Jersey Care Commission Annual Report 2022.

2Annual R0eport22

R.98/2023

Contents

FORWARD 2

HIGHLIGHTS  4

ABOUT JCC   6

STRUCTURE  8

PERFORMANCE REPORT  10

CHIEF INSPECTORS REPORT  12 Providing independent

OUR STRATEGY  14 assurance, promoting best

PERFORMANCE SUMMARY  16 practice and improving health

PERFORMANCE ANALYSIS  18 and social care outcomes for

ACCOUNTABILITY REPORT  40 the people of Jersey.

CORPORATE GOVERNANCE REPORT  45 THE COMMISSIONERS  48 STAFF REPORT  59 SUSTAINABILITY REPORT  62 FINANCE REPORT  64 APPENDIX 1  68 APPENDIX 2  70 APPENDIX 3  72

1

The Government of Jersey is fully committed  Two reports, published in the latter part of Foreword  for children and young people. In 2022 the  committed to learning from the findings and

to the concept of independent regulation, as  2022, focused on governance of arm s-length evidenced by the extension of the Commission's  organisations and on annual reporting. Both

remit to include ten services new to regulation,  reports mentioned the Commission. We are Commission developed ten sets of Standards  recommendations to improve our governance

to accompany the Regulations. The services  framework, so that it can continue to stand up to included are described in the Regulation of  independent scrutiny.

Care Standards and Requirements (Jersey)

As part of our internal review of governance we (Amendment) Regulations 2022 and are

revised and updated our Framework Agreement. referenced in the main body of this report. The

This agreement with the Government of Jersey Standards are accessible on the Commission's

underpins the Commission's independence of website.

thought and action and is an important pillar of

A highlight of the year was an engagement event  our accountability and governance framework. with representatives of regulated services held in

The Board met on six occasions in 2022. The

the Town Hall , St Helier. This event, in May 2022,

agendas and minutes are published on the

This report provides  The Commission was established by the Regulation of Care  was an opportunity for Commissioners to meet

Commission's website. Four meetings were (Jersey) Law 2014 as an independent, arm s-length body  with directors and managers of care providers,

held in Jersey. In addition to the formal Board an overview of the  with perpetual succession. It came into being in 2019. This  following two years of lock down and social

meetings, Commissioners participated in two work of the Jersey  means the Commission is independent of Government,  distancing. We heard from delegates about the

workshops, provided support to the Regulation Care Commission (the  Ministers and elected representatives. The Commission is,  challenges of working through Covid. We were

Team and worked in conjunction with independent however, accountable to the Government of Jersey through  impressed by the level of dedication shown by

experts in quality assuring the new care Commission) for 2022.  the Minister for the Environment. people caring for the most vulnerable through that

Standards.

As you read the report  difficult and challenging period. We also heard

Our Commissioners comprise people with lived experience  from delegates about what it's like being on the  Becky Sherrington took up the job of Chief

you will see what the  of using health and social care services and also  receiving end of care inspections, including what  Inspector in January 2022. Becky is now well Commission has been  experienced prworking in the frofessionals who have spent many yearont line and in senior managerial positions s  works well and what can be improved. established in her rto the profile or memberole. Tship of the Commission here were no changes

work is having on health  Thave acquirhrough their collective and corpored a robust understanding of what good looks ate experiences, they  Tat the highest levels of Government, including Deputy Jonathon Renouf , Minister for the hroughout the year, the Board met with people  BoarIndependent rd in 2022.egulation is an important driver doing and the impact its  delivering health and social care in other jurisdictions.

and social care provision  like at all levels within health and social care organisations. Environment, and Suzanne Wylie, Chief Executive  of quality improvement. As we look forward, I

in Jersey. for the Government of JerServices. These sessions wersey and Head of Pe informative. Tublic he  am confident that we will develop our rsystems and process further, enabling us to egulatory

Board valued engaging directly with those who  challenge poor performance, promote best

set the political agenda and who have oversight of  practice and to support the delivery of safe and policy and service delivery. high-quality health and social care provision to the

people of Jersey.

The Commission, along with other arm s-length

organisations, was the subject of independent

scrutiny by the Comptroller and Auditor General.

Glenn Houston

Chair of the Jersey Care Commission

providers and the public

to navigate

Developed, consulted

on, and rolled out

10 New

Standards for  Restructured Children's  the Senior Management Team

Social Care

to provide greater support and focus operationally, and in corporate and business services

Issued

Two Improvement Notices

to ractivitiesegulated

took

Hosted a Health and Social Care Sector

Engagement Event

ts

for registered providers

About the Jersey  

Care Commission OUApe Rpoep rlVse ou Ans -i Lncge Uhnet Eraelt Sdh  aapndp rsooacciahl care  Eprfofivcidieentchye  abnedst e pxocsesilblelen cqeuality and

we put the needs and the voices of  we strive to continually improve and services at the heart of everything we do value from our work

Integrity  Engagement

we are objective and impartial in our  we work together with, and seek the dealings with people and organisations views of, those using, providing, funding

and planning health and social care

Openness and accountability  services in developing all aspects of our we act fairly and transparently and are  work

responsible for our actions

The Commission was established  A Board of Commissioners oversees the work  

by the Regulation of Care (Jersey)  of the Commission. The Commissioners  

appoint officers to carry out the duties of the  

Law 2014. The Law sets out our  Commission. The executive team currently  

functions, powers and duties,  consists of a Chief Inspector, Deputy Chief  WHAT WE DO

Inspector, a team of Regulation Officers and

along with detailed provisions about  a dedicated corporate and administrative

the Commission's appointment,  support function. Where particular expertise  We regulate and inspect services for adults and children to

is required, the Commission engages  ensure that people receive high quality, safe, and effective care. resources, and funding. independent contractors to deliver specific

projects. The services we regulate include care  protecting the public from infection

homes providing nursing and personal  risks by regulating piercing and care, care provided to people in their  tattooing businesses

own homes, adult day care services,  registering and inspecting premises OUR VISION  and residential and other services for  which use lasers for cosmetic

children and young people. purposes

Providing independent assurance, promoting best practice  We are also responsible for:  registering and inspecting Yellow and improving health and social care outcomes for the people  registering health and social care  Fever Centres

of Jersey. professionals

HOW WE WORK

OUR PURPOSE

We adopt "Right-touch" regulation principles outlined by the We were appointed as a Health and Social Care Commission to: UK s Professional Standards Authority. These state that

regulation should aim to be:

provide the people of Jersey with  work with service users, families

independent assurance about the  and carers to improve their  Proportionate: regulators should  Transparent: regulators should be quality, safety and effectiveness  experiences of health and social  only intervene when necessary.  open and keep regulations simple of their health and social care  care and to achieve better  Remedies should be appropriate to  and user friendly

services outcomes the risk posed, and costs identified  Accountable: regulators must

and minimised

promote and support best practice  register a range of health and  be able to justify decisions and be in the delivery of health and social  social care professionals and take  Consistent: rules and standards  subject to public scrutiny

care by setting high standards and  steps to assure ourselves and the  must be joined up and implemented  Agile: regulation must look forward challenging poor performance  people of Jersey that all registered  fairly and be able to adapt to and

professionals are fit to practise  Targeted: regulation should  anticipate change

be focused on the problem and

minimise side effects

Jersey Care Commission Jersey Care Commission

Head of Business   Deputy Chief

& Performance  Executive Officer Inspector (1.0 FTE) (1.0 FTE)

Deputy Chief Head of Business  Executive  Principal Standards  Project Inspector & Performance Officer / Policy / Planning /  Manager

Strategy Officer

Performance  Sustainable wellbeing is a way of measuring the  a.  people are provided with independent Report pruses differdoing acrwellbeing. TogrCommunitess of a societyoss the key arent tools to measurhe Government of Jery wellbeing. It is a holistic concept and eas contributing to human - the quality e how well society is sey focuses on  assureffectiveness of island serCommissionidentified in orance about the qualityder that services can be vices via the , safety and

three key areas. b.  all providers deliver high standards of care

and, where care is poor, this is readily

of people s lives supported to improve, or are subject to

appropriate interventions

Environmental wellbeing the quality of

the natural world around us c.  there is public confidence in the Commission

that it is seen as effective, relevant and

Economic wellbeing how well the

provides value for money.

economy is performing

How we support the Government of Jersey s objectives The Commission directly contributes to

community wellbeing, and the Government has Although an independent organisation with 55% of funding coming from  set out specific objectives for the work of the

fees, 45% of the Commission s funding comes from government. As  Commission.

such the Commission considers its role in helping the government deliver

its wider objectives, as set out in the Jersey Performance Framework

which focuses on sustainable wellbeing.

TAL

N

E Built Children M environment

N

Health & [a] wellbeing

R

I

V Natural

N environment

E

Safety & security

JERSEY'S

PERFORMANCE

Sustainable FRAMEWORK

resources Vinclusive ibrant & community

Affordable Jobs & living growth

Business environment

Chief Inspector s  Our inspection process of regulated activities  having. As a result, we published a high-profile Report  continues to prindependent assursafety and effectiveness of the health and social carcollabore seratively with rvices. Our commitment is to maintain ovide the people of Jerance about the qualityegulated services in driving sey with ,  rWorking in parwe also led the island s fireview paper, which led to a Ministerial Response. tnership with the Picker Institute, st-ever published  

an effective regulatory regime while working  independent study of the quality of health and

care services from the perspective of patients and up standards of care across  service users. The contributions Jersey. I was pleased to  made by those who completed

see that the results from our  " As an independent  the survey provided a

feedback survey show high  regulator, it is essential  unique insight and valuable satisfaction levels.  understanding of the quality

that we also listen to  of the care currently provided

The impact of our  people who contact us  by the Department of Health

inspections has improved  and Community Services. The I want to begin by offering a sincere thank you to all care providers. I have  outcomes for islanders  and investigate any  published results will help the

receiving care. Throughout  Commission prepare for future used the Annual Report as an opportunity to demonstrate that, despite  2022 we challenged  concerns brought to  inspections.

the many challenges facing providers, we have witnessed and reported  providers whose practices  our attention."

fell short of the Standards.  Through our commitment to on excellent care in all sectors during 2022.  As a proportionate regulator,  being accessible, we held

we only intervene when  several engagement events,

It would be impossible in this report to describe every aspect of what the Commission has achieved,  necessary and remedies are appropriate to  including a sector-wide event in May 2022. We

as it has been a year of significant change. We have: the risks. As a result, in 2022 we issued two  have reviewed our Communications strategy and

Improvement Notices to care providers whose  will continue to raise our profile through targeted practices fell short of the Standards. In 2023 we  public engagements.

will continue to work with services to ensure that  Finally, this year we restructured and recruited efforts are sustained to maintain and drive-up  into our team from a range of professional

standards of care.  backgrounds. We welcomed Mark Silver, Head

We have developed partnerships to build upon  of Business and Performance, and three new

our solid foundations as a growing and confident  Regulation Officers, Jane Long, Andrew Kean and developed,  conducted  begun preparing  inspectorate, working with expert advisors to  Tracey Fallon, who are all qualified, experienced

consulted on and  106 for the inspection of  create new Standards. We have begun to forge  and highly motivated professionals.

rolled out ten  ten services new  relationships with professional regulatory bodies  Supporting and developing our workforce is such as the Nursing and Midwifery Council  hugely important, and we were pleased that our

new Standards  inspections to regulation and  (NMC) and systems regulators such as the Care  staff survey results showed that we had elevated

inspection Quality Commission (CQC). We intend to grow  levels of employee engagement. I am enormously and develop partnerships with similar regulatory  grateful to the team for their professionalism,

bodies, nationally and internationally, throughout  commitment, and determination to give their best 2023.  in a year of rapid change.

