Government Plan 2022-2025 as amended

GOVERNMENT PLAN 2022 -25

R.18/2022

Government Plan 2022-2025 (P.90/2021) as amended

On 17 December 2021 the States Assembly approved the Government Plan 2022-2025 (P.90/2021), as amended.

This document sets out:

  The P.90/2021 Proposition and Summary Tables, as amended by the States Assembly

(see Appendix 2).

  The Government Plan 2022-25 as amended to include all amendments agreed by the States

Assembly (see Appendix 7) together with any necessary consequential and minor factual changes.

Our purpose

Our purpose as the Government of Jersey is to serve and represent the best interests of the Island and its citizens.

In order to do this, we must:

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

  Deliver positive, sustainable, economic, social, and environmental outcomes for Jersey  Ensure effective, efficient, and sustainable management of public funds

How to use the Government Plan 2022-2025

  Ensure the provision of modern and highly valued services for the public.

Part One sets out how the Government of Jersey has taken into account sustainable public finances and sustainable wellbeing, as required by the Public Finances (Jersey) Law 2019.

Parts Two and Three outline how the Government will invest in its five strategic priorities in 2022, and how we will continue our progress on modernising and driving efficiency across the Government.

Part Four includes appropriations for non-ministerial departments, including an explanation of how these are addressed by the Government Plan process.

Part Five sets out how the Government will make sure that expenditure is sustainable, using borrowing to support it, and enabling a plan to be delivered to balance the budget in the medium term, continuing to invest in strategic priorities and preserving our reserves for any potential future shocks to our economy.

Contents

Chief Minister s foreword 6 Minister for Treasury and Resources foreword 14

1 2

3 4

PROPOSED APPROPRIATIONS FOR  94 NON-MINISTERIAL BODIES

Our ongoing investment 96

5 GFiOnaVnEcRe Ns  Mat E a N g Tla Fn INce ANCES 110024 Budget measures 106

Executive summary 108 Economic context 114

Fiscal framework 117 Public sector spending 2022-2025 123 Projects 2022-2025 130 General revenue Income 140 Budget Proposals 146 States Borrowing 158 Government of Jersey balance sheet and States funds 166 Key fiscal measures for consideration in 2022 178

6 AAPpPpEe NndDixIC 1 E:KSey to abbreviations 118824 Appendix 2: Proposition and summary tables  186

Appendix 3: New revenue initiatives 198

Appendix 4: Revenue expenditure initiatives in Government

Plan 2020-23 and Government Plan 2021-24 200 Appendix 5: Administrative tax measures 208 Appendix 6: Managing risk 209 Appendix 7: Amendments to the Proposed Government Plan 213

Council of Ministers

Senator  

John Le FondrØ

Chief Minister

Deputy Gregory Guida

Minister for Home Affairs

Deputy Kevin Lewis

Minister for Infrastructure

Deputy Richard Renouf

Minister for Health and Social Services

Senator  

Lyndon Farnham

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

Deputy Carolyn Labey

Assistant Chief Minister Minister for International Development

Deputy Judy Martin

Minister for Social Security

Deputy

Scott Wickenden

Assistant Chief Minister Minister for Children and Education

Senator Ian Gorst

Minister for External Relations and Financial  Services

Deputy Russell Labey

Minister for Housing and Communities

Deputy Susie Pinel

Minister for Treasury and Resources

Deputy John Young

Minister for the Environment

Assistant Ministers

Deputy Lindsay Ash

Assistant Minister for Treasury and Resources

Assistant Minister for Home Affairs

Deputy Kirsten Morel

Assistant Minister

for Economic Development, Tourism, Sport and Culture

ConnØtable Richard Buchanan

Assistant Chief Minister, Assistant Minister for External Relations

Deputy Jess Perchard

Assistant Minister for Environment

Deputy Rowland Huelin

Assistant Chief Minister

Deputy Trevor Pointon

Assistant Minister for Health and Social Services

Assistant Minister for Children and Education

Deputy

Hugh Raymond

Assistant Minister for Health and Social Services,

Assistant Minister for Infrastructure Assistant Minister

for Economic Development, Tourism, Sport and Culture

ConnØtable Richard Vibert

Assistant Minister for Children and Education

Chief Minister s foreword

Senator   This is the final Government Plan to be produced John Le FondrØ by this Council of Ministers, and provides an Chief Minister opportunity to reflect on the challenges that we

have faced, and what we have achieved, over the past three years.

The impact of Covid-19

Let us be clear - Covid-19 has significantly impacted the ambitions we set out in our Common Strategic Policy in 2018, many of which were due to begin implementation during 2020. However, that only means that whilst we have not achieved everything we set out to do, we have still achieved a number of important goals, but further work remains.

Whilst some commentators will focus on the projects which still need to be delivered, taking all things into account - including the challenges we have faced as an Island, as a Community, and as a Government - I think we should all be proud of where the Island stands.

The pandemic has had a huge impact on our Island as a community, and on the Government and Public Sector in protecting Islanders. Many teams have worked literally day and night, tirelessly, to protect lives and livelihoods. I pay tribute to every one of them, whether in the Public Service, in healthcare,

in the Parishes, in the community, in the third sector, in industry, or in my Ministerial team.

Our vaccination programme has been one of the best in Europe, and we have kept schools open more than the UK and many European countries. Whilst it has not been easy, teachers have adapted to online or blended learning and are providing additional teaching for those whose education has been disadvantaged by the pandemic. We also launched Learning at Home during Covid-19 to support children, young people and their families.

When I took office in 2018, it was apparent that the state of our Public Sector IT systems was woeful. Our investment into IT infrastructure in 2019, although controversial to some, set the foundation for a number of our successes; from enabling the States Assembly to be the first parliament in the Commonwealth to meet fully online, to developing a good working relationship with Microsoft for the delivery of our superb Covid-19 testing regime.

From a financial perspective, we are also in a far better position than we first anticipated. Our reserves at the beginning of 2021 were just under £300 million higher than at the end of 2019, even after all the measures we have taken in supporting Islanders through the pandemic. Our revenue forecasts are better for 2021, 2022 and onwards, and we have spent less on Covid-19 than originally envisaged. Accordingly, we will return to balanced budgets

sooner, during the period of this plan.

This does not mean there will not be things we could have done better. Neither does it mean that there will not be further challenges ahead. But it does mean that we have got to this point in as good a position as could realistically have been the case.

Our ambitions for 2022

This Government Plan builds on and realises the ambitions that this Council of Ministers have successfully pursued across the past three years.

At its core, the plan retains a focus on the commitments that have underpinned the work of Government and were established in our Common Strategic Policy in 2018: putting children first; improving Islanders wellbeing and mental and physical health (made even more pressing by the impact of Covid); creating a sustainable, vibrant economy; reducing income inequality and improving the standard of living; and protecting and valuing our environment.

As well as focusing on these key matters, it addresses the other legacy

issues that we inherited and have been the subject of significant focus

and progress: the need for a new Hospital, the requirement to manage the Government estate and develop a new consolidated headquarters; the significant burden of historic pension debt; and long-overdue investment in IT and systems infrastructure.

It meets a commitment to sustainable public finances through continued efficiencies and financial rebalancing, that will enable a return to balanced budgets in the next three years.

And it begins to tackle the challenges of the changed world in which we are now living; one where Covid-19 is part of our daily lives and must be managed through an ongoing programme of vaccination and continued Public Health guidance. And one that requires us to proactively address the broader economic, healthcare and societal impacts on our community from the pandemic.

Whilst Covid-19 has caused direct harm through infection, we also recognise that the measures necessary to control its spread have themselves caused harm through disruption to people s lives, livelihoods, well-being as well as incomes.

We are committed to further developing our response to the broader

harms of the pandemic on Islanders. From the beginning of 2022, a new health and social recovery fund will support targeted and timely recovery projects, strengthened through the leadership of a Political Oversight Group who will champion health, social recovery and wellbeing activity across all Government departments, and building on existing programmes.

We are also committed to continuing to put children first throughout our policy and legislative programme. Since the publication of the Independent Jersey Care Inquiry, the Government has been working hard to deliver on

its commitment to modernise its children s policy and legislative framework. Given the complexity of this important work this programme will continue into the term of the next government, building on the legislative proposals scheduled for debate in 2021.

Addressing legacy challenges and achieving efficiencies

During our time in office we have tackled a number of significant legacy issues and have taken some necessary long-term decisions.

When I first started in the role of Chief Minister, the then-CEO notified me that we faced a significant legal case, with potential liabilities of over £200 million, with other cases to follow. It was clear that inaction in the past had left a solution to this issue festering for quite some time. The decisions we took, subsequently approved by the Assembly, saved £45 million within the first 6 months.

The transition to independent taxation represents one of the biggest changes to our system of taxation for many years, and the change to the Current

Year Basis of taxation (from Prior Year Basis) is forecast to achieve a one-off capital amount of approximately £345 million. The revised projections for the Covid-19 debt are significantly less than this, which means that any difference can be applied either to reserves, or to reducing other debt; for example in relation to the Our Hospital project.

It is the willingness to take these types of difficult decisions that has characterised this Council of Ministers.

Whilst it has not been easy, we have also made significant progress in Public Sector pay negotiations. When I took office, there was a backlog of two to three years of pay negotiations, as well as a significant potential liability in respect of an historic pay differential (where there were discrepancies in pay for work of the same type).

At the time of writing, all pay negotiations for 2021 are concluded, and the historic pay differential has been all but eliminated.

We also know that the culture in some parts of the public service has long needed addressing and significant effort and investment has been made in these areas. This work will need to continue to achieve the fit-for-purpose, modern public service Islanders deserve.

A long-term decision also included in this plan surrounds the historic pension liability. By refinancing past service employee pension liabilities, and paying them much sooner, we will achieve a long-term cash saving estimated at over £3.6 billion, or £700 million in real terms.

This Government Plan therefore establishes the basis for a strong financial legacy, built on prudence and careful management of our public finances,

and sets out clear principles for our ongoing financial strategy. There are strict proposals surrounding borrowing, and it is the savings generated over the period of the Government Plan that are the primary source of funding for any new investment.

Despite the impact of Covid-19, during our time in office, we have also achieved recurring savings of just over £50 million out of a target of £60 million (85%). This compares favourably to the first year of the Efficiencies Programme, when approximately £25 million had been identified as recurring (67%). The remaining balances have been met through one-off savings, which have then been converted into recurring savings in a following year.

In total this plan (and its predecessor) commit to further measures of £20 million in each of the years 2022, 2023 and 2024.

Revitalising our local economy

We have supported the economy significantly during the pandemic, protecting many businesses and jobs in some of the most economically challenging times this Island has seen. There have been responsive and innovative schemes, ranging from fiscal support packages, reductions in social security rates, economic recovery measures, as well as the innovative and internationally recognised Spend Local Card, where £100 was given to every Islander; injecting £11million into local businesses.

Our continued pursuit of sustainable economic recovery, diversity and growth is paramount. Since its establishment, the Fiscal Stimulus Fund has approved £29.6 million of funding for Island-wide projects. Whilst many funded projects have a construction focus, the variety of trades and organisations involved

has ensured that there is a tangible and distributed benefit to multiple areas

of the local economy.

Separately, Arts, Culture and Heritage will benefit from a significant uplift in funding as a result of previous States Assembly decisions, and our Island Identity project will continue to advance.

Beyond this, in 2022, we will focus on addressing long-term challenges and opportunities for our economy, with the delivery of the Island s first Economic Framework providing a common vision and strategic objectives for Jersey s future economy, and we continue to diversify by preparing for Jersey s future digital connectivity requirements and the introduction of the next generation of digital networks.

This will enable Jersey to embrace the opportunities offered by new digital innovations including the Internet of Things (IoT). A significant step in this work will be the creation of a Technology Fund, itself funded by part of the dividend received from the recent sale of JT s IoT arm.

Throughout this plan we also address the wider global and domestic challenges that our Island is facing, aside from those rooted in Covid-19.

Brexit has produced its own challenges, and may require additional investment. As well as having met on Sunday 27th December to approve

the UK / EU Trade and Economic Co-Operation Agreement, the Assembly has also agreed 15 separate pieces of legislation in 2020 to ensure we were ready for this significant change in the way travel, work and trade with Europe and the rest of the CTA.

As we move towards a post pandemic world, we will be supporting the Island s preparation for the MONEYVAL assessment in 2023, which will be of great importance to our financial services industry, as well as responding to the outcomes of OECD deliberations. Our international engagement will continue, and as borders open globally, it is important that we continue to support and invest in our relations with our international partners and friends.

Separately we have maintained the increase in our contributions to Overseas Aid, and again, we should be proud of the impact we have on parts of the world which is far greater than what one might expect from an Island of our size.

Meeting the challenges of population growth and climate change

2022 will also mark a major step forward in Jersey s response to the Climate Emergency. Following the work of Officers, Ministers and the Citizens Assembly to date, an ambitious Carbon Neutral Roadmap will be debated by the States Assembly. This sets out a detailed journey to carbon neutrality with the policies, initiatives, and fiscal strategy to achieve it.

The management of our growing population and the impact on our Island resources must also be addressed. By the end of 2021 we will have made significant progress on establishing the legislation and systems surrounding improved migration controls, and the first Common Population Policy

will have been published. These actions represent a significant step in tackling population growth. In 2022 we will continue to develop and start to implement improved migration controls to support that new policy, mindful of the challenges that certain sectors of economy presently face.

We recognize the impact that population and other external factors have had on house prices and affordable housing supply for locals. We have previously taken steps to improve housing supply, through the delivery arms of Andium, Ports of Jersey and SOJDC. Between them, these organisations are scheduled to deliver over 900 homes in the construction pipeline between now and 2023, having already brought forward 800 in the last two years.

Directions have been given to limit the sales of homes to external investors, and sites for the future supply of housing have been identified through the draft Bridging Island Plan. Sites vacated as part of the Office Strategy, will also be released for other purposes, including housing.

The latter had lain stalled for over a decade, but the decisions we have taken mean that work has commenced on a site, and subject to planning permission, the project should be completed in 2024 achieving annual savings of approximately £7 million.

In addition, Ministers have worked proactively and speedily to release an action plan to tackle the issues that affect the supply and cost of housing. Having earmarked £10 million in a previous plan, we will be introducing a new affordable purchase product during 2022 to help more Islanders own their

own homes.

Prioritising mental and physical health and wellbeing

We will continue to build on the local community links that were strengthened by joint working during the pandemic and through the Closer to Home initiatives, to continue to support the delivery of our disability strategy and community-based services, as well as developing a poverty strategy.

The effects of the overarching priorities within our Common Strategic Policy will continue to be felt in practical ways by Islanders; and the physical, emotional, and mental health of the Island s children and young people remain the highest priority.

We have halved the turnover of social workers since 2018; put an extra 25 police on the beat; trained 70 nurses; and put in place measures for over 11,000 people that will make GP visits more affordable.

Separately we have increased the funding to uplift the Jersey Premium Funding in schools.

We have previously increased funding in education by putting an additional £5.5 million into schools to resolve system deficits through transitional grants; £455,000 to increase the support for children with Special Educational

Needs, English as an Additional Language and Children identified as being in the Low Prior Attainment category allowing the right level of support to make sure they are not falling behind.

In addition, this plan proposes investment into Children s Dental Health in response to the closure of dental services during the pandemic which has increased the risk of childhood disease. Separately I have commissioned work into the impact of social media on young people, and those findings will feed further support and actions in the future.

Mental Health was a key issue when we were elected, and we have already made significant improvements, including the introduction of the Listening Lounge; the recruitment of additional staff; the refurbishment of acute care and outpatient facilities; and the launch of the Children and Families Hub to allow access to early help and support.

However, there is much more to do. Investment set out in this Government Plan will support the ongoing implementation of the new model of community-focused Child and Adolescent Mental Health Services (CAMHS), whilst appropriate on-Island in-patient care is currently being designed

to support those experiencing both acute or long-term mental ill-health conditions.

In Health and Community Services, work will continue with our valued partners in the health and care sector to implement the Jersey Care

Model. We recognise the need to support the increasing number of people suffering with long term conditions by reducing unnecessary dependency on secondary care services and expanding primary and community services.

We will be working closely with our partners in 2022 and beyond to ensure the right care is available to enable Islanders to continue living independently in their own homes.

Separately we have begun the development of the Jersey Care Record to integrate patient records in digital form in an accessible way for healthcare providers and patients.

Our environment will also benefit from a new blueprint for the sustainable transport system of the future, with plans to overhaul the public bus system and develop a new network of cycling and walking routes.

Various Sports are benefitting from investment into new facilities as part of the Fiscal Stimulus programme, and an extra £1 million per year has been added to the infrastructure rolling vote which will go towards some of the Regeneration Projects supported by the Regeneration Steering Group, and which represent further investment and improvements into the environment and fabric of St Helier.

Investing in our Island s future

It is essential we continue our capital investment programme. I have previously referred to our investment into IT, and the benefits that our

early decisions had for the Government and for Islanders. That investment continues in this Plan, accompanied by significant funding for Education and Home Affairs, as well as in equally important areas such as sea defences

and sewage works. Elizabeth Castle receives funding, as do the Sea Cadets, skateboard parks and Fort Regent.

