States of Jersey Group Annual Report and Accounts 2024

Our Purpose

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

• provide strong, fair and trusted leadership for the Island and its people

• deliver positive, sustainable community, economic and environmental outcomes for Jersey

• ensure effective, efficient and sustainable management and use of public resources

• ensure the provision of modern and highly valued services for the public

Structure of the Annual Report and Accounts

The Annual Report and Accounts is made up of the following Parts:

Minister for Treasury and Resources Foreword  4 In Brief  6

Sets out a summary of key points.

Part 1: Performance Report  12 Sets out a summary of the financial performance of the States of Jersey Group

and the performance of the Government of Jersey. Also included are a number of

highlights from Non-Ministerial Departments and the three wholly-owned entities.

Part 2: Accountability Report  95

Sets out information on the composition and organisation of the States of Jersey Group and its governance structures, and how these support the achievement of the States' strategic objectives. It also includes the Remuneration and Staff Report and a breakdown of actual spend against the budgets approved by the States Assembly in the Budget (Government Plan).

Part 3: Financial Statements  172 Are the audited statutory financial statements for the States of Jersey Group. The

accompanying notes in Part 4 provide further breakdowns and explanation of the

income, expenditure and asset and liabilities reported in the financial statements.

Part 4: Notes to the Accounts  177

Throughout the report

The magnifier icon identifies that further information is available: Business Plans 2024

Annex 1 - Government Department Annual Reports

Where the seatbelt icon appears it indicates a principal or notable risk or Issue

Minister for Treasury and Resources Foreword

Deputy Elaine Millar

Minister for Treasury and Resources

Jersey's strength has always been built on prudent financial management, a commitment to living within our means, and making sure that we protect our reserves for the future. Unlike many other jurisdictions, we have low levels of borrowing and by making responsible financial decisions, we continue to provide stability and security for Islanders. The 2024 Accounts continue to demonstrate that strength, with strong investment returns adding to our balance sheet. While the Government does not rely on these returns to fund core services, they provide a reassuring financial cushion that strengthens the Island's overall financial resilience.

Our income has improved significantly, driven by a strong economic performance. Expenditure has also risen, limited largely to:

• Reinstatement of the States Grant to the Social Security Fund at £77 million

• The ongoing impact of inflation on public sector costs

• Investment in critical areas, particularly healthcare and the Government's strategic priorities.

We have begun to curb spending growth, as demonstrated by the reduction in our expenditure for consultants, which has dropped by 24%. This success will continue in order to ensure our services to Islanders remain affordable.

We cannot ignore the challenges we face, both today and in the years ahead. In 2024, our tax revenues and day to day operational income exceeded our operational expenses, generating a surplus; however, this turned into a deficit after taking account of depreciation. This was largely anticipated in the Budget, but unexpected pressures in the Health Department have required us to draw on our contingencies to keep our spending within approved limits.

We are making progress across our Common Strategic Policy (CSP), alongside delivering the critical services that Islanders rely on every day. From healthcare and education to social security and infrastructure, we remain focused on meeting the needs of our community while planning for the future. On capital spending, we are moving forward with the new hospital and delivering essential infrastructure projects that will benefit Jersey for generations to come.

As we look ahead to 2025, our priority is clear - we must continue to deliver on the CSP while ensuring financial sustainability. This means delivering savings, managing costs and continuing to live within our means, not just for the coming year but for the long-term stability of our public finances. Rising healthcare costs, an ageing population, the cost-of-living pressures on Islanders and the ongoing need to invest in our infrastructure all require careful planning and responsible investment.

Compared to other jurisdictions, however, Jersey is in a strong position to navigate these pressures with strong growth in our reserves, as a result of strong market performance and our successful investment strategies.

By maintaining financial discipline and making smart investments in our future, we can ensure long-term sustainability for all Islanders.

Deputy Elaine Millar

Minister for Treasury and Resources

Date: 28 April 2025

Annual Report and Accounts 2024 In Brief

The Annual Report and Accounts is the Government of Jersey's document setting out the financial performance of the States of Jersey Group and the performance of the Government of Jersey including on sustainability. It includes information on what makes up the States of Jersey Group and how it is organised and governed to support achievement of the States' strategic objectives.

The report also includes the Remuneration and Staff Report and a breakdown of actual spend against the budgets approved by the States Assembly in the Budget (Government Plan).

The Financial Statements are the audited statutory financial statements for the States of Jersey Group. The accompanying notes provide further breakdowns and explanation of the income, expenditure and asset and liabilities reported in the financial statements.

This Annual Report and Accounts covers the calendar year 2024.

Topics that relate to the Common Strategic Policy 2024 to 2026 are noted by use of "(CSP)".

For detailed information please see the Financial Review and Financial Statements

Summary of the financial performance of the States of Jersey Group

Consolidated Fund

Whilst General Revenues were in line with the Government Plan 2024-2027, additional spending on Health and the reintroduction of the States Grant to the Social Security Fund have resulted in an overall deficit position.

GENERAL REVENUE INCOME  NET DEPARTMENTAL  OPERATING (TAXES AND OTHER INCOME  EXPENDITURE  BALANCE RECEIVED)  (SPENDING ON DELIVERING

SERVICES FOR ISLANDERS)

£1,203m  £1,193m  £63m Deficit

YoY: £125m  YoY: £177m (11.6%)  (17.4%)

States of Jersey Group

The Group has been recording deficits since the COVID-19 pandemic, initially because of additional spend to respond to the pandemic and protect Islanders and the economy, and more recently due to expenditure growth including inflationary pressures and pay awards.

Delivering for Islanders

Below is representative of the range and volume of services delivered to Islanders

11,478  186,050  60  390,000

children in  school meals  children  loans from Government schools  served  looked after the public library and colleges (Apr-Dec)  network

44,517  32,478  148,990  2.2m

Emergency  inpatient  outpatient  Items***

Department attendances  admissions* Hospital attendances*  prescribed Island-wide

31,344  33,427  1,548  525,000

calls handled  Old Age  Long-term  days

by the Emergency  Pension Claims** Care claims** Short Term Incapacity Services Control Centre Benefit paid

37  432,941  355  9,650

homes  tonnes  miles  reactive purchased through the  of freight through the  of underground  maintenance First Step assisted  commercial port drainage pipes and  tasks undertaken purchase scheme tunnels maintained

6.9km  1,369  1m  10m m3

of roads  cattle tested for  vehicle visits  waste water resurfaced bovine tuberculosis to the Household  treated

Recycling Centre

*excluding private ** at year end 31 Dec 2024  *** excl Hospital Pharmacy

Performance highlights

Nutritious School meals (CSP)

• Nutritious hot school meals were made available in all Government of Jersey non-fee- charging primary schools. This was enabled by building works in 16 primary schools and the recruitment and training of Catering Assistants.

New Healthcare Facilities Programme (CSP)

• The States Assembly approved funding for the Programme as part of the 2025 Budget

• The dilapidated and unused healthcare buildings at Overdale have been demolished, with the safe removal of more than 20 buildings and associated structures

• The planning application for a new Acute Hospital was submitted. It was approved subsequently in February 2025

• Construction of the new hospital facilities is due to start in 2025, with completion anticipated by the end of 2028

GP Fees (CSP)

• Islanders now pay less for a GP visit following an additional £10 subsidy for GP surgery visits; a reduced patient fee for low-income households; and free consultations for all full- time students

VAWG Taskforce recommendations (CSP)

• Strong progress has been made against the Violence Against Women and Girls (VAWG) Taskforce recommendations including legislative reform, immigration policy, victim- survivor support, healthcare provider training, and awareness campaigns

Service Performance

The measures included below represent a range of achievement across departments and types of outcome for Islanders

73.2% Target more than 69.3%  31 days Target less than 36  55 weeks Target less than 13

pupils achieving an English and  average waiting time  average waiting time mathematics GCSE (equivalent)  for CAMHS assessment  for CAMHS assessment at grades 4 and above (CAMHS generic) (neurodevelopmental)

7.2 days Target less than 10  94% Target more than 85%  63% Target more than 85%

Average length of  Referrals to Mental Health Crisis  Elective theatre utilisation Emergency stay (Hospital) Team assessed within 4 hours

6:44 Target less than 7 minutes  55.85% Target 50.9%  82.9% Target 90%

Ambulance Category 1  Fire and Rescue emergency  Emergency calls answered within average response time response within 10 minutes 10 seconds

Performance highlights (continued)

Housing (CSP)

• The launch of the First Step Assisted Home Ownership Scheme helped eligible Islanders afford to buy their first home. It makes use of £10m allocated in the Government Plan and works in partnership with Andium Homes. The scheme helps eligible Islanders with up to 40% of the cost of buying a home in the open market and takes the form of an interest free equity loan.

• A new Rented Dwelling Licensing Scheme was opened to help improve the standards of rental accommodation. This new legislation ensures that rented accommodation is regulated, Islanders can enjoy a safe living environment and have a course of action to remedy any issues.

MONEYVAL report

• Jersey's Fifth Round Mutual Evaluation Report was published after several years' work.

• It assessed Jersey against international standards to determine the effectiveness of the Island's anti-money laundering and counter-terrorist financing measures.

• It concluded that Jersey's effectiveness in preventing financial crime was among the highest level found in jurisdictions evaluated around the world.

• The report demonstrates Jersey's commitment to anti-money laundering and counter- terrorist financing measures.

• MONEYVAL is the Committee of Experts on the Evaluation of Anti-Money Laundering Measures and the Financing of Terrorism.

Government Fees, Duties and Charges kept as low as possible (CSP)

• Alcohol duty frozen for 2025; more small distillers now eligible for the 50% reduced rate

• Income tax allowances have risen by 3.6% to £20,700 for single taxpayers

Service Performance

The measures included below represent a range of achievement across departments and types of outcome for Islanders

96.5%  Target 95%

Income Support new claims set up within Service Level Agreement

F

74.7%  Target 70% 78  Target 50 567,750  Target 600,000

Sustainability of permanent Job  Net Promotor Score  Optimise/increase Island visitor Starts greater than 6 months for Jersey Business numbers

Performance highlights (continued)

Planning service reform (CSP)

• Improvements have been made since the MacKinnon Report on the Planning Service in order to make it easier and quicker for Islanders to seek permission for home modifications.