As an independent regulator, it is essential that  Going forward, I am committed to developing we also listen to people who contact us and  and delivering an outstanding regulatory team investigate any concerns brought to our attention.  equipped to adapt to the regulatory challenges Throughout 2022 we heard from social care  ahead.

welcomed the opportunity  providers about concerns regarding demand and

commenced work on  to work with the Assisted  capacity and the impact low staffing levels were

delivering a digital and  updated and refreshed  Dying policy team to

automated system  our website, making  ensure we have our say on  for professionals to be  navigating easier for  how the island's assisted  

registered  care providerpublics and the  dying service is developed  and regulated.  

Becky Sherrington

Chief Inspector  As we go forward, the requirement for the Commission to adapt and change will continue. We will begin  

inspecting children's social care services that are new to regulation, and planning for the regulation of  17 April 2023 acute care, hospital, ambulance, and mental health services. The past year has demonstrated that we can

adapt to change.

Our  Our business objectives cover six areas to enable the Commission to deliver its strategic priorities. Strategy  Regulation &  Professional

Inspection Registration

Public & Stakeholder  Information Management Engagement & Responsiveness

Our Performance Framework shows how well we are performing against

our strategic goals. We are developing a comprehensive and effective  Governance  Planning regulatory infrastructure that protects and promotes the rights of people  Framework

who use the services we regulate. In 2022 we set this out in our six

strategic priorities.

In each area, we set out specific business objectives and Key Performance Indicators (KPIs) to enable the Commission to monitor

1 Deliver an efregulation and inspection of health and social care serfective system of vices  2 Maintain an accurof relevant health and social care professionals working in ate register

performance and activity.

in Jersey Jersey

3 Raise the profile of the Commission by consulting and engaging with people who use stakeholders in all aspects of  4 Improve the Commission capand respond to information regulated activities and acity to gather, interpret s

and provide services and other  and intelligence regarding

our work  registered persons

5 Ensure financial stabilitthe Commission to deliver its core functions and the to all other health and social y for  6 Engage efrepresentatives of the Government of Jersey to and Standards for serfectively with vices

extension of those functions  develop robust Regulations

care services new to regulation

Summary KKPPII I1D2 Maintain a record o Df  Eth Se C n Ru IPm Tb IOer N and outcome of  TAR-GET  OUTC1OME

consultations

KPI 13 Cstoanffsmulet mdibreecrtsly a wndit  he xct ae rr en ra el cperoivf ee rsss, i roenlaa tl is ves/carers,  100% 100%

KPI 14 Undertake post-inspection consultation 10% 33% KPI 17 Respond to complaints within 3 working days  100% 100% KPI 18 Managing and Recording number of data breaches 3 KPI 19 100% KPI 22 6 KPI 23 2 KPI 24

-

Record number and outcome of reports about  100% health and social care services requested

The Board of Commissioners will meet at least 6 times per year

6 2

The Board of Commissioners will convene at least 2 workshops

Bstoraatredg oicf Canodmompiesrsaioti no en rasl wrisilkl rs etain oversight of  -

-

-

-

-

The Commission will meet with Treasury at least quarterly

KPI 25

Provide formal supervision to each of its staff members every 6 weeks

KPI 27

KPI 28

Undertake Annual Appraisal with staff members

Identify training and development needs as part of Annual Appraisals and formulate structured plans

KPI 29

*  Some KPIs such as internal measures are not shown in the summary table

Analysis

Develop a Growth Plan to enable the expansion of a team of skilled and  experienced Regulation Officers to deliver an effective regulatory regime for  Jersey which supports best practice and drives continuous improvement.

As well as developing a workforce plan, the  Maintain an effective system of regulatory oversight by

HHOASWTSHUISC BCEEESNSF?UL  Commission has prepared an associated budget  undertaking a planned annual programme of announced and

plan to ensure it can deliver its remit. During 2022  unannounced inspections of all regulated services and activities

Tthhee snteawrt Cofh 2ie0f2 In2 s.  p Iencatonrti ctoipoakt iuopn tohfeepxopsaintidoinn gatthe  nPelagnontiinagtioannsdt Poeorkf oprlamcaenwcieth,aSntdra Tteregaics uProyl irceyg, arding  for adults and children in Jersey with the associated inspection Commission's remit, we made structural changes  an increase in the baseline budget and an equivalent  findings published on our website.

to the leadership team, replacing the Head of  transfer of resources from the Children, Young

Governance, Policy and Standards role with two new  People, Education and Skills department. A revised

posts: Deputy Chief Inspector and Head of Business  budget was put in place for 2023 and will ensure the  HOW SUCCESSFUL  Some concerns are serious enough for the

and Performance. These posts provide effective  Commission has a sound financial baseline going  HAS THIS BEEN? Commission to issue a formal Improvement operational and corporate support to the Chief  forward. Notice, or to impose additional discretionary

Inspector and recognise the need for more robust  The Commission has delivered its annual  conditions. Improvement Notices were issued governance and performance management as the  Finally, given the challenges in drafting additional  programme and undertook all scheduled  twice in 2022. Discretionary conditions can also

Commission expands. Standards and revising existing Standards, the  inspections in 2022. In total 106 Inspections  be applied by the Commission, for a variety of We also made significant changes to our operational  Cteoammm misesmiobne wr iwll i rt eh c t rhueit r ae nq uai dreddit  is ok nilalsl etoxp leearide  nthcies dw ork  were carried out.  reasons, and not only as part of enforcement

structure to enable the Commission to deliver  in 2023.  All inspection reports met our internal quality  and escalation.

its commitments. Our sponsoring department,  assurance standards and were published on the

Strategic Policy, Planning and Performance,  The Commission's induction programme has been  Commission s website.  WHAT MORE NEEDS

approved the plans and submitted them for inclusion  reviewed and improved to support all new staff in  TO HAPPEN?

within the wider Government Plan, together with bids  preparation for the Commission s growth.  As part of our continuous improvement

for changes to our registration database. Our bids  journey, the Commission undertook a review  The Commission will continue to carry out its for funding for structural changes were approved,  WHAT MORE NEEDS  of inspections to identify common themes  planned programme of annual inspections enabling the Commission to move forward with its  demonstrating good practice. The results are  to maintain an effective system of regulation.

three-year plan. TO HAPPEN? included in Appendix 1 of this report. Additional inspections beyond the scheduled

programme will be completed, as and when

The Commission has made progress in developing

The growth plan means the Commission will recruit  When the Commission identifies a service that  required. The Commission will face a new task

the team in preparation for introducing new areas of

four additional Regulation Officers in 2023, another  is not fully or consistently meeting the required  in 2023 as it registers and begins a programme

regulatory activity from 2023 to 2025. This work will

in 2024, and a Pharmacist Inspector in 2023 to  Standards, areas for improvement are recorded  of inspections of ten areas of children s services

need to continue throughout 2023 and 2024.

equip the Commission for inspections of medication  in the action plan as part of an inspection  new to regulation. It has commenced the management, administration, and disposal. Alongside plans to increase the scope and range of  report. The Regulation Officer sets a timescale  process of planning and organisation to meet

In 2022, two experienced Regulation Officers left the  experience of the team, the Commission has ensured  to ensure that the provider has sufficient  this requirement.

that existing staff members are fully supported in  opportunity to make the required changes.

Commission. While losing their knowledge, skills and  their roles and can access relevant training and  Depending upon the type and seriousness of  The Commission is also exploring ways

ewxitphe rreielenvcaen, t i tq huaasli fia cll aotwioends uasndto e rxepc eruriiet nrecpel aocf ewmoerkn intsg  development activities. This work will continue,  the breach or shortfall, the Commission may  to provide increased assurance through

in the health and social care system in Jersey,  focusing on upskilling staff to take on regulation in  undertake further contact, or inspections, to  inspections, which includes developing methods strengthening the core team's skills and expertise. new and unfamiliar sectors.  ensure the provider addresses the issues.  tpor omceeasssuerse t othme oenffietocrti voeuntceosmsoefs i.nspections and

Regulation & Inspection KPIs Apply the Regulations and  Standards for all regulated  

activities as a framework to  KPI 1 The Commission will complete 100% of inspections in respect  measure the quality, safety  

of each of the following regulated activities, as required in law: and effectiveness of these  services.  

Care Homes for adults Home Care services

TARGET Children s Homes Adult Day Care Centres HOW SUCCESSFUL  

100% HAS THIS BEEN?

A total of 106 Inspections were carried out in 2022. This means the  

Commission met the legal requirement to inspect each regulated activity at  The Commission successfully applied the  OUTCOME least once. Nine of these inspections were concluded in 2023. In total, the  Regulations and Standards throughout  

Commission undertook 97% of inspections of all regulated activities in 2021.  2022. In most cases, improvements were  100% identified and resolved through the 'Areas  

for Improvement' section at the end of each  

inspection report. There were three instances  

where further escalation and enforcement  

actions were necessary. Improvement  KPI 2 inspections are unannounced. Commission's website in two cases.  

The Commission will ensure that at least 50% of its  Notices were issued and published on the  

TARGET  In 2022 47% of Inspections were unannounced. Only the initial visit is  WHAT MORE NEEDS  

unannounced, so that Regulation Officers can speak to relevant staff on  TO HAPPEN?

50% subsequent visits.  The main challenge in 2023 is to expand our  Note: This KPI only relates to Care Home and not Home Care Services, as it is  capacity to cope effectively with the range  

OUTCOME impracticable to undertake inspections of Home Care Services without notice. of services subject to regulation. We have  

published the Standards for children s social  47% care and are drafting an inspection handbook.  

The ten new areas of regulatory activity must  complete their registration process by the end  

of June 2023, and support will be available to  ensure they can do this.  

KPI 3 Tthhaet Cnoo mfemweisrstiohnanw8il0l e%n souf riets  Once registered, each service will require  

an inspection within twelve months. We are  inspection reports are completed  denesveulroep tihnagt ainns ipnescpteiocntiso ncommepthlyowdiothlobgeystto  

TARGET  in draft form, within 28 days of an  practice. The Commission will also prepare  80% inspection having concluded. fsopre tchieficfuatlluyrpea reragmuleadtiiocns oerf vaicdedsit,i oandaull ts emrevincteasl ,  

health and the General Hospital.  