It is intended that work will commence on the garden ramparts of the Fort in the next few months, as the first step in the regeneration of this important location, which has not received proper investment for decades. I truly believe that the plans which are now out for consultation - have the potential to attract Islanders, and will put the soul back into Fort Regent. The long-term plan for the site has attracted significant interest, will bring excitement and fun back to the site, and, importantly, is capable of being implemented at little cost to the taxpayer.

The biggest challenge that we face in terms of capital projects remains the Hospital, which has been subject to delays for the last decade.

Certain commentators may wish to delay matters even further for a number of reasons. However, it is absolutely clear that the present hospital cannot continue as it is. It has been extended and patched, without appropriate investment, for years. Our staff have coped with it admirably, but it is ironic that in the middle of a pandemic some individuals still counsel delay. If nothing is done, the poor facilities will begin to impact patient care, and the costs of maintenance will start to rise steeply from 2026.

To take a project of this complexity from concept to planning application costs tens of millions of pounds. Whilst we have sought to use as much work from the past as possible, a change to a different location, or a significant delay, will likely cost tens of millions more.

It is also clear that the previous plans for the Hospital would have been

outdated within less than 10 years, and that they did not make adequate provision for technology or for mental health. We have engaged regularly and closely with clinicians to produce a facility that will last for many years, fulfilling the needs of patients and all hospital staff, and which Islanders can be proud

of.

It is a fact that green space facilitates healing, and the Overdale site will achieve this well, and I am pleased the States Assembly has agreed this location. For those who say there is an even better site, I respond that there is no perfect solution but Overdale is a good and workable location,

and came through as the preferred site as a result of an evidenced based, transparent process.

The Our Hospital project is to be funded by debt issuance and financed through future gains on the Strategic Reserve. There may be alternative funding methods suggested, but at the time of writing, the ability to borrow at historically low rates of interest means that the funding strategy does work, it will support and retain our reserves, and in our opinion is the one best suited, in the longer term, to the interests of today s Islanders and generations to come.

A legacy that benefits all of our community

Sometimes we, as Islanders, do not recognise the presence that Jersey has in the global market, nor how our international identity has evolved. What has been brought home to me, in my role as Chief Minister, is how lucky we are to live in Jersey, and how proud we should be of what we achieve when the community works together, in a positive way, and at its very best.

I am grateful to my colleagues within the Council of Ministers for their contributions to this plan, and for taking difficult decisions that will see meaningful investment in our Island as well as improvements to our long- term financial position.

The careful stewardship of public finances within this Plan will allow us to meet our commitment to leave a legacy of financial stability and meaningful investment; one which has started to address the significant challenges that have eluded previous administrations.

As a Council of Ministers we are committed to long-term planning; building foundations that will benefit not only Islanders living and working now, but the generations that will follow them. I believe this Plan is a powerful step in achieving that end.

Minister for Treasury and Resources foreword

Deputy Susie Pinel While we are still feeling the effects of the

Manind i  sRteesr ofou rr cTeres asury  pandemic across our community, this year s

Government Plan focuses on recovery and renewal for Islanders and our economy, by outlining a plan for the long-term sustainability of Government finances; thereby enabling us to build a better future together.

We know that after six years of growth, our economy, like others across

the globe, declined sharply in 2020 as many sectors had to close or run reduced services for periods of time. However, the latest forecast from the International Monetary Fund is for global growth of 6% this year. We are also planning for a strong recovery for Jersey.

We will continue to support our business community through the range of measures that have been in place for some time now and we will respond to changing circumstances as required.

Earlier this year we confirmed nearly £30 million would be spent from our Fiscal Stimulus Fund on 47 projects across the Island. As we intended, the funding is providing a much needed, short-term boost to the economy. Many of the projects are starting and will be completed by the end of the year, or early in 2022. These projects cover a range of activities, and while many of them have a construction focus, they also involve a wide range of trades and organisations.

We continue to seek and act on the advice of the Fiscal Policy Panel (FPP) and our stable and well-established financial planning was recognised during the summer when the credit rating agency S&P confirmed that our strong credit rating was unchanged.

We will run our finances at a deficit until we begin to see recovery, with the intention of returning to balanced budgets over the period of this plan. We will also continue to invest in our public services and our Common Strategic Priorities through savings and efficiencies. Islanders can be assured that they will not see any severe cuts to spending or significant increases in taxes to cover the deficits.

As I have consistently reiterated over the last year, and in line with the recommendations of the FPP, we will also not be using the Strategic Reserve or rainy day fund as it is sometimes called to meet the costs of the pandemic and other spending requirements. This remains the case. However, we will be using the strength of the Strategic Reserve and the investment returns on it to finance the borrowing for Our Hospital. The Strategic Reserve continues to grow and has reached £1 billion.

This Government Plan also clearly states that we should not undertake borrowing to fund base recurring expenditure and so, apart from Our Hospital, our only additional borrowing will be to meet the cost of the pandemic and refinance existing pension liabilities, which will allow them to be repaid sooner and generate substantial cash savings for taxpayers.

For all of these borrowings, we are outlining our strategy to ensure that we can afford the cost of the debt, and that we will be able to repay the debt without placing additional burdens on future generations.

Our financial strategy is framed around the following set of principles, which cover the measures outlined above:

Government should be borrowing only for the impact of Covid-19 on the

public finances (excluding Our Hospital)

Savings generated over the Government Plan period are the primary

source of funding for new investment

Public finances should be balanced in 2024 to 2025 meaning expenditure

should be equal to or less than income after depreciation

Deficits to be run between 2021 and 2023/4 until the economy has

recovered, in accordance with FPP advice

There will be a refinancing of past service employee pension liabilities; and

Our Hospital is to be funded by debt issuance and financed through future

gains on the Strategic Reserve.

The Government will be held accountable to these in the coming years as we aim to deliver a vibrant and sustainable economic recovery.

PART 1 INTRODUCTION

Introduction

Recovery and Renewal

This Government Plan looks forward, into 2022 and beyond, in the hope and expectation that the Island, and the rest of the world, will be on the path to recovery and renewal following the challenges of Covid-19 during 2020 and 2021.

Covid-19 has impacted every aspect of our Island life and our response to the pandemic has demonstrated the many strengths of our Island community both individually, and collectively. Every Islander has played a role in protecting themselves and each other. Our strong shared identity and the opportunities presented by being a small jurisdiction have allowed us to respond to the rapidly changing global outlook in an effective and agile way. This has helped us protect lives and livelihoods more effectively than many other countries across the world. We should take pride in this.

Improved joint working across the health and care sector has been key to protecting the Island s most vulnerable residents. This close working has enabled the Government to more clearly understand the challenges faced

by the sector, and to use this insight to inform decision-making and keep people safe. We will work to maintain these improvements as we continue to implement the Jersey Care Model and other initiatives in the future.

Our recovery and renewal are underpinned by the strength of our economy, which has performed better than initially expected. Our solid economic and fiscal foundations, combined with the support given to industries during the pandemic, will provide us with the ability to adapt and grow into social recovery and renewal. And we will use data and insights from industry and expert advisers to make sure we plan efficient and effective use of our funds when we develop Jersey s future economy

Living with Covid-19 will not be the only challenge we face in the near future and we must continue to respond to the ongoing and long-term challenges

of the Climate Emergency, the pressures of housing and population growth, and the societal uncertainty resulting from technological disruption, changes in the international economy, and the need to build a new Hospital for the Island.

Community Recovery and Renewal

Covid Health and Social Recovery Programme

In the Government Plan 2021, we established our commitment to our Island s recovery from Covid-19. We have continued our solid economic response and invested to ensure our essential services are able to catch up on lost activity. We will build on these priorities over this plan s period. In addition, we now need to provide holistic support and resources to address the wider impacts that the pandemic has had on Islanders, their health, and social wellbeing.

While Covid-19 has caused direct harm through infection and disease, the measures necessary to control its spread have themselves caused harm through disruption to people s lives and incomes. We know that before the

pandemic a number of health and socio-economic weakness already existed within our community, causing unequal life chances for some Islanders. The additional health and economic impacts of the pandemic have magnified and accelerated pre-existing social and economic challenges, highlighting more clearly the unequal impacts and inequality for certain groups.

Despite our improved understanding, there continues to be much we don t yet know about impacts on these groups, and how these will manifest. Part of our recovery programme will include the development of insights into Islanders experiences of the pandemic, to support further and ongoing needs assessments. This will ensure our plans for recovery are shaped through informed insight of the real impacts and harms, within Jersey s unique context.

Over the 2022 period, we commit to further developing our response to

the broader harms. A health and social recovery fund will support timely, targeted and temporary recovery projects, alongside continuous review and improvement of the strategic response. Investment priorities will be aligned to our Common Strategic Policy priorities and will be designed, not only to address the ongoing risks of harm, but to identify and build on the existing strengths and assets within those groups and communities where the impacts are greatest.

The journey to recovery in Jersey will be strengthened through a Political Oversight Group to champion health and social recovery activity across Government departments. This oversight will work in tandem with the existing mechanism for the Economic Recovery Fund, through overlapping membership, to ensure coordination and alignment. With the support

of senior officers and lay members, Ministers will provide direction and challenge across the recovery programme; releasing funding to projects meeting investment criteria and ensuring the monitoring of outcomes so we learn and adapt over time for a sustainable recovery programme.

A successful recovery from the pandemic will be one which makes sure that we have regained the strengths and assets across the communities that support Islanders ability to manage and thrive in the face of threats and challenges.

We will ensure that our recovery projects and programme are underpinned by clear measurement of processes, impacts and outcomes that demonstrate we are achieving progress towards indicators of success within the Jersey Performance Framework.

In the context of recovery from the pandemic this will help demonstrate the benefits of action on Islanders lives, including children s school readiness, enjoyment of positive mental health and life within a strong and inclusive community.

We are also further investing in aligned initiatives to support wider improvements to health and wellbeing. Investment into Covid-19 recovery will allow Health and Community Services to return to pre-Covid positions for waiting lists and service delivery. The funded recovery initiatives will address a variety of health service offerings including addressing the increased

waiting lists for cancer screening services, and supporting improved health outcomes for patients who have been referred into secondary care services for assessment and treatment.

The Inspiring Active Places strategy also provides the opportunity to see increased funding for sports from a range of sources alongside Government Plan capital investments to support sport, including a multi-million pound development of community and educational sports facilities at Le Rocquier school.

Housing

Housing construction has not kept pace with population increases in Jersey, particularly in recent years. Coupled with persistently low interest rates that incentivise buy-to-let investments, and the same post-covid property surge seen in other jurisdictions, this means that housing costs are a growing problem for many Jersey families, are making life harder for young islanders, and risk threatening our economic progress in future years.

These market forces are expected to continue throughout 2022, which is

why it s important that we are both open to appropriate intervention and have a clear plan of action, which is already underway and is set out in Creating Better Homes.

We will freeze Andium rents for 2022 to support tenants while the economy is still recovering from the impact of Covid-19.

2022 will also see the impact of action to end the development of share transfer dwelling units, to ban buy to let sales in the South Hill and Waterfront developments, and to increase support for any families that may find themselves in acute housing difficulty. At the same time we will deliver coordinated action across Government to enact improved migration controls and increase housebuilding, enhance tenant protection and address

excessive rent rises.

We will introduce a new affordable purchase product - backed by £10 million of investment that will help more Islanders own their homes. We will also take steps to ringfence the £13 million land value from the development of South Hill to support future assisted purchase schemes.

Clear and concerted action is underway, with strong political leadership through a new Political Oversight Group, and a new Strategic Housing Partnership which aims to bring together the whole housing sector to focus on this vital Island-wide challenge.

We are seeing new neighbourhoods emerge in the north of St Helier, and advanced plans for hundreds of new homes on the Waterfront. The draft Island Plan takes steps to support the development of affordable homes, including in Parish centres across the Island, and to ensure that the homes we build now create good places to live, using energy efficient and sustainable construction methods.

It will take some time to see the impact of the Creating Better Homes plan, but Islanders should have confidence that addressing this issue is a central priority of this Government Plan.

Population

Islanders have been discussing the size of our population for many years, and plans have been put forward by successive Governments to keep

the population at a certain level. Despite these plans, the Island has seen

a steady growth in population, which today is over 100,000, and the local economy relies on external employees to supplement the Island workforce.

In 2022, this Government will continue to develop and start to implement improved migration controls to support a new population policy.

This policy will need to adapt to local influences, such as the evolution of the future Island economy and an ageing Island demographic. It will also need to consider external factors such as climate change and the impact of new technology on the world of work.

The population policy will be developed looking at all aspects of island life, education and skills, the economy, improved productivity, the level of public services and benefits, the protection of the environment, the provision of utilities such as power and water, housing and transport policies, the health service, and overall community and inclusion issues. A successful policy will look to balance these competing pressures.

We appreciate that there are strongly held views on this topic, there is no single answer to this problem and there are no easy solutions. We have

put forward plans to extend the responsibility of the Council of Ministers to maintain a joint population policy, to be updated annually. The first population policy will be published before the end of 2021. Following the release of the results of the 2021 Jersey census, an updated and expanded population

policy will be developed during 2022. These policies will be informed by a wide-ranging public engagement campaign, including focus groups, online and printed surveys, and one-to-one discussions with key sectors and individuals.

Responding to the Climate Emergency

2022 will mark a major step forward in Jersey s response to the Climate Emergency. An ambitious Carbon Neutral Roadmap will be debated by the States Assembly, setting out a detailed journey to carbon neutrality with the policies, initiatives, and fiscal strategy to achieve it.

The Climate Emergency Fund, established by the Government in 2019,

will deploy £23 million of new investment to support the transition to lower carbon lifestyles, helping to fund changes in how we travel around the Island and how we heat and cool our buildings.

Taking meaningful and sustained action to address climate change is a big issue, and one that brings challenges but also the potential of significant benefits. The Carbon Neutral Roadmap will clearly set out the tough choices that will be required in future to fund and deliver changes across all sectors of our society and economy.

In making these decisions, the States Assembly will have the benefit of the considered insights of Islanders from those in their late teens to those in the early nineties who were drawn together to take part in Jersey s Citizens Assembly on Climate Change. Their advice was clear, and our plans will reflect the ambition they, together with Ministers and States Members, have demonstrated.

Island Identity

Through the Island Identity project, we shall take advantage of our unique constitution, heritage and culture to foster a stronger sense of what it means to be Jersey , both domestically and internationally. By engaging more fully with our varied communities and our rich and nuanced history, we can enjoy the economic and political benefits of a more coherent and positive international personality and a more cohesive and proud sense of national belonging.

With a consultation on how we see ourselves and how others see us

now being widened to the Jersey public, the coming year will see us

turn recommendations into practice. We will support departments, Arm s Length Organisations and the private sector to nurture and project Jersey s distinctive identity at home and abroad in the numerous ways already suggested by this initiative, whilst generating further engagement and ideas from across the Island s communities.

We will support measures that foster a shared understanding of citizenship and belonging, including the production of accessible resources for teaching and demonstrating our unique identity. We will also promote and coordinate the many organisations which project a positive image of the Island globally.

We will maintain the increase in our contribution to Jersey s Overseas Aid, investing in our Island s long-term future as a responsible, outward-looking global citizen. The tie to GVA and the annual basis-point increase brings us closer to international norms, and enables us to lift tens of thousands of people out of poverty while ensuring our contributions remain affordable.

We will also maintain our support to the arts, culture and heritage through our contribution of 1% of Government expenditure in order to deliver on the new strategies of Arts and Heritage, and through specific projects such as the redevelopment of Elizabeth Castle.

Economic Recovery and Renewal

The Fiscal Stimulus Fund was established in November 2020 to provide funding for projects that would either create or protect local jobs and provide support for the economy in the short to medium term.

Since its establishment, £29.6m of funding for projects has been authorised by the Minister for Treasury and Resources. While many funded projects have a construction focus, the variety of trades and organisations involved should ensure that there is a tangible and distributed benefit to multiple areas of the local economy

Beyond this, we will focus on addressing long-term challenges and opportunities for our economy, with the delivery of the Island s first Economic Framework providing a common vision and strategic objectives for Jersey s future economy.

Our digital industries will be developed with continued investment in Digital Jersey, our world class digital infrastructure, the creation of the first Cyber Emergency Response Team in the Crown Dependencies, and the ongoing implementation of Jersey s Telecoms and Cyber Securities Strategies - including the development of a new Telecoms Security Framework. We will continue to prepare for Jersey s future digital connectivity requirements and the introduction of the next generations of digital networks. This will enable Jersey to embrace the opportunities offered by new digital innovations including the Internet of Things (IoT) demonstrating our support through the establishment of a technology fund to support the development and strengthening of our digital and other technological industries.

The excellent connectivity available in Jersey, provides the ideal environment for technical innovation and entrepreneurship, where new product development and testing can be undertaken with a fast and flexible connectivity partner. We will back our digital industries supporting the development of sandbox environments, purpose built for innovation.

We will further support our economy by a comprehensive programme of international engagements that will protect Jersey s constitutional position and continue to enhance the Island s identity, profile, and reputation. We

will work with the UK to ensure the Trade and Cooperation Agreement

is implemented in line with our interests, and we will further grow our EU relationships, particularly with France, as we respond to the challenges

and opportunities of the post-Brexit environment. We will ensure Jersey s position is represented in the UK s ongoing trade negotiations and continue to develop and implement our Global Markets programme. This strong international foundation will help in developing policies that support the long- term economic, social, and constitutional success of our Island.

