequer continued to embed the changes made in 2019 to create a single finance department. Its transformation to modernise and improve the way we manage public finances also continued. The department was heavily involved in business readiness work for the Integrated Technology Solution, which will replace our outdated finance system and many of the processes they ve been using for the last 25 years. At the end of 2020 the Risk and Audit team launched a new Risk Register site

to help manage risks across government. It also supports the Government of Jersey Risk Strategy 2020, which departments are required to follow under the Public Finances Manual.

In 2020, Revenue Jersey recorded £677 million in tax revenues, including more than £10 million through compliance activity, such as collecting more unpaid tax debts.

Despite being faced with increased workloads during 2020 due to the pandemic, Revenue Jersey has continued to make good progress in modernising Jersey s tax system. Its move to a new computer system in 2019 meant it was able to offer online filing to Islanders for the first time in early 2020. Around 19,000 taxpayers, some 30% of the total taxpayer base, took the opportunity to use online filing to complete their 2019 tax return. This helped Revenue Jersey to issue tax assessments more quickly than in recent years, with the 2019 assessing cycle being largely completed by the end of the year, some four months earlier than the previous year. More than 40% of those who filed online also received their tax assessment, and revised ITIS rate if they were employed, within two weeks of submitting their tax return.

Last year the proposition to move Prior Year Basis taxpayers to Current Year Basis was approved by the States Assembly, with the 2019 tax bill for PYB taxpayers being frozen, although it does have to be paid in the future. While this change has been talked about for some time, work on it was accelerated due to COVID-19 to help those whose earnings were detrimentally affected in 2020 and possibly in 2021.

This change to our tax law, along with the proposed modernisation of so-called

 married-man s taxation for the phased introduction of Independent Taxation from 2022, means that Jersey is facing the most significant reforms of its tax system since Income Tax was introduced in 1928.

2020 delivered unprecedented challenges and risks to Islanders health, wellbeing and livelihoods, and to business and the economy. We ensured that financing was in place to ensure that bold measures to protect and respond could be afforded. The Treasury Ministerial Team will ensure that this continues into 2021, and presents a plan to give the economy room to prosper, whilst a longer term plan to recover the finances is put in place.

While 2020 presented Treasury and Exchequer with many unforeseen challenges and demands, I am extremely proud of the way colleagues in the department, and across Government, have responded to them and provided vital support for both Islanders and businesses.

Deputy Susie Pinel

Minister for Treasury and Resources

Date: 14 May 2021

This Financial Review section provides a summary analysis of the consolidated group, including all funds and subsidiary companies, as well as component entities. States Assembly performance refers to the general revenue income and department expenditure as it has been approved by the States Assembly in the Government Plan.

The Statement of Comprehensive Net Expenditure is split by 'Core' and 'Group' where 'Core' is all parts of the States of Jersey group apart from the consolidated subsidiaries and 'Group' includes those subsidiaries per the diagram on page 123 and the information in Note 4.26 on page 331.

Impact of Covid-19 on Finances

The pandemic has brought substantial disruption to the work of Government, impacting on income and creating a significant increase in expenditure as steps were taken to meet the health, livelihoods, economic and fiscal challenges presented.

Departments have reported additional Covid-related costs and lost operational income of £190 million in 2020 including:

Payroll Co-Funding Scheme

£97.9m

Test and Trace phase 2 programme (July 2020 onwards)

£16.2m

Economic Stimulus (primarily Spend Local Voucher and increased Income Support payments) £11.6m