84% of inspection reports were completed  

OUTCOME in draft and sent to the provider within 28  

84% days of the inspection being completed.

KPI 4 Tphueb lCisohm10m0is%s ioofni tws ill  7

inspection reports  

TARGET  within 7 days of them  

100% being considered final.

OUTCOME

100%

Performance Analysis

Review the effectiveness of the existing Standards, incorporating the  views of people who use and provide services.  

HHOASWTSHUISC BCEEESNSF?UL  WTOHHATA PMPOERNE? NEEDS  KPI 5 T1h0e0 %Co omfsmuibssseioqnu wenillt   ri en vs ip sie t c at ri eo anss .for improvement in

This objective was deferred in 2022 to enable  The anticipated employment of a designated  

the Commission to focus instead on the  officer will provide additional capacity for  

challenge of developing ten new sets of  drafting and reviewing Standards. Whilst the  Part of the Inspection process is to review improvement plans resulting from Standards for regulating children s services.  existing Standards will benefit from a review,  TARGET  previous inspections, seeking evidence that the necessary changes have been

However, we recognise the importance of  they remain in place, are fit for purpose,  100% made and embedded into current practice. A sample of inspections shows reviewing the current Standards and are  and continue to meet the objectives of the  that this was achieved in all cases, and it forms part of the quality assurance planning to do this in 2023.  Commission. OUTCOME mechanism before inspections are deemed complete.

100%

Work with Government of Jersey policy leads developing new  

Regulations and Standards relating to children's social work,  

fostering and adoption services and Child and Adolescent Mental  

Health Services. Ensuring the Commission can absorb any additional  KPI 6 The Commission will measure developmental work relating to these activities.  the number of enforcement and

escalation actions taken

HOW SUCCESSFUL  WHAT MORE NEEDS

HAS THIS BEEN? TO HAPPEN? TARGET  The Commission monitors all enforcement and

escalation action. As an indicator this is counted, This was successfully delivered in 2022. The  The Commission will continue working with the  - but it was not deemed appropriate to set any specific

new Regulations relating to children s social  Government of Jersey policy leads to develop  targets. Three such actions were undertaken in

new Regulations and Standards relating to other

work and other new areas of regulation were  OUTCOME accordance with the Escalation and Enforcement

services over 2023-25.

enacted, and the associated Standards  policy during 2022.

were drafted, consulted on, amended and  3

finalised. The Standards are published on the

Commission s website.

Hold service providers to account by taking corrective action  when they fail to comply with Regulations or to conform to relevant  Standards in the delivery of health and social care.

HOW SUCCESSFUL  WHAT MORE NEEDS  HAS THIS BEEN? TO HAPPEN?

The Commission works positively with providers  The effectiveness of the Commission s approach  of services by encouraging improvement and  to escalation and enforcement is consistently  identifying positive solutions where problems  reviewed to ensure it is used proportionately and  and difficulties arise. In most cases where  preferably as a measure of last resort. The aim is  weaknesses in a service s delivery are identified,  always to provide additional leverage to ensure  these are addressed by recording areas for  necessary improvements.

improvement. These are subsequently reviewed  

until the improvements are fully implemented,  

and the Standards are met in full.  

In a small number of cases, where deficits  

and shortfalls are more severe, or where a  provider has not taken adequate steps to  

address identified areas for improvement, the  Commission may issue an Improvement Notice.  This happened twice in 2022. The Commission  can also apply discretionary conditions to  

a provider for several reasons, including to  address failure to conform to the Standards.

KPI 10 Tahpep lCicoamtiomnisssfrioomn w piilel crcoi mngp alentde t1a0t 0to%o i ongf r pegraisc tt ritaiotion ner s Professional Registration KPIs within three days of receiving a completed application. The

Commission will complete 100% of registration applications TARGET  relating to both piercing and tattooing premises and laser

100% premises within four weeks of receiving a completed application.

OUTCOME

The Commission will finalise applications for registration  100% Registration of practitioners is usually completed within 24 hours of the full KPI 7 (of regulated activity providers) within 4 weeks of receiving

application being received.

a completed application. Ra eRgeigsturalattioionnoOf ffiprceemr. i sMe os shta rse  ga i  slotrnagtieor n t simaerefr caomme palse ttehdis wreitqhuinir etws o a   wvi es eit k f sro omf application. All registrations are completed within the four week target.

TARGET  The target was met in all applications. Once all required documentation has been

provided registration is usually finalised within a few days. As the Commission

100% introduces new IT systems to process registrations, which will enable data to be

tracked more effectively, we will consider whether the KPI can be made more

OUTCOME challenging.

100% KPI 11 TchoemCpolemtem 1i0s0si%on o wfailln nual

reviews of Designated

TARGET  Yellow Fever centres.

KPI 8 T1h0e0 %Co omfrmegisisstiorant iwonill  acpopmli pcalet tioen s  100% TrehveieCwosmomfaislls Yi eo lnlo uwn Fd ee vrt eo ro k

from health and social care  OUTCOME centres in 2022. professionals within three days of  100%

TARGET  receiving a completed application.

100%

The target was fully met. Once all

100% within 24 hours. 3

required documentation has been

OUTCOME provided, registration is usually finalised

KPI 9 Tahpep lCicoamtiomnisssfrioomn w hiell acl othm a pn ldet seo 1c 0ia0l % ca oref r per no ef wes as l ionals  

within seven days of receiving a completed application.  

TARGET  The target was fully met. Once all required documentation has been provided  registration is usually finalised within 24 hours. Most delays occur when a  

100% professional is awaiting validation of their registration with their professional  

regulatory body, but these would not count as completed applications and fall  OUTCOME outside the KPI.

100%

Develop and source funding for the provision of a new IT portal to continue  Ensure Jersey's health and social care workforce is appropriately to maintain an accurate public register of all registered health and social  qualified, registered and fit to practise. Develop the renewals care professionals, removing lapsed registrations and ensuring that new  process so that the Commission can establish fitness to practise registrants can register and renew registrations electronically.  more effectively.

HOW SUCCESSFUL HAS  WHAT MORE NEEDS TO HAPPEN? HOW SUCCESSFUL HAS  WHAT MORE NEEDS TO HAPPEN? THIS BEEN SO FAR? Now that funding has been agreed, a Project  THIS BEEN SO FAR? The Commission does not have the necessary

The Commission has prioritised the need to  Manager has been appointed so that the planned  The Commission maintains the register of  statutory authority to carry out fitness to

introduce a digital registration process to ensure the  changes to systems and processes can be  practise investigations, to impose conditions on Commission is efficient in processing registrations  implemented and the new portal can go live.  prernoefews sthioenraelsg,i satnradt iroenms aoifn hs eaabltleh taonrde gsoiscteiarl and  registration, suspend a registration or to remove

and payments, so that those using the service  This is a key priority for 2023. care professionals. Our current processes  a registrant from a professional register. The

have the best experience. Although the funding  remain primarily manual and require significant  Commission works with the established UK

to deliver a new portal was not agreed in the  improvement. A project is underway to develop  professional regulatory authorities to ensure the Government Plan, money has been sourced from  the necessary infrastructure to make the process  outcome of any fitness to practise enquiries,

other budgets to enable this to proceed in 2023.  more efficient by enabling health and social  including any conditions imposed, are reflected

appropriately in the Jersey register.

care professionals to access an online portal to

undertake registration and renewals electronically.

This will modernise the process and ensure the

Work with the Government of Jersey Policy Lead to prepare for the  Commission can continue to provide assurance

implementation of the new Registration of Professionals Law.  that the workforce is appropriately qualified,

registered and competent to practise.

HOW SUCCESSFUL HAS THIS BEEN SO FAR?

The Commission worked with the Government  Establish effective links with other UK regulatory bodies which have

of Jersey to prepare for the new Registration  shared responsibilities for overseeing professional regulation in Jersey, owfaPsr noofet spsrioognraelss sLeadw i.n H 2 o0 w22e  va en rd, t r he ism lea gin is s  la at  ion  including developing memoranda of understanding.

priority for the Government in 2023.

WHAT MORE NEEDS TO HAPPEN? HOW SUCCESSFUL HAS  WHAT MORE NEEDS TO HAPPEN?

THIS BEEN SO FAR? Although MOUs exist as drafts and are subject

The necessary law drafting instructions have

Progress continues to be made in this area.  to on-going discussions, these need to be

been prepared and are ready. This will enable

Negotiations are progressing with the General  agreed and confirmed with the relevant bodies.

the drafting process to commence. Ministerial

Medical Council, Nursing and Midwifery  The Commission will continue to work with UK agreement is required, as is confirmation

Council, and Social Work England. Draft  professional regulators to ensure the necessary of other priorities, before a timetable for

memoranda of understanding (MOUs) have now  agreements are in place to make sure the implementation can be set.

been produced and are under discussion. outcomes of fitness to practise and complaints

investigations are communicated and taken

into consideration in maintaining an accurate register in Jersey.

    Devise a Communications Plan to support the Commission s

communications strategy.

HOW SUCCESSFUL HAS  WHAT MORE NEEDS Public & Stakeholder Engagement KPIs THIS BEEN SO FAR? TO HAPPEN?

The Commission has developed a new  The new Communications Plan needs to be Communications Plan to enhance its  implemented with an opportunity for the public engagement with the public. The Commission  to provide feedback to the Commission.

has also signed a contract with an external

communications provider to support this.

KPI 12 Tohf ecoCnosmulmtaitsiosniosnc wo imll rp elecote rdd  r tehge a nr ud min bg e o rp ae nr da t oio un tacol  me  Ensure that the voices of people who use and provide services,

documentation, including Standards. their carers and representatives, and those who deliver care

The Commission conducted consultations in respect of new Standards in 2022.  services are heard throughout the Commission's work.

As well as formal consultations, we also consult informally on a variety of issues.  HOW SUCCESSFUL HAS  know my daughter really well and she is in a very These are not recorded against this measure. For instance, we consulted the  supportive environment. This service is the rock

sector about issues such as staffing, to inform an analysis of the issues faced.  THIS BEEN SO FAR? for me and many families in my position, we are Records are kept of all formal consultations. Currently, the Commission engages with  so lucky. The management team are exceptional.

care receivers and their families through the

inspection process. Regulation Officers speak  WHAT MORE NEEDS

to a range of people at each inspection, and  TO HAPPEN?

feedback provided is included in inspection

reports where possible, as feedback can  The Commission intends to enhance its sometimes include personal or otherwise  engagement with the public, that is the people

KPI 13 The Commission will consult  sensitive data. of Jersey, and care receivers and their families.