Government and Fiscal Renewal Modernising Government

The Government s Integrated Technology Solution (ITS) and new Office HQ projects remain on track and set to bring significant benefits to public servants and Islanders alike. Subject to a States Assembly decision, the planning permission for Our Hospital will be sought and progress will continue to develop the Jersey Care Model.

We will build on active participation in these major projects wherever possible, and will listen to the views of Islanders, through the use of consultations, citizens assemblies, panels, and juries; the work of advisory bodies and Scrutiny panels. We will continue to promote innovative public engagements that provide access to ministers and professional experts to audiences on digital platforms, through the radio, and in roadshows and pop- ups across the Island.

Sustainable public finances

We must, as required by the Public Finances Law 2019, maintain long-term financial sustainability to ensure that Jersey continues to prosper and that we are able to protect the Island both now and for future generations.

Covid-19 has continued to have a global impact and there has been significant pressure on our financial position in Jersey. The last Government Plan reflected the cost pressures of the health emergency and economic impact which led to the forecasting of financial deficits in 2020 and 2021. The Government has continued with its range of business support measures to protect jobs in sectors severely impacted by the restrictions on economic activity and the loss of demand. There continues to be uncertainty in terms of the ongoing requirement for further support and the assumption in this Government Plan is that there will be a requirement to have Covid-19 related expenditure until 2024, with some subsequent ongoing costs.

The current Government Plan sets out the strategy of funding the impacts of the pandemic with plans to finance those costs, adjusted to the impact of income, to enable a return to balanced budgets in the medium term, in line with the advice from the Fiscal Policy Panel (FPP).

The latest economic forecasts are cautiously optimistic that Covid-19 related disruptions to the economy will begin to ease. The resulting improvement

in assumptions has meant that income in this plan is less affected than previously forecast, and we will return to balanced budgets sooner, by 2023. This helps minimise the amount of debt incurred as a result of the pandemic.

The financial strategy for 2022-2025 is framed around a set of principles:

Government should be borrowing only for the impact of Covid-19 on the

public finances (in addition to Our Hospital)

Savings generated over the Government Plan period are the primary

source of funding for new investment

Public finances should be balanced in 2024 to 2025 meaning expenditure

should be equal to or less than income after depreciation

Deficits to be run between 2021 and 2023/4 until the economy has

recovered, in accordance with FPP advice

Refinancing of past service employee pension liabilities; and

Our Hospital is funded by debt issuance and financed through future gains

on the Strategic Reserve.

It continues to be the view that there should not be severe cuts to

expenditure or a drawdown from the Strategic Reserve. This is in line with the FPP recommendations that Government should not be putting up taxes to cover deficits but instead needs to support the economy and aim to balance budgets by 2024. There needs to continue to be flexibility in adjustment to

the changing and uncertain global financial environment which has not itself fully adjusted to the impact of the pandemic.

Financial Sustainability is covered in more detail in Part 5 of the plan.

Financial and economic context

The IMF s latest forecast is for global growth of 6% this year, the fastest rate of expansion in over 80 years. However, this comes after a contraction in activity of 3.2% in 2020, as a result of the pandemic. The recovery is expected to be uneven, with advanced economies returning to pre-pandemic growth paths

in 2022, but emerging economies recovering more slowly due to continued high infection rates and difficulties rolling out vaccines. There also remains a risk of further waves of infection, complicated by new variants.

After six years of growth, Jersey s economy declined sharply in 2020. While the official growth rate will not be confirmed until October, expectations

are for a very significant fall, driven by a difficult year for sectors such

as hospitality that were particularly affected by the pandemic, and by a significant fall in banking profits due to the cuts in interest rates in early 2020.

This Government Plan considers the short to medium-term measures that are required to support the management of Covid-19 in the Island as well as establishing funding for Covid-19 Recovery and Reserve. This funding, totaling £86 million, is in addition to the other growth requirements for the departmental management of the pandemic.

While the pandemic has created an adverse impact on our finances, this plan - based on economic advice - returns us to balanced budgets and minimises the need to draw on reserves, enabling longer-term sustainability to public finances.

Borrowing and the Strategic Reserve

Borrowing should not generally be used to fund current expenditure and in this Government Plan the level of proposed borrowing is related to:

Existing borrowing for Social Housing and Fiscal Stimulus

Funding the impact of expenditure related to Covid-19[1]

Financing of Our Hospital; and

Repaying the debt arising from pension past-service liabilities.

Under our financial strategy, borrowing should only be considered for investments that support outcomes for Islanders and that deliver significant benefits. However, while public sector physical assets deliver government outputs and promote output in the market sector, they are generally not a key asset in fiscal sustainability. This consideration will be monitored by the FPP, who will be consulted on any significant borrowing or use of reserves.

If the Strategic Reserve is to be replenished in a way that also increases public sector net worth, this imposes a constraint on the annual budgetary position that the primary structural current budget should not be in deficit. This Government Plan forecasts a position for a return to balance in 2023 which is in line with the FPP recommendations.

The annual financing costs of the debt have been included in this Government Plan to cover the borrowing for Covid-19 which is estimated at £208 million. In 2020, there was a prioritisation of unspent funds to lowering the required borrowing and this will continue in 2021 and beyond. Receipts from the change from Prior Year Basis to Current Year Basis personal income taxation will be used to create a sinking fund in the Strategic Reserve to repay this debt.

In terms of the financing of Our Hospital, interest costs of £19 million per annum are being met from the Strategic Reserve.

The pension scheme past-service debts are existing liabilities, and the proposal to refinance them using borrowing will result in their being repaid sooner, generating a £3.6 billion cash saving, and a £700 million saving after adjusting for inflation. This will obviously benefit the finances of the Government and the Island in the longer-term.

Recognising the need to eventually repay this borrowing is a key part of this plan, and we will use the Strategic Rerserve to collect and build funds to enable this future repayment, protecting the Island s future finances.

More details on the borrowing strategy are included in Part 5 of the plan.

Social security and health costs

The Social Security Fund receives contributions from employers and working- age adults and a grant from general tax revenues that supports the wellbeing of Islanders through old age pensions and a range of working age benefits. In line with the previous Government Plan it was decided to allow £65.3 million to be allocated to support Covid-19 activities.

In that Government Plan, Ministers also made a commitment to review the Social Security Fund to make sure that it will continue to serve future generations. They also committed to co-ordinating that review with a consideration of the need to support future health funding.

In this Government Plan, the States Grant to the Social Security Fund is restored from 2024 onwards. Together with an improved position on the Reserve Fund, current forecasts suggest that the Fund is well equipped to support the increasing cost of old age pensions in coming years and will retain a balance of four times annual spend by the 2070s.

While the Jersey Care Model is being designed to support more effective use of public funds, additional ongoing funding will be needed to maintain high quality health services for a growing older population, and to cover increasing costs due to advances in medical treatment and new medicines. Additional costs are also expected over the next decades to cover pandemic recovery and increasing public health, primary and preventative services. The Minister for Health and Social Services will undertake a wider health economic review during 2022 to inform funding options for increased health care costs and for any potential new health access schemes, to be brought forward in 2023 for the Government Plan 2024-27.

Work and engagement on financial wellbeing in older age and saving for retirement stopped in 2020 due to the redeployment of staff to tackle the pandemic. Work has recently restarted, and the Council of Ministers are keen that a detailed proposal is developed as soon as possible, with the ambition

of implementing it from 2025. Ministers propose that the next government should implement a scheme to encourage all Islanders to save for their retirement, with employers playing an important role. This could be achieved by automatic enrolment into a workplace pension scheme, for example, that will help employees to save so that they will have extra income and savings on top of the foundation of the old age pension.

Managing risk

The global risk landscape is complex and fast-moving. Jersey continues to position itself well in responding to internal and external risks as well as identifying new opportunities to ensure our continued resilience and future prosperity.

The compound nature and complexity of many of these risks - including the response to the global pandemic, post-Brexit trade agreements, and major change programmes within Government - emphasize the scale of the task we have in navigating these difficult times while protecting Islanders. Mitigating the potential impact of external as well as internal risks on our health services, our economy, our infrastructure, and key public services is crucial to providing for the current and future needs, and well-being of our community.

Risk is not solely the responsibility of Government. The role of our community, our business leaders and partner organisations is vital. The response to

the pandemic highlighted the personal responsibility on each and every

one of us to adhere to public health guidance to minimise the impact of

the pandemic on our families, friends and wider community. Against this background of significant change and uncertainty we continue to develop our approach to risk management.

More information on the key risks that we track and manage can be found at Appendix 6.

Sustainable Wellbeing

Over time, we are able to assess our sustainable wellbeing by monitoring a wide range of Indicators that measure how Jersey is progressing towards

the Island Outomes. The Island Outcomes describe the population-level wellbeing conditions that Islanders would like to see in the future. The full set of metrics and data is available on Jersey s Performance Framework.

We have taken into account sustainable wellbeing while developing the Government Plan by using the structure of our Common Strategic Policy priorities, which have allowed us to focus on the contribution of additional funding to the challenges we face, as set out in the Business Cases (see Government Plan 2022-25 Annex), and by recognising and responding

to longer-term macro-economic challenges such as climate change and changes in the international economy.

Monitoring our progress

As part of the Jersey Strategic Framework, we have developed and regularly publish detailed information on our progress since taking office in 2018. The table below sets out the progress reports we publish and what information they provide to Islanders:

Report Progress Information

Annual Report and Accounts: End of year information on:

Annual Report and Accounts 2018 (June 2018   Service delivery and service performance onwards)  Rebalancing Programme

Annual Report and Accounts 2019  Government finances

Annual Report and Accounts 2020

Annual Report and Accounts for 2021 will be published in Q1 2022

Departmental Annual Reports: End of year information on:

Departmental Annual Reports 2020  Government Plan Programmes and Projects

  Departmental programmes and projects Mid-Year Reviews:  Mid-year information on:

6 Month Progress Review 2020  Government Plan Programmes and Projects Mid-Year Review 2021  Rebalancing Programme

  Government finances

Jersey Performance Framework: Quarterly information on:

  Island Outcomes and Indicators (as available)  Service Performance Measures

PART 2

OUR PRIORITIES

Common Strategic Policy Priorities

In the Common Strategic Policy 2018-22 (CSP18-22) we set out our  5 strategic priorities for this term of office, which were approved unanimously by the States Assembly.

We will put children first

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

We will improve Islanders' wellbeing and mental and physical health

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

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

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

We will reduce income inequality and improve the standard of living

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

We will protect and value our environment

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

These strategic priorities have remained our focus for additional investment in services, programmes and projects since 2018, including additional investment in response to issues such as Covid-19 and the climate emergency that have arisen since the CSP18-22 was agreed by the States Assembly.

In the Government Plan 2020-23, the Government Plan 2021-24, and in this Government Plan, we have focused on the investment in the services, programmes and projects that will support our priorities.

These priorities are also supported through the Departmental initiatives and service improvements set out in the Departmental Operational Business Plans 2020-23 and Departmental Operational Business Plans 2021-24.

It will be for the next government, upon taking office, to consider or agree whether these or other strategic priorities should be their focus for the next term of office in the Common Strategic Policy 2023-26.

How to use this Part

In this part, in respect of each strategic priority, we have set out the following:

a brief overview of the opportunities and challenges we face in 2021 (see

Introduction);

a link to information at Appendix 4 on the projects approved in the

Government Plan 2020-23 and Government Plan 2021-24 and that we will continue to invest in 2022 (see Our existing Investment );

a summary of new projects we will invest in for the first time in 2022 that

contribute to the CSP Priorities (see Our additional Investment in 2022 ). Further information on these initiatives can be found at Appendix 3 and in the Government Plan Annex.

the total revenue and capital investment in the identified CSP projects (see

Funding this priority).

In addition, it should be noted that Departments also provide day-to-

day public services which support the CSP priorities. As part of the

Jersey Strategic Framework, Departments have published Departmental Operational Business Plans 2020 and Departmental Operational Business Plans 2021 which set out information on what Departments, and the services they provide, will deliver and improve.

Departmental Operational Business Plans for 2022-25 for each Department will be published in January 2022.

GOVERNMENT PLAN 2022-25

GOVERNMENT PLAN 2022-25

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.

Introduction

The pandemic continues to have a profound impact on the lives of our  children, young people and their families. The immediate challenges arising  from lockdowns and the associated restrictions on freedoms are now  translating into the emergence, in some instances rapidly, of longer-term  impacts on wellbeing, educational attainment, behaviour, safety and an  overall sense of security. For example, there is now clear evidence of an  increase in poor mental health, learning loss, and a need for more children  and young people to be taken into the care of the Government.  

As a consequence, now is the time to take stock of our earlier statements of  intent - in the form of the Common Strategic Policy, the Children s Pledge and  the United Nations Convention on the Rights of the Child.

The pandemic has brought into even sharper relief, and accentuated, the  already significant challenges that too many of the Island s children, young  people and families face. The Government continues to deliver on its  commitment to put children first, recognising that this generation represents  the Island s future; our children need to be supported to move forwards  positively and fulfil their dreams.

Education Reform Programme

Notwithstanding the challenges presented by the pandemic, 2020 laid the  foundations for a significant programme of education reform and investment;  and 2021 saw the delivery programme commence and build up momentum.  The importance and impact of the programme will continue through 2022  

as the funding already distributed has rebalanced school budgets. Further  releases of new resources will enhance the drive to raise standards of  

teaching and learning across the entire Government-provided system.  

In conjunction with this, the recommendations of the 2020 Early Years  

Policy Development Board will continue to put in place new approaches  

to increasing access to and quality of provision for the youngest children,  building on the increased hours secured for three-to-four year olds in 2021.  The Government will also review the reform and funding requirements arising  from the outcomes of the Inclusion Review.  

Capital funding will be made available for pre-feasibility work to assess  improvements both to a number of schools and as part of work on the  development of further education in Jersey; and also to deliver improvements  to schools, education sports facilities and the Jersey music service premises.  

Child and Adolescent Mental Health  

The physical, emotional, and mental health of the Island s children and young  people remain of the highest priority. In particular, planned investment will  

be available to support the ongoing implementation of the new model of  community-focused Child and Adolescent Mental Health Services (CAMHS),  while plans will be further advanced to make sure that, for those experiencing  both acute and/or long-term mental ill-health episodes or conditions, there  

is appropriate on-Island in-patient care designed into the Jersey Care Model  and Our Hospital.

Targeted Youth Support

The pandemic has demonstrated that a number of underlying therapeutic  needs, presented by a small but now growing group of young people, are  

in need of a new and long-term response. This Government Plan will see  

the rapid development and embedding of this new service into the existing  range of integrated service provision. While still building on the relatively  new investment in early help (via the Family and Community Support Service  established formally in early 2021), the Targeted Youth Support Service will  specifically address the needs of those adolescents who have experienced  significant disruption in their lives and for whom a dedicated, multi- professional team - specialising in trauma-informed interventions across care,  education and criminal justice - is essential.

Since July 2017, and the publication of the Independent Jersey Care Inquiry,  the Government has been working hard to deliver on its commitment  

to modernise its children s policy and legislative framework. Given the  complexity of this important work, highlighted by the Children s Rights Gap  Analysis published by the Children s Commissioner in 2020, it is likely that  this programme will continue into the term of the next government, building  on the legislative proposals scheduled for debate in 2021. This includes  further regulation of services for children, due regard of children s rights,  safeguarding and welfare of vulnerable children including children in care,  and corporate parenting.

Our ongoing investment

In addition to the ongoing services provided by our Departments, the  Government Plan 2020-23 and Government Plan 2021-24 set out the  investment in specific programmes and projects that support this priority.

Please see Appendix 4 for information on the existing investment in  programmes and projects approved in the Government Plan 20-23, and  Government Plan 21-24 that will continue in 2022.

Our additional investment in 2022

Protecting  GP22-CSP1-1-09 Young People Intensive Support and  

supporting  Wwheowailrle p mroovsidt  ea t a rdisdki,t ivounlanle srua pb pleo artn sde wrvhicoe ms athya pt oarsee taa rrgisekt etod oatthcehrisld. Trehne  children funding will:  

 support positive change in young people s behaviour and create  

conditions to improve positive outcomes for children  

 ensure that approaches are in place that provide alternatives to  

involvement in the criminal justice system or specialist placements off- Island  

 involve wrap-around support encompassing education, youth workers,  

social workers, psychological and therapeutic support. The team  involves a total of 18-20 FTE: 12 FTE will be reprioritised within the  department so this funding supports c.6-8 FTE.

CYPES JHA HCS MCEDU

GP22-CSP1-CAPITAL School sites review We will conduct a school site review.

A States Debate held in July 2021 determined the need for a review of  school sites to determine a suitable location of a North of St. Helier school.  Funding is available in this Government Plan to progress the results of this  review.

CYPES MCEDU

GP22-CSP1-2-06 Education Demographic Pressures  

We will provide additional resource to mitigate increasing demographic  pressures within the education system. This includes:

 The high number of pupils in primary school moving though the system  

into secondary education  

 Addressing the increased costs in Jersey s special schools due to  

higher numbers entering these provisions  

 Supporting higher numbers of children with complex special  

educational needs

 Further demographic investment in early years is required to make sure  

the new provision of 30 hours at the updated Nursery Education Rate of  £6.70 can be met in 2022  

 Additional funding has also been requested through the Education  

Reform Programme, which seeks to transform the delivery of education  in Jersey.  