• Whilst a headline measure just missed target (see below) performance improvements included a 30% drop in pending applications; 86% of Determinations within target time; and Validations timescale improved by 80%

Investing in the built environment

Schools  Sewage Treatment Works

• The La Passerelle Secondary School  •  New Bio-Solids Storage Facility was Scheme planning application was  completed to store bio-solids safely and submitted  efficiently, supporting the treatment and

• Mont à L'Abbé Secondary School project  recycling of sewage sludge. This is part of purchased a field adjacent to the school  a broader effort to improve waste

to support submission of a planning  management and environmental application in 2025  sustainability on the island

Oakfield Sports Centre  Elizabeth Harbour development

• Significant progress was made on the  •  Ports of Jersey plans were approved. The extension to provide high-quality sports  aim is to enhance the Island's maritime facilities that will allow for the relocation  infrastructure, support economic growth, of sports activities from Fort Regent  and improve passenger experience

Marine Spatial Plan

• The States Assembly approved the Marine Spatial Plan that will benefit the Island's marine environment for species that live in, and Islanders who work and play in our territorial waters

Service Performance

The measures included below represent a range of achievement across departments and types of outcome for Islanders

Performance highlights (continued)

Customer Feedback Customer Satisfaction

Customer Satisfaction beat target again and bettered the 2023 score of 80.6%.

The measure is the proportion of customers saying they were "very satisfied" or "satisfied" with the service they had received.

Complaints

1,286 received  Widehnetnif ythsinhgosrt cgoomwinrognsgawnde peuntdtehainvgosu rr itgoht

quickly and to the satisfaction of the person 2023 was 1,639  complaining.

Top three causes (change vs 2023)  To improve consistency of information'

• How you access our services 344 (-30%)  actions taken include more training and

• Consistency of information 306 (+49%)  updates for colleagues plus improved

• Attitude and Behaviour 261 (-18%)  processes and controls to ensure accuracy.

Curbing growth in Public Expenditure

• Reductions in the cost of consultants, agency and other temporary workers. An external recruitment freeze for civil service positions at Grade 11 and above. Several senior-level redundancies all contributed to the commitment to curb growth of the public service

• Whilst the number of public sector workers increased in 2024, particularly in health care and teaching, the rate of increase was lower than the previous year, and there was a £10 million reduction in the costs of agency and other temporary workers

• The use of third-party consultancy decreased significantly in 2024, which can be seen in the reporting of expenditure in the Remuneration and Staff Report

Support For Strategic Projects

• The Funding Strategy for New Health Facilities was approved in the Budget 2025-2028, as was the purchase of the New Government Headquarters

Union Street office

• Centralisation of various government services in the new office will make them more accessible and efficient for Islanders and the public service

• This will release 10 office spaces from the Government estate, which will be sold to release capital, or tenancies ended to reduce revenue expenditure

Performance Report

Introduction

The Performance Report includes the following:

• The Chief Executive Officer's Report

• How Islanders' Money Is Used

• Summary of performance

• Financial Review

• Sustainability Report

Annex 1 - Government Department Annual Reports

Where the seatbelt icon appears it indicates a principal or notable risk or Issue

Performance in 2024

Dr Andrew McLaughlin

Chief Executive Officer

As we reflect on the achievements of the Government of Jersey over the past year, we can take pride in the significant strides made towards enhancing public services, curbing growth in the public sector, and delivering on the priorities of the Council of Ministers (approved in May 2024 as part of the Common Strategic Policy 2024-2026).

In education, we made nutritious hot school meals available in all non-fee-charging primary schools, ensuring that every child receives a healthy meal as part of their day. The support for this included extensive logistical and infrastructure works across 16 schools and the recruitment and training of additional Catering Assistants.

Healthcare has also seen tremendous progress with the approval of funding for the new healthcare facilities programme as part of the 2025 Budget. We've demolished the outdated and unused healthcare buildings at Overdale and submitted the planning application for the new Acute Hospital, which has already been approved. Construction is set to begin in 2025, with the new facility expected to be completed by the end of 2028.

Islanders' health and well-being has been supported through initiatives like the GP fees subsidy, which reduces the cost of consultations, especially for low-income households and full-time students. Likewise, significant progress has been made in addressing violence against women and girls (VAWG) through the implementation of key recommendations from the VAWG Taskforce, including legislative reforms, awareness campaigns, and support services for victims.

Notably, the launch of the First Step Assisted Home Ownership Scheme, aimed at helping Islanders purchase their first home, has been a vital step in supporting affordable housing initiatives.

We also made significant progress in planning service reform and infrastructure development with new projects like the La Passerelle Secondary School Scheme, the Oakfield Sports Centre extension, sewage treatment works, and the Elizabeth Harbour development. Each of these projects will help shape a brighter, more sustainable future for Jersey, and they are just the start of much larger regeneration plans benefiting both current and future generations.

Jersey's commitment to fighting financial crime was also recognised with the release of the MONEYVAL report, which affirmed that our anti-money laundering and counter-terrorist financing measures are among the most effective globally.

While we've seen strong performance in customer satisfaction, we are always looking for ways to improve, and we continue to listen to feedback to ensure that we meet the needs of all Islanders. This has been particularly evident with the move to our new offices in Union Street where more Government services are accessible and available from one place than ever before. And I am pleased to report the highlights of our service performance show how we are continuously improving in critical areas such as mental health services, emergency response times, housing, and business support.

Finally, as part of our broader financial stewardship, we have taken decisive steps to curb public sector expenditure and growth, including reducing the reliance on consultants and temporary workers, an external recruitment freeze for civil service positions at Grade 11 and above, and several senior-level redundancies. This fiscal responsibility ensures that we continue to deliver essential services while managing public finances effectively.

As we look ahead, the Government of Jersey remains focused on delivering progress, curbing growth, and building a sustainable future for all Islanders. Thank you to all our dedicated civil servants, frontline colleagues, partners, and the public for your ongoing support and collaboration, as we continue to help improve Islanders' lives.

I commend the Performance Report to all interested parties. Yours

Dr Andrew McLaughlin Chief Executive Officer

Date: 28 April 2025

Scope of the Annual Report and Accounts

The Annual Report and Accounts contains a wide variety of information on the performance and finances within the States of Jersey Group.

Similar to other national governmental structures, the States of Jersey Group comprises a large, complex and diverse group of structures and entities which provide a very broad array of public services and vary widely in size, scope, budget, roles, and responsibilities. Some entities may also have their own constitutional and/or legal identity, inter-relationships, governance and accountability arrangements.

This constitutional and structural complexity, together with the breadth of public services provided, presents a challenge when compiling an Annual Report and Accounts that is understandable, meaningful and proportionate in terms of scope, length and detail.

In order to help make sense of this complexity:

• Many matters within the Annual Report and Accounts are the responsibility of the Government of Jersey. Where that is the case reference is made to Government of Jersey', which refers to the Ministers and the Ministerial Departments.

• Where this publication also covers the wider States of Jersey Group, or other entities or groups within the States of Jersey Group, references are made to the States of Jersey Group, the group of entities within the States of Jersey Group, or the entity itself.

• Many of the States of Jersey Group entities, organisations and bodies publish their own individual Annual Reports. Links to relevant websites can be found at States of Jersey Group entities and other organisations and bodies (gov.je).

The States of Jersey Group and the Accounting Boundary

Consolidated Fund

The Consolidated Fund is the main fund through which the States collects taxes, other income, and spends money in providing services. Income received or due is accounted for in the Consolidated Fund, except where specified in Law. Expenditure from the Consolidated Fund is made via Ministerial and Non-Ministerial departments and is approved by the States Assembly in the Budget (Government Plan).

Core entities (Consolidated Fund plus States Funds)

In addition to the Consolidated Fund, other States Funds have been established for specific purposes under the Public Finances Law. Together these form the "Core Entities" of the States of Jersey.

SOJ Group (Core Entities plus Wholly-Owned Companies]

Note 4.24 provides further information on the Accounting Boundary

How Islanders' Money Is Used

The diagram below demonstrates the cash inflows and outflows to and from Islanders and Businesses.

Key roles and responsibilities

The States Assembly, also known as the States of Jersey[i], is the parliament of Jersey. It is responsible for making new laws and regulations; approving the amount of public money to be spent every year; approving the amount of tax to be raised; and holding Ministers to account2.

The States Assembly appoints the Council of Ministers (CoM'), which comprises the Chief Minister and, in 2024, twelve Ministers.

The purpose of the CoM is to serve and represent the best interests of the Island and its citizens. In order to do this CoM must:

• provide strong, fair and trusted leadership for the Island and its people

• deliver positive and sustainable economic, community and environmental outcomes for Jersey

• ensure effective, efficient and sustainable management and use of public resources

• ensure the provision of modern and highly valued services for the public.

The functions of the CoM collectively include co-ordinating the policies and administration for which they are responsible as Ministers, discussing and agreeing policy which affects two or more of them, and prioritising executive and legislative proposals3.

Each Minister is a corporation sole4. Their functions include carrying out their legislative responsibilities and, for the purpose of reaching policy decisions, providing policy direction to

officers, having given fair consideration and due weight to informed and impartial advice from such officers5. The senior officer in any administration of the States for which a Minister is assigned responsibility (usually the Chief Officer of a Government Department) is accountable to that Minister in respect of policy direction6.

The Chief Executive Officer (CEO') is the Chief Executive to the CoM and Head of the Public Service. In this context, they are the principal advisor to the CoM and are

accountable for the administration and general management of the public services and implementation of corporate and strategic priorities. As Principal Accounting Officer, the CEO must also ensure the probity and regularity of the finances and that resources are used economically, efficiently and effectively.

The CoM and Ministerial departments are collectively referred to as The Government of Jersey

The Accountability Report contains further information on the membership of CoM

Sustainable Wellbeing and the Future Jersey Vision

The Public Finances (Jersey) Law 2019 commits the Council of Ministers to take into account the sustainable wellbeing (including the economic, social, environmental and cultural wellbeing) of the inhabitants of Jersey ('Islanders') over successive generations when preparing the Budget (Government Plan) each year.

Future Jersey is a long-term vision for our Island. It is based around the Island Outcomes and was developed through a consultation with Islanders, combined with data on how Jersey is currently performing. The Common Strategic Policy 2024-26 which was approved by the States Assembly in May 2024 is based around the Future Jersey vision and the ten Island Outcomes.

The Future Jersey Vision

An Island loved for its beautiful coast and countryside, rich heritage, diverse wildlife and clean air, land and water. An Island where a sense of community really matters - a safe place to grow up and enjoy life. An Island that offers everyone the opportunity to contribute to, and share in, the success of a strong, sustainable economy.

Island Outcomes

The ten Island Outcomes within the Future Jersey vision are grouped in three Wellbeing Themes' (Community Wellbeing, Economic Wellbeing and Environmental Wellbeing)

The Jersey Performance Framework

The Jersey Performance Framework is used to manage the Government of Jersey's performance. It is underpinned by a shared ambition for the sustainable wellbeing of current and future Islanders.