The Commission is exploring options to increase directly with care receivers,  The service is very good indeed and my son  opportunities for gaining feedback on its

relatives/carers, staff members  loves it. I feel confident that he will be well looked  activities from various sources, this includes and external professionals in  aafctteivr iatineds hgeivleikne tsim.Tehteo m maankaegcehmoeicnet sa nabdosutat ff are  feedback from website users and considering

greater use of surveys of care users, eliciting TARGET  100% of inspections. fantastic, and we have a communication book  whether there is the opportunity to use wider 100% where they share what my son has been up to.  population surveys. The new Communications

Inspection methodology requires  The service could not be better with the staff  provider engaged at the end of 2022 will make

Regulation Officers to consult with  being invested in giving my daughter a nice time,  recommendations based on data collected in OUTCOME care receivers, their relatives and staff.  where they focus on her skills development to  early 2023.

100% This was done in all cases where it was  provide her with as full a life as possible. The staff

practicable and appropriate. Cases

where it was not considered practicable

or appropriate to seek feedback are not  Provide the public with access to relevant information about the counted for this KPI.  Commission's activities on the Commission's website and, where they

cannot use a website, provide access to other appropriate methods of contacting the Commission.

HOW SUCCESSFUL HAS  WHAT MORE NEEDS KPI 14 Tuhned eCrotamkmepisossiot-nin ws ipll,e ac sti o pn a  rc to on f s itu sl t qa uti ao ln it  yfr ao sm su 1 r0 a%nc oef p it rso  cess,  TAlHlinIsSp eBcEtioEn N re pSo Orts F a Are R a ?vailable to the public  TEnOha HncAin Pg P enEg Nag ?ement with the public remains

annual inspections with providers/managers of regulated  through the Commission's website. In addition,  a key objective, and with this in mind, the

activities. It will publish a summary of responses. all policies and guidance are published and  Commission is keen to understand what else it TARGET  available. Minutes and agendas of Board  can do to provide members of the public with meetings are also available. The Commission  the information they require. To do this, we

10% T1oh0vee0r%Cwo homeflpmmroiisnvsgidiolyenrpsho.assIintii vn2et0r.o2 Td2hu, i3cs e3red%pa op prrtor oivsci dpe eus dbs   ldwiseh hte ear dilee s  df ee fpe eaderbdaabtec alk yc  ,ik s a, nnaodnw da  rsseousumpgomhnt as f rer yos imsa re  dthorcouumghe nthtse fwoer bthsoitsee. Tuhnea bCloem tomaicssc ieosns p throe dmu  ced  very responsive to individual requests and

can provide alternative methods to access  will explore options for improving feedback channels. We operate a duty office which is

OUTCOME included in Appendix 2 of this annual report. will always help someone who is unable to

a child friendly video to explain the inspection

33% access information via the website. Following

process in 2022. This was well received and will

the production of a child friendly video in 2022 be used again in 2023.  we will be looking to expand our range of child

friendly communication materials.

Performance Analysis

Continue to raise the profile of the Commission with the    organisations we regulate and with those who receive services,

and their carers/representatives, through a planned programme  

of engagements. Information Management and Responsiveness KPIs

HOW SUCCESSFUL HAS  WHAT MORE NEEDS  THIS BEEN SO FAR? TO HAPPEN?

The Commission has engaged directly  The Commission intends to hold further  

with providers and organised a successful  engagement events in 2023 and explore  

engagement event in May 2022. Feedback  other means of engaging with providers and  The Commission will monitor and retain a record of the valuable and engaging and wanted further  providers have sufficient opportunity to share  KPI 15 number of Duty Calls received throughout the year, including

confirmed that attendees found the event  managers of services. This will ensure that

similar events. The Commission has provided  experiences, raise concerns and provide  the nature of the contact and the response.

feedback about the work of the Commission.

liontcearlemste tdoi ap rwoivthid setrast eamndetnhtes opnu bmlica,t taesrs woefl l as  The Commission is undertaking a review of  The Commission operates a duty call system. Simple calls of a general nature

its Communication Plan which will identify

undertaking research and publishing reports on  that do not require any follow up action are answered by the administration

additional opportunities to engage with those

issues of interest across the sector, such as the

who receive services. team or the duty officer immediately. These types of calls are not logged as they current challenges the sector faces concerning  require no further action and are not likely to need to be referred to later. General staffing and capacity.  calls of a more complex nature or which require follow up action are logged and

recorded so they can be referred to if necessary. There were 73 calls of this type in 2022.

Most calls are received from specific regulated services. Each regulated service has an allocated Regulation Officer. If the assigned officer is available, they will deal with the call. If they are unavailable, the call is assessed for urgency by the duty officer, who will deal with it or refer it to the allocated officer as necessary. These calls are logged under the contact logs for each regulated service so they can be followed up or referred to as necessary. This means it is not possible to provide specific numbers or details of the type of call and response. However, feedback from providers is very positive about the Commission's responsiveness to their enquiries.

KPI 16 TnhuemCboemromfnisostiiofinc awtiilol nms o r ne ictoe riv ae nd d t hrerotauing hao ruet c t oh red  yoef a thr, e  

including the nature of correspondence and whether a response from the Commission was warranted.

The Commission receives a broad range of notifications. These are incidents which providers are required to notify the Commission about, such as accidents and incidents, falls, pressure ulcers and deaths. Notifications are classified and recorded by source, that is by type of provider and subject, for instance, from Care Homes or Home Care services. They are also classified by content such as if the notification relates to safeguarding or is specifically related to children.

All notifications are reviewed on receipt to see if immediate action is required. This is recorded in the provider records. Additionally, all notifications are reviewed by Regulation Officers as part of the inspection protocols to inform the inspection and identify whether appropriate follow-up action has been taken. As an activity indicator, no specific targets are currently associated with notifications.

Strengthen the Commission s internal administrative systems to KPI 17 The Commission will, in 100% of cases, respond to any  ensure that they are sufficiently robust to manage and process

complaints received within three working days.  the complexity of information received from the public and from The Commission received four complaints in 2022. Two of these were about  regulated activities.

TARGET  the Commission, and two were about registered providers. All complaints

were responded to within the target timescales. The Commission has several  HOW SUCCESSFUL HAS  WHAT MORE NEEDS

100% options for resolving complaints and tries to resolve them informally and to  THIS BEEN SO FAR? TO HAPPEN?

the satisfaction of the complainant, without the need to revert to the more

formal procedure. Whether complaints are resolved informally or formally, the  The Commission processes a complex range  The Commission is currently engaged in OUTCOME Commission always provides a formal response and considers what lessons can  of data from providers, individual professionals

a project to enable online registration as a 100% be learned in every case. aanredatdheeqpuuabtleic t.o C e un rs ruerne t  dina tt ea r  nis a pl sroysc te es mse sd   mCoamttemr iosfs iporniowriitlyl .r e Ovinecwe athll i ds aista c po rmocp elestsei,n tgh e

accurately and within target dates, where  requirements and infrastructure to consider

applicable.  whether this can be improved.

KPI 18 Tdhaeta C boremamchisessio e na wch ill  y re ea tar i  na n ad r  ed ciff oe rdre on ft i ta ht ee   nb ue mtw be ee rn o t fh ose  Ensure that the Commission processes and manages data in line

made by Commission staff and those made by others. It  with the Data Protection (Jersey) Law 2018.

will also record the number of data breaches referred to  HOW SUCCESSFUL HAS  investigating the complaint, it was concluded

the Jersey Office of the Information Commissioner. THIS BEEN SO FAR? that no data breach had occurred. However,

the incident highlighted potential risks, and

The Commission dealt with four data incidents in 2022. Two data incidents were  The Commission has robust data protection  measures were taken to mitigate the risks to referred to the Jersey Office of the Information Commissioner (JOIC). In both  processes in place. The Commission processes  ensure these did not materialise. The JOIC was cases, they were satisfied with the actions taken by the Commission to manage  all Subject Access Requests (SARs) within  satisfied with the Commission's response to

and resolve the incident. In one case after investigation, it was concluded no  timescales. In 2022 three SARs were received.  data incidents and did not take further action on data breach had occurred therefore the total number of breaches recorded this  Although not a scheduled public authority within  the reported cases.

year was three. the meaning of the law, the Commission has

given the undertaking to act as if the Freedom of  WHAT MORE NEEDS

Information Law (FOI) applies. No FOI requests  TO HAPPEN?

were received in 2022.

The Commission needs to maintain and build on Four data incidents were identified in 2022. One  its existing data protection processes. All staff

of these was identified through a complaint  have received initial awareness training and are KPI 19 The Commission will retain  to the Commission, and the Commission  supported by an experienced Data Protection

itself detected the other three. Each incident  Officer. New IT systems will follow the principles a record of the number and  was related to a single data subject. Two  of data protection by design.

incidents were reported to the Jersey Office of

outcome of reports about  the Information Commissioner (JOIC.) After

health and social care services

requested by the relevant

Minister or panel (or initiated by

Continue to provide prompt and detailed responses to consultations, the Commission itself).

and correspondence from Ministers and Government of Jersey

In 2022 the Picker Institute was engaged  departments, as required.

by the Commission to design and

implement a survey of patient satisfaction.  The Commission continues to provide Ministers with briefings and information in response to public

consultations and specific inquiries.

The Commission also undertook an

assessment of risks and challenges to the

care sector, particularly around demand  HOW SUCCESSFUL HAS  WHAT MORE NEEDS

and capacity, and workforce issues  THIS BEEN SO FAR? TO HAPPEN?

such as recruitment and retention, and  The Commission has maintained a positive  The Commission will continue to work closely published a report which is accessible on  relationship with the Government of Jersey  with the Government of Jersey to enable the

the Commission s website. and responded promptly and effectively to all  Government s planned legislation programme

information requests.  to be delivered.

  Provide assurance that the Commission s Governance Framework

and financial oversight are robust.

HOW SUCCESSFUL HAS  recommendations from the BDO Assurance Governance Framework KPIs THIS BEEN SO FAR? report will form the basis of this work. One

recommendation concerning eligibility for

The Commission's key accountability  appointment as a Commissioner will require

and governance arrangements are in its  a change to the legislation, which is for the

Constitution, and the Framework Agreement  Government of Jersey to determine. KPI 22 TChoemBmoiasrsdioonfers will  of Internal Audit, BDO Assurance undertook  Iistnismagdiloadvrietoirorngna,antnhciseea aCtirooramnnsmgaeinsmdsi eorenngt swu a il lalg t boa eirnsns  cat h no mdth  areerkrv  i ew

with the Strategic Policy, Planning and

Performance department. At the request

meet at least six  an audit of the Commission's governance  best practices for Arm s-Length Organisations, TARGET  times per year framework in 2021. The report made  including the reports of the Comptroller and

several recommendations for strengthening  Auditor General on best practice and annual

6 or improving governance. None of the  reporting in arm s length organisations.

Six Board meetings  recommendations were considered high risk.

were held in 2022.   In 2022 the Commission implemented most of  The Commission s accounts are currently OUTCOME Two of these were  the 10 recommendations and made substantial  audited as part of the whole of the Government

6 held virtually. progress on others. oCfaJree rLsaewy arecqc uo iurinnt gs , t  hd ee s Cp oit me  mth ie s  sR ioe ng u tola pti uo bn l  io sf h  independently audited accounts separately.