CYPES MCEDU

CSP1-A-01 Inclusion Project

We will provide funding to allow the Youth Service to ensure the retention  of a full-time assistant youth worker to support the inclusion project and to  employ an additional part-time assistant youth worker to support a 2-year  pilot Transition Programme within the Inclusion Project.

CYPES MCEDU

CSP1-A-02 Jersey Child Care Trust

We will provide £30,000 to allow for additional resources to reinstate the  Jersey Child Care Trust s full grant for 2022.

CYPES MCEDU

CSP1-A-03 Early Years Funding

We will provide funding to support Early Years within the Covid Health and  Social Recovery Project.

CYPES MCEDU

Please see the Government Plan Annex for more information on these  projects.

Funding this priority

This additional expenditure will total £7.7 million over the four-year period  of the Government Plan, with additional expenditure in 2022 estimated to  be £1.5 million, broken down as follows:  

 Protecting and supporting children: additional expenditure in 2022  

of £0.4m  

 Improving educational outcomes: additional expenditure in 2022 of £0.7m  

For further detail on the above additional expenditure, please see  Appendix 3.  

We will also invest £35million in programmes and projects included in last  year s Government Plan.  

We will be investing in infrastructure associated with this priority, with capital  expenditure of £16.5 million in 2022 and totalling £106.3 million over the  four-year period (for further detail, please see table 20).

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.

Introduction

The Government acted quickly to change the profile of public services in  response to the pandemic. For Health and Community Services (HCS) the  focus has been on dealing with urgent rather than routine work, as capacity  was restricted. However, in 2021, increased routine and elective care was  re-established to ensure Islanders received the health and social care that  they needed. As we move into 2022, the effect of Covid-19 will continue to  impact the services that HCS deliver, but our commitment to review, shape  and deliver improved health services and drive down waiting lists remains  paramount.  

Our Covid-19 recovery programme will focus on delivering key initiatives that  allow services to return to pre-Covid positions for waiting lists and service  delivery, and to support the provision of high-quality, effective services that  achieve excellent outcomes.  

The impact of Covid-19 on Islanders mental health cannot be overlooked.  We continue to commit to delivering services that will most effectively meet  the needs of people with mental health conditions as well as those whose  mental wellbeing has been adversely affected during the pandemic. Our  Mental Health improvement plan is progressing well and will continue in 2022  with the aim to embed improvements to mental health services, ensuring we  deliver the best care and support.  

Implementing the Jersey Care Model (JCM) will reduce dependency on  secondary care services by expanding primary and community services, and  by working closely with all partners to deliver more care in the community  and at home.  

Work is underway to address gaps and coordinate services across all parts  

of the system ensuring an improved care experience for all those who  

access health and care services. This includes plans to co-design patient  pathways with health and care providers, and Islanders, to deliver services  more effectively and responsively in order to maximise patient outcomes and  experience. This will inform how we deliver care in the future, and support  outcome-focused commissioning of services across the Island.  

We will maintain the role of the Health Insurance Fund in meeting the  requirement to subsidise the cost of G.P. consultations and the cost of  prescriptions and other primary care services shall be maintained during the  review of future health costs2.  

Subject to approval of funding for Our Hospital by the States Assembly, we  will begin the next crucial stage in delivering the new Hospital.  

We will also start the development of a new integrated Fire and Ambulance  Headquarters, with the allocation of capital funds for pre-feasibility work and  for the project build in subsequent years.  

Our ongoing investment

In addition to the ongoing services provided by our Departments, the  Government Plan 2020-23 and Government Plan 2021-24 set out the  investment in specific programmes and projects that support this priority.

43 2 See Appendix 7: Amendment 3, Part 3 - Maintenance of the Health Insurance Fund.

Please see Appendix 4 for information on the existing investment in  programmes and projects approved in the Government Plan 20-23, and  Government Plan 21-24 that will continue in 2022.

Our additional Investment in 2022

Covid-19  CSP2-A-1 Covid-19 Review Respond,  

Recover and  Wreespwoinll s fe u  nto d  t th he e  Cuno dv eid r- t1a9kipnagn od fe amni cin,  dd ee pliveenrdaebnlet rbeyvi2e9wthoJf uthlye2Is0la2 n2 d,  s  Renew atankde wsuillc, hin s cteopnsju a ns c  ta iore n  n we itc he ts hs ea r Py r  it vo i  li en git eia st e a  na d r e Pv ri oe cw e  dth ua rt e w s i Cll  od mel miv ie ttr e a en ,  

objective and independent analysis of the actions undertaken in response  

to the Covid-19 pandemic and provide recommendations and guidelines  

for the management of any future pandemic or similarly disruptive event.

OCE CM

GP22-CSP2-C-11 Health and Social Recovery

A Health and Social Recovery Fund with political oversight will ensure we  can continue to develop investment projects to support Islanders Covid-19  recovery such as:  

Children s Dental Health: by providing preventative learning, assessment  and treatments improving outcomes, particularly in low-income families  in response to the closure of dental services due to Covid-19 which has  increased the risk of childhood disease.  

Long COVID: by developing supported multidisciplinary pathways for  improved recovery and productivity.

Early Years: by providing additional free nursery places and building  workforce capability to support language development in response to the  impact of isolation has had on the normal development and language skills  for vulnerable groups.  

Children and Young People s Education and Health: by closing attainment  gaps caused by Covid-19 disruption.

ConnectMe - Local Area Coordination: by building on existing Island  strengths and community assets and supporting development of  reciprocal relationships for sustainable resilience.

SPPP CM

Fund as Required Covid-19 Helpline

We will continue to fund, as required, the ongoing operations of the  Covid-19 Helpline.

The Covid-19 Helpline continues to experience high-levels of demand,  relating mostly to the vaccination programme, PCR test booking, changes  to travel and isolation requirements.  

The Helpline also provides a key point of contact for Islanders requiring  the most up-to-date information on public health restrictions.  

CLS MSS

Fund as Required Covid-19 Test and Trace Programme and Technology  

We will continue to fund, as required, the costs of the Test and Trace  Programme into 2022.

Reducing the incidence of Covid-19 is achieved through testing, fast  contact tracing and isolation, and supporting businesses to remain Covid  safe. This will in turn minimise the pressure on Health and Community  Services and support the removal of public health restrictions.

The Test and Trace Programme has developed several technology  solutions that are bespoke to Government. This has enabled services to  be tailored to meet local requirements, ensuring policy decisions are not  constrained by technology.  

We will continue to:  

 fund and maintain existing systems, including the Covid-19 Alert App  

 ensure that further development needs can continue to be met as the  

programme evolves  

 support the team that provides business analytics to help informed  

decision making

 give on-going consideration to the future funding of the Test and Trace  

Programme, including the future potential for proportionate charges to  be introduced.

JHA MHSS

GP22-CSP2-2-04 Children s Health Recovery Plan

We will increase the access of children, young people and families to  assessment, treatment, and support. This needs to include the capacity  to manage the backlog of assessments, tests and support for our most  vulnerable children and young people.  

There has been a significant increase in caseload for more complex  multi-agency support and statutory care services, as well as an increase in  complexity following the start of the pandemic.  

The health recovery plan will deliver:

 Increased access for children, young people and families to support,  

following the short and longer-term impacts of Covid-19 on their health  and wellbeing  

 Reductions in hospital admissions and length of stay, as a Specialist  

CAMHS Home Treatment/Psychiatric Liaison Team will work proactively  with the CAMHS Duty & Assessment Team, operating in the hospital,  Orchard House, community and children and young people s homes  

 Reductions in the longer-term impact of perinatal mental health on the  

child and their parent  

 A new neurodevelopmental and integrated therapy service supported  

by sufficient paediatrician input. This will lead to a measurable improved  service experience for families  

 A smooth, well supported Jersey transition offer with key working and  

navigation at its core, and sufficient capacity to manage the increase in  need.

HCS CYPES MHSS

GP22-CSP2-C-08 Covid-19 Health Service Recovery We will:

 Improve health outcomes for groups at risk of cancer by addressing a  

backlog of preventative screening

 Improve health outcomes for patients who have been referred into  

therapy services (e.g., Physiotherapy, Children s Speech & Language  Therapy, etc.)  

 Improve health and care outcomes for clients of social care service that  

have been hard to reach during Covid-19

 Improve health and care outcome for patients requiring diagnosis and  

assessment of dementia

 Improve health and care outcome for clients of the Autism assessment.

HCS MHSS

GP22-CSP2-C-07 Covid-19 Vaccine

We will fund the anticipated costs of a Covid-19 booster vaccination  programme.

The pandemic continues to be a global health emergency and a danger to  the health and wellbeing of Islanders. A booster programme is expected  to be required for September 2021 and to continue into Q1 2022.  

A largely vaccinated population will increase the level of safety the public  has from the virus and allow the return to social and economic activities.

HCS MHSS

GP22-CSP2-C-10 Personal Protective Equipment (PPE) Warehousing

We will continue the implementation of a warehousing and logistics  solution for both the Government s Personal Protective Equipment (PPE)  stock and for the decant and storage of the medical equipment.  

This funding provides the means to continue to store and distribute  PPE needed to support public health measures and the operation of  government services through 2022.  

Warehousing PPE is essential to provide the Government with the ability to  respond rapidly and flexibly to public health needs.

HCS MHSS

GP22-CSP2-C-09 Personal Protective Equipment (PPE)  

Provision and Supply

We will continue to support public health and operational responses to  Covid-19 for the foreseeable future, by providing the appropriate PPE and  ensuring that there is a sufficient stock to meet the challenges.

PPE is essential for:

 the continuing safe working practices of staff providing and working  

in social and health care for both government and non-Government  services.  

 reductions in sickness absences

 the economic and social wellbeing of the Island.

HCS MHSS

Put patients,  GP22-CSP2-3-07 Obstetric and Gynecological (O&G) Services families and  

carers at  Wthee Owi&ll Ge nshearvniccee sthper osvtaidnedda radt othf ep aGteiennet rcaal rHeo bsypiimtapl. lementing changes to  the heart  This funding will address the gap between the increasing demand on O&G  

of Jersey s  services and the current capacity to deliver high-quality, effective care at  health and  tfoher a pcouitnet oobf nsteeetrdic. sInacnredagsiynnga ceocnoslougltya nste prvreicseesn, cise a o mn athjoer lsatbeopu irnwaacrhdie, avinndg  

care system tahveasilea boleb .je ctives, by ensuring the senior level medical staffing resource is  

HCS MHSS

GP22-CSP2-3-08 Emergency and Urgent Care Vehicle Replacement

We will replace vehicles for the Ambulance Service and the Fire & Rescue  Service.

Replacement vehicles were previously met through the capital programme  but in line with a corporate decision to move fleet assets from capital  purchasing to leasing through Jersey Fleet Management, the lease costs  now need to be met with revenue funding.

JHA MHA

GP22-CSP2-3-09 Specialist Paramedic Team

We will develop a proof of concept for a specialist paramedic team that  is capable of responding to less critical calls and trained to treat patients  on-site. This funding would help improve waiting time performance and  reduce the number of patients transported to hospital.  

JHA MHA

CSP2-2-02 Mental Health Services

We will increase the 2022 allocation for Mental Health.This funding will  be purposed to address the impacts of the pandemic on adult mental  health services, in order to address the identified backlogs and target the  particular areas of need including support of its partnerships with the third  sector, such as the Listening Lounge.

Please see the Government Plan Annex for more information on these  initiatives.

Funding this priority

This additional expenditure will total £40.2 million over the four-year period  of the Government Plan, with additional expenditure in 2022 estimated to be  £16.3 million. This includes:

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

system: additional expenditure in 2022 of £0.9 million

 Covid-19 Respond, Recover and Renew: additional expenditure in 2022 of  

£13.4 million

 Improve the quality of and access to mental health services: additional  

expenditure in 2022 of £2 million

For further detail on the above additional expenditure, please see  Appendix 3.

We will also invest £35.3 million in initiatives included in last year s  Government Plan.

We will be investing in infrastructure associated with this priority, with capital  expenditure of £102.7 million in 2022 and totalling £778 million over the four- year period, including Our Hospital (for further detail, please see table 20).

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.

Introduction

For decades, Jersey s economic prosperity has been aligned to the Island s  ability to trade internationally. A key component of our plan for 2022 and  beyond includes taking action to adapt effectively to global challenges so  that we are able to continue trading.

Post-Brexit, we will continue the development and implementation of new  export and inward investment strategies, as well as the continued cross- Government alignment of trade, investment and growth activity through the  Trade, Investment and Growth Framework.

In the last two years, we have had to respond to rapidly changing  circumstances which have come from many sources and affected areas from  fishing to financial services, the most significant of which have been Brexit,  Covid-19, the G7, and the OECD.

We have sought to protect those sectors that have been most directly  affected by these changes, through a wide range of economic support  measures. In 2022 we will continue to provide support to those that have  been affected, and to help the Island to adapt and prosper.

Economic Productivity

The next year will not be solely focused on recovery, but also on investment  in projects that increase productivity within the economy and on ensuring  that the changes we have made in the way we work and trade, in response to  external forces, do not disappear but instead become established as part of  our new way of doing business.

With the majority of Jersey businesses employing fewer than 20 staff, we  will enable small and medium-sized businesses to access the support and  advice they need to improve their productivity and flourish, by investing in an  expansion of Jersey Business s support services.

Tourism and hospitality have been particularly hard-hit by the pandemic.  Businesses operating in that sector need support as they renew their efforts  

to encourage visitors to our Island and to give residents a diverse range of  quality leisure and entertainment opportunities. We will produce a roadmap  for the recovery, reinvigoration, and improved productivity of this vital sector  of our economy.

Both our high street and our broader retail and wholesale sector will be  supported and reinvigorated through the development of the retail strategy,  which will enable greater sector engagement in policy decisions, and secure  better data on which to base those decisions.

Our arts, heritage and culture will be promoted through deployment of the  agreed 1% investment, and the development and implementation of culture  and heritage strategies.

We will work with other Government departments and external agencies  

to help inspire a more active population by ensuring our investment in  Jersey s sporting and transport infrastructures help the fitness sector flourish,  commuter traffic to decline, and the wider workforce improve their work/life  balance without negatively affecting Jersey s productivity.  

Jersey offers world class connectivity, with a full-fibre broadband network,  making the Island the first jurisdiction in the world to have 100% full-fibre  connectivity to all premises, delivering the third fastest broadband speeds  globally. The Island has an award winning 4G mobile network with speeds  equivalent to that of many early 5G implementations. We will ensure that  Jersey s telecoms infrastructure remains world-class by developing a plan to  deliver a 5G network solution, and a policy on high-risk telecom vendors. We  will continue to maintain the free flow of data, which is essential for all sectors  of the economy, and build on Jersey s reputation as safe and responsible  

place to do business with a best-in-class data protection legislative and  regulatory framework.  

Our investment into arms-length organisations will drive specialist support,  promotion and direction to specific sectors, such as finance, hospitality,  digital, and small businesses.

The Government Plan 2021-24 set aside funds in each of 2021 (£15.5m),  2022 (£12m) and 2023 (£12m) to support economic recovery. During 2021  this funding was predominantly used to provide financial support schemes  to island businesses including the Visitor Accommodation Support Scheme,  Visitor Attraction and Events Scheme and Fixed Costs Support Scheme.  Should it be necessary to continue these schemes into 2022 funds will be  drawn from this same economic recovery allocation.  

In December 2020 the independent members of the Economic Council  published a series of recommendations in their report titled New  Perspectives: Critical considerations for sustainable economic growth . In  2021, a review, evaluations and prioritization of the report recommendations  was completed in collaboration with other Government departments and  arm s length organisations. Recommendations were aligned to meet the  

key objectives set out in the Future Economy Programme and prioritization  of investment in the Economic Recovery Fund. With this ground work  completed, an number of funding bids will be tabled and considered in 2022.

Funding bids will be considered by the Economic Recovery Political  Oversight Group and cross-referenced against ongoing and planned work  within departments and arm s length organisations, to ensure efficient and  effective use of funds.

We will support Jersey s rural economy through the diversification of high- yield crops such as cannabis, and support the marine industry through the  protection of the natural environment and financial support for those working  in it.

We will ensure that the best interests of the consumer are protected by  supporting the Jersey Competition Regulatory Authority.

And through organisations such as the Financial Stability Board, which we will  invest in for the first time in 2022, we will identify the economic risks of the  future, and recommend how Jersey might best mitigate them. We will also  consider how we can both recover and renew Island industries in order to  become a more prosperous and inclusive economy.

Financial Services

The regulatory environment has changed and is changing, and many sectors,  notably financial services, will need to adapt. There are also technological  changes that will improve productivity, and we will support businesses to  embrace innovation in order to increase the output they achieve from the  same or less resources.

Our financial services industry will be supported through a range of measures  including a refreshed financial services policy framework, which will reset the  vision for the industry; preparation for the MONEYVAL assessment which will  demonstrate that Jersey meets evolving global standards; and by ensuring  

that Jersey s tax policy remains effective.

We will ensure that Jersey is properly equipped to resist any malicious  online attacks by providing the investment needed to ensure that the Cyber  Emergency Response Team (CERT) becomes properly established and can  act as an independent critical observer.

