Jersey Care Commission Annual Report 2024

Foreword

by the Chair of the Board

of Commissioners

Dr Nigel Acheson

Chair of the Jersey Care Commission

It is a privilege to introduce the Jersey Care Commission s Annual Report for 2024, having taken up the role of Chair on 1st January 2025. While I was not in post during the period covered by this report, I have been deeply impressed by the commitment and professionalism of the Board, Chief Inspector, and staff, and by the vital role the Commission plays in efforts to ensure the quality and safety of health and social care in Jersey.

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The past year has been a significant one for  committed to supporting the Commission as  

the Commission, with continued progress in  it continues to evolve, ensuring that regulation  extending regulatory oversight and further  remains responsive to the needs of Islanders and  embedding the Commission s role in improving  that our oversight contributes meaningfully to the  care standards. This report sets out the work  delivery of safe, high-quality care.

undertaken throughout 2024 to regulate, inspect,  

I would like to acknowledge the leadership of my  and engage with care providers, service users,  

predecessor, Glenn Houston, and the dedication  and other stakeholders. It also highlights the  

of the Commissioners and staff who have worked  Commission s ongoing commitment to robust,  

tirelessly throughout 2024. Their efforts have laid  independent regulation that promotes best  

a strong foundation for the work ahead.

practice and challenges poor performance.

I look forward to working with all those who  As I step into this role, I am conscious of  

share a commitment to improving care services  the importance of maintaining the trust  

in Jersey and to supporting the Commission in  and confidence of those who rely on the  

delivering its crucial mission.

Commission s work. Looking ahead, I am  

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A message from the Outgoing Chair

Glenn Houston

Outgoing Chair, Jersey Care Commission

When the Commission became fully independent on 1 January 2019, we took on the vital task of regulating care homes, home care services, and children s homes. Our work focused on setting robust standards and building trust with service providers, ensuring that Islanders receiving care in these settings could rely on safe, high-quality, person-centred support.

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In 2023, we reached another important  and consistently improving. One of Jersey s  milestone, expanding our remit to incorporate  greatest strengths is its commitment to progress.  children s services, including children s social  Becoming a well-regulated jurisdiction has  services and Child and Adolescent Mental  brought Jersey into alignment with UK and  Health Services (CAMHS). Now, as I hand over  international best practices, demonstrating  responsibility to a new Chair, the Island is on  a forward-thinking, responsible Island that  

the cusp of yet another crucial development,  prioritises its people.  

the planned introduction of regulation for acute  Regulation has strengthened Jersey s reputation  Hospital, Ambulance, and Adult Mental Health  globally. By committing to high standards, we  Services. send a powerful message to those considering  

This further expansion represents a natural and  Jersey as a place to live, work, or invest. It signals  essential evolution of the Commission's work. It  that as a jurisdiction Jersey values fairness,  

will further embed the principles of safety, quality,  accountability, and transparency.

and accountability into the fabric of Jersey s  I take with me immense pride in the progress the  health and social care system. Extending  Commission has made. However, I am equally  independent regulation to incorporate acute  aware of the significant work that remains. The  Hospital, Ambulance, and Adult Mental Health  introduction of regulation for acute Hospital,  Services confirms that Jersey is committed  Ambulance, and Adult Mental Health Services is  to putting people first, to ensuring that care  a vital next step. It will not be without challenge.  is equitable and of a high standard and is an  Regulation requires collaboration, investment,  important commitment to safeguarding those  and a shared commitment to improvement.  

who are most vulnerable. But the benefits; safer services, empowered  Regulation has always been about protecting  providers, and increased public confidence in the  

people and improving services. Through  health and social care system - far outweigh the  inspections, the Commission identifies good  costs.

practice and areas for improvement, offering  To my successor, Dr Nigel Acheson, my fellow  guidance that empowers care providers to meet  Commissioners, and all those working tirelessly  and exceed standards. Extending this oversight  to improve care in Jersey, I offer my heartfelt  

to acute Hospital, Ambulance, and Adult Mental  thanks and appreciation. This work matters. It  Health Services will provide Islanders with  matters to the people who rely on health and care  independent assurance about the extent to which  services, to those who deliver them, and to the  these services are operating effectively and  future of this Island.

safely.

I leave with a deep sense of gratitude for having  Good regulation is not punitive; it is collaborative,  had the opportunity to play a particular role in  

supportive and developmental. Over the years,  Jersey s regulatory journey. Regulation is not  

I have seen how providers have embraced the  about rules and oversight; it is about people. It is  Regulations and Standards, using them as a  about ensuring that every Islander, whether they  framework for development and innovation.  are a child in care, an adult receiving support at  This culture of continuous improvement benefits  home, or a patient in hospital, can trust in the  everyone. For the hospital, it means refining  quality and safety of their care.

patient care pathways. For mental health  

services, it ensures that support is timely,  The expansion of regulation to new services will  compassionate, and effective. For the ambulance  be a landmark moment. It will reinforce Jersey s  service, it helps to ensure that Islanders can rely  commitment to putting people first and securing  on a responsive and professional first point of  its rightful place as a well-regulated, forward- contact. thinking jurisdiction. I am proud to have been part  

of this journey and look forward with anticipation  Public trust is a cornerstone of any health and  to see how it continues to unfold in the years  

social care system. Islanders wish to know that  ahead. At its heart, regulation is about one thing:  the services they depend on are independently  making care better. And that is a legacy worth  assessed, transparent in their operations,  valuing and building upon.

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Prepared for own details and undertook

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Hosted a Health and  Hosted an event in  Hosted an event raising Social Care Sector  conjunction with the  the profile of the risks

engagement event  Chamber of Commerce  and issues of overseas for registered  on "Regulation-do we  recruitment, with the

providers get the balance right?" support of care providers and Friends of Africa

                  at prof ion.

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About the Jersey Care Commission

The Commission was established by the Regulation of Care (Jersey) Law 2014. The Law sets out our functions, powers, duties and responsibilities, along with detailed provisions about the Commission's appointment, resources, and funding.

A Board of Commissioners oversees the work of  the Commission. The Commissioners appoint  officers to carry out the duties of the Commission.  The Executive Team structure is shown on page 13.  The Commission engages independent contractors  to deliver specific projects requiring additional skills  and expertise.

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Our Vision  

The Jersey Care Commission is a trusted and proactive  regulator, promoting excellence and inspiring confidence  in health and social care services, enabling improved care  outcomes for the people of Jersey.

Our Mission

The Jersey Care Commission is dedicated to regulating,  inspecting, and supporting improvements in the delivery of  care services, to best meet the assessed needs of the people  

of Jersey. We are committed to ensuring that individuals receive  high-quality, safe, and person-centred care, where their rights,  needs, and choices are central to service delivery.

Our Strategic Priorities  

Our primary purpose is to provide assurance about the safety,  quality, and compliance with legislation and standards of  regulated health and social care providers in Jersey.  

Our strategic priorities are to:

Provide the people of Jersey with independent assurance about the  quality, safety and effectiveness of their health and social care services.

Promote and support best practice in the delivery of health and social  care by setting high standards and challenging poor performance.

Work with service users, families, and carers to help enable their voice,  improve their experiences of health and social care and to achieve better  outcomes.

Register a range of health and social care professionals and take  steps to assure ourselves and the people of Jersey that all registered  professionals are fit to practise.  

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What we do

We regulate and inspect services for adults and children to  ensure that people receive high-quality, safe, and effective care.  

The services we regulate include care homes providing nursing  and personal care, care provided to people in their own homes,  adult day care services, and residential and other services for  children and young people.

We are also responsible for:

registering health and social care professionals  

protecting the