WHAT MORE NEEDS  The Commission will work with the Government TO HAPPEN? of Jersey to review these arrangements and

6X As the Commission's role and budget have  establish how, and in what timeframe, it can fully expanded in 2023, it recognises that it  meet the statutory requirements.

KPI 23

The Board of  must ensure that its governance framework

remains sufficiently robust and well-developed

Commissioners will  to mitigate new risks. The outstanding

convene at least two

TARGET  workshops per year

2

The Board held two workshops during

OUTCOME the year in May and September 2022.

2

KPI 24 Tahned Bopoearrdat oiofn Ca olrmismksis, sreiovnieewrsinwgi ltl hree t Caionmovmeirsssigiohnt os fI nstteragtreagteicd Risk Register during each Board meeting and determining

TARGET  appropriate mitigation.

- The Board reviews strategic and operational risks at every Board meeting. An analysis of the risk register shows that risks are actively managed and updated, taking account of Board discussions. A review of the Risk Management Framework was

OUTCOME

commissioned by the Board at the November meeting, and proposals for changes

were considered at the February 2023 Board.

Having undertaken a comprehensive review of internal infrastructure,

devise a revised organisational structure to support a 3-year Budget Build. Risk Controls and Mitigation Progress and change during year

HOW SUCCESSFUL HAS  WHAT MORE NEEDS

THIS BEEN SO FAR? TO HAPPEN?   Tfoarktinhge oCno mnemwi sasrieoans. oInf r2e0g2u2la tthioisn wisa as kreelya treisdk

to Children s social care. The capacity to

The Commission reviewed its organisational structure,  We remain committed to improving business planning  undertake the work was a key element of this implemented a new structure, and developed a  and organisational development. In 2023 the  risk.

workforce plan to support the expansion of the  proposed new structures will be embedded, however  WORKFORCE, CAPACITY

Commission s remit. The budget to support this has  with further plans to expand the Commission s  AND CAPABILITY   Ainn2a0d2d2i,t iaonnda la R Wegourklafotirocne O pffila cne wr awsa ds er eve cl ro up ite ed d  now been agreed. remit in 2024 and 2025, the structures will be kept    Schcahnegdeusli ntog toafk re o  lr li s ok u  tin ot fo n a ec wc o leu gn it s. lative  to enable the Commission to expand further.

under review to ensure they continue to enable the  Iaanrsceiragesnainsfieicnwagn tdto enrmuemgaunbldeastri oofrnfo ,m    Gforroiwn tbhoothf tbeuadmg aent dansdk ibllsu sreinqeus isre pdl ,a pn ls a. nned  Tchaepsaec imtye isassuueress. have significantly mitigated the Commission to deliver its objectives. where the Commission

needs to develop further    Recruitment of additional Regulation Officer.   In addition, relationships were developed with expertise, could impact the  UK based regulators with more experience in the

Commission's capacity and    Relationships being developed with UK based new areas, which mitigates the Capability risk capability to conduct its  rinesgpuelacttoiorsn troe sporouvrcidees aacncde tsosdtoevaedlodpit ional  significantly.

core delivery programme,  additional skills in Commission.   However, additional new areas of regulation potentially causing it to

planned for 2024 mean this remains a significant fail to conduct statutory

risk, although one the Commission is expected   inspections.

to be able to manage.

   Because of further expansion, this risk has

remained stable.

An essential part of delivering  Although independent of Government, the

the Commission s objectives  Commission as a public body, has decided to align

its Risk Management Framework with that of the

successfully is managing the  Government of Jersey. This enables the Commission

risks that could affect delivery of  to use the Government of Jersey s risk training and  DIGITAL   Bid for funding made to address the

other support networks. underlying issue and update IT and    The Commission has a largely manual process objectives.  Eanxids triensgo iunrfcrae s ntreue cdtus r t eo  be  processes. fwohr imcha hnaasg isnegvreergali sptoratetionntias laimndp accotllse octnintghe fees,

Tthhaet Calol mknmowisns iorisnk iss uarlteim eaffteeclyti vreeslyp monasniabgleefdo.r Taossuring  improved to meet the annual    The Government Plan funding bid was not  Commission's objectives and legal obligations. demand from professional  approved, but funding was provided from

The Commission has a robust Risk Management  this end, the Board discusses risks, controls and  registration, which could  within existing budgets.   A digital solution has been proposed, but Framework, reviewed annually. The Risk Management  mitigation at every Board meeting. Commission staff  delay registrations of    Project set up to deliver IT and process  funding was only secured towards the end of the

Framework describes how the Commission identifies,  also discuss risks monthly, to ensure all staff are aware  leading to a failure to maintain  year. Project management was secured as part assesses and manages strategic and operational risks  of existing risks and to facilitate early identification of  the public register as required  cphaaymngeenst rseyqsuteirmed. for online registration and  onfo twh eb efumndainnagg aegdr ebeymtheenPt.r oTjheec toBnogaorindg. risks will

professionals and services,

impacting the delivery of its mission and purpose.  emerging threats.  by law.

The Framework identifies the four most common risk

categories, Public Protection, Financial, Reputational  Analysis of the corporate risk register shows a healthy

and Delivery. It sets out the Commission's strategic  turnover of risks and active progress on control and

objectives to ensure risk assessments take account of  mitigation.

the impact of risk on achieving stated objectives.

The Framework details the risk appetite the  DATA GOVERNANCE

Commission has for each risk category and sets    An initial assessment of data governance

out the expected responses once risks have  A data governance    New IT systems and processes will follow  showed there are improvements that can be been assessed. It also describes the roles and  alimssitees ds masesnut r haansc ep roofv ided  data protection by design principles. delivered.

responsibilities of the Commission and Executive  governance processes.    A comprehensive review of data governance    The digital registration project will address many Officers in managing risks. Governance controls need  iisd epnlatinfineeddafnodr 2m0it2ig3a ttoeednins uar ed aatlal i sgsouveesr naaren ce  oinffrthasetsreu cctounrec einrnpsla acned t soh aodudldre psust o ththeerreiqssuuireesd

to be improved to provide  improvement plan. which are out of scope of the current project. the assurance required that

data is fully protected and    Plans are underway to review all existing    An experienced Data Protection Officer was compliant with the highest  Data Protection Impact Assessments and  recruited in 2022, and once a comprehensive standards and best practices.  Memoranda of Understanding, and to identify  review of data governance issues has been

additional areas where these are required. conducted and an improvement plan put in This could expose the  place, it is expected that this risk will close.

Commission to broader data

risks and cause harm to data    The trajectory over the year was improving. subjects.

Risk Controls and Mitigation Progress and change during year    

NEW STANDARDS

CHILDREN S SERVICES    Project Miles tones identified with    This was a considerable risk throughout the year  The risk landscape has been  Workforce plans to recruit, train and deploy staff with

tsapregceitfidcaptieescefosr ocfowmoprkle.t ion of  until the new Standards were published at the end of  relatively stable throughout 2022.  the requisite qualifications, skills and experience,

Tcsheoetms C moofi tmStetmadnitsdosaidordenvs ie  stlo opfainc gili ttaetne    External consultants with was closed. Some long-standing risks relating  expertise and careful phasing of new inspections,

2022. Consequently, following publication, the risk  partnership working to develop the required level of tchheil dreregnu'lsa tsioenrvoicfe sst afrtoutmo r2y0  22  eexnpgeargieendc ien isnu Sptpaonrdtianrgdsp rwoojerckt .    TnheewCSotamnmdaisrsdiso nfo wr ialld bd eit rioenqaul i  raer de atos  i dn e 2v0e2lo3p;   further  to the Commission s budget have  along with communications plans for key stakeholders onwards.  therefore, a similar risk will be articulated. However,  and support plans for providers to help them adapt

   Cunodnesrutlatakteionn, awnidth t thhe e f se ee cd tboar c wkas experience gained in managing this risk means the  now been resolved.  to new regulations are all key mitigations which help Tidnhesevoreeulorhcpaintvhege bthSeeteacnna ddpaiffiarcdcisuty  lat tineods  pSrtoavniddaerdd sw.as incorporated into  Crisokms.mission is now well placed to manage future  maintain risks within tolerance.

making adequate progress in  New and recurring funding has been agreed, project  The Board carefully considers the overall exposure

this area of work.  management is in place where required. A risk relating  to risk, and while there are risks from expansion

to professional registrations has sufficient mitigation  of the Commission s remit, the Board has been

and contingency in place for the Commission to  appropriately cautious and delayed taking on

tolerate, and additional data governance risks have  additional risk where this is possible and sensible,

   Are rseovuiercwe os  fa Cn od m p mlan us n  iw caa ts io  ns  been reduced, although more work is still required.  for instance in the range of work undertaken with

undertaken. Communications    Effective engagement with all providers, especially  Most of the ongoing risks relate to the expansion of  partners.

ENGAGEMENT provider engaged in 2022 to raise  in areas new to regulation, is an essential part of the

profile and improve feedback  Commission's business. the Commission s remit. This includes the impact of

Ehaffse cbteiveen e idnegnatgifieemdeanst an  channels.   As new services come under a regulatory regime,  expansion on the ability of the Commission to carry

essential component of    A comprehensive communications  the Commission has worked with them to prepare  out its existing inspection programme, as well as the

a successful launch and  pdleavne wloapse cdo. mmissioned and  them for inspections and outline timescales.  additional challenges of an expanding remit.

rollout of new Standards.  However, the number of new providers and the

Relationship with new areas    Engagement events were held  range of new services, coupled with limited

of regulation is uncertain  to engage directly with existing  resources in the Commission for engagement,  

and could lead to ineffective  providers allowing the Commission  means this is a stable but potentially increasing risk.  

engagement, causing issues  to take on feedback to improve  However, the risk is mitigated by engaging external  

in undertaking inspections  processes.  communications resources and an additional  

and providing assurance   Consultation was conducted about Regulation Officer to engage directly.  

new Standards to ensure early  

engagement with areas new to  

regulation.

IMPACT OF NEW  

   This is an example of a risk that impacts beyond the  STANDARDS ON  

   Support plans in place to help  Commission s objectives, especially on Government  PROVIDERS

providers prepare for regulations. of Jersey objectives.  

New Care Standards  

   Consultations were undertaken to    The impact on the Commission is reputational, but it  introduced in areas not  

understand providers' issues and  would also impact on the ability of the Commission  previously regulated may  

to build these into Standards. to deliver its core objectives in the new areas of  cause providers to fail to  

regulation.  

engage with Commission, or    Right Touch regulation strategy  

even withdraw from service  focuses on supporting providers to    The Commission continues to work closely with  provision rather than face  meet Standards rather than taking  relevant Government departments and providers to  what they consider to be  unnecessary enforcement action. minimise this risk and support providers to prepare  an onerous inspection and  for regulation.  

regulation regime. This could    Communications plan developed

cause difficulty in conducting  for stakeholders.   The risk remains stable and will continue as the  inspections and delivering  Commission continues to expand its remit.

improvements, as well as the  

potential loss of vital services.