International Profile

The changing international landscape requires Jersey to adapt and cultivate  strong global relationships. We will support those changes through the  development of meaningful trade and cultural relationships.

We will establish a separate Ministry of External Relations which will continue  to play a key role in supporting the Island s economic recovery following the  pandemic, and in responding to the ongoing implications of the UK s exit from  the European Union (EU)3.  

We will build on Jersey s relationships with governments in other jurisdictions,  particularly in the UK and EU, to enhance their understanding of our  constitutional position, economy, reputation and international profile.

We will work to ensure the Trade and Cooperation Agreement (TCA) is  implemented in line with Jersey s interests, and that we are represented, as  appropriate, in the oversight and governance structures critical to the delivery  and protection of our concerns. We will represent Jersey s interests in the  UK s Free Trade negotiations.  

We will advance our Global Markets programme, building on opportunities  provided through increased in-person engagement, to progress our  relationships with key partners outside the UK and EU. We will continue to  represent Jersey s interests in strategic multilateral fora, such as the OECD,  

the Commonwealth Heads of Government meeting, the Commonwealth  Enterprise and Investment Council, IMF, and World Bank, and in the initiatives  arising from the UN Climate Change Conference.

In safeguarding Jersey s reputation as a well-regulated, transparent  jurisdiction, we will also continue to help ensure the Island fulfils its  obligations in respect of international treaties, such as the UNCRC and  CEDAW, and that we implement UK and UN sanctions in a timely and  efficient manner.  

55 3 See Appendix 7: Amendment 14 Establishment of Ministry of External Relations.

Island Identity

Through the Island Identity project, we will take advantage of our unique  constitution, heritage and culture to foster a stronger sense of what it  

means to be Jersey , both domestically and internationally, by supporting  departments, arm s length organisations and the private sector to nurture and  project Jersey s distinctive identity at home and abroad.  

We will support measures that foster a shared understanding of citizenship  and belonging, including the production of accessible resources for teaching  and demonstrating our identity.  

We will help to develop and promote an Island identity as a jurisdiction with  proud traditions, an ancient history, and a vibrant, diverse and responsive  modern-day economy.

We will continue to increase Jersey s Overseas Aid contributions, investing  in our Island s long-term future as a responsible, outward-looking global  citizen. The tie to GVA and the annual basis-point increase brings us closer to  international norms and enables us to lift tens of thousands of people out of  poverty while ensuring our contributions remain affordable.

Improving Islanders Skills to reduce reliance on  inward migration

We will build on the decisions made in 2021 to develop and implement new  migration controls. These controls will be vital in supporting a new population  policy which will require an all-of-Government approach to balance the  environmental, community and economic challenges that we face in light of  an ageing population.

We will develop a strategy for ensuring that training and development is  available to Islanders of all ages, to enable our workforce with the skills  needed for the future, and that the employment practices of all businesses  consider diversity and inclusion

The Government will develop a clear vision and strategy for the future of  further and higher education provision in the Island. Building on the 2021  Skills and Productivity White Paper, the next stage will link the ambitions set  out in that document with the Economic Framework s ambition to develop  

a Skills Expander to ensure a future-proofed workforce. This develops the  aspiration of the Jersey Employers Group Strategic Workforce Plan and the  Education Reform Programme which will together inform a feasibility study  prior to the physical re-provisioning of Highlands College through the capital  programme.

In 2021 the development of the Retraining Strategy was paused due to the  re-prioritisation of resources to support the pandemic response. However,  

the Government will learn from the outcomes of the Fiscal Stimulus Retraining  initiative in order to bring forward this strategy early in 2022.

In 2022, the Government will also develop the detailed implementation for  the new Student Finance Scheme that comes into effect from the autumn  term 2023.

Our ongoing investment

In addition to the ongoing services provided by our Departments, the  Government Plan 2020-23 and Government Plan 2021-24 set out the  investment in specific programmes and projects that support this priority.

Please see Appendix 4 for information on the existing investment in  programmes and projects approved in the Government Plan 20-23, and  Government Plan 21-24 that will continue in 2022.

Improving  GP22-CSP3-1-10 International Tax productivity  

and  Wtaxe swyisllt epmro vthida et iasd fadiirt,i opnroavl iidnvees s ftomr ethnet iIns laonrddesr ntoe eednssu, areligthnas twoiuthr corporate  nurturing and  iInntteerrnnaattiioonnaall stataxnsdtaanrddsa, radnsda rseu paplwoarytss tehveo Ilsvlianngd. Ts hloisn mg- etearnms Jperorssepye rsi ty.  strengthening  corporate tax regime needs to evolve over time too. Jersey has a proven  

our financial  tarnadck flreexcibolred. o f successfully adapting to such changes by remaining agile  services  The Organisation for Economic Co-operation and Development (OECD)  

industry is carrying out work on international tax reform. Pillar 2 is of most direct  

relevance for Jersey and includes proposals for ensuring that large  

multinational enterprises pay agreed minimum effective taxation on cross- border profits (Pillar 2). The OECD is therefore examining how cross border  profits within large multinational enterprises (MNEs) are taxed and what  

global effective corporate tax rates they pay.

T&E MTR

GP22-CSP3-1-09 Financial Crime Prevention

We will provide additional investment in order to ensure that our financial  crime regulatory regime is fully in line with the international standards  set by the Financial Action Task Force (the FATF), in advance of Jersey s  review by MONEYVAL (the FATF regional body) in 2023/2024. This  investment is designed to support the Island s long-term prosperity as  

a responsible international financial centre and focusses on preventing  financial crime by the co-ordination and operation of a robust mitigation  regime in Jersey.  

Investment will be made in a number of critical areas:

 Further national work on risk understanding and co-ordination of  

the Anti-Money Laundering (AML) and Countering the Financing of  Terrorism (CFT) regime across numerous agencies

 A revised operational structure and significant resource investment in  

the Island s Financial Intelligence Unit (FIU)  

 Significant further investment in operational law enforcement capacity  

to detect and investigate financial crime  

 Further investment in the Economic Crime and Confiscation Unit (ECCU)  

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

ECON MEXT

Delivering  Fund as Required  UK/EU TCA Biosecurity Border Controls and Vienna  the best  Convention Vehicle Testing outcomes  We will provide additional funding as required to:

from Brexit   support the adoption of new border control requirements in line with the  

TCA and the practical steps DEFRA requires the Island to implement.

 enable the periodic technical inspection of all vehicles that will ensure  

the Island is fully compliant with the articles of the Vienna Convention  for Road Traffic, which guaranteed the rights of Jersey motorists to  circulate freely in Europe following Brexit.  

The operational and administrative changes and ongoing workstreams  that result from Jersey agreeing to become party to the EU-UK TCA will  be significant for Regulation and Natural Environment and will require  additional resources and investment so that Jersey can ensure it meets all  the obligations set out under the new agreement.

IHE MENV

GP22-CSP3-CAPITAL Elizabeth Castle

We will provide funding to enable the completion of development work  at Elizabeth Castle. This delivers on an amendment to Government Plan  2021-2024.

ECON MEDTCS

Our additional Investment in 2022

Please see the Government Plan Annex for more information on these  projects.

Funding this priority

This additional expenditure will total £8.6 million over the four-year period of  the Government Plan, with additional expenditure in 2022 estimated to be  £2.3 million. This includes:

 Enhancing our international profile and promoting our Island identity -  

additional expenditure of £2.3 million

For further detail on the above additional expenditure, please see  Appendix 3.

We will also invest £29 million in initiatives included in last year s Government  Plan.

We will be investing in infrastructure associated with this priority, with capital  expenditure of £3.3 million in 2022 and totalling £9.1 million over the four-year  period (for further detail, please see table 20).  

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.

Introduction

We will build on the local community links that were strengthened by joint  working during the pandemic and through the Closer to Home initiatives, to  continue to support the delivery of our disability strategy and community- based services.

We will also continue to develop and implement proposals to better support  disabled adults living at home, and their informal carers.

As Jersey recovers from the impacts of Covid-19 we have been using fiscal  stimulus funding to provide extra help to support Islanders get back to work.  We will continue to support jobseekers in 2022 and we will work towards  the implementation of a new approach to supporting workers with long-term  health conditions to return to or remain in employment.  

For those in work, we will review the rights of workers under different types  of contract to make sure that our employment law protects workers in light  of modern working practices, including the use of zero-hour contracts. We  will also review the implementation of recent family friendly changes and  consider whether further changes are needed to extend the employment  rights or the parental benefits that have been introduced.  

Low wage earners will start to see the benefit of the improved minimum  wage rate which will be set at 45% of mean earnings from the start of 2022  and we will undertake a review to set the 2023 rate.

We recognise the critical importance of addressing the cost of housing.  

We have a clear plan of action, set out in Creating Better Homes, that is  underway. Our Fair Rents Plan will be published by the end of 2021, but we  are taking action now to freeze Andium rents for 2022. This will support  tenants while they, and our economy, are still recovering from the impact of  Covid-19.

2022 will also see the impact of action to end the development of share  transfer dwelling units, to ban buy to let sales in the South Hill and Waterfront  developments and to increase support for any families that may find  themselves in acute housing difficulty. At the same time we will deliver  coordinated action across Government to enact improved migration controls  and increase housebuilding, enhance tenant protection and address  

excessive rent rises.  

Our Fair Rents Plan will be published by the end of 2021, but we are taking  action now to freeze Andium rents for 2022. This will support tenants while  they, and our economy, are still recovering from the impact of Covid-19.

We will introduce a new affordable purchase product - backed by £10 million  of investment that will help more Islanders own their homes. We will also  take steps to ringfence the £13 million land value from the development of  South Hill to support future assisted purchase schemes.

We are seeing new neighbourhoods emerge in the north of St Helier, and  advanced plans for hundreds of new homes on the Waterfront. We will  continue to take steps to increase the supply of new homes and to improve  how the housing market works in Jersey, with a focus on the following five  priority areas:

 Stronger system leadership  

 Increase supply, manage demand  

 Rental choices for all

 Help to own a home; and

 Building sustainable communities, putting children first.  

We will continue developing the poverty strategy whilst making progress on  the Living Costs and Household Income Survey.  

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

We will make progress on plans to help people to maintain their financial  independence as they get older. This will include investigating a workplace  pension scheme, which could give every worker access to a second pension  on top of their Social Security pension.  

We will consider the need to make changes to the State Pension Age, in light  of the emerging Population Policy.  

Our ongoing investment

In addition to the ongoing services provided by our Departments, the  Government Plan 2020-23 and Government Plan 2021-24 set out the  investment in specific programmes and projects that support this priority.

Please see Appendix 4 for information on the existing investment in  programmes and projects approved in the Government Plan 20-23, and  Government Plan 21-24 that will continue in 2022.

Improving the  GP22-CSP4-1-06 Housing and Food Licensing  quality and  

affordability  Wreeguwlailtli opnro ovfi dheo ufus nindgin agn tdo  f mooede tl ethg eis lcaotisotns .o  f existing staff involved in the  

of housing The Government Plan 2021-24 was set on the assumption that £1m in  

fees would be raised to enable food safety and housing legislation to be  regulated on a cost neutral basis. However, the then States Assembly  

did not support fees in relation to housing licensing at the time, nor the  subsequent regulations, leaving the cost of activities surrounding the  enforcement of the existing primary laws unfunded.  

An updated food safety law is now in draft to reflect modern practices  which include provisions to introduce licensing of food operators, but will  not deliver fees in 2022. More work needs to be undertaken to consider  what level of fees it can deliver in future years.  

This measure therefore ensures that regulation and inspections in relation  to the above activities continue to be in place over the course of the  Government Plan 2022-25.  

IHE MENV

GP22-CSP4-3-03 Income and Expenditure Survey

We will restart the Living Cost and Household Income Survey from  September 2021. The last published survey results are for 2014/15,  published in 2016. The 2019-20 survey started in July 2019 and, due to  Covid-19 restrictions on carrying out surveys in people s homes, had to  be cancelled in March 2020. Only half the required sample was achieved.  Statistics Jersey aim to publish analyses of this incomplete data in  Quarter 1 2022.

This LCHIS survey measures household income and expenditure over a  12-month period. It will enable:

 Production of income distribution analyses for the first time since  

2016. Information on income distribution/income inequality will allow  Government to develop policies to support those living on relative low  incomes, leading to better life outcomes.  

 Updating of the basket of goods weights for the RPI which are  

currently based on 2014/15 data -will provide a more accurate measure  of retail price change.

Interim analyses from the 2021-22 LCHIS will be available in time for the  new Council of Minister s Common Strategic Policy process. The full  income distribution analyses will be available after the survey completes in  Autumn 2022.

SPPP CM

GP22-CSP4-3-04 Review of Workers Employment Rights  

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

The review will make sure that our employment law protects workers  in light of modern working practices, including the use of zero-hour  contracts.

The States Assembly (P.32/2021) agreed an allocation of funding in 2022. This project will benefit Islanders:  

 By making sure that workers are well protected in respect of modern  

employment practices  

 By providing an inclusive and fair labour market  

 By improving knowledge amongst businesses and workers of workers  

rights under different types of contract.

SPPP CM

Our additional Investment in 2022

Please see the Government Plan Annex for more information on these  initiatives.

Funding this priority

This additional expenditure will total £4.2 million over the four-year period of  the Government Plan, with additional expenditure in 2022 estimated to be  £1.2 million. This includes:

 Improving the quality and affordability of housing: additional expenditure in  

2022 of £1 million.

 Improving social Inclusion: additional expenditure in 2022 of £0.2 million.

For further detail on the above additional expenditure, please see  Appendix 4.

We will also invest £6 million in initiatives included in last year s Government  Plan.

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.

Introduction

In 2022 Council of Ministers will publish their ambitious Carbon Neutral  Roadmap. The Roadmap sits at the heart of a strengthened policy agenda  with progress on the protection of wildlife, tree and our urban, rural, historic  and marine environments that that will mark a year of significant progress in  the way we look after Jersey for future generations.

The Climate Emergency Fund, established by the Government in 2019, will  deploy £23 million of new investment in the coming years, with £4.5 million to  support new policies in 2022 that promote a faster transition to low carbon  travel and the introduction of more energy efficient heating and cooling  systems.  

A new blueprint for the sustainable transport system of the future will be set  out, with plans to overhaul the public bus system and develop a new network  of cycling and walking routes. We are also taking steps to evolve, over time,  our reliance on private cars and town centre parking, with the introduction  of a programme of measures, informed by the Sustainable Transport Policy,  that will recognise the social and environment costs of commuting and other  parking choices.

The new Island Plan will put in place a modernised planning policy framework  that makes a major contribution to protecting and valuing Jersey s unique  environment. The Plan makes progress on several key objectives, including  setting out a Plan for Town that will guide urban regeneration and protect  townscape character.  

The Plan for Town builds on work already underway to improve the urban  environment, with investment in new traffic calming measures and the  development of new cycle lines in Hill Street and planned for Don Street  and Midvale Road as part of the first phase of the North of Town Masterplan  improvements.  

This Government Plan provides additional funding for investment in public  realm throughout the plan period. The programme of works will complement  our investment in major projects across St Helier, including the planned re- development of Fort Regent, where first phase access improvements are  intended to begin in 2022.

We will also take sustained action to address the biodiversity crisis,  supporting sustainable land use and agricultural improvements, and tackling  invasive and non-native species. A new Trees Strategy will strengthen the  protection for rural and urban trees.  

Changes in behaviour over the pandemic and the economic recovery  presented opportunities to change unsustainable behaviours and lifestyles  and build back better. Responding to this changed paradigm and harnessing  the opportunities it presents remains a priority for this Government, which  recognises and is acting in response to the public drive for increased  environmental standards, with ambitious action to tackle the climate  emergency and protect our countryside and biodiversity.

Our ongoing investment

In addition to the ongoing services provided by our Departments, the  Government Plan 2020-23 and Government Plan 2021-24 set out the  investment in specific programmes and projects that support this priority.

Please see Appendix 4 for information on the existing investment in  programmes and projects approved in the Government Plan 20-23, and  Government Plan 21-24 that will continue in 2022.

Our additional Investment in 2022

Protect  Fund as Required Climate Emergency Fund and Sustainable Transport  the natural  

environment Tinhiteia Cl ilnimveastetmEemnetsr gtoe nkcicyk F-sutnadrt, tehset aIsblalisnhde sd t  rina n2s0it2io0 n,  wtoi llc marabkoen  an  erauntgraeli  to yf.

Additional funding will support new policies and schemes to tackle the  main sources of pollution, and to support the Island and Government to  decarbonise.  

The Fund will have a particular focus on policies to support  decarbonisation and climate change adaptation, based on the detailed  policies developed in the Carbon Neutral Roadmap and Sustainable  Transport Policy.  

SPPP MINF

 GP22-CSP5-2-07 Increased Liquid Waste Processing  

We will increase funding to improve the long-term resilience of the  pumping station network and protect against spills or pollution events in  order to better protect the environment. Specifically, this additional funding  will:

 Support increased requirement for additional foul water to be  

transported via tankers over the life of the Government Plan  

 Ensure that pumping stations operate to the required regulatory  

standard  

 Provide sufficient foul water processing capability to ensure that natural  

water supplies remain safe.

IHE MINF

GP22-CSP5-2-10 Hazardous Waste Disposal

We support the effective disposal and processing of all hazardous waste  while adhering to waste management regulations.  