The Jersey Performance Framework comprises:

• The Island Outcomes and Indicators; and

• Service Performance Measures

Progress over time towards the Island Outcomes and the sustainable wellbeing of Islanders over successive generations is monitored using the Island Outcome Indicators which are updated over time and published on gov.je.

Island Outcome Indicators (gov.je) Service Performance Measures

Departments monitor how well they are delivering operational services through the use of Service Performance Measures which are published on gov.je.

Department Annual Reports include summaries and reference to the most significant measures of interest for the year.

Annex 1 - Government Department Annual Reports Annual Service Performance Measures for 2024

The Common Strategic Policy

Each new Council of Ministers is required, at the beginning of its term of office, to lodge with the States Assembly a statement of its common strategic policy'. The Common Strategic Policy sets out the shared strategic policy of the Council of Ministers and is debated and approved by the States Assembly.

Common Strategic Policy 2024 – 2026

At the start of 2024 the Common Strategic Policy 2023-2026 of the previous Council of Ministers was in place. This was superseded following the appointment of a new Council of Ministers in January who lodged a proposed CSP for their term in office. Common Strategic Policy 2024-2026 was approved by the States Assembly in May 2024.

Sustainable  Island Our Priorities

Wellbeing  Outcome

Key documents

The following documents describe the political priorities; the agreed funding position for the year; and the plans to support delivery.

Common Strategic Policy (CSP')

The shared policy of the Council of Ministers

CSP 2024-26 (adopted 21 May 2024) is applicable to the majority of the year following the formation of a new Council of Ministers in January 2024.

Budget (Government Plan)

Sets out the funding position for the Government, including income, and capital and revenue expenditure.

Prepared, debated and approved annually.

Adopted by the States Assembly on 14 December 2023 for 2024

Business Plans

Set out detailed plans to support the delivery of the Budget (Government Plan).

Helps Ministers and the CEO in holding Chief Officers to account for their delivery.

Published in summer 2024 following the formation of a new Council of Ministers in January 2024

Service Delivery

In 2024 there were nine Ministerial Departments (with their Ministers collectively known as the Government of Jersey') and nine Non-Ministerial Departments (which are responsible for areas such as the States Assembly and the Courts). These departments collectively employed a headcount of 8,755 (at 31 December 2024) which is approximately 13% of the Island's working age population.

Colleagues are a mixture of full-time and part-time, and permanent and fixed-term contracts, with flexibility very much at the forefront of workforce planning. These colleagues are supplemented by agency and locum staff, particularly in Health and Community Services, where necessary. The Government also spends money on contractors, either where it is struggling to recruit or where the need is for specialist expertise which it would not be cost- effective to employ directly. Difficulty in recruitment is a risk to service delivery, not just in "front-line" service areas like Health and Education, but also in "backroom" functions like Treasury and Exchequer. The staffing complement is a mix of civil servants (with roles ranging widely from, for example, Occupational Therapists, Biomedical Scientists and Social Workers to Waste Engineers, Customer Services Advisors and Policy Officers), Doctors and Consultants, nurses and midwives, uniformed services (like the Ambulance and Fire Services), teachers and lecturers, Crown Appointments (like the Bailiff and Attorney General) and other pay groups.

The Ministerial Departments work closely with their respective ministers to deliver Government policy. Ministers are responsible for policy decisions and departments deliver those decisions, with each department having an Accountable Officer who ensures spending is proper, regular and good value for money. Those Accountable Officers have regular meetings with their Minister(s) and make proposals to the relevant Minister where formal decisions are needed. On the rare occasions when Minister and Accountable Officer disagree on a proposed course of action, there is a process by which the Minister can direct the Accountable Officer, provided that the proposed action is legal.

Departments also work with many other bodies to deliver services to Islanders. Some of these are included within the "accounting boundary", which means their results are presented as part of this Annual Report and Accounts. Some are outside of that boundary and are paid by the States through grants or contracts for services. Bodies may be States Owned Entities or "Arm's Length Bodies".

Many of the States of Jersey Group bodies publish their own individual Annual Reports States of Jersey Group entities and other organisations and bodies

The Government also works closely with many other organisations that are not States- established or -controlled, though which serve Islanders. This group includes the twelve Parishes.

Comité Des Connétable s | Jersey Parishes

PERFORMANCE REPORT ACCOUNTABILITY REPORT  FINANCIAL STATEMENTS  NOTES TO THE ACCOUNTS

The Government  of Jersey  

The Council of Ministers and  ministerial departments are  collectively referred to as the  Government of Jersey

The chart to the right shows  the organisation following  departmental changes at the  end of the year  

24

Government of Jersey Performance Summary

The Government of Jersey performance summary is structured using the Sustainable Wellbeing Themes of Community Wellbeing; Economic Wellbeing; and Environmental Wellbeing.

For each Wellbeing Theme this report includes:

• The Island Outcomes

• The relevant Common Strategic Policy 2024-26 priorities

• A list of the key ministers and departments

• Delivery and performance highlights – with links to further details. For each Island Outcome the highlights included represent the most significant delivery activity against business plan objectives. The service performance measures included are representative of the range of performance within that Outcome.

• Key risk headlines taken from the Accountability Report that contains further details.

A separate section focuses on the Corporate Performance' of the Government of Jersey. This is because not every activity of Government contributes directly to the Island Outcomes, although they may have an indirect impact. Examples include activity to improve the customer experience, the efficiency and effectiveness of public services, the delivery of projects or programmes. Activity relating to environmental and social sustainability of the Government is described in the Sustainability Report.

Departmental performance is described in more detail in Annex 1 - Government Department Annual Reports

Non-Ministerial Departments

A final section of the Performance Report contains highlights from Non-Ministerial Departments. These are non-executive and legal departments that form part of the public service though sit outside of the government department structure. They are a range of individual bodies that vary in size, have diverse, distinct and important roles and operate under different legislation. Their common feature is that accountability does not lie with Ministers. Accountable Officers for Non-Ministerial Departments, usually the Chief Officers, are accountable directly to the States Assembly through the Public Accounts Committee.

Non-executive and legal departments

Wholly-owned entities

Some references to the three wholly-owned entities* are also included in the Performance Report at relevant points, noting that these entities produce their own Annual Report and Accounts, published on their respective websites.

*Andium Homes Limited, Ports of Jersey Limited, The States of Jersey Development Company Limited States of Jersey Group entities and other organisations and bodies (gov.je)

Community Wellbeing

Island Outcomes

Learn  Health  Safety  Vibrant and and grow  and Wellbeing  and Security  Inclusive

Community

Islanders are  Islanders enjoy long,  Islanders feel safe  Islanders enjoy living encouraged to learn  healthy, active lives and protected at  in a vibrant and

and grow at all  home, work and in  inclusive community stages of their life. public

CSP Priorities for 2024-2026

• Extend nursery and childcare provision

• Implement the recommendations from the Violence Against Women and Girls Taskforce report

• Provide a nutritious school meal for every child in all States primary schools

• Start building a new hospital at Overdale

• Increase the provision of lifelong learning and skills development

• Reduce GP fees

Departmental performance is described in more detail in Annex 1 - Government Department Annual Reports

Learn and Grow

Delivering for Islanders

11,478  186,050  390,000

children  school meals  loans from

in education  served  the public library network

*GoJ schools and colleges  *Apr to Dec

3,281  638  237

Young people  full time students  families

accessing Jersey Youth  at Highlands  receiving Early Help Service *aged 16-24  *at end of 2024

(CSP) Early Years

• Published Early Years Plan

• Increased nursery and childcare provision for 2-3 year olds with additional needs

• Best Start Jersey launched universal opportunities for development and progress reviews for all children

• Recruitment and retention improvements

(CSP) Lifelong Learning

• Duplicated training offerings removed

• Options trialled with students

• Promotion to "not in employment, education, or training" (NEET) people improved the provision

• Jersey Youth Service additional provision tailored to those hardest to reach

Children's Service Improvement Plan

• Corporate parenting board strengthened

• Group created to improve the involvement of children and young people

(CSP) School meals

• Nutritious hot school meals rolled out to all primary schools, enabled by

• building works in 16 primary schools
• a pilot approach
• recruitment and training of Catering Assistants

• Good uptake and positive benefits

Terms and Conditions of Education workforce groups

• Oversight group for improving T&Cs for school teachers

• Agreement to three-year pay award for school staff groups

• Commitment from SEB** to review T&Cs for school leaders

• Teaching Assistant Framework redesigned

** States Employment Board

• Service Performance Measures

31 days  13.4%  73.2%

average waiting time for  re-referrals to Children's  pupils achieving an CAMHS assessment  Social Care in 12 months  English and mathematics (CAMHS generic)  GCSE (or equivalent)

at grades 4 and above Target less than 36 days  Target less than 17.1% Target more than 69.3%

55 weeks  42.9%  8.8%

average waiting time  long term placement stability  average rate of

for CAMHS assessment  (children who have been looked  exclusions from school (neurodevelopmental)  after for 2.5 years or more and

have been in the same placement

for 2 years)

Target less than 13 weeks  Target more than 74.8%  Target less than 4.2%

For further information on these and other delivery and service performance highlights see Annex 1 - Government Department Annual Reports

Health and wellbeing

Delivering for Islanders

44,517  32,478  148,990

Emergency  inpatient  outpatient Department attendances admissions*  Hospital attendances*

8,266  234,476  2.2m

procedures  items from  items

carried out*  the Hospital Pharmacy  prescribed Island-wide **

827  1,145  22,047

referrals to  referrals to CAMHS  journeys completed

Children's Social Care Service  *Child and Adolescent Mental Health  by the Patient Transport Service

Services

60  16  95,223

children looked after  adult mental health  community contacts*** bedrooms at Orchard Ward  with Mental Health Service

*Excluding private ** excl Hospital Pharmacy  *** Oct23 to Oct 24

(CSP) New Healthcare Facilities (NHF)

• Demolition of the Overdale site completed

• Relocation of Samares Ward to St Ewolds

• Clinique Pinel open

• Planning and Funding for new Hospital approved

Quality and Safety

• Cardiology Pilot Programme selected to be part of UK National Quality Improvement initiative

• Increased transparency and accountability achieved through Advisory Board and Committee reporting

• New Maternity Unit open

Access to Care

• Significant improvements to the breast screening programme and free bowel screening expanded

• 20 digital health projects delivered, strengthening digital efficiencies and improving patient care

Prevention of Disease Initiatives

• Implementation of flu and Covid vaccine services to Primary Care (GPs and Pharmacies)