BUDGET

Expected changes to the  

Commission's budget were    Bids submitted for Government

finalised at the end of the  Plan to put Commission budget on  

year, including an increase  secure long-term footing.   The Commission budget for 2022 was agreed at  in the baseline budget and  the start of the year. However, negotiations were  a transfer of funding to    Negotiations to secure long- on going regarding an additional transfer of funds  undertake new regulatory  term transfer of funding  to enable the Commission to expand its role. The  activities. During the year  from Government of Jersey  budgetary risk remained throughout the year until  there were concerns the  departments to ensure the  the Government Plan approved changes to the  lack of an agreed budget  Commission can undertake  baseline and transfers were agreed ensuring the  settlement and the need  inspections of areas new to  Commission had the resources to deliver its core  to take on new regulatory  regulation. programme.

activity could have affected  

the ability of the Commission  

to carry out its statutory  

functions.

Accountability Report

Accountability  

Report      Commission is resou rc ed with a combination of public

I was appointed as Chair of the  independent of the Government of Jersey, the Board of Commissioners on 1  funds, and fees levied on providers and professionals. May 2017 until 30 April 2020.  The Commission is accountable for its performance This appointment was renewed  and use of public money. The Commission s

for three years from 01 May 2020  Fthraem arerwanogrke mAge rnet es m toe ennt saunrde   Cth oe n  sC toitmutmionis ssi eo tn o i ust and expires on 30 April 2023. In  accountable.

the interests of consistency and  The Department for Strategic Policy, Planning and The Accountability Report provides key accountability information  stability, at a time of change for  Preesrpfoornmsiabnlec efo(rSpPrPoPvi)s,i oisnt hoef abdraenqcuha toef fiGnoavnecrinaml ent

about the Commission.  the Commission, the Minister  resources to the Commission.

It comprises:  for the Environment in February  The Chief Officer for SPPP is the Accountable Officer

2023, decided to extend this  athnedaisp parcocporuianttea bulsee t ooftpheu bGliocvfeurnndms.eTnht eo fAJcecrosue ny tfaobrl e appointment for a further two  Officer is appointed in accordance with the Public

years. Fthinea Anccceosu (nJtearbsleey O)Lffiacwer2 t0o1 9e.n sItuirse t hthee r eCsopmomnsiisbsiiloityn of

1 2 3 Ts2hu0ec14cCesostmasitomensi. st shTiahotent hRisee agC uoblmoatdmioyn i cs sooi rfo pCnoa srraheta e(lJl ceworistnhes ypis)e tLrapwet ual  ToDohfveeefpurAasnricdgtcmshotteuoonn ftt th fiasenb SaClenchhcOieieaffifml Icpne ees  roprfdf eo  eDcrlmteeolgaera ngintcaeaetsi c.o tcnho earndmdaan tnhcaeeg Pweumitbhel itncht e  represents value for money.

of not less than four and not more than eight

Commissioners. There are currently seven serving  Finances Manual. The Board of Commissioners Commissioners, including the Chair. supports the Chief Inspector with scrutiny and

The Law states that the Commission is independent of

the Minister for Health and Social Services, The Chief  There were no changes to the Board of

Minister, and the Government of Jersey. Although  Commissioners in 2022. Therefore in 2022 the Board

consisted of:

The Corporate  The Remuneration  The Accountability

Governance Report  and Staff Report  Statement which  

which describes  which provides  brings together  Glenn Houston Chair of the Board of Commissioners

the Commission s  information about the  further information

governance structures  remuneration paid  that forms a key part  Alison Allam Commissioner

and how they support  to Commissioners  of the Commission s

the achievement of  and staff working  governance and  Lesley Bratch Commissioner

its objectives. This  for the Commission,  accountability

includes a Chair s  along with additional  framework, including  Jackie Hall Commissioner

Report, a Statement  information about  the Finance

of Responsibilities,  staffing and use of  Statement . Noreen Kent Commissioner

and the Commission s  contractors.

Governance Statement.

Angela Parry Commissioner

Si n Walker -McAllister Commissioner

Commissioners were appointed by the Minister, in line with the arrangements set out in the Law. Commissioners must declare and update a register of interests, and this is reproduced later in this report. While some Commissioners hold other roles, none of these appointments represent a conflict of interest.

Accountability Report Accountability Report

As Chair of the Board of Commissioners my  The Chief Inspector is responsible for the  

role is to provide leadership and direction to the  day-to-day work of the Commission, and  

Commission to ensure, through a process of  Glenn Houston in doing so works closely with the Chair  Becky registration and inspection, that the quality of all  Chair of the Jersey  and Commissioners to provide strategic  Sherrington regulated activities in Jersey is independently  Care Commission leadership and expert technical knowledge  Chief Inspector assessed and assured and to deliver improved  and skills to ensure the effective and efficient

outcomes for service users. The Chair works with  delivery of the Commission s statutory,

Commissioners, the Executive Team, and with  regulatory and inspection functions in

representatives of the Government of Jersey to  accordance with legislation.

ensure the effective operation and performance

of the Commission. The Constitution makes clear that the Chief Inspector  provide regular reports and management

is not a member of the Commission, or the Board  information to assure the Commission that it is The Chair is required to:  ensure that resources are allocated to  of Commissioners, but is an executive officer of the  fulfilling its statutory responsibilities

strategic objectives Commission and is expected to uphold the decisions

of the Commission, except where they contradict  lead and manage the Commission s executive

assemble an effective and complementarBoarmemberd of Commissioners to work together as a team s and encourage  ensure governance arrangements for the  Manual or States Employment Board policies and  data protection obligations, performance

y  any requirement or stipulation of the Public Finances  functions, including business planning,

Commission s executive function arand kept under review e effective  procedures. management, risk management and audit

chair all meetings of the Commission, set  systems, responses to Freedom of Information the agenda, style and tone of discussions  ensure the highest levels of probity  The Chief Inspector s duties are to: requests and complaints, individual staff review to promote effective decision making and  and integrity are upheld in the way the  and appraisal, training and continual professional

constructive debate Commission carries out its functions and for  lead and develop the Executive Tthe Commission's corporate plan, ensuring eam in delivering  development to secure continuous improvement  provide effective leadership by maintaining a  the use of public funds effective regulation of health and social care  in the Commission s performance

focus on strategy and performance  ensure the promotion of best practice across  services and registration of care professionals  ensure sound financial management and the sectors overseen  build and sustain credibility with the public and  monitoring of budgets and advise Commissioners

work in parachieve the aims of the Commissiontnership with the Chief Inspector to  rregisteregulatored sery apprvice proach that ensuroviders by pres compliance omoting a  actions needed to maintain expenditure within

provide strategic direction including setting  with Regulations and Standards, challenges  budget

on budget planning, income generation and

and monitoring operational objectives for the  poor performance and supports continuous  lead and develop a team of specialist and Commission, taking into consideration the  improvement generalist Regulation Officers to ensure the context and needs of the island effective regulation of health and social care

in consultation with the Chair and  services to protect, improve and safeguard the

set and maintain the values for the  Commissioners, prepare: health, care and welfare of the local population organisation, ensuring that its obligations to  a.  a Corporate Strategy setting out the Mission,

all stakeholders, including people who use  Vision and Values of the organisation  ensure consistent high-quality regulatory services, are understood and met b.  a Business Plan setting out the Commission s  practice, with a focus on supporting service

improvement, monitoring compliance and, where key business objectives, operating model, and  necessary, taking effective enforcement action

performance indicators

100. a corporate risk framework, including a risk  lead and develop the Commission's business strategy and risk registers and administrative staff to ensure efficient and effective administration of the Commission's
101. an annual report describing progress against  regulatory responsibilities

the objectives in the Corporate Strategy and

Business Plan  build capacity and develop staff, ensuring

ensure that the Commission s overall  the Commission acquires the necessary governance framework and controls assurance  skills and resources to respond effectively to structure, including risk management, financial  the projected extension of the Commission s management and policies and procedures are  regulatory reach

appropriate and effective

Accountability Report

outcomes Corporate  

take a lead rand Government deparkey stakeholderthe regulation of health and social carole in working with States s in mattertments and other s related to e  lead and supporquality prprof employees, managing peromoting the health, safety and welfaractice within the staff team, t consistent high-formance, e  Governance Report services and professional regulation  monitoring standards of work for all staff

and promoting diversity and equality of

positively promote the work of the  opportunity.

Commission and act as a focal point  of contact to enquiries from Ministers,  government officers, care providers,

the public, the media and others, as

appropriate

develop and facilitate relationships with people who use services, and their families and carers, to improve their experience of health and social care and achieve better

The Commission has a well-defined Governance Framework in its Constitution and Framework Agreement. These are available on the Commission's Website and are reviewed regularly. The last review was in July 2022. Between them, they set out how the Commission discharges the functions described in the Law and how it is governed.

In addition, a Scheme of Delegation sets out the  The Commission receives regular reports on decisions the Commission has delegated to the  income and expenditure from the Treasury and Chief Inspector and Executive team, and those  has established an effective working relationship that are reserved for the Board. This ensures there  with the Government of Jersey through quarterly are appropriate boundaries between operational  governance and liaison meetings with Strategic decision making and corporate governance.  Policy, Planning and Performance. This is the

medium through which strategic decisions

The relationship between the Chair, Chief Inspector  regarding fee income and financial support from and Commissioners is crucial for the smooth  the Government are taken.

functioning of the Commission. The Chair and

Chief Inspector meet weekly to ensure that a close  The Chief Officer of Strategic Policy, Planning and working relationship is maintained between the  Performance is the Accountable Officer who must non-executive arm (the Commissioners) and the  ensure financial probity and value for money. Executive Team (Regulation Officers and Support

staff), and to ensure effective oversight and  Each year the Commission is required to publish delivery of the Commission's core functions. an Annual Report which is laid before the States

Assembly. This provides a public account of the The Governance Framework and Scheme of  Commission s overall performance in respect Delegation ensure that policies and procedures  of its strategic objectives and key performance

are approved by the Board and brought back to the  indicators.

Board for regular review in line with best practice.

Each year the Commission approves an annual Business Plan and associated Budget. This

ensures a clear link between Government Policy on the regulation of Health and Social Care, and the strategic direction of the Commission.

Corporate Governance Report Corporate Governance Report

The Corporate Governance Framework for the Commission is described in

the Framework Agreement with the Government of Jersey. The agreement  The Accountable Officer provides assurance within Government as to the sets out: performance of the Commission and demonstrates the link to corporate

and departmental objectives. The Commission will support the provision

the responsibilities of the Chief Minister,  four key principles that underpin the  of this assurance.

the Minister for Treasury and Resources in  partnership between the Commission and

providing the necessary resources, services  Strategic Policy, Planning and Performance.