We will also ensure that the construction industry has a route to dispose of  their hazardous waste.

IHE MINF

Fund as Required Future Fisheries and Marine Resources Management

We will fund as required the revision of the international framework for the  management of the Island s fisheries and marine resources.

Fisheries and marine resources are managed under a combination of  international obligations and agreements together with local legislation  and policy.  

The future fisheries and marine resources management regime will now  be more complex, requiring additional policy development and legislation,  science delivery, data acquisition and analysis, licensing (both fishing and  export requirements) and compliance at sea and on shore.

IHE MENV

Fund as Required Disposal of Recycling Materials  We will fund, as required, the cost pressures associated with the  

combination of increased levels of recycling and the reduction in prices  

being paid for recyclates.

IHE MINF

Fund as Required Glass Contract

We will support the development of an alternative method of disposal for  glass. During this period of trialing and testing, we will need to export our  glass off Island until we can recycle 100% of it on-Island.

The key benefits to this change in disposal mechanism for glass are:  No pollution of the sea and waterways

 More environmentally friendly disposal

 Contribution to the zero carbon emissions target

 Removal of the backlog of glass awaiting processing.

IHE MINF

CSP5-C-01 Bus Pass

We will make available funding for the Minister for Infrastructure, to provide  for the establishment from 1st January 2022, or as soon as possible  

thereafter in 1st quarter of 2022, of a bus pass scheme (for which a charge  

of £20 per annum should be levied on the individual) for all people eligible  to pay fares aged 18 years or under; with the overall cost of, take-up of,  

and customer satisfaction with the scheme, to be subsequently reviewed  

by the Minister and the outcome of the review to be published by the end  

of the third quarter of 2022.

IHE MINF

Climate Emergency Fund Air Quality Monitoring

We will fund and implement an air quality monitoring policy to include  provision of all necessary equipment.

SPPP MENV

Please see the Government Plan Annex for more information on these  initiatives.

Funding this priority

This additional expenditure will total £2.3 million over the four-year period  of the Government Plan, with additional expenditure in 2022 estimated to be  £1.5 million. This includes:  

 Protecting the natural environment: additional expenditure in 2022  

of £1.5 million

For further detail on the above additional expenditure, please see  Appendix 3.

We will also invest £2.1 million in initiatives included in last year s Government  Plan, and £4.5 million from the Climate Emergency Fund

We will be investing in infrastructure associated with this priority, with capital  expenditure of £31.1 million in 2022 and totalling £106.4 million over the   four-year period (for further detail, please see table 20).

PART 3

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

Introduction

As the Government continues to modernise services to improve outcomes  

for Islanders, embedding the One Government culture means that colleagues  are working more effectively across departments, despite the operational  strains of the pandemic response. For example, the pandemic has  

highlighted the flexibility that has been created in the organisation, with teams  reacting rapidly to ensure continuity of services alongside the need for a  significant public health response and the introduction of new services, such  as Testing and Track and Trace.

In 2022, we will continue this journey of improvement to support the  Government s ongoing commitment to deliver a modern and innovative  public sector which meets the needs of Islanders.

We will build on the significant progress we have made in digital technology  projects, such as the Integrated Technology Solution and Cyber Security.  These programmes of work will address the legacy of historic under- investment in our technical infrastructure and protect our systems and data,  enabling us to be more efficient and agile in meeting Islanders needs.  

The Integrated Technology Solution will also support the ongoing  transformation of our Finance and Commercial functions to continue our  journey from being reactive and transactional to being a proactive and  strategic public service:

 Implementing modern systems will enable new approaches to analysis  

of our financial and operational information, deliver improvements to our  internal and external financial reports, improve commercial acumen, and  enhance long-term financial insight

 Implementing zero-based budgeting techniques across Government will  

allow budgets to be built on the best possible information and ensure  expenditure provides the best value for money to deliver quality outcomes  for Islanders  

 Rebalancing our finances will deliver cumulative and sustainable  

efficiencies and enable continued investment in our services

 Promoting better social value when the Government looks to procure  

services will mean that our suppliers will also be investing in the  community, to support social outcomes.

In 2022, many Islanders will notice that work will start to demolish Cyril Le  Marquand House and construct new Government offices on the site at Union  Street. Once complete, the offices will bring together over 1,600 public  servants in one building and create a central hub for Islanders to access  Government services. This will make our services more accessible and  convenient for Islanders, and our estates usage across Government more  efficient.  

To facilitate a smooth transition to our new offices, we will adopt more flexible  and agile working styles, building on the culture shift to different ways of  working during the Covid-19 response. To support this, we have launched  

a new initiative called Flex Positive to learn from our experiences, which  

will also contribute to the continued success of the Team Jersey culture  programme.

Over the past years we have placed a greater emphasis on investing in  

our people, which we will continue in 2022. The Integrated Technology  Solution will allow us to release capacity within our workforce to focus on  improving services, and we will continue to update our policies to make the  Government of Jersey an employer of choice. We will also provide training  opportunities for all colleagues and identify and nurture talent to grow our  own on-Island skills.  

To further develop our people and improve our services, we will place a  continued focus on performance. We will use better metrics to understand  how well we are doing and use this information as well as feedback  received from Islanders, Scrutiny, the Public Accounts Committee, and the  Comptroller and Auditor General to drive improvement.

These key workstreams will enable us to be a forward-thinking organisation,  which offers high-quality public services, values our people and grows our  talent for the future.

In March 2021, the Island Public Estate Strategy 2021-35 was published  marking a first of its kind for Jersey. This long-term strategy sets the  framework for the management of all government operational land and  buildings (the Estate) under a single Corporate Landlord Model. It provides an  assessment of our existing assets and defines the vision, aims and objectives  for the Estates Strategy in the context of the current economic and financial  environment, while balancing future needs and aspirations of the Island. The  strategy promotes short, medium-term and long-term Government planning  for Estate and will remain applicable for time that transcends political cycles.

In 2022, we will continue to implement the Island Public Estate Strategy,  whilst coordinating with the new Island Plan. The certainty that is starting to  be seen in the Office Accommodation Project and anticipated for the Our  Hospital Project will allow better understanding of the possibilities for further  rationalisation of the Estate and allow development of a more sophisticated  decision making process to balance potential sales against the competing  requirements for sites to address the needs for social housing, education,  youth services, victim support, sports facilities and amenity space.  

We will also work with all departments to develop Asset Management Plans  (AMP) which in turn follow the next Common Strategic Policy. These plans will  provide the necessary understanding of each department s needs and will  

drive an overarching coordination of acquisition, disposal and repurposing of  property via the Corporate Asset Management Board (CAMB). These AMPs  will also benefit from annual report into the state of the Estate which will  

enable officers to drive efficiencies and ensure that they meet the necessary  environmental performance requirements.

We will continue to work with Treasury on how to determine the value of  estate when used for social projects vs capital benefit. We will continue to  invest in this transformational change of bringing together a One Government  Property Estate by acquiring the necessary resources and developing the  tools to maintain sustainable long term gains.

Our existing investment

In addition to the ongoing services provided by our Departments, the  Government Plan 2020-23 and Government Plan 2021-24 set out the  investment in specific programmes and projects that support this priority.

Please see Appendix 4 for information on the existing investment in  programmes and projects approved in the Government Plan 20-23, and  Government Plan 21-24 that will continue in 2022.

Our additional Investment in 2022

A range of new steps are set out below that address issues linked to  medium- to long-term funding arrangements, assets or regulations. By  addressing these now, we are creating a stable foundation for future  government plans.

A modern,  OI3-A-01 Women s Safety innovative  

public sector  Win erewlaitlli opnro tovi dimepfuronvdininggwtoo mfaecinli tsa  tsea faentyd, ssuupchp obrot dthye t oc rceoaltleiocnt ovifeawtsa sfrkofmorce  that meets  Itsol aancdheiervsea nthda tto o dbejevcetliovep, aton dth per onpeows ge o dvi erercntmaenndt afoc rh ii ne cv laubsil oe n a ic nt i to hn e  p no ei xn tt s,  the needs  government plan.

of Islanders  

effectively  SPPP MHA

and  

efficiently  

Sustainable  GP22-OI4-4 Import GST Resource Requirement long-term  

fiscal  Wwiethwniall taiolinganl Jaenrds einyt epronlaictyio onna l tshtea ntrdeaartdmpernatc otifc leo ww hviaclhu ew cilloensstiagbnlmisehnat s  framework  mstroereet leinvJeel rpslae yy i  na gn dfi  ethldo sine   ti emrmpo sr ote f d G v Si Ta  o bn el ti wne e  es no u gr oceos d. s sold on the high  and public  

finances that  

make better  CLS JHA T&E MTR

use of our  

public assets

GP22-OI4-5 Insurance Premiums Increase and Inflation We will ensure that:  

 the Government has adequate medical malpractice insurance and  

other resources in place to cover the risks it is facing with regard to its  activities.  

 sufficient budget is in place to provide insurance for the public work  

undertaken by the medical consultants to reduce the likelihood for  potential uninsured losses;  

 the Insurance Fund has sufficient resources to cover current and  

potential claims insurance claims in line with the recommendations of a  recent actuarial review.

T&E MTR

 GP22-OI3-22 Defence Funding

We will ensure the Jersey Field Squadron is financially sustainable over  the life of the Government Plan 2022-25 and allow for the continued  stewardship of Jersey Field Squadron s historically significant built heritage  assets. This will enable the Jersey Field Squadron to maintain a core  complement of a minimum of 68 people and capacity to train 12 recruits  annually in line with the Intergovernmental Agreement (IGA) that was  established in 1981 between the then States of Jersey and the UK Home  Office, over the life of the plan.

JHA MHA

Fund as Required Brexit Transition - Legal and Policy Support  

We will fund as required a two-year Grade 11 Customs and Immigration  Legal and Policy Principal within JCIS with primary responsibility for  Immigration matters, and a 2-year fixed term contract position for an  Immigration Legal Adviser, within Law Officers Department (LOD).  

At the end of 2023, it is anticipated that the necessary legal and policy  work to implement the revised framework will have been delivered.

JHA MHA

GP22-OI3-28 Jersey Police Authority (JPA)

We will support JPA s request for additional funding to increase resources  to fulfil their legislative functions efficiently and effectively over the life of  the Government Plan 2022-25.

JHA MHA

GP22-OI3-29 TETRA Service User Agreement

We will fund the maintenance of Jersey s communications network the  TETRA Service User Agreement until the end of the contract in 2025.

This communication network provides Pan-Island critical communication  coverage to all emergency services as well as any handheld radio  communication devices used by other infrastructure partners.

JHA MHA

GP22-OI3-35 Revenue Jersey Resources

We will improve and maintain customer service standards to first meet and  then exceed sector-standard response times by March 2024.  

Additional temporary resources will be hired to clear the backlog arising  from the Revenue Transformation Programme, the change to Current  Years Basis (CYB) and the Covid-19 Pandemic (including lockdown) by  March 2024.  

T&E MTR

GP22-OI3-34 Regulatory Improvement

We will provide the Regulation Directorate teams funding to support  additional resources to deliver a stronger, more resilient, and agile  regulatory function for the benefit of the Island and our community.  

Additional resources in the Environment and Consumer Protection team  will support officers in designated roles within Public Health, Housing  

and Nuisance which have historically been dealt with by multi-disciplinary  officers.

IHE MENV

GP22-OI4-6 Hospital Financing Costs

We will provide a financing solution to the enable the building of Our  Hospital.

The Government s financing strategy includes the intention to issue debt  

in order to fund the construction of Our Hospital. The costs of servicing the  debt will be met through future gains made on the Strategic Reserve.  

T&E MTR

GP22-OI3-CAPITAL Integrated Technology Solution We will continue to invest in the Integrated Technology Solution project.

The previous Government Plan identified that we will be critically  dependent on technology to achieve our future aims and must deal with  a substantial technology debt , which has come about from a historic  shortage of investment in technological capabilities, and a shortfall in  capacity to meet the current and ever-increasing demands.  

The Integrated Technology Solution is the largest IT project the  Government has funded. The project is split into two Phases for effective  delivery management.

Funding this priority

This additional expenditure will total £94.1 million over the four-year period  of the Government Plan, with additional expenditure in 2022 estimated to  be £25.4 million. This includes:

 A modern, innovative public sector that meets the needs of islanders  

effectively and efficiently: additional expenditure in 2022 of £2.8 million

 A sustainable long-term fiscal framework and public finances that make  

better use of our public assets: additional expenditure in 2022 of £1.4  million .

For further detail on the above additional expenditure, please see  Appendix 3.

We will also invest £39.8 million in initiatives included in last year s  Government Plan.  

Rebalancing Government   Finances 2022

Introduction

In 2019 the States Assembly agreed that the Council of Ministers bring  forward detailed proposals each year, to be included as a separate paragraph  within the Government Plan proposition, seeking the Assembly s specific  endorsement of each of the efficiencies contained in the Government Plan 4.

The Government Plan 2020-2023 set out the ambition to achieve £100 million  of efficiencies, with the first £40 million to be achieved in 2020. The plan  

for £40 million in 2020 was published5 in October 2019 with a performance  update published as part of the Government Plan Six Monthly Report6 in  August 2020. The plan for £20 million in 2021 was published in October  2020 within the Government Plan 2021-247. Within that Plan, the Council of  Ministers also added a further £20 million objective in 2024, totalling £120  million of efficiencies to be delivered across 2020 to 2024.

The impact of Covid-19 and the effect on Government finances has been  considerably greater than the impact of efficiencies. As described in the  2020 Government Plan Six Monthly Report multiple approaches will be  required to balance Government finances, including a wide range of fiscal  measures, borrowing strategies, economic stimulus, treatment of funds and  the delivery of savings and efficiencies. This represented a shift to a broader  set of financial rebalancing measures into which the efficiencies have been  subsumed.  

The financial impact of these multiple approaches focuses on areas such as:  A reduction in revenue spend, delivering better quality services for less  

 A reduction in revenue spend through Zero Based Budgeting and service  

reviews

 More efficient collection of existing income and better debt management

 Increasing the Government s revenue through further recovery of existing  costs, moving towards full cost recovery for services where appropriate  

 The extension and increase of existing charges or the introduction of new  

charges as revenue-raising measures.

All of the work continues to progress the application of the One Government  principles to the organisation.

This plan sets out the detail of the 2022 plan to deliver £20 million of  efficiencies and other rebalancing measures, and trails some of the activities  and programmes of work that will support the rebalancing of finances over  the remainder of the Government Plan 2022-25.

4P88/2019 as amended 5https://www.gov.je/SiteCollectionDocuments/Government%20and%20

administration/20191021%20Efficiencies%20Plan%202020-23.pdf  

6https://www.gov.je/SiteCollectionDocuments/Government%20and%20administration/ID%20 Goverment%20Plan%20Review%20010920.pdf  

7https://www.gov.je/SiteCollectionDocuments/Government%20and%20administration/ID%20 84 Government%20Plan%202021%20to%202024%20CB.pdf

Delivery Plans

It is important to restate the approach to the delivery of the efficiencies and  other rebalancing measures agreed by the Council of Ministers as set out in  the original Efficiencies Plan:

 Ministers [also] agreed that if any of the efficiencies are not subsequently  approved [or delivered], they will seek alternative departmental efficiencies  to the same value to replace them and/or reduce or reprofile some of the  planned spending by the equivalent amount, in order to ensure that income  and spending remain in balance.  

This approach can be described as:

 Plan A: The efficiency has been delivered or is on track for delivery

 Plan B: An alternative efficiency has been/will be developed to cover any  

shortfall

 Plan C: Typically, Government Plan growth will be deferred to cover  

any shortfall although other one-off approaches can be used where  appropriate.

 Plan D: Non-pay inflation available to departments is reduced to the same  

value as undelivered targets. Departments (CYPES and IHE) will continue  to work with the Treasury & Exchequer to determine the extent to which  they can implement saving measures to achieve their targets, one off or  recurring i.e. Plan B or C. Plan D should be considered as the last option

This combination of approaches maintains a sustained focus on the delivery  of efficiencies and other rebalancing measures while implementing a  backstop which, in the event of non-delivery, ensures that expenditure is  delivered within cash limits.

Governance

As in 2020 and 2021, the plan for 2022 was developed by Accountable  Officers (AOs) and reviewed by relevant Ministers before formal approval by  the Council of Ministers.

Progress against the 2022 plan will be reported in the Mid-Year Review, due  to be published in August 2022. This will include more information on how  each department is achieving the rebalancing measures outlined within this  plan.

Sustainable Wellbeing Impact Assessment

A critical aspect of assessing each proposal is understanding the potential  impact of its delivery on sustainable wellbeing. Further detail is provided  within the annex and, where relevant, existing governance forums will be  utilised to discuss any specific impacts of the delivery of departmental  rebalancing activity.

Delivery Plans

It is important to restate the approach to the delivery of the efficiencies and  other rebalancing measures agreed by the Council of Ministers as set out in  the original Efficiencies Plan:

2022  Minister Value  

£000

Assistant Chief Minister 490  Chief Minister 592  Council of Ministers 5,343  Minister for Children and Education 496  Minister for EDTSC 184  Minister for External Relations and Financial Services 151  Minister for Health and Social Services 6,250  Minister for Home Affairs 1,741  Minister for Infrastructure 500  Minister for Social Security 575  Minister for Treasury and Resources 4,856  Non-Mins 500  

Total 21,678  Table 1: Efficiencies and other rebalancing measures 2022 - allocation by Minister

 Ministers [also] agreed that if any of the efficiencies are not subsequently  approved [or delivered], they will seek alternative departmental efficiencies  to the same value to replace them and/or reduce or reprofile some of the  planned spending by the equivalent amount, in order to ensure that income  and spending remain in balance.  