(CSP) GP charges

• Increased financial subsidy for GP surgery visits by an additional £10

• Reduction in patient fee from £12 to £10 for GP surgery visits for low-income households

Experience of Care

• Improvements to Patient Advice and Liaison Service (PALS) to increase usage and feedback

• Patient feedback identified good practice and areas for improvement

• Development of a Neuroinclusive Strategy, in partnership with Autism Jersey and other key stakeholders

Workforce and Culture

• Freedom to Speak Up Guardian helped staff more able to escalate concerns

• Beresford Street Kitchen and Thyme Out initiative supporting Islanders with learning disabilities and / or Autistic people into work

Community Initiatives

• Scheme to provide free period products within the community fully implemented

• Service Performance Measures

7.2 days  94%  88%

Emergency length of stay  Referrals to Mental Health Crisis  Referrals to Mental Health Team assessed within 4 hours  Assessment Team within 10

working days

Target less than 10 days  Target 85% or more Target 85% or more

812  11%  63%

Patients waiting over 52 weeks  Did Not Attend rate  Elective theatre utilisation for first outpatient appointment  (adults only)

Target fewer than 333  Target less than 8%  Target more than 85%

For further information on these and other delivery and service performance highlights see Annex 1 - Government Department Annual Reports

Safety and Security

Delivering for Islanders

11,653  1,176  31,344

incidents attended  incidents attended  calls handled

by States of Jersey  by States of Jersey Fire and  by the Emergency Services Ambulance Service  Rescue Service  Control Centre

£885k  155

value* of drugs  daily* population seized by Jersey Customs  at HMP La Moye and Immigration Service

*estimated  *average

45

cyber security incidents

Support provided to Islanders and organisations

(CSP) Violence Against Women and Girls (VAWG)

• Strong progress made against the VAWG Taskforce recommendations

• Legislative reform, immigration policy, centralised dataset development, victim-survivor support, healthcare provider training, and awareness campaigns

Building a Safer Community (BASC)

• BASC Framework launched in March 2024

• Partnership across 19 data functions within government and the wider community

• Schools Education Programme launched to improve students' understanding

• Delivered the Prison Services "7 Pathways" support to reduce reoffending

Incident responses

• Completion of Haut du Mont Personal Effects Recovery Phase

• Response to explosion at a Mont Pinel house

• Updates made to emergency response plans

Jersey Customs and Immigration Service

• Tackled organised crime, including the dismantling of a drug syndicate following a lengthy in-depth investigation

States of Jersey Fire and Rescue Service

• Implementation of Grenfell Tower Phase 1 recommendations

Jersey Cyber Security Centre (JCSC)

• Status of the JCSC is moving to support that of a statutory organisation

• Cyber security legislation developed for lodging in a future year

• Achieved Trusted Introducer accreditation

States of Jersey Ambulance Service

• Electronic Patient Record (Form) system delivered, allowing ambulance staff to digitally record patient interactions whist on scene

States of Jersey Prison Service

• New Prison Healthcare Model implemented

• Service Performance Measures

6min 44sec  55.85%  7.3 hours

Ambulance Category 1  Fire and Rescue emergency  Average time that prisoners average response times  response within 10 minutes  spend out of the cell per day

Target less than 7 minutes  Target 50.9%  Target 5.5 hours

44%  78%  82.9%

employment in place  discharge plan in place  ESCC* calls answered

for convicted prisoners  for convicted prisoners  within 10 seconds

when leaving prison  * Ambulance and Fire and Rescue

Emergency Services Control Centre

Target 100% Target 98% Target 90%

For further information on these and other delivery and service performance highlights see Annex 1 - Government Department Annual Reports

Vibrant and inclusive community

Delivering for Islanders

61k  10.8m  23

Island residents  exercise minutes  athletes

visiting heritage sites  facilitated  granted support funding

in Active Sports Centres  Value £104k

47  22  33k+

grants to fund  actions completed  visits to the

Connect Me community  under the disability strategy  community ice rink (JDC)

1000+  100+  4

Islanders and visitors  attended weekly  local schools' A-level enjoyed Hola Friday! DJ  Tai Chi and Yoga sessions  art students invited to paint nights on Trenton Square  at Marina Gardens over the summer  murals on the underpass Jersey Development Company Jersey Development Company  Jersey Development Company

Royal Visit

• Their Majesties the King and Queen visited in July. The last visit of the Monarch to Jersey was in 2005 and this was also the first King to be hosted and accommodated overnight on the Island since 1649 when Jersey provided loyal sanctuary to Charles II during the Civil War.

• The States approved an Act to specify that Monday 15 July 2024 was a public holiday and a number of community events were held to mark the occasion.

• The Royal Visit Expo offered an opportunity to present Jersey's innovative approaches to sustainability and environmental stewardship. The Expo showcased Jersey's efforts in addressing biodiversity challenges and the climate emergency.

The Power of Sport

• A ministerial group for sport and physical activity was established

• Funding and delivery of sport realigned and a review of safeguarding undertaken

• Jersey Sport were commissioned to deliver a pilot performance sport programme

• Service Performance Measures

6.9%  237k

More passenger bus journeys  Active membership swipes at sport facilities Target +5%  Target 260k

For further information on these and other delivery and service performance highlights see Annex 1 - Government Department Annual Reports

Economic Wellbeing

Island Outcomes

CSP Priorities for 2024-2026

• Transition to a living wage

• Keep Government fees, duties, and charges as low as possible to help Islanders with the cost of living in 2025

• Provide more affordable homes for Islanders and more confidence for the rented sector

• Reduce red tape, enhance opportunities for business and strengthen Jersey's international reputation

Key Departments  Key Ministers

Minister for Sustainable Economic Economy

Development

External Relations  Minister for External Relations Employment, Social Security and Housing  Minister for Housing

formerly Customer and Local Services Minister for Social Security Treasury and Exchequer  Minister for Treasury and Resources

Departmental performance is described in more detail in Annex 1 - Government Department Annual Reports

Economic context

The international economic outlook

The outlook* for global growth remains stable but below pre-pandemic levels. The sharp and synchronised tightening of monetary policy has successfully brought inflation down from its 2022 peak to close to central bank targets with the global economy remaining resilient.

*at February 2025

GDP Growth Forecast for Global Economies

Index: 2016 = 100 150

140

130

120

110

100

World 2019 Advanced 2019 Emerging 2019 World 2024 Advanced 2024 Emerging 2024

Downside risks remain. Regional conflicts have escalated and protectionist policies have increased. There is a risk of monetary policy remaining tight for too long as well as the slowdown in the Chinese economy being deeper than previously expected.

Whilst inflation is past its peak, the International Monetary Fund (IMF) has advised that vigilance remains key. Inflation in services remains twice as high as it was pre-pandemic and supply disruptions risk inflationary pressures. Fiscal resources in many countries are depleted as government support has been used to mitigate against recent economic shocks leaving many governments in a vulnerable position in managing future shocks, as well as vulnerable to long-term real interest rates. Structural reforms to improve growth prospects and lift productivity are recommended by the IMF.

Jersey's economic outlook

The economy grew by 7.0% in 2023 in real terms and at basic prices. This was faster than other advanced economies. Growth was driven by profits in the financial services sector

– specifically in the banking sub-sector – due to increases in net interest margins.

Jersey Gross Value Added (GVA) Growth Annual percentage real terms, 2002-2023

Source: Statistics Jersey 20%

10%

0%

-10%

-20%

Finance Non-Finance (excl. Rental) Total

Excluding the financial and insurance activities sector, the rest of the economy grew by 0.4% in real terms.

The number of people Actively Seeking Work (ASW) was 670 in June 2024. This was slighter higher compared to a year earlier and around 200 fewer than pre-pandemic levels. Job vacancies remain at or around pre-pandemic levels. Jersey's economy is at, or near to, full employment.

Average earnings in 2024 increased in real terms for the first time since 2020 by 1.3%. Inflation, as measured by the Retail Price s Index, fell to 2.5% in December 2024.

Affordable living

Delivering for Islanders

33,427  5,244  525,000

Old Age Pension  Income Support  days

claims*  claims*  Short Term Incapacity

Benefit paid

Value £251m  Value £78m  Value £19m

1,548  4,981  410,000

Long-term Care  Long-term  medical benefits claims*  Incapacity Allowance and  consultations

Invalidity Benefit claims*

Value £83m  Value £32m  Value £18.7m

130  37  295

new homes  homes purchased  tenancies supported

at The Limes  through the First Step  by Andium's

and major refurbishment of 12 homes  assisted purchase scheme Specialised Services Team on the same site

* at year end 31 Dec 2024

(CSP) Transition to a living wage

• In line with CSP commitment to move towards a living wage, the States Assembly approved changes to employment legislation to achieve a minimum wage target of two- thirds of the median wage in 2026

• Decision to increase Minimum Wage to £13/hr from 1 April 2025

• One-off payment to just under 300 registered, employed, islanders with less than five years residency to support the transition towards a Living Wage

(CSP) Affordable homes and rented sector

• First Step assisted home ownership scheme launched, making use of £10m allocated in the Government Plan to help islanders afford to buy their first home

• New Rented Dwelling Licensing Scheme to improve rental accommodation standards

(CSP) Government Fees, Duties and Charges kept as low as possible

• Alcohol duty frozen for 2025; more small distillers now eligible for the 50% reduced rate

• Income tax allowances have risen by 3.6% to £20,700 for single taxpayers

• Service Performance Measure

96.5%

Income Support new claims set up within Service Level Agreement Target 95%

For further information on this and other delivery and service performance highlights see Annex 1 - Government Department Annual Reports

Business environment

Delivering for Islanders

573  2m  432,941

food premises  people travelled  tonnes of freight

inspected  through Ports of Jersey's  through the commercial port

gateways to and from the island

145k+  23k  19.3+ million

written enquiries  personal taxpayers  lines of taxpayer data from customers answered  helped at the  sent internationally to by Treasury and Exchequer  Personal Tax Helpdesk partner jurisdictions

plus 71k phone enquiries  across CRS and FATCA

17,488  2,207  50,173

commercial aircraft  ship arrivals  tonnes of fuel

movements through the commercial port

MONEYVAL

• Jersey's Fifth Round Mutual Evaluation Report was published by The Committee of Experts on the Evaluation of Anti-Money Laundering Measures and the Financing of Terrorism (MONEYVAL)

• This concluded several years' worth of work, demonstrating Jersey's commitment to anti-money laundering and the production of counter-terrorist financing measures

• Aligned to this, legislation was adopted by the States Assembly in relation to transparency

Selection of a new ferry operator

• Passenger and freight services on both northern (UK) and southern (France) routes

• Supports the development of Jersey's supply chain, businesses, visitor economy and communities

Pillar 2  

• Legislation to implement a Pillar 2 Income Inclusion Rule and Multinational Corporate Income Tax Work was passed by the States Assembly

• Service Performance Measures

99.1%  93.4%  92%

international sanctions  Business Licensing  of food businesses rated as notifications published within  applications turned around  3 star or above

one business day  within SLA

Target 90%  Target 90%  Target 97%

Supply Chain - Geopolitical and local issues could result in difficulty sourcing strategic and critical supplies. The recent contract award for ferry services has provided some assurance over this risk. See the Corporate Governance section of the Accountability Report for further details.