The Accountable Officer provides assurance as to: of the Public Finances Law and Public Finances and support to the Commission to ensure its  These principles mirror those of the UK Cabinet

Manual. Where a deviation from the requirements effective operation in accordance with the  Office s Code of Good Practice relating to  achievement of the objectives of the

of the Manual may be required by the Commission, intentions of the Government. departments and arms-length bodies, they are  Government of Jersey in relation to the

the decision and rationale should be documented, Purpose; Assurance; Value; and Engagement Commission, and

the Commission s responsibilities in  and appropriate approval obtained from the demonstrating its accountability to the  good governance and value for money Accountable Officer.

Government, and to the people of Jersey

The Accountable Officer requires assurance from The Commission prepares an annual Business

the Commission regarding financial propriety

Plan that reports on performance against the

The Framework Agreement sets out in detail the roles, responsibilities, and objectives of each party,  and regularity, that funds are being used

previous year s objectives and targets and sets

including the Government of Jersey, in relation to the Commission. economically, efficiently and effectively, that there

out objectives, targets, and key performance

is effective stewardship of any assets controlled or indicators for the coming year for discussion and

safeguarded, and that appropriate systems are in agreement with the Accountable Officer.

place to identify and manage risks.

The Accountable Officer is accountable for the

The Chief Inspector completes an Annual Financial public funds which flow from the Government to the

Assurance Statement which is approved by the Commission. The Accountable Officer delegates

Commission and included in the Annual Report and       management of these funds to the Chief Inspector,

Accounts.

in accordance with the Department s scheme of

delegation. The Chair and Chief Inspector ensure that an

appropriate approach to risk management is

The Government of Jersey is committed to improving health and social  The Chief Inspector ensures that the standard of

followed by the Commission and that systems are financial management complies with the provisions

care outcomes for people in Jersey. It seeks to ensure that: in place to identify and manage these risks.

people are provided with independent

assurance about the quality, safety and  

effectiveness of island services via the  

Commission    

all providers deliver high standards of care  

and, where care is poor, this is readily  

identified in order a service is supported  The Chief Minister appoints a person to be a Commissioner, and the to improve or is subject to appropriate  Chair of the Commission, and decides the duration of that person's

interventions. This is in relation to services

directly delivered by Government as well as  appointment.

other registered providers

there is public confidence in the Commission,  The current Chair was appointed for a three-year  which will end in 2023. Three Commissioners were that it is seen as effective, relevant and  term from 01 May 2017 until 30 April 2020. The  appointed for the first time for a three-year period provides value for money Chair was reappointed for a second three-year  in December 2020, and one Commissioner was term which expires on 30 April 2023, but in the  appointed for the first time, also for a three-year interests of consistency and stability, the Minister  term, in 2021.

The Framework Agreement sets out the current accountability arrangements. The accountability  for the Environment has decided to extend this

arrangements reflect the independence of the Commission, and the need for the Commission to be  appointment for a further two years. The Law states that a term of appointment shall be accountable to the Minister. It also confirms that the Accountable Officer is ultimately accountable for the  at least three years and not more than five years use of public funds and fees levied on the public by the Commission. There have been no changes to the Board of  and that a person may be appointed more than

Commissioners during 2022. However, two of the  once.

Commissioners are in their second terms of office,

The  

Commissioners Lesley Bratch

Lesley was appointed to the Board of  Lesley has been involved in local

the Jersey Care Commission for three  charities, promoting the interests of years from 01 October 2021. Lesley lives  people with a disability and their carers, in St Brelade and has represented the  including Enable Jersey and the Youth interests of carers in Jersey for many  Inclusion Project.

years.

She is a carer, supporting her daughter She is a founding member of the Special  with a learning disability and complex Needs Advisory Panel (SNAP) and has  health needs. She is passionate about campaigned for a change in the law to  helping islanders and recognises the benefit families caring for children with a  many challenges facing care providers. disability.

Glenn Houston

Jackie Hall

Glenn is an experienced senior  Organisations, served as President

executive with over 35 years  of that Board in 2015 and worked on

experience working in the integrated  projects in The Netherlands, Denmark  Jackie is a qualified nurse (Registered  Jackie has previous experience as health and social care system in  and Kosovo. Nurse Mental Health) with over 30 years  a Panel Member for the Nursing Northern Ireland. He has more than 20  of experience in clinical nursing and  and Midwifery Council (Conduct years experience operating at Board  Glenn is a qualified social worker. In  senior management roles within health  and Competence Committees). level, having worked at both Director  2014 he was awarded a Master of  and social care. She has worked as an inspector

and Chief Executive levels in several  Science Degree in Inter-Professional  Jackie has considerable experience  for the Commission for Social Care organisations. Health and Social Care Management  working with adults with learning and  Improvement (CSCI), a predecessor from Queen s University Belfast. of CQC. She has led and managed

physical disabilities or an acquired brain

Between 2009 and 2016, he was Chief  services registered with both CQC

injury and with older adults with complex

Executive of the Regulation and Quality  He is currently a non-executive director  and Ofsted and is skilled in delivering

needs. She is a member of the Tribunals

Improvement Authority Northern  of the Board of the Northern Health and  services to the highest standards in a

Service for Disability Living Allowance

Ireland's independent health and  Social Care Trust and is an independent  regulated environment.

(DLA), Personal Independence

social carhe was a member of the Boare regulator. For three yeard of the s  BoarPublic Pd member of the Norrosecution Service.thern Ireland  Payments (PIP) and the Mental Health

European Partnership of Supervisory  Tribunal in the South Eastern Region.

Alison Allam Noreen Kent

Noreen is a skilled and respected  management project across the four UK Alison is a researcher with a  Until April 2017, Alison was a standing  midwifery and nurse leader in Scotland.  jurisdictions, on time and within budget.

background in disability studies, social  member of the National Institute of  She has 37 years experience working  Noreen has recently completed an

policy and applied health research.  Health and Care Excellence quality  in the NHS, a career that has spanned  eight-year term as a Fitness to Practise

In 2016, she completed a PhD in social  standards advisory committee. She is  clinical, managerial, education and policy  registrant panel member and Chair with policy and social work at the University  an active committee member of several  roles. the Nursing and Midwifery Council (NMC) of York. Alison has methodological  national health and social care research  and has considerable experience in

expertise in qualitative research  funding committees.  Noreen was Nurse Director and Executive  professional regulation.

methods, mixed methods research,  Lead for Clinical Governance within NHS

participatory and co-design methods,  Alison grew up in Jersey and currently  National Services Scotland, helping  Noreen describes herself as passionate

and is particularly interested in patient  lives in York, but often returns to visit.  to shape and apply policy at national,  about the importance of the link between and public involvement. Currently, she  regional and local levels. In this role,  maintaining professional standards

is a researcher at Liverpool University  Noreen was the senior responsible officer  and behaviours and safeguarding the exploring the experiences of women  for the Excellence in Care Programme. health and wellbeing of the public. She living with chronic illness.  As UK Programme Director and strategic  is committed to placing the patient and

client at the centre of care, always striving lead for 'Midwifery 2020', Noreen

to improve quality and outcomes for ensured delivery of a complex change

patients and their families.

FUNCTIONS AND DUTIES OF TH

Angela Parry

The key responsibilities required of the Commission

are set out in the Constitution. These are to:

Angela has worked in strategic  Angela has worked effectively with

leadership and operational roles  boards, politicians, residents and

in health, social care and housing,  others, setting stretching goals and  ensure that services are regulated and  ensure that resources are allocated to strategic responsible for the quality and  priorities to bring about positive,  inspected in accordance with the law, in order  objectives

performance of services provided in  practical change. She has worked as  that all care receivers and their families benefit

care settings. an independent peer reviewer for the  from good quality services that meet their  ensure governance arrangements for the

Local Government Association (LGA)  needs Commission s executive function are effective As an independent management  and for the Association of Directors  and kept under review

consultant, she leads pathway redesign

of Adult Social Services (ADASS) and  oversee a regulatory regime which supports

was part of the team that created the  continuous improvement, as opposed to  ensure the highest levels of probity and

and improvement projects for local

National Level 5 Training Programme  one which focuses purely on compliance  integrity are upheld in the way the Commission authorities and care companies in

'Commissioning for Wellbeing'  monitoring carries out its functions

England. An improvement specialist,

Angela is experienced in using business

supported by Skills for Care.  provide strategic direction including setting  promote best practice across the sectors it process re-engineering to drive up

performance in support environments. and monitoring operational objectives for the  oversees

Commission, taking into consideration the

context and needs of the island

set and maintain the values for the organisation and ensure that its obligations to all stakeholders, including people who use services, are understood and met

Si n Walker -McAllister

The Commission discharges its functions by meeting as a Board, through participation in Board workshops

and other events, and through the weekly meetings between the Chair and the Chief Inspector. Si n Walker -McAllister was appointed  Si n has worked across children s and

as a Care Commissioner in April 2017  adults social care and has a wealth of

and in addition currently works as an  experience in non-executive director

Independent Social Care & Health  roles within local authorities, the NHS,  FREQUENCY AND NATURE OF B

Consultant as well as Chair of two  Housing Associations and the voluntary

Safeguarding Adult Boards in Dorset  sector.

and Bournemouth, Christchurch and

A registered Social Worker, Si n is

Poole.

driven by a passion for ensuring all  The Constitution states that the Board must meet a minimum of four

She is also a Non-Executive Director  services to people needing care and  times a year. The Commission has established a pattern of meeting

of the Torbay & South Devon NHS  support are person-centred, easy  formally on six occasions each year. In addition to the formal Board

Foundation Trust an integrated care  to access and importantly promote  meetings, the Commission meets in workshop format, usually twice a organisation covering an acute hospital  independence, while ensuring people  year in May and September.

and adult social care in Torbay as well  are safe.

as Community Health in South Devon. Until the first Covid lockdown, all formal Board meetings were held in

person in Jersey. During the Covid pandemic, the Board adapted to

A former Director of Health and Social  meeting either remotely or in hybrid meetings. In the interests of value

Care in the UK, Si n has 45 years  for money and minimising environmental impact, the Board has decided experience of working in social care  to continue with this approach and will meet four times in person and in London, the South-West of England  twice remotely.

and in Wales, for local authorities and

the supported housing sector. This was a pilot approach for 2022 and will continue in 2023. It will be

kept under review to ensure it achieves an acceptable combination of

both an on-island presence and value for money.

The Board met, as planned, on six occasions throughout the year. At each Glenn Houston 6 out of 6 of its meetings, the Board received the following suite of documents:

Alison Allam 5 out of 6

Jackie Hall 6 out of 6 1 Agenda 2 Board  3 Minute

Lesley Bratch 5 out of 6

Minutes Summary 4 Chair s  5 Chief Inspector s  6 Budget Summary

Noreen Kent 6 out of 6

Angela Parry 6 out of 6 Report Update Report

Si n Walker -McAllister 6 out of 6

7 IntegrRegisterated Risk  8 Fscheduleorward Look

Over the course of the year, the Board s achievements included that it:

Board meetings are scheduled in advance, and the agenda and Board  Supported the Executive Team to consult on,  the Environment and the Minister for Health and Papers are shared with Commissioners, one week before the stated  develop and approve the ten new Standards  Social Services; the Children s Commissioner; date of the meeting. Meetings are open to the public and are advertised  relating to Children s Social Care. rotherepresentatives of the Cars. e Federation, and

on the Commission's website. Agendas and approved minutes are  Linked to the new Standards, approved the

published on the Commission's website. development of an inspection methodology and handbook, although this was not completed  Met with the Pregulation of statutorolicy Principal in ry children s serespect of the vices and

during 2022. contributed to the associated consultation.