This approach can be described as:

 Plan A: The efficiency has been delivered or is on track for delivery

Income  Spend reduction

Figure 1: Efficiencies and other rebalancing measures

Infographic presents income and spend reduction only and has been rounded

 Plan B: An alternative efficiency has been/will be developed to cover  

any shortfall

 Plan C: Typically, Government Plan growth will be deferred to cover  

any shortfall although other one-off approaches can be used where  appropriate.

 Plan D: Non-pay inflation available to departments is reduced to the same  

value as undelivered targets. Departments (CYPES and IHE) will continue  to work with the Treasury & Exchequer to determine the extent to which  

Depart- Recurring/  2022  Minister ment Title One off Budget impact £000

Assistant Chief Minister COO General reductions in non-staff budget Recurring Spend reduction: Non-Staff 415  Assistant Chief Minister OCE General staffing productivity increase Recurring Spend reduction: Staff 75  

Chief Minister COO General staffing productivity increase Recurring Spend reduction: Staff 258  

Spend reduction:  

Chief Minister OCE General reductions in non-staff budget Recurring Non-Staff 87  

Spend reduction:  

Chief Minister SPPP General reductions in non-staff budget One off Non-Staff 20  Chief Minister SPPP General reductions in non-staff budget Recurring Spend reduction: Non-Staff 188  

Chief Minister SPPP General staffing productivity increase Recurring Spend reduction: Staff 39  

Spend reduction:  

Minister for Children and Education CYPES General reductions in non-staff budget RecurringNon-Staff 56  Minister for Children and Education CYPES General staffing productivity increase Recurring Spend reduction: Staff 440  

Spend reduction:  

Minister for EDTSC ECON General reductions in non-staff budget Recurring Non-Staff 100  Minister for EDTSC ECON General staffing productivity increase Recurring Spend reduction: Staff 84  

Minister for External Rcial Services elations and Finan-ECON General reductions in non-staff budget One off Non-Staff 52  

Spend reduction:  

Minister for External Relations and Finan-EXT General staffing productivity increase One off Spend reduction: Staff 57  cial ServicesMinister for External Rcial Services elations and Finan-EXT General staffing productivity increase Recurring Spend reduction: Staff 42  

Minister for Health and Social Services HCS Fees and charges Recurring Income 700  Minister for Health and Social Services HCS General reductions in non-staff budget RecurringSpend reduction: Non-Staff 3,750  

Minister for Health and Social Services HCS General staffing productivity increase Recurring Spend reduction: Staff 1,800  Minister for Home Affairs JHA Fees and charges Recurring 184  

Minister for Home Affairs JHA General reductions in non-staff budget Recurring IncomeSpend reduction: Non-Staff

Minister for Home Affairs JHA: SoJP General reductions in non-staff budget Recurring Spend reduction: SSpend reduction: Non-Staff taff 406 459 315  Minister for Home Affairs JHA General staffing productivity increase Recurring

Minister for Home Affairs JHA: SoJP General staffing productivity increase Recurring Spend reduction: Staff 377  Minister for Infrastructure IHE FM centralisation Recurring Spend reduction: Non-Staff 200  

Minister for Infrastructure IHE Property Maintenance Recurring Spend reduction: Non-Staff 300  Minister for Social Security CLS General reductions in non-staff budget Recurring Spend reduction: Non-Staff 371  Minister for Social Security CLS General staffing productivity increase Recurring Spend reduction: Staff 204  

General reductions in non-staff budget RecurringSpend reduction: Non-Staff 125  Minister for TMinister for TMinister for Treasury and Rreasury and Rreasury and Resourcesesourcesesources COOT&E General reductions in non-staff budget Recurring Spend reduction: Non-Staff 31  

Fees and charges Recurring Income 14  

Minister for TNon-Mins reasury and Resources TTNon-Mins&&EE General staffing productivity increaseFees and charges RR ecurringecurring Spend reduction: SIncomeSpend reduction: Non-Staff taff 266 230 386  Non-Mins Non-Mins General reductions in non-staff budget Recurring

Non-Mins SA General reductions in non-staff budget Recurring Spend reduction:  

Non-Staff 4  Departments total 12,035  

T&E:  

Minister for Treasury and Resources Revenue  Domestic tax compliance Recurring Income 4,300  

Jersey

Council of Ministers Central Non-pay inflation budget Recurring Spend reduction: Non-Staff 5,343  

Total 21,678  Table 2: Efficiencies and other rebalancing measures 2022 summary proposals

they can implement saving measures to achieve their targets, one off or  recurring i.e. Plan B or C. Plan D should be considered as the last option

This combination of approaches maintains a sustained focus on the delivery  of efficiencies and other rebalancing measures while implementing a  backstop which, in the event of non-delivery, ensures that expenditure is  delivered within cash limits.

2022  Value  £000

Recurring

Income 5,464 Spend reduction 16,085

One off

Spend reduction 129

Total 21,678 Table 3: Recurring vs one off efficiencies and other rebalancing measures

Governance

As in 2020 and 2021, the plan for 2022 was developed by Accountable  Officers (AOs) and reviewed by relevant Ministers before formal approval by  the Council of Ministers.

Progress against the 2022 plan will be reported in the Mid-Year Review, due  to be published in August 2022. This will include more information on how  each department is achieving the rebalancing measures outlined within this  plan.

Sustainable Wellbeing Impact Assessment

A critical aspect of assessing each proposal is understanding the potential  impact of its delivery on sustainable wellbeing. Further detail is provided  within the annex and, where relevant, existing governance forums will be  utilised to discuss any specific impacts of the delivery of departmental  rebalancing activity.

Summary Plan for 2022 by Minister

The budget impact of the plan to deliver £21.7 million of efficiencies and  rebalancing measures in 2022 is set out below and sub-totalled against each  Minister or the Council of Ministers. This plan includes £1.7 million from the  2021 plan which will need to be found on a recurring basis from 2022.

CYPES and IHE have undertaken reviews of all service areas and are unable  to identify efficiency saving measures or proposals to deliver the full value of  the targets requested for 2022. The proposals were not seen as deliverable/  agreeable and therefore alternative measures have been identified for the  Government Plan. As suitable measures were not identified and agreed  

with Ministers, the default position, reflected in the table above, is that the  proportion of non-pay inflation efficiency will increase by the same value as  these undelivered targets.

Summary Plan for 2022 by proposal

Efficiencies and other rebalancing proposals will result, in the majority  of cases, in either a reduction in cash limit and/or an increase in income  forecast.  

This more detailed allocation sets out summary descriptions of each  proposal, classification as either a recurring or one-off measure, budget  impact (reduction or income generation), and departmental allocation.

Recurring versus one-off measures

In 2022, the majority of efficiencies and other rebalancing measures are  recurring (£21.5 million) and the remaining value are one-off measures  impacting on the 2022 budget only (£129,000). Over the course of the year,  recurring proposals to this value will be developed through further Target  Operating Model review processes and/or the ZBB programme.

2022 measures

The £21.7million of 2022 measures equate to 3.5% of the income and  expenditure budgets for 2021 and this is seen to be achievable based on the  investment into the Government of Jersey over previous years.  

As in 2021, the annex includes further detail on each of the rebalancing  measures. However, there are some significant thematic measures for 2022  that span multiple departments and are included below.

General staffing productivity measure

Over 2020 and 2021 £123 million of investment has been injected into  

the Government of Jersey across many initiatives and projects, including  significant investment in capabilities (technology and people). It has been  assumed that these investments should drive increases in productivity and  enable certain reduction of staffing costs, for example, the Technology  Transformation Programme will increase staff productivity including, but not  limited to, increasing automation, streamlining processes and improving the  quality of data and information provision/compilation.

In addition to this, departments can utilise several levers to achieve the  general staffing productivity measure, including:

 The implementation of Zero-Based Budgeting (ZBB)

 Reductions in avoidable overtime

 Reduction in fixed term contracting (FTC) and agency staff  Effective management of sickness

 Voluntary release and early retirement

 Vacancy management

 Introduction of career-linked grades to recruit entry-level employees at a  

lower grade

Each department is at a different stage of transformation and improvement  and have worked with their Ministers to determine how this saving is  delivered within their department. Therefore, the allocation across the levers  above varies across departments.

Fees and Charges framework

Fees and charges are not only an important source of income providing  vital funds to deliver essential public services and assist in achieving our  objectives for better outcomes for Islanders but are also an important driver  of the rebalancing of government finances.

In 2021, Ministers agreed a Fees and Charges Framework which provides  guidance on:

 The setting of new charges and the context within which existing  

charges should be reviewed, including consultation and equality impact  assessments, as required  

 The Government s approach to cost recovery and the generation of  

income from charging for services  

 The governance processes which must be followed to gain approval for  

services to be provided at subsidy whether this be a subsidy to all users  or in the form of concessions for users meeting a clearly defined qualifying  criteria.

The framework is intended to enable departments to have a properly  considered, consistent and informed approach to all charges for their  discretionary services in support of the delivery of strategic objectives and  the protection of statutory services.

As in 2021, departments will continue to utilise the framework in order to  review existing charges and increased cost recovery of charged services and  where new charges can and should be introduced to establish an appropriate  level of charging.  

General reductions in non-staff budget

The global pandemic changed the way in which the Government operates  and resulted in a number of spend reductions as priorities changed. In  2022, departments will continue the best practice of reviewing and securing  recurring reductions in non-staff budget including locking-in some of the  spend reductions evidenced during Covid-19.

Management of inflationary pressures

This continues the approach to the management of inflation as set out in  2020; namely i.e. to manage inflationary pressures within departmental  service budgets.

CYPES and IHE have undertaken reviews of all service areas and are  unable to identify efficiency saving measures or proposals to deliver the  full value of their targets. As suitable measures were not identified and  agreed with Ministers, the default position, reflected in this plan, is that the  proportion of non-pay inflation efficiency will increase by the same value as  these undelivered targets. They will continue to work with the Treasury and  Exchequer to identify alternative, agreeable, measures.

Efficiencies and other re-balancing measures in  2022-24

As in 2021, detailed plans will be brought forward within each Government  Plan for the following year and there remains an intention to continue the  focus on the themes introduced in 2020:

 Our workforce

 Processes and systems

 Commerciality

 Organisational structures

 Shaping demand for services.

In addition, there are several significant programmes of work which are  anticipated to deliver value over the life, albeit towards the end, of this  Government Plan period including:

Technology Transformation Programme (TTP)

The Technology Transformation Programme continues to progress over this  period, thereby providing a solid foundation for future initiatives.

The programme includes:

 Implementation of the Integrated Technology Solution (ITS)  Deployment of the full Microsoft 365 suite

 Continued implementation of the Cyber Security programme to improve  

the security risk position and maturity of the organisation in relation to a  number of industry standard people, process and technology controls

These will continue to present opportunities for rebalancing measures in  several areas including:

 Quality of data and information compilation and provision  Increased staff productivity

 Increased automation

 Reductions in support and licencing costs

 Reductions in costs of managing technology estate and requirements for  

storage.

One government property estate and strategic property  functions

We will create a single government property estate, whereby ownership,  estate management and maintenance are consolidated from across  Government into a property structure within Infrastructure, Housing and  Environment as envisaged when Jersey Property Holdings (JPH) was  established. This consolidation will derive efficiencies from rationalising  the estate and ensuring that the same standards of density and fit out are  applied.

Shaping Demand

Shaping Demand is all about prevention and care. Intervention at the right  time and from the appropriate professional is widely acknowledged to  have benefits for both the customers receiving the service and the function  providing it. Existing preventative approaches, for example the health  screening programme in Health and Community Services (HCS), are well  founded and the opportunity exists to develop a wider and more consistent  approach to preventative strategies.

Developing a strategy of early intervention at a Government policy level,  whether universal or targeted, provides an opportunity to prevent poor  outcomes for Islanders. There is also a potential economic benefit, based on  evidence that it costs less to implement preventative policies than reactive  policies.

This approach has potential application across many Government services,  including criminal justice, school inclusion and in reconfiguring customer  journeys to reduce high cost provision across a number of departments,  notably HCS, Children, Young People, Education and Skills (CYPES),  Customer and Local Services (CLS) and Justice and Home Affairs (JHA).

In addition to considering what services are delivered to whom and when,  this theme also considers who is providing the services and within what  structure; whether the services are better delivered by Government, or the  private or voluntary and community sectors.

Enhanced Commercial Services

The establishment of a new commercial function is a key priority for  the Government, providing capability and capacity to deliver improved  commercial and procurement outcomes, enhanced governance, robust  supplier and contract management and drive better value for money.

Whilst the Transformation programme of work continues at pace, the growth  in commercial maturity needs time to take it to a level where it becomes a  fully proactive service that can meet the needs of the Island. However, during  2021 Commercial Services have been able to show the true value that it  

can add across all sectors: be that through improved processes, extended  governance and better risk management, major project support, and savings  delivery.

The Team has developed and trialled processes of cross-cutting  government procurement initiatives to take advantage of aggregated and  common spend to deliver a more efficient and strategic outcome. This leads  to improved supplier engagement, improved supplier and programme  management, better value for money and a more efficient internal customer  service.  

In addition, improved data management will enable future development of  the category-spend approach and contribute towards saving across major  projects. This, added to direct support to various major projects, will ensure  improved commercial processes and procedures, and quality assurance.  

Recent examples of improved outcomes from the support provided by  Commercial Services for Covid measures, included establishing contracts  that have allowed us to expand on-island testing and PPE requirements;  provide free LFD testing to support the education sector and key business  requirement, equivalent to £3.7m; move PCR testing in-house to establish  savings of over £3m; and ensure the warehouse and distribution facilities  needed to maintain a PPE supply.

PART 4

PROPOSED APPROPRIATIONS FOR NON-MINISTERIAL STATES BODIES

Introduction

The non-Ministerial States bodies are the Bailiff s Department; Office of the Lieutenant Governor; States Greffe; Viscount s Department; Judicial Greffe; Law Officers Department; Office of the Comptroller and Auditor General; Office of the Official Analyst; and Jersey Probation Service.

A Government Plan lodged by the Council of Ministers must set out the proposed amount to be appropriated from the Consolidated Fund for the next financial year, per head of expenditure, to be appropriated in relation

to the operations of a non-Ministerial States body. The amount is submitted to the Council of Ministers by: the chairman of the States Public Accounts Committee, in the case of the office of the Comptroller and Auditor General; the chairman of the States Privileges and Procedures Committee, in the case of the States Greffe; and the non-Ministerial States body, in the case of any other non-Ministerial States body.

The Council of Ministers may include, in the Government Plan, a statement indicating whether or not the Council supports any of the amounts submitted by the non-Ministerial States bodies.

The additional investments set out below have been submitted by the non- Ministerial States bodies, as part of their proposed heads of expenditure

in this plan. These investments are additional to existing allocation and investments already set out in the Government Plan 20-23 and Government Plan 21-24.

Our ongoing investment

In addition to the ongoing services provided by our Departments, the Government Plan 2020-23 and Government Plan 2021-24 set out the investment in specific programmes and projects that support non-Ministerial States bodies.

Please see Appendix 3 for information on the existing investment in programmes and projects approved in the Government Plan 20-23, and Government Plan 21-24 that will continue in 2022.

Bailiff s  GP22-OI-Non-15  Her Majesty s Platinum Jubilee 2022 Department The Bailiff s Chambers requests funding in order to mark Her Majesty

the Queen s 70th year on the throne. Celebrations to commemorate the Platinum Jubilee are being planned across the Crown Dependencies,

United Kingdom and Commonwealth.

NM BC

GP22-OI-Non-14  Liberation 77-80

The Bailiff s Chambers requests funding in order to celebrate the 77th Anniversary of Liberation Day, an important annual celebration and for many a time to remember and reflect on loved ones who lived through the second world war.

NM BC

GP22-OI3-Non-33 Crown Officer Remuneration

The Bailiff s Chambers is requesting additional funding to implement the States Employment Board s decision to align Crown Officers ( Bailiff and Deputy Bailiff ) remuneration with UK standards.

NM BC

States   GP22-OI-Non-22 Additional Staffing Resources Greffe  The States Greffe is requesting four new posts and changes to the

structure of the Greffe s Digital and Public Engagement team. This request

is in the light of a review of the department s 2020 reorganisation and operational pressures arising from additional corporate responsibilities and

a request for additional resourcing from the Scrutiny Liaison Committee.

NM SG

GP22-OI-Non-23 Members Pensions

The States Greffe is requesting additional funding for the Members pension scheme.

The Members pension scheme was set up in 2020, following a recommendation by the States Members Remuneration Review Body. The Review Body recognised that the absence of a pension scheme was a factor in deterring people from standing for election. Take-up of the scheme in 2020 was higher than forecast and additional funding is therefore required.

NM SG

GP22-OI-Non-24 Web Development

The States Greffe is requesting funding for a significant web development project. The current State Assembly website has many limitations and requires full redevelopment.

This project aligns with the Privileges and Procedures Committee s adoption of a new digital and public engagement strategy.

NM SG

GP22-OI-Non-25 British-Irish Parliamentary Assembly (BIPA)

The States Greffe is requesting funding to host a BIPA plenary session. This will be the first time that this conference will have taken place outside the UK and the Republic of Ireland.

NM SG

GP22-OI-Non-30 Additional Senior Leadership Team (SLT) Support

The States Greffe is requesting funding for a temporary post. Due to extraordinary work pressures in 2022, particularly in relation to the election, it is proposed to add a temporary post to the States Greffe s senior leadership team for 12 months from Autumn 2021.

NM SG

Judicial  GP22-OI5-Non-02 Elections 2022 Greffe The Judicial Greffe requests funding in order to cover the cost of the 2022

Elections.

NM JG

GP22-OI-Non-11  Family Court Premises Expenses

The Judicial Greffe requests funding for annual rental costs and service charges to support the creation of a new Family Court Centre, which will better meet the needs of children and families involved in Family Law proceedings.

NM JG

GP22-OI3-Non-22 Knowledge Management and Cyber Security Staffing

The Judicial Greffe request funding to implement processes for efficient and effective management of information held electronically.

This change project will help address the increase in the number of requests for Freedom of Information (Jersey) Law 2011, and the increase in the number of subject data access requests under the Data Protection (Jersey) Law 2018 and the lack of resources to deal with these increases.

NM JG

GP22-OI3-Non-24 Magistrate Court Restructuring

The Magistrate s Court Greffe is a department within the Judicial Greffe and is responsible for supporting the Magistrates in the Magistrate s Court, Petty Debts Court and Youth Court.

The Judicial Greffe request funding for additional staff budget in support of a job review and Strategic Workforce Planning.

NM JG

GP22-OI3-Non-25 Magistrates Remuneration

The Judicial Greffe request funding for an increase in remuneration of the Magistrates. The increase was awarded in September 2020, but the total increase has yet to be finalised.

NM JG

GP22-OI3-Non-26 Public Registry Staffing Resources

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

NM JG

GP22-OI3-Non-23 Legal Aid Scheme

The Judicial Greffe is requesting additional funds to operate the new Legal Aid scheme in accordance with Article 5 of the Access to Justice (Jersey) Law 2019, which states that: The States shall ensure that the Judicial Greffier is provided with sufficient resources for the purpose of meeting payments under the Legal Aid Scheme.

NM JG

Law Officers  GP22-OI-Non-13 ECCU Funding of Additional Resource Department The Law Officers Department is requesting funding to enhance the

capacity of the Economic Crime and Confiscation Unit (ECCU) as effective law enforcement and prosecution body.

It is critical to the success of the finance industry in Jersey that greater emphasis be placed on the investigation and prosecution of financial crime.

NM LOD

GP22-OI3-Non-30  Staff Remuneration

The Law Officers Department is requesting additional funding to bring the Department s budget in line with Treasury requirements and to ensure there is adequate funding to cover the Department s staffing needs.

NM LOD

Comptroller  GP22-OI4-Non-3 Increased External Audit Costs and Auditor-

General TehnesuCreo mthpattr tohleleirr banu dd gAe ut d isit  oinrc Gre ea ns ee rda  l t ro e cqo uv ee sr t  sa dind ci rt eioansael icno fs ut n p dr ie ns gs utore s

and contractual inflation.

NM C&AG

Jersey  GP22-OI-Non-12 Probation Service Inspection Probation

Service Tashsee Pssrombeantitos n foSr e trhveic ceo iusr ats d aenpda srtump ee nrvt iosifo tnh es eRr ov yicael sC f oo ur rot ffthe an td pe rr os v widi ethsi n

the community and custody. Its work also extends to working with children

in the court system and those who have been sanctioned via the Parish

Hall Enquiry system.

Probation Service is requesting funding to be inspected by Her Majesty s Inspectorate of Probation (HMIP). As a key agency in the island s criminal justice system, it is important that the work of the Service is inspected to receive assurances it is effective, efficient and provides value for money.

NM JPS

Our additional Investment in 2022

Please see the Government Plan Annex for more information on these initiatives

Funding this priority

This additional expenditure will total £12.3 million over the four-year period of the Government Plan, with additional expenditure in 2022 estimated to be £3.3 million.

For further detail on the above additional expenditure, please see Appendix 3.

We will also invest £2.3 million in initiatives included in last year s Government Plan.

PART 5

GOVERNMENT FINANCES

Investing in our priorities (£m) Investing in our infrastructure

and Our Hospital

2022 47 2022 125 85

2023 52 2023 101 182

2024 51 2024 79 287 2025 51 2025 83 170

Infrastructure spend Our Hospital

Debt strategy designed to deliver  Maintaining the strength long-term sustainability (2022, £m) of our Reserves (2025)

Borrowing for Covid-19

Refinancing  Borrowing

pension  for Fiscal  £2.4bn £1.1bn liabilities 209 Stimulus  Social Security  Strategic Fund Reserve

480  30  Reserve Fund  Fund

£1.7bn Total

756 Existing  250

borrowing for

housing bond

Borrowing for Our Hospital

Delivering efficiencies by  Returning to surplus, rebalancing our expenditure (£m) to minimise Covid-19 debt

20 20

20 20 20

20 20 20 20

20 20 20 20 20

40 40 40 40 40 40

2020 2021 2022 2023 2024 2025 2021 2022 2023 2024 2025

Expenditure Income

Budget measures for 2022

+2.5% +2.5%

Beer/cider wine Spirits

+1p +4p +42p

per pint per 750ml bottle of wine per litre

Tobacco

20 king size cigarettes 50g tobacco pouch

+65p +£3.55

RPI + 6% increase in  RPI + 10% increase in standard tobacco duty hand-rolling tobacco duty

Fuel

Per litre

+5p

Per litre increase in road fuel duty (3p goes into Climate Emergency Fund)

Executive summary

This section of the Government Plan presents the finances of the wider Government including the impact of Covid-19 on Government finances, both in terms of the borrowing requirements and the ongoing commitment during the life of the plan. The Government Plan also sets out the impact of the latest income forecasts and service expenditure on the overall finances of Government including the Consolidated Fund, Reserves, other States funds and the Balance Sheet.

The overall direction of this plan is to work towards economic recovery in the light of the pandemic and to set the way for continued long term sustainability of Government finances. The most recent Fiscal Policy Panel economic assumptions set out a cautious optimism that Covid-19 related disruptions to the economy will begin to ease.

The resulting improvement in assumptions has meant that income in this plan is less affected than previously forecast, and we will return to balanced budgets over the period of the plan. Returning to surpluses in this plan allows us to minimise the amount of debt incurred as a result of Covid. The plan also includes a strategy to manage this debt in the longer term and the repayment of that debt in a measured and achievable way.

This plan also addresses the long-term past-service liabilities from public sector pension schemes. These are existing liabilities, and with interest rates at all-time lows, the proposal to refinance them using borrowing will result in them being repaid sooner, and generates a £3.6 billion cash saving in the long term, (a £700 million saving after adjusting for inflation). This will obviously benefit the finances of the Government and the Island in the longer-term.

The issue of funding a new hospital has featured prominently in public debate and in the considerations of the Council of Ministers. The expenditure cap already proposed to the States Assembly is significant at £804.5 million but it is necessary to make this investment for the long-term wellbeing of Islanders and is the duty of the Council of Ministers to ensure that the finances of

our Island can accommodate the associated repayment of this borrowing. The Our Hospital proposition has set out an appropriate use of long-term borrowing with repayments from the returns from the Strategic Reserve, and this has been incorporated into this plan.

Whilst the overall debt strategy is a significant change on the current position, where minimal debt has been held, borrowing is only being used for specific purposes, and has been designed to be affordable, to safeguard our reserves, and to have a pragmatic plan for the ultimate repayment of the debt, rather than using reserves now and severely impairing the financial resilience of the Island.

As well as this investment in the long-term sustainability of the Island finances, there is also a need to continue to invest in measures related to the Climate Emergency and this plan continues further funding for the Climate

Emergency Fund ahead of the finalisation of the Carbon Neutral Strategy.

The finances of Jersey are stable and well-established as reflected in the latest S&P rating which remains unchanged and strong. This Government Plan continues to build on the strategic priorities and looks to ensure the future prosperity of Jersey through careful fiscal management.

Government Plan

The current Government Plan 2021-2024, as agreed in December last year, set out the strategy of funding the impacts of the pandemic on costs and revenues, measures to finance these impacts and to enable a return to balanced budgets in the medium term (in line with the advice from the Fiscal Policy Panel).

It also continued and built on the approach of investment in strategic priorities funded largely by a programme of efficiencies and rebalancing established in the first Government Plan 2020-2023.

As we now start to move into recovery from the pandemic, this plan focuses on the return to balanced budgets, whilst addressing the ongoing impacts

of Covid-19 and putting in place a financing strategy that is sustainable in the long term.

The Council of Ministers have proposed a funding solution for Our Hospital in P.80/2021. This plan is drafted to include those proposals assuming that they are approved by the Assembly, and therefore the plan would require amendments if the proposition were to be amended or rejected by the Assembly.

Financial Strategy for 2022-2025

The financial strategy for 2022-2025 is framed around a set of principles:

Government should be borrowing only for the impact of Covid-19 on the

public finances (in addition to Our Hospital)

Savings generated over the Government Plan period are the primary

source of funding for new investment

Public finances should be balanced in 2024 to 2025 meaning expenditure

should be equal to or less than income after depreciation

Deficits to be run between 2021 and 2023/4 until the economy has

recovered, in accordance with Fiscal Policy Panel advice

Refinancing of past service employee pension liabilities; and

Our Hospital is funded by debt issuance and financed through future gains

on the Strategic Reserve.

These principles have been used to shape the Government Plan 2022-2025

Covid-19 response & impacts

The pandemic has continued to have significant impacts on the finances of the Government and States of Jersey, but far less so than previously envisaged:

Immediate and additional expenditure required to support Islanders and

businesses during the pandemic

Impacts on our economy in the short to medium term, with a recovery

starting in 2021 but still uncertain, dependent on how long Covid-19 continues to affect Jersey, and globally

Increased uncertainty in income forecasts from taxation and impacts on

social security contributions.

The net financial impact of the pandemic over the period 2020-2025,

including economic recovery , is now estimated at approximately £177 million, with a peak of £209 million in 2022. This is significantly lower than estimated in the previous plan, as income has been less impacted than previously predicted, offset by the need to provide against the ongoing uncertainty of costs relating to the pandemic.

The overall cost of Covid-19 in 2020 was £190 million with up to a further £280 million forecast and held as contingency for the period 2021-2024. Income forecasts have also reduced by £81 million as a result of the

pandemic (ignoring the special dividend from JT). The relevant expenditure in the period of this Government Plan covers vaccination and Test and Tracing, but also makes provision for funding of measures to support Islanders and businesses. These are anticipated to be largely ended by 2024. The costs

of the pandemic have been in part offset through the use of the Stabilisation Fund and removal of grants to the Social Security Fund from 2020 to 2023.

This plan continues to propose meeting the impact on Government finances through borrowing (up to £209 million based on peak impact far less than that approved by the Assembly in last year s Government Plan). However the Government will continue to seek to minimise this debt, utilising forecast

surpluses in the later years of the plan. If income is higher or costs are lower than anticipated then this will also reduce the requirement. The plan also proposes the refinancing of the Rolling Credit Facility with a longer-term solution, using Prior-Year Basis income tax receipts to eventually repay the debt.

2020  2021  2022  2023  2024

Estimate  Estimate  Estimate  Estimate  Estimate  Total (£000) (£000) (£000) (£000) (£000) (£000)

Total cost of Covid-19 190,000  154,277  86,414  26,228  12,350  469,269 Loss of income 15,623  27,099  28,009  10,086  0  80,817 Existing Covid Funding Sources  (148,622) (65,300) (78,980) (80,660) 0  (373,562) Annual impact of Covid-19 57,001  116,076  35,443  (44,346) 12,350  176,524

Cumulative impact of Covid-19 57,001  173,077  208,520  164,174  176,524 Table 4: Impact of COVID-19

In addition to these impacts, the States Assembly agreed an additional £50m of borrowing to establish the Fiscal Stimulus fund in P.128/2020. At this time, the Minister for Treasury & Resources has approved for funding of £29.6 million for eligible projects. There is an intention to retain the ability to borrow a further £20 million, to provide flexibility for the remainder of the plan, although it is anticipated that these funds will not be a necessary part of the economic recovery measures in 20228.

Investments in public services

Investments in public services have been included in this plan where they

arise because of an unavoidable or imperative need or if they are related to Covid-19. This Government Plan includes £47 million of investment in 2022 for non-Covid-19 initiatives that will directly increase departmental spending (including £21 million relating to the borrowing costs of Our Hospital, and £3.7 million requested by Non-Ministerial departments). These amounts are

in addition to £121 million per annum investment into non-Covid-19 initiatives approved in previous plans that is now included in departmental base

budgets. This investment is being funded primarily through the rebalancing

of Government Finances to date and through to 2024.

Revenue measures

We have noted the advice of the Fiscal Policy Panel that, at this stage, it remains appropriate that significant revenue-raising measures should not be implemented in the short-term but the Government should plan and develop revenue measures that can be used alongside efficiencies and reductions in spending to close the structural deficit.

Our immediate revenue-related proposals in this plan are:

 Increase the following personal income tax allowances by 3.3%: Single

Persons Allowance, Married Couples and Civil Partners Allowance and Second Earners Allowance. The personal income tax allowances for Married and Civil Partners where an individual is born before 1952 will be subsumed within these new allowances.

 Freeze alcohol duty on all strengths of beer and cider, and increase

alcohol duty on all wines and spirits by 5%9.

8 Following an amendment to the Government Plan, the borrowing for Fiscal Stimulus will be limited to £29.6m. See Appendix 7: Amendment 7

9 Following an amendment to the Government Plan, alcohol duty will now increase for all

111 types of alcohol by 1% below RPI. See Appendix 7: Amendment 24

 Maintain and enhance published policy to increase tobacco duty on

cigarettes by RPI (3.5%) + 6.0% on health grounds, and higher on hand- rolling tobacco (HRT) and cigars to achieve greater alignment with cigarettes (RPI + 10.0%).

 Increase fuel duty by RPI (3.5%) and levy an additional 3p per litre for

the Climate Emergency Fund. Increases are also proposed for Vehicle Emissions Duty on higher CO2 emitting vehicles, to fund actions related to the climate emergency.

 Require GST registration of large offshore retailers, and a further reduction

of the import GST de minimis level to £60 from 1 January 2023.

All taxpayers have now been brought on to a current year basis and this has provided a short-term cash boost to some individuals during the pandemic. Future payments of the 2019 prior-year basis tax will be used firstly to build a fund eventually to repay the debt arising directly from the pandemic,

with remaining sums available for transfer to the Strategic Reserve or to be available for future infrastructure investment

We also set out a programme of work for the year ahead including the further phases to implement Independent Taxation and development of measures to contribute to closing any fiscal gap by 2024/2025.

Ensuring long term sustainability

The Public Finances Law sets out a requirement for each Government Plan

to have regard to the long-term sustainability of the Island to ensure that we safeguard it for future generations. This is particularly important in this plan, given the short-term impacts of Covid-19 on the economy and the likely effect into the medium term. As the economy begins to recover, and the costs of

the pandemic fall, this plan sets out a return to surplus in the life of the plan whilst maintaining investment and spend, thereby assisting the economy. These surpluses will be used to minimise the debt relating to Covid-19.

Table 5 shows the surplus or deficit (after depreciation) for each year of the plan. There remains a substantial deficit in 2022, followed by a surplus in 2023 as income recovers and expenditure on Covid-19 reduces. In 2024 we will restore the grant to the Social Security Fund in full whilst maintaining a surplus, and this continues into 2025.

This plan assumes that those surpluses, where not required for capital investment, are used to further reduce the quantum of longer-term debt arising from Covid-19.

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

General Revenue Income 930,875  987,381  1,045,543  1,089,302 Net Departmental Expenditure (958,730) (897,951) (966,959) (991,686) Depreciation (57,724) (60,999) (63,110) (63,334)

Forecast Operating Surplus/(Deficit) (85,579) 28,431  15,474 34,282 Table 5: Overall position (Financial forecast)

Taking into account forecast deficits, the costs of the capital programme

and other transfers between funds, the total forecast borrowing requirement to meet the deficits caused by Covid-19 will peak at £208 million in 2022 and then reduce in subsequent years. The cap on Covid-19 borrowing has reduced from that approved by the Assembly in last year s Government Plan. It is proposed that the debt for Covid-19 and Fiscal stimulus be refinanced with a longer-term debt in line with the debt strategy. This plan includes approval to refinance up to the peak requirement of £209 million, but we will continue to seek to minimise this debt10.

In addition, this plan reflects the longer-term requirements for borrowing to fund Our Hospital, and proposes the refinancing of Past Service liabilities. The latter are existing liabilities, and refinancing will save taxpayers money, both in absolute cash terms and also when adjusted for inflation.

The borrowing proposed in this plan relates to refinancing, replacing existing liabilities. This increases the amount of total approved borrowing, but this is offset by the cancellation of the past service liabilities meaning that total non-current liabilities are not increased.

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