For further information on these and other delivery and service performance highlights see Annex 1 - Government Department Annual Reports

Jobs and productivity growth

Delivering for Islanders

67,770  85  44

working age  rural enterprises  marine enterprises population (Estimate Dec 2023) supported  supported

112  1,013  419

Back To Work  people attended  people supported into training sessions delivered  Back To Work training  sustained employment

(CSP) Enhance opportunities for business

• Response to Jersey Business "Barriers to Business" report published

• 60% of the actions have been delivered or are well under way

Rural and marine sectors

• Interventions designed to improve social, environmental and economic outcomes

• Deployed investment from recapitalised agricultural loans fund

• Deployed Fishing Vessel Safety 'credits' as part of the Marine Support Scheme

• Strengthened French agricultural exchanges at Summits

Launch of Jersey Connections

• Aiming to build a global network of people who have a connection to Jersey, either through birth, work, or education

• The goal is to foster a sense of community among individuals, promote Jersey as a desirable place to live and work, and leverage the network for social, cultural, and economic benefits

• Service Performance Measures

74.7%  78  567,750

Sustainability of permanent  Net Promotor Score  Optimise/ increase Island Job Starts greater than 6  for Jersey Business  visitor numbers

months

Target 70% Target 50  Target 600,000

For further information on these and other delivery and service performance highlights see Annex 1 - Government Department Annual Reports

Environmental Wellbeing

Island Outcomes

CSP Priorities 2024-2026

• Deliver a plan to revitalise Town

• Reform the planning service to enable sustainable development in Jersey

• Meet the Island's commitments to address the climate emergency through the implementation of the Carbon Neutral Roadmap

Key Departments  Key Ministers

Cabinet Office  Chief Minister

Employment, Social Security and Housing  Minister for Housing

formerly Customer and Local Services Minister for Social Security

Minister for Sustainable Economic Economy

Development

Minister for Infrastructure Infrastructure and Environment

Minister for the Environment

Departmental performance is described in more detail in Annex 1 - Government Department Annual Reports

Built Environment

Delivering for Islanders

355 miles  867  6.9km

underground  active sites*  of roads drainage pipes and tunnels  managed  resurfaced maintained  *land, infrastructure, buildings

12,800  2,298  9,650

planned  remedial  reactive maintenance  maintenance  maintenance activities undertaken  tasks undertaken  tasks undertaken

1,200  1,300  71%

Building applications  Planning applications  overall satisfaction rate processed  processed  for revised Waterfront plans

Jersey Development Company

(CSP) Plan to revitalise Town

• A Retail Roadmap was published to attract retail businesses to Jersey, aimed at encouraging retailers to expand or invest in Jersey

Schools

• New town primary school engagement with key stakeholders

• Mont à L'Abbé Secondary School project site secured by purchase of an adjacent field

Andium Homes

• Delivered The Limes development

• 619 new homes under construction with delivery due over 2 years

• Contracts to deliver 200+ new homes within the next four years, including much needed 3-bedroom family houses

(CSP) Reform of the planning service Improvements made since the MacKinnon Report on the Planning Service:

• 30% drop in pending applications

• 86% determinations within target time

• Validations timescale improved by 80%

Extension of Oakfield Sports Centre

• For relocation of sports from Fort Regent

• Enabling works complete and construction of steelwork frame for the sports hall started

Jersey Development Company

• Planning consent for 139 new homes on South Hill

• Advancing designs for the first phase of the regeneration of Fort Regent

• Stakeholder engagement on revised Waterfront plans showed broad support for the proposals

Sewage Treatment Works

• Completed Bio-Solids Storage Facility at Bellozanne to support the treatment and recycling of sewage sludge

• West Park Surface Water Outfall operational to ensure surface water is efficiently discharged into St Aubin's Bay

• Submitted planning application for Bonne Nuit Sewage Pumping Station to replace the existing Treatment Plant

• Ports of Jersey Plans for redevelopment of Elizabeth Harbour approved

• Submitted planning application for a Maufant Strategic Storage tank

• Acquired land and submitted planning application submitted for a St Peter strategic storage tank

• Design work for 2.5km of sewer upsizing from Sion to Bellozanne has been completed

• A new 10 year contract was awarded to LibertyBus

• Service Performance Measures

100%  6.86%  80%

Andium homes met the  Increase in passenger bus  Planning applications Decent Homes and Modern  journeys  completed within target Facilities Standards

Targets 100%  Target 5%  Target 85%

Capacity for liquid waste disposal - The new Sewage Treatment Works is now complete. Liquid waste is being prioritised in Budget funding to 2026. See the Corporate Governance section of the Accountability Report for further details.

For further information on these and other delivery and service performance highlights see Annex 1 - Government Department Annual Reports

Natural environment

Delivering for Islanders

260  1,369  1,528  

Asian Hornet nests  cattle tested for  public weather  destroyed  bovine tuberculosis (TB)  broadcasts

on BBC local Radio

Marine Spatial Plan Natural Environment Team

• Approved by the States Assembly  Developing changes to the Animal

• Benefits the Island's marine environment  Welfare (Jersey) Law 2004, to reflect for species that live in, and Islanders who  modern practices and improve animal work and play in, our territorial waters  welfare standards

Follow-up to 2023's Storm Ciarán

• The storm caused widespread damage, including fallen trees, flooding, and structural damage to paths and infrastructure

• Significant repairs to the Railway Walk in St Brelade were completed

• Service Performance Measures

100%  4%

Keeping the 70 kms of dedicated footpaths and  Duration of spills of untreated multi-user paths safe according to requirements of  effluent released to environment the Government Insurance and national guidelines  Target no more than 1% of total time

For further information on these and other delivery and service performance highlights see Annex 1 - Government Department Annual Reports

Sustainable Resources

Delivering for Islanders

1 million  10 million m3

vehicle visits to  waste water the Household Recycling Centre  treated

Offshore Windfarm

• States Assembly agreed a Proposition to pursue a development

• Project presented to Annual Summits in Brittany, La Manche and Normandy

• Active engagement with the public and stakeholders regarding the potential development

Water quality testing

• Groundwater, surface water and coastal waters is monitored to a timetable

• Regular sampling and analysis to standards set by local and international bodies

• Ensures water quality is maintained for different uses

• Service Performance Measures

75%  100%  27%

of Government Fleet using  of water quality testing  Island recycling rate EV or carbon-reducing fuel  achieved

Target 50%  Target 100%  Target 29%

For further information on these and other delivery and service performance highlights see Annex 1 - Government Department Annual Reports

Corporate Performance

Key Departments  Key Ministers

Cabinet Office  Chief Minister

Treasury and Exchequer  Minister for Treasury and Resources

Support for political change

The Cabinet Office convened the Government's policy advisors to support the evidence, debate and agreement of a new Common Strategic Policy 2024-26. The CSP was approved by the States Assembly in May 2024 and identified 13 achievable and affordable actions which must be delivered by mid 2026.

Following publication of the CSP, a prioritisation process for the Government's Legislative Programme was undertaken. This identified 128 potential legislative projects, against an annual delivery capacity of approximately 50. The 128 were therefore prioritised and reduced to a more achievable number of 59 items, which aim to be lodged by early 2026.

Customer feedback

4,288  12,624  2,366  

pieces of feedback  customer satisfaction  compliments  received  surveys received  received

Customer effort score

How easy was it

to get the help you needed?

The 2024 Customer Effort Score once again beat the target of 4 out of 5 customers who complete the surveys scoring the interaction they had as easy' or fairly easy'

In 2023 the score was 4.1

Customer satisfaction

How satisfied were you

with the service you received?

Customer Satisfaction also beat the target of 80% for customers saying that they were very satisfied' or satisfied' with the service they had received

In 2023 the score was 80.6%

Complaints

1,286 received  Turning feedback into action

2023 was 1,639

Feedback helps us to understand what Top eight themes  we're doing well and where we can

with more than 50 complaints  improve. Whether it's a comment,

complaint, compliment, or suggestion, every bit of feedback is important because it guides us in providing better services for everyone.

A few of the actions we have taken as a result of feedback

• Public toilets now open year-round

• A payment machine in the court building

• More accessible online forms

What we do with your feedback

some complaints cover more than one theme

Actions taken to improve Consistency of information' include additional training and updates to colleagues to ensure correct information provided, and reviewing processes to ensure the right controls are in place to ensure accuracy and prevent errors.

Outcome of complaints following investigation and closure

19 complaints were referred to the States Complaint Panel in 2024. This is an increase from the 12 that were referred in 2023.

Customer feedback policy

Financial management

Curbing growth in public expenditure

• Existing budgets were reprioritised to deliver objectives

• New controls introduced to reduce reliance on, and costs of, consultants, agency and other temporary workers

• External recruitment freeze introduced (see People below)

Debt Issuance

• The hospital's long-term funding strategy includes issuing up to £500m in long- term debt

• A revolving credit facility provides flexibility to issue debt at the optimal time

• Sustainable structures are aligned with Jersey's Debt Framework to minimise costs while maintaining prudent risk management

Support For Strategic Projects

• Funding strategies for key government projects, such as new health facilities and headquarters, were supported

• Includes securing revolving credit facilities and refining cash flow plans

Deliver Key Tax Changes

• Transition to independent taxation for couples by 2026 involves system upgrades, new joint tax returns, and communication plans.

• Efforts are ongoing to implement tax collection changes and ensure alignment with international reporting standards

Uninsured losses - Considerable work has been undertaken to reduce the level of risk exposure, including the Insurance Strategy and Implementation Plan. See the Corporate Governance section of the Accountability Report for further details.

Digital

Plan implemented to reduce the number of digital and technological projects to an achievable level

• A response to several significant challenges to the IT infrastructure

• Included the top 30 percent ranked projects of each department

Regulation of Digital Assets (RIDA) is part of the wider Government Digital Transformation Programme

• Aims to modernise IT infrastructure across various government departments

• Environmental and Consumer protection were the main focus in 2024

Cyber Defence - Government continues to review and improve its security through technology transformation. See the Corporate Governance section of the Accountability Report for further details.

Frontline IT services - Areas of focus are receiving prioritised funding as part of the Budget (Government Plan). See the Corporate Governance section of the Accountability Report for further details.

People

Measures

65.3%  136  646.6 "Good"

completion of the  people completed  BeHeard staff survey performance management process  the World Class Manager  score

2023 was 37.2% Programme  2023 was 630.6

15  200+  606

Apprentices  carbon literacy  volunteering taken on  qualifications  hours

Curbing growth of the public service

• Reduced reliance on external consultants; a recruitment freeze for civil service positions at Grade 11 and above; and several senior-level redundancies all helped to curb growth

• Back office functions such as the Cabinet Office were right-sized

• Reduction in layers of senior management

Management of Health and Safety: there was non-compliance with some minimum standards. An improvement plan is in place.

Compliance with Data Protection Law: The risk of breaches of the Data Protection (Jersey) Law 2018 was stable in 2024 and is anticipated to decrease in 2025.

See the Corporate Governance section of the Accountability Report for details.

For further information on Remuneration and Staff see the Accountability Report

Union Street office

• Multiple government departments moved into the building towards the end of the year. This modern facility centralises various government services, making them more accessible and efficient for both the public and civil servants. Bringing multiple government departments under one roof simplifies access to services for Islanders.

• The moves will release 10 office spaces from the Government estate, which will be sold to release capital or tenancies ended to reduce revenue expenditure

• The full impact and benefits of the move into a modern BREEAM excellent rated and an EPC (Energy Performance Certificate) A' energy-rated building will be seen after 12 months' occupancy, including an expected reduction in carbon emissions.

• The teams that moved now use 20 print and copy devices rather than 57 previously. It is estimated this will reduce the power consumption for printing by 58% in 2025.

For further information on Delivery and Service Performance highlights see Annex 1 - Government Department Annual Reports

Non-Ministerial Departments

A number of non-executive and legal departments form part of the public service though sit outside of the Government Department structure. They comprise a range of individual bodies described collectively as Non-Ministerial Departments. They vary in size, have diverse, distinct and important roles and operate under different legislation. The common feature is that accountability does not lie with Ministers. Accountable Officers for Non-Ministerial Departments are accountable directly to the States Assembly (through the Public Accounts Committee).

Below are some numerical highlights from 2024. Summary reports are available in Annex 2 – Non-Ministerial Department Reports and on their websites. A number of the Non-Ministerial Departments also publish their own annual reports.

Non-executive and legal departments

Annex 2 – Non-Ministerial Department Reports

Non-Ministerial Departments

The States Greffe

Law Officers' Department

Probation and After-Care Service

Judicial Greffe Bailiff 's Chambers States Official Analyst

Viscount's Department

Office of the Lieutenant- Governor

Comptroller and Auditor General (C&AG)

Delivering for Islanders

36  20  78  

States Assembly  Assize  inquests  meeting days supported  trials  completed

States Greffe Judicial Greffe Viscount's Department

Office of the Lieutenant-Governor  Probation and After-Care Service  Official Analyst

Buckingham palace icon created by ultimatearm from flaticon.com  * Public Accounts Committee

Financial Review

This Financial Review section provides a summary financial analysis of the consolidated group, with additional information about the performance of the "Consolidated fund" – through which most income and expenditure approved by the States Assembly flows.

Subsidiary Companies also produce their own annual reports which include more detail on their financial performance.

Overview

Consolidated Fund

The Government Plan 2024-2027 anticipated a deficit, due to the reintroduction of the States Grant to the Social Security Fund. Additional spending on Health Care and other pressures have resulted in an increased deficit position. Revenue spending on projects are not included in the Operational deficits but are recognised in the overall Group Surplus.

Core Entities

Core Entities include the Consolidated Fund, various States Funds, and Trading Operations. The positive result reported by Core Entities, a surplus of £298 million, is primarily attributed to valuation gains on investments held within the Funds, notably the Strategic Reserve and Social Security (Reserve) Fund.

States of Jersey Group

The States of Jersey Group includes the Core Entities as well as fully consolidated subsidiaries - Andium Homes (£10 million surplus), Ports of Jersey (£8 million deficit), and the States of Jersey Development Company (£1 million deficit).

After accounting for consolidation adjustments, the Group as a whole delivered a total surplus of £300 million for the year.

(Deficit) Surplus

Consolidated Fund Operating   (£63m)

Social Security Funds  £297m Other Funds and Trading Operations  £112m

Revenue Expenditure on Projects and Other  (£48m) Adjustments

Core Entities  £298m Surplus Subsidiaries  £2m

Group  £300m Surplus

The States of Jersey Accounting Boundary

The 2024 Annual Report and Accounts presents the financial outturn for the States of Jersey Group, as well as the outturn for the income and expenditure approved by the States Assembly. This section of the report provides background information about the services and activities those figures represent, setting out what is and what is not included in the Group and States of Jersey's accounts.

Government Departments  Non-Ministerial Bodies

Cabinet Office   Bailiff 's Chambers

Children, Young People, Education and Skills  Judicial Greffe

Employment, Social Security and Housing

(formerly Customer and Local Services)[ii]  Law Officers' Department

Department for the Economy  Office of the Comptroller and Auditor General Health and Care Jersey (formerly Health and

Office of the Lieutenant Governor

Community Services1)

Infrastructure and Environment  Probation Department

Justice and Home Affairs  Viscount's Department

Treasury and Exchequer

External Relations

The States Assembly and its Services  Other

Assemblee Parlementaire de la Francophonie -

Jersey Overseas Aid

Jersey Branch

CJeormsemy oBnrwaenachlth Parliamentary Association -  Official Analyst

States Funds

Dwelling Houses Loan Fund  Insurance Fund

Assisted House Purchase Scheme  Jersey Reclaim Fund

99 Year Leaseholders Fund  Climate Emergency Fund

Agricultural Loans Fund  Ecology Fund  

Tourism Development Fund  Hospital Construction Fund

Channel Islands Lottery (Jersey) Fund

Jersey Innovation Fund  Social Security Funds

Housing Development Fund  Health Insurance Fund

Criminal Offences Confiscation Fund  Social Security Fund

Civil Asset Recovery Fund  Social Security (Reserve) Fund

Technology Accelerator Fund  Long-Term Care Fund

Strategic Reserve  Jersey Dental Scheme

Stabilisation Fund  Trading Operations

Currency Fund (comprising Jersey Currency  Jersey Car Parking

Notes and Jersey Coinage)  Jersey Fleet Management

Consolidated Subsidiary Companies

States of Jersey Development Company (and its subsidiaries)

Andium Homes Limited (and its subsidiaries)

Ports of Jersey Limited (and its subsidiaries)

Strategic Investments (not consolidated however elected to be held at Fair Value through other Comprehensive Income)

Jersey Electricity PLC

JT Group Limited

Jersey Waterworks Company Limited  Jersey Post International Limited

Consolidated Fund

The Consolidated Fund is governed by the Public Finances (Jersey) Law 2019 and is the fund through which the majority of the States' income and expenditure is managed, including Net General Revenue Income and departmental income and expenditure.

The Government collects taxes and other levies to fund the provision of a wide range of public services which it administers. These include health care, education, social security, the administration of justice, the provision and maintenance of infrastructure, the protection of the environment and support for the economy, agriculture, fisheries, arts, culture and sport. These functions are primarily carried out by Government and Non-Ministerial departments.

Core Entities

In addition to the Consolidated Fund, the States can designate any distinct area of operation as a States Trading Operation. Estimates for Trading Operations are approved in the Government Plan.

In addition to the Consolidated Fund, the Public Finances (Jersey) Law 2019 names two States Funds – the Strategic Reserve Fund and the Stabilisation Fund. The Public Finances (Jersey) Law 2019 also allows the States to establish other States funds for specific purposes. These are usually established by legislation or a States Assembly decision. A full list of the funds and the net asset values held in them is provided later in this section. Social Security funds are also included as Core entities.

Subsidiary Entities

Three subsidiary companies are consolidated based on the level of control exerted by the Government of Jersey.

Andium Homes Limited The wholly owned social housing provider. It is Jersey's largest provider of affordable housing, managing more than 4,900 properties and providing homes for more than 10,000 Islanders.

Ports of Jersey Limited The wholly owned operator of the Island's Airport and Harbours, providing the strategic gateway infrastructure and associated services.

The States of Jersey Development Company Limited The wholly owned company responsible for the development and regeneration of States owned property no longer required for the delivery of public services.

The Government also owns controlling investments in the following utility companies:

• Jersey Electricity PLC

• The Jersey New Waterworks Company Limited

• JT Group Limited

• Jersey Post International Limited

In accordance with the interpretation of direct control applied in the Jersey Financial Reporting Manual (JFReM') based on the States, Council of Ministers or a Minister exercising in year control over operating practices, these entities are not consolidated in these accounts and are held as strategic investments. More information about the valuation of these companies is given in Note 4.10.

This judgement has been formalised in the Jersey Financial Reporting Manual (JFReM'). One of the key differences between the UK FReM and the JFReM has been the Accounting Boundary. The UK FReM uses a control criteria by the Office for National Statistics to determine the sector classification and will only consolidate entities which are classified as government sector'. The JFReM used a historically agreed boundary based on direct control.

From 1 January 2025 it is intended that the States of Jersey will more closely align with the UK FReM and implement a statistical boundary,[iii] based on Eurostat's [iv]guidance. This change will result in the deconsolidation of the three wholly owned companies that are currently consolidated:

• States of Jersey Development Company (and its subsidiaries);

• Andium Homes Limited (and its subsidiaries); and

• Ports of Jersey Limited (and its subsidiaries).

The Annual Report and Accounting from 2025 onwards will therefore only consolidate Core Entities (i.e. Departments and States Funds). The companies which are no longer consolidated will be held at Fair Value through Other Comprehensive Income in line with the other Strategic Investments. 2024 figures will be restated in line with accounting standards.

Public Sector Bodies Outside Of The Accounting Boundary

Some functions of government are carried out by public sector bodies that are outside of the Accounting Boundary (and so are not included in these accounts)

Parishes The Parishes perform various government functions, including refuse collection, provision of some parks and gardens, and the issuing of some licenses. Details of the functions of individual parishes can be found on the Parishes' websites. Comité Des Connétable s | Jersey Parishes

Trust and bequest funds The States administers a number of trust and bequest funds. These funds commonly set defined purposes for the use of their assets, and so are not controlled by the States directly.

Independent bodies Independent bodies, including the Jersey Competition Regulatory Authority and the Jersey Financial Services Commission, for example, mainly provide supervisory and regulatory functions, and are established by legislation to be independent of the States of Jersey.

Minor Entities There are a number of smaller entities which fall within the accounting boundary of the States of Jersey Group but which are not consolidated as they are immaterial to the financial statements as a whole. These are referred to as "Minor Entities":

• Government of Jersey London Office

• Digital Jersey Limited

• Jersey Legal Information Board

• Jersey Business Limited

• Bureau des Iles Anglo-Normandes

• Jersey Finance Limited

• Channel Islands Brussels Office

• Visit Jersey Limited

Budgeting Framework

The Public Finances (Jersey) Law 2019 sets out the basis for which Government finances are planned and the process by which authority is given to spend through the lodging, amendment, debate, and final approval of the Government Plan. The Government Plan is the method by which general revenue income, departmental income and expenditure is approved by the States Assembly.

Spending from the Consolidated Fund is managed using expenditure limits which are set at a head of expenditure' level. Under the Public Finances (Jersey) Law 2019 a head of expenditure is defined as the particular purpose or subject, as set out in the government plan, in respect of which an amount appropriated under the plan may be spent in a financial year.

The Government Plan 2024-2027 included Heads of Expenditure for:

• Revenue (Departmental Expenditure) – primarily relating to the ongoing delivery of services for Islanders (approved net of departmental income)

• Reserve – for centrally held items (such as provisions for pay awards) expected to be allocated in the year, and amounts held against unforeseen events or one-off funding issues

• Capital and Other Projects – including expenditure on the development and replacement of the Island's assets, including Estates, Infrastructure, Equipment and IT.  

The Government Plan also sets out estimates of States Income (General Revenue Income) for the year.

Once budgets are approved via the Government Plan, the Public Finances (Jersey) Law 2019, sets out the ways in which budgets can change. In summary these can be categorised below:

• The States may amend an approved Government Plan, only on a Proposition lodged by the Council of Ministers.

• Allocation of budget from reserves.

• Re-allocation of budget between heads of expenditure.

• Transfer of budget to following years.

Financial Performance against these Heads of Expenditure, and changes to budgets in the year, are reported on within the political accountability section of the Annual Report, under the statement of outturn against approvals.

Whilst the majority of public spending is through the Consolidated Fund and approved through the States, some spending is from other States funds and wholly owned companies and is not approved by the States.

Spending from funds is governed through the specific terms of each fund with expenditure largely attributed to social benefits payments from the Social Security funds. Estimates for funds are included in the Government Plan.

Wholly owned companies produce strategic business plans which are approved by the Minister for Treasury and Resources as shareholder, and include financial plans.

Consolidated Fund Financial Performance

The Consolidated Fund is the fund through which the majority of the States' income and expenditure is managed, including Net General Revenue Income and departmental income and expenditure.

As Income and Expenditure from the fund are subject to approval by the States, performance is presented in line with those approvals, with further detail given in the Political Accountability Report.

Operating Balance

The Consolidated Fund has moved from a small surplus in 2023 to a £63 million deficit in 2024. This was partly anticipated in the Government Plan 2024-2027 which initially forecasted a £28 million operating deficit. This included the impact of the reintroduction of the States Grant to the Social Security Fund.

Expenditure approvals in 2024 were increased through the carry forward of unspent amounts in 2023 into 2024 reserves. The Reserve was used in the year to fund pressures in departments, most notably £28 million in Health and Care Jersey services. This increased the level of the actual deficit in the year.

As set out in the Budget 2025–2028, the Consolidated Fund is projected to return to surplus from the year ending 31 December 2027. This will be achieved by curbing growth in the public sector expenditure in line with the Common Strategic Policy. Further detail on the measures supporting the return to surplus can be found in the Budget 2025–2028.

General Revenue Income (Taxes and Other Income Received)

£1,203m

£125m (11.6%)

£13m more than forecast in GP24

£1,203m  2024 £1,078m  2023 £1,028m  2022 £998m  2021 £852m  2020

Breakdown of General Revenue Income Movement from  % of Total

2023

£880m  Net Income Tax    £116m (15%)  73 £127m  Goods and Services Tax (GST)    £11m (9%)  11 £68m   Impôts Duties    (£3m) (-4%)  6 £40m  Stamp Duty    £0m (0%)  3

£0m (0%)  3

£0m (0%)  2

  £18m  Island Wide Rate

£2m (13%)  1

  £16m  Other Income (Dividends)

(£1m) (-6%)  1

Income Tax remains the largest component of General Revenue Income, and is made up of £705.4 million of Personal Income Tax and £191.5 million of Companies Income Tax. In total, Income Tax revenue increased by 17% during the year, surpassing the Government Plan 2024-2027 estimate of £870.3 million. However, it was lower than the most recent Income Forecasting Group estimate of £897.5 million.

The growth in Personal Income Tax was primarily driven by higher earnings in 2024, including higher earnings growth in the Financial Services sector.

The increase in Companies Income Tax is predominantly attributed to corporate tax growth within the Financial Services sector, reflecting higher profitability.

In recent years, receivables in relation to tax have increased. To address this trend, a more targeted review of expected credit losses and provisions was conducted, leading to higher provisions being made in 2024 of £16m. Whilst this adjustment ensures a more accurate financial position, it has a negative impact on reported income. Income Tax is reported net of these amounts. In 2024, 80% of invoiced tax debt was collected within 90 days.

Goods and Services Tax (GST) revenue rose by £11 million (9%), primarily due to the direct collection of GST by registered large online retailers. This includes the impact of the £60 threshold on online purchases, where GST is now applied, plus to increased consumption levels and inflation across the island.

All other revenue streams remained relatively stable compared to 2023, aligning with both the Government Plan 2024 projections and the latest forecasts.

Net Departmental Expenditure (Spending on delivering services for Islanders)

£1,193m

£177m (17.4%)

£31m more than GP24

£1,193m  2024 £1,016m  2023 £873m  2022 £888m  2021 £919m  2020

Breakdown of Net Revenue Expenditure

by Department Movement from 2023  T%otoafl

£333m Health and Community Services    £30m (10%) £224m Children, Young People, Education and Skills  £23m (11%) £115m  Treasury and Exchequer - States Grants    £82m (248%) £103m  Customer and Local Services    £6m (6%)

28 19 9 9 7 5 4 4 4 3 3 2 1 1 1

£18m (25%) £7m (13%) £8m (21%)

£6m (16%) (£1m) (-2%)

£7m (20%)

£1m (3%)

£1m (6%)

£3m (27%)

£33m States of Jersey Police Service

£19m Jersey Overseas Aid

£14m Environment

£14m Past Service Pension Liability Refinancing

£0m (0%)

£11m Financial Services

£3m (38%)

  £3m Ministry of External Relations  0 £0m Covid-19 Response  0

£0m (0%)

(£18m) (-100%)

Departmental Net Revenue Expenditure increased by £177 million (17.4%) from 2023. Much of this was anticipated in the Government Plan 2024, which included £84 million additional approvals to account for inflation, including pay awards, and £77 million for the reinstatement of the States Grant to the Social Security Fund, which had been suspended since 2020 to mitigate the impact of COVID-19 on public finances. Excluding the Social Security Grant, expenditure rose by 9.8%.

Spend was £30 million more than projections in the Government Plan 2024, with unspent approvals in departments from 2023 being carried forward and used to fund pressures, most significantly £28 million in Health and Community Services.

Breakdown of Net Revenue Expenditure by Type Movement from

2023

Income  £119m  £9m (8%) Staff Costs (£659m)  £76m (13%)

Other Expenditure (£338m)    £10m (3%)

£88m (67%)

£11m (16%)

£0m (0%)

The most significant increases in expenditure were seen in Social Benefit Payments, which rose by £88 million, primarily due to the reintroduction of the States Grant (£78 million). Staff costs also increased by £76 million, driven by an 8% pay award and an increase in staff numbers across the organisation. Further details on staffing changes are provided in the Remuneration Report.

Grants and Subsidies Payments also saw an increase, largely due to the £10 million First Steps assisted home ownership scheme aimed at islanders struggling to get a foot on the property ladder.

In 2024, the Government of Jersey paid 83% of supplier invoices within 30 days of the invoice date, an improvement from 81% in 2023. For suppliers who fully utilise the Government's procurement system, performance was significantly higher, with 95% of invoices paid within 30 daysslightly down from 96% in 2023.

Curbing Growth in Public Expenditure

Following the election of the new government, a commitment was made to Islanders that we would curb the growth in the public sector. The Council of Ministers agreed to achieve this by reducing reliance on external consultants and instead investing in the development of local talent. This was coupled with an approach of reprioritisation of existing budgets to deliver objectives. While total expenditure has increased during the yearpartly due to the reintroduction of the States Grant, which represents a significant investmentthe rate of growth in spending is being actively managed and has begun to slow.

To further control expenditure, a recruitment freeze was implemented for civil service positions at Grade 11 and above. Initially planned for nine months, this measure was complemented by several senior-level redundancies. Whilst the number of public sector workers increased in 2024, the increase was lower than the previous year, and there was a £10 million reduction in the costs of agency and other temporary workers. A reduction in consultant expenditure is also noted, with further explanation provided in the Part 2: Remuneration and Staff Report.

The Budget 2025-2028 builds this priority into the expenditure limits set for departments, with growth reducing from 9.4% to 5.7%. The bulk of the growth was driven by further pressures in Health, with other areas seeing a much lower level of growth. The Budget also included a 20% reduction in previous growth budgets, which was also implemented in 2024. While each department was given flexibility in how to achieve these reductions, recognising their unique operational requirements, the across-the-board cut ensured a consistent approach to limiting expenditure growth.

Whilst there remain some pressures in departments, the expenditure limits will mean departments will need to continue to reprioritise resources to meet objectives, rather than expanding.

Value for Money / Savings

The Government Plan for 2024 included a savings programme, outlining targeted cost- saving and spend reduction measures. The initial savings estimate for 2024 was £14.4 million, later revised to £16.3 million, with actual savings totalling £18.0 millionexceeding targets by £1.7 million.

In addition to the savings programme, many departments have also needed to manage unanticipated pressures within in the year, and have therefore taken action to reduce other expenditure to mitigate.

The savings reported by departments are as follows:

Department  Savings

£'000

Health and Community Services  6,750 Children, Young People, Education and Skills  3,633 Cabinet Office  2,907 Economic Development, Tourism, Sport & Culture  2,065 Infrastructure and Environment  877 Other Departments  1,783 TOTALs  18,015

Each department has adopted unique strategies to achieve recurring savings, including:

• Workforce management – controlling vacancies through natural staff turnover and voluntary redundancies.

• Internal talent development – prioritising internal opportunities over external recruitment.

• Reduced external spending – for example, limiting reliance on consultants and temporary staff.

• Operational efficiencies – achieved through procurement & contract cutting, managing grant funding more prudently, reducing travel expenses.

• Scaling back Growth Programmes, particularly within Children, Young People, Education

& Skills.

• Deferring or delaying planned initiatives or spending programmes during 2024, also contributed to reductions within the financial year.

The Health and Community Services department achieved significant recurrent savings of £6.75 million, exceeding its original target by £1.75 million. These savings were primarily driven by the Financial Recovery Programme, which implemented a range of cost-control

measures. Workforce efficiencies contributed £3.5 million, achieved through careful vacancy management and staffing optimisations. Procurement and non-pay cost reductions accounted for £1.6 million, while an additional £1.3 million was generated through increased Private Patient Charges.

Furthermore, an additional £2.6 million in mitigating budget measures were introduced through Executive-led initiatives, which aimed to partially offset areas overspending in the Department.

While significant savings were achieved across departments in 2024, the Savings Programme will continue into 2025, as outlined in the Budget 2025–2028.

Capital and other Project Expenditure

£117m  2024 £117m  £136m  2023

£132m  2022

£136m  2021 £19m (14.0%)

£104m  2020 £48m less than approved in

GP24

This includes both capital spend and revenue expenditure on projects.

Capital and other project expenditures were £64 million below the approved budget in 2024 (including approvals carried forwards or allocated in year). Several projects were underspent during the year, most notably the New Healthcare Facilities Programme (NHFP).

The Government Plan 2024-2027 allocated £52 million to the NHFP, forming the initial tranche of the total funding requirement for Phase 1 set out in the Outline Business Case totalling £710 million. In additional previous approvals unspent in 2023 of £13 million were carried forwards, bringing the total approval to £65 million.

The majority of the funding was for technical advisory fees to progress the Acute Hospital from concept design to a technical design ahead of the construction phase which is due to begin in 2025. The completion of the spatial coordination (RIBA Stage 3) was largely complete in 2024 with technical design (RIBA Stage 4) continuing in 2025, alongside activities to procure a main works delivery partner.

In addition, there were funds within the budget for development works on the Kensington Place Ambulatory site which did not progress as quickly as envisaged but will be a priority for 2025. Development Control Plans will also be progressed for the St Saviour Health Village and Kensington Place. In 2025, phases of these works will be taken through concept design and spatial coordination.

Physical works were also undertaken during 2024, including the provision of rehabilitation facilities at St Ewold's (Samares at St Ewold's) that then unlocked and enabled full demolition on the eastern side of Westmount Road. The demolition works were funded partially from 2023 budgets with a small component from 2024 allocations. Overall, the £45m

underspend is best characterised as deferred costs for activities that have been committed but not expended, have been slightly delayed in starting or contingencies that have not yet been called upon.

The Acute Hospital at Overdale remains on track with significant progress forecast in 2025 as the Main Delivery Partner tender process reaches conclusion. In addition, there are a number of smaller procurements in relation to ancillary projects such as the preparation of the site for construction, including the erection of hoardings at Overdale, work on the refurbishment of the former Jersey Water building and the project related to the temporary relocation of crematorium services.

Some of the other underspends on other projects were anticipated in the Budget 2025, and most of the unspent budgets will be released to the Consolidated Fund in line with the plan.

A breakdown of the project expenditure is provided within the Political Accountability Section

– Table e. Project Expenditure from the Consolidated Fund Against Approval.

Consolidated Fund Balance

The Consolidated Fund is the main fund through which the States collects taxes, other income, and spends money in providing services.

Income received or due is accounted for in the Consolidated Fund, except where specified in Law. Expenditure from the Consolidated Fund is approved by the States Assembly in the Government Plan. The Council of Ministers must not lodge a Government Plan which shows a negative balance in the Consolidated Fund at the end of any of the financial years that the plan covers.

At the end of 2024, the unallocated Consolidated Fund balance was £59.1 million, £35.6 million lower than start of the year.

The Budget 2025-2028 anticipated £11.6 million of this decrease as Government continues to invest in Capital in excess of the Net Operating Surplus, partly offset by a transfer of £20.0 million from the Strategic Reserve to reinstate the States Grant to Social Security in full in 2024. However, income was lower than the latest Income Forecast, which contributed to a lower actual balance remaining in the fund.

Group Financial Performance

Group Income

£1,788m  2024 £1,582m  2023

£1,788m  £1,493m  2022

£1,412m  2021 £206m (13.0%)  £1,262m  2020

Movement from 2023

% of Total

£142m (16%)  57

£334m  Social Security Contributions £269m  Earned through operations

£46m (16%)  19

£22m (9%)  15

£138m  Island rates, duties, fees, fines and penalties   £23m Investment Income

(£3m) (-2%)  8

(£1m) (-4%)  1

Group Income saw a £206 million or 13.0% increase in 2024, exceeding the inflation rate for the year. £125 million of this increase is due to the increases within the General Budget Income, as seen in the Consolidated Fund Financial Performance.

The increase in taxation revenue is discussed further in the General Revenue Income (Taxes and Other Income Received) section of this report. Social Security contributions have risen by £46m or 16% in line with personal tax income growth, as both are based largely on earnings, which have also increased.

Andium and Ports of Jersey both experienced revenue growth in 2024 of £23m or 34% and £12m or 24%, respectively. Andium's rental income increased as new projects were completed and rented during the year. Additionally, the company received insurance payouts related to Storm Ciarán and Haut du Mont offsetting costs previously incurred. Meanwhile, Ports of Jersey saw a rise in activity, leading to higher revenue.

Group Expenditure

£1,881m  2024

£1,726m  2023 £1,881m  £1,549m  2022

£1,492m  2021

£1,525m  2020

£155m (9.0%)

% of

Movement from 2023

Total 36

£78m (13%)

£553m Social Benefit Payments  £39m (8%)  29 £423m Other Operating Expenditure  £27m (7%)  22 £104m  Depreciation and Amortisation    £5m (5%)  6 £79m  Grants and Subsidies Payments    £5m (7%)  4 £42m  Finance Costs  £11m (35%)  2   £9m Impairments  (£10m) (-53%)  1

Group expenditure increased by 9% in 2024, exceeding the rate of inflation. Notably, staff costs rose by 13%, driven by an 8% pay award for States employees and an increase in the number of personnel. Further details can be found in Part 2: Remuneration and Staff Report of this document.

Social Benefit Payments also increased during the year, reflecting both a higher volume of claims and the uprating of social benefits. Additionally, the Health Benefits support, which commenced in 2023, has now had a full year of impact as well as an additional £10 per health visit during 2024, in addition the scope has been expanded to include children and students, further contributing to the rise in Social Benefit expenses.

Group Surplus/Deficit

£93m Deficit

£300m Surplus after Investment Gains

(£93m)  2024 (£144m)  2023

(£56m)  2022 (£80m)  2021

(£263m)  2020

The Group has been recording deficits since the COVID-19 pandemic, initially because of reduced income and additional spend to respond to the pandemic and protect islanders and the economy, and more recently due to expenditure growth including inflationary pressures and pay awards.

With the reinstatement of the States Grant, the Social Security funds are now operating broadly in balance, before investment returns, having previously run in deficit. The main driver of the deficit is now the operating deficit in the Consolidated Fund. Revenue Expenditure relating to capital and other projects (£41 million) is also included in Group deficit.

Trading Operations recorded a minor surplus of £2 million, largely due to reduced expenditure during the year.

Other States Funds reported a deficit before investment returns, primarily due to increased grants issued in 2024. Notably, the Climate Emergency Fund contributed towards this shortfall through grants for Electric Vehicles and Low Carbon Heating Systems.

Subsidiary Companies generated a surplus of £31 million, with Andium Homes being the most significant contributor. This was driven by normal business profits and the reversal of previous property impairments following revaluation. Additionally, insurance payouts received by Andium Homes further contributed to its surplus position in 2024. This resulted in a surplus of £44m for Andium.

Ports of Jersey recorded a deficit of £8 million, primarily due to rising operating costs, particularly increased staff expenses.

Group Capital Expenditure

£215m  2024

£255m  2023

£273m  2022 £215m

£258m  2021

£173m  2020

£40m (15.7%)

During 2024, the Group continued to invest in the Island's infrastructure through £215 million of project and capital expenditure (£255 million in 2023). This is equivalent to 4.5% of the value of property plant and equipment held and exceeds depreciation, leading to an increase in the overall value of our Island's infrastructure.

£84 million  £20m on the New Healthcare  

Facilities  

By departments and  £19m on Infrastructure Rolling Vote  traders  

£11m on upgrades to Schools  

£101 million  £16m Land for new developments  By Andium Homes  £78m on homes  

£5m on the Harbour Masterplan

£4m on the Airport Masterplan  £26 million £10m on 2 new workboats and a  

By Ports of Jersey  harbour tugboat  

£7m on Marina projects and other  smaller spends

£4 million  

£4m on the International Finance  By States of Jersey  Centre 6  

Development Company  

GROUP BALANCE SHEET What is the Balance Sheet

The balance sheet (shown in the Statement of Financial Position) provides a snapshot of the States financial position, setting out what we own, what we owe and what is owed to the States at that point in time. The difference between the two represents the government's "net assets" or "net worth".

The values of assets and liabilities are measured in accordance with Accounting Standards, and generally reflect their market values or replacement values.

The balance sheet is comprised of four main components:

1. Non-current assets: This considers the longer-term assets that we have available to deliver services and outcomes. It includes the buildings that we own, along with other equipment that will be used over many years (e.g. IT, vehicles, roads, sea defences, and other infrastructure), the long-term strategic investments that we have made to deliver a return, and loans that we have issued to other organisations.
2. Working capital or net current assets: These represent the net day-to-day resources available to us. These include the cash that is held in our bank accounts, the amount owed to us from creditors within the next 12 months; as well as the amount we need to repay to individuals and organisations within the next 12 months.
3. Non-current liabilities: Our liabilities include loans and bonds that have been taken out to fund capital projects and any other provisions that we need to make because of past actions and activities where there is a strong obligation that these will need to be repaid.
4. Taxpayers' equity: Taxpayers' equity represents the accumulation of previous surpluses and deficits and is equal to the total net assets that we hold.

Breakdown of Assets and Liabilities

£4,898m  £3,866m  £1,177m  £10.2bn Property, Plant and Equipment and Inventories Common Investment Fund Other Assets Total Assets