The standing agenda items include minutes, a  The Commission does not operate a committee  Supported the Chief Inspector s publication of a  Reviewed the Commission s Constitution and report from the Chair and an update from the Chief  structure. There is no requirement to have an Audit  paper highlighting the Risks and Issues faced by  Framework Agreement with SPPP.

Inspector on any significant operational matters  and Risk Committee or Remuneration Committee.  the Social Care sector in Jersey.

since the previous Board meeting, including any  The Board currently deals with matters that would  Reviewed project updates in respect of a range enforcement action taken regarding regulated  come within the purview of such committees.  Comprehensively reviewed the Risk Register,  of operational and transformational work, activities. However, the Commission has undertaken to keep  to better demonstrate risk mitigation and to  ensuring that appropriate risk mitigation was in

its governance structure under review, especially  effectively understand impact. place.

Sufficient time is allocated to other important  considering its increasing remit and budget, and

matters, including financial reporting and risk  may decide in future that additional committees are  Reviewed key policies such as the Inspection  Approved the 2021 Annual Report, and 2022 management. Minutes show the Commission has  required to support the Commission in discharging its  Policy and the Escalation and Enforcement  Business Plan and Budget.

had detailed discussions on each of these issues,  statutory functions. Policies.

with Commissioners providing both support and  For the May 2022 workshop, Commissioners appropriate challenge.  Responded to written questions from States  played an essential role in chairing round table

Members and requests for input into consultation  discussions with representatives of regulated

A confidential session at each Board meeting allows  exercises. services in a planned event in the Town Hall . This members to consider any sensitive matters, including  helped to raise the profile of Commissioners with

items considered under legal privilege, or anything  Invited to the Board or otherwise met with, the  registered managers and was well received by confidential or of a commercially sensitive nature that  Director General of the Department for Strategic  providers.

cannot be shared openly. Policy, Planning and Performance (SPPP); the

Head of Governance (SPPP); the Minister for

One of the principal responsibilities of the Chair is to oversee the  Commissioners, including the Chair are not full-time employees. They effectiveness of the Commission, especially the work of the Board.  are contracted to work a certain number of days per year. In the case To carry out this function the Chair conducts annual appraisals with  of the Chair, this is 40 days per year, and in the case of Commissioners, each Commissioner and reports these to the Accountable Officer. The  while there is no set number of days, attendance and travel for all Board Accountable Officer appraises the performance of the Chair. meetings and workshops would require 10 days per year.

As part of the appraisal process for 2022, the  Some Commissioners asked that more time be Chair asked Commissioners to evaluate Board  allocated for discussion of complex issues and effectiveness using a structured survey. Overall,  expressed a need to consider increasing the Commissioners were positive about the conduct  frequency of Board meetings and workshops as of business and the impact of the Board on key  our remit expands. Commissioners also proposed decisions. There is consensus that the Commission  that we need to be clearer in summarising Board has a combination of the right skills and experience  decisions at the end of each Board meeting.

and is working well. However, Commissioners believe

Commissioners greatly valued the engagement

there is some room for improvement.

session with service providers in May 2022 and Commissioners welcomed the additional time  asked for similar events to be included in the available through Board workshops to explore  Communication Strategy and Plan going forward. complex matters in greater detail. Commissioners

agreed that the Board maintains a strategic focus

and exercises an appropriate balance between the

support and challenge functions. Commissioners

stated that the Board agendas cover the issues that

need to be addressed.

The Commission's Constitution requires that Board Members ensure  In the future, the Commission will take on a more complex range of that no conflict of interest arises, or could reasonably be perceived to  duties and responsibilities. For example, regulation of health and care arise, between their public duties and private interests. To assist with  has already been extended to cover aspects of social work services for discharging this requirement, the Commission maintains a register of  children and young people, such as fostering and adoption, along with interests for Commissioners. the Child and Adolescent Mental Health Services (CAMHS).

Shareholding   Unpaid office in  Additionally, strategic conversations are ongoing  workforce of skilled and experienced regulation

related to

Board Member Paid employment/consultancy Company   Other public appointment Commission  charitable/other  regarding the intention to extend regulation to  officers, whilst forging strategic partnerships with UK business body include key elements of healthcare, including acute  regulatory authorities such as CQC and Ofsted. The

hospital services, mental health and ambulance  Commission will also need to finalise Memoranda of Glenn Houston  Vice-Chair Disclosure and Barring  services. The Commission has also responded  Understanding with each of the UK Health and Social

Non-executive Chairperson Service (DBS) to public consultations on the proposal to make  Care Professional Regulatory bodies.

Date of appointment: None None  MCaerme bTreur ,s Nt  orthern Health and Social  None None assisted dying available in Jersey and how any such

01/05/2017 provision should be regulated in Jersey. These challenges form part of the regular discussion   MPreomsebceurt ,i oBn o  aS re dr v oi fc te h, e N Po urt bh lie cr n Ireland the Board has about risk. While mitigation will include

The Commission must be ready and enabled  ensuring the Commission s governance and controls to embrace new challenges and opportunities  remain fit for purpose, the Chair s assessment is that

Dr Alison Allam with confidence. Much of this will depend on  current controls and risk management arrangements Nmoenm-ebxeercutive Board   NHoosnp-citlainlical honorary contract, Royal Marsden  Member of the  the Commission being able to expand its direct  are adequate to manage these risks effectively.

management

  Associate at the Professional Records Standard  None None None committee of Chronic

D10a/t0e5o/f2 a0p1p7 ointment: Body (PRSB)  Illness Inclusion

  University of Liverpool

Si n Walker -  Associate, UK Local Government Association

McAllister (LGA)  

Non-executive Board   Independent Chair of Dorset, and Bournemouth,

member Christchurch & Poole Safeguarding Adults Boards  Non-Executive Director of Torbay &

None South Devon NHS Foundation Trust  None None

Date of appointment: (2 Boards)

(appointed 01 September 2022)

10/05/2017  Joint Convenor of the National Safeguarding

Health Improvement Programme) The Commission relies on the timeliness and accuracy of financial

Adults Board Network (funding through the Care &

reports drawn from the States of Jersey s financial systems.

Noreen Kent These systems are subject to review and scrutiny by our sponsoring Nmoenm-ebxeercutive Board  Greater Glasgow & Clyde Health Board, Nurse  department, Strategic Policy, Planning and Performance, and by

D16a/t1e2o/f2 a0p2p0ointment: COVID-19 Vaccinator (Bank) None None None None Treasury. Since inception our accounts have been included in the audit

of the whole of Government of Jersey accounts.

  Commissioning Consultant (APRA Management

Ltd.) - various UK based Health and Social Care

Angela Parry organisations and public bodies. The Regulation of Care (Jersey) Law 2014 requires  The information contained in the Finance section has Non-executive Board   Trainer/Assessor that the Commission include in its Annual Report  been quality assured by Treasury and is accurate and

member  National Commissioning for Wellbeing Level 5 None None None None a statement of independently audited accounts.  complete.

D16a/t1e2o/f2 a0p2p0ointment:  CVaerrito. us local authorities and commissioning Unfortunately, the Commission cannot comply

groups.  with this requirement until the appointment of  As Chair of the Board of Commissioners I am satisfied

independent auditors. This is a legitimate aspiration  that appropriate financial controls are in place, value

  A(LsGsoAc)iate, UK Local Government Association and statutory responsibility which is the subject of  for money is being achieved, and that public funds

on-going discussion with the Accountable Officer. are being used for the purposes intended.

Tribunal member, social entitlement

Jackie Hall chamber (PIP)

Non-executive Board  However, it is important to note that the

member None None Tribunal Member Mental Health Review  None None Commission s accounts are included in the audit of

D16a/t1e2o/f2 a0p2p0ointment: Tribunal the whole of Government accounts and there are no

concerns arising from this process.

Resigned as

Committee member Lesley Bratch for Enable Jersey

Non-executive Board  21/09/22. Remains member None None None None a friend of the Charity

Date of appointment: and will feed into 1/10/2021 particular pieces of

work if and where

appropriate.

The Commissioners

  Staff  As Chair, I have responsibility for reviewing the effectiveness of the  Report

overall system of internal control.

I form an opinion on regularity on the basis of my own  Based on my review and the information contained  work, reports provided to the Board, the scrutiny and  in this report, I am satisfied with the arrangements in  oversight of the Board of Commissioners and the  place for governance, risk, assurance, and internal actions of the Chief Inspector and staff employed by  control.

the Commission. In addition, I participate directly in

quarterly accountability meetings with the sponsor

department SPPP, attended by the Director General

in his capacity as Accounting Officer.

The staff working for the Commission are appointed to the Commission but are employed by the States Employment Board (SEB).

    Commission staff are on SEB standard terms and  new roles, the Deputy Chief Inspector, and Head of conditions for Civil Servants including matters  Business and Performance, were created to replace

relating to pension, pay and associated pay  a previous role of Head of Governance Policy and

Other than the discrepancy with the independent auditing of the accounts,  increments, flexible working policies. Staff are  Standards, to reflect the requirement for more

I can report that there were no significant weaknesses in the Commission s  paid via standard Government of Jersey payroll  specialised operational and corporate support for the internal controls in 2022 that affected the achievement of our objectives.  arrangements. Chief Inspector and the Board.

The Corporate Governance Report has been signed on 17 April 2023. In 2022, there were 12 permanent staff members.

The new Chief Inspector, Becky Sherrington, was appointed in December 2021. Three new Regulation Officers were also appointed during 2022. Two

Staff are paid in accordance with the Civil Service pay  scales.  

Pay scales range from Civil Service Grade 15  to Civil Service Grade 6. The Chief Inspector is  a Grade 15, with one staff member a Grade 13,  7 Staff members Grade 12, one Grade 7 and  two Grade 6s. Civil Service pay scales for 2022  can be viewed on the Government of Jersey  website. The total cost of staff in 2022 was  £770,062.

In respect of fair pay disclosure, the highest  Glenn Houston paid member of staff received 2.5 times the  

lower quartile pay and 1.4 times the median  Chair of the Board of Commissioners, Jersey Care Commission pay.

Staff Report Staff Report

The Commission is a small  During 2022 the Commission underwent a Pulse Survey to establish organisation but has conducted  engagement of staff and seek feedback from staff on their views about the gender pay gap analysis.  organisation. The overall results class the Commission in the top category.

The pay gap is calculated at 15% for the  

Commission s executive staff which compares to an  BCI INDEX SCORE

average Jersey Gender Pay Gap of 12% and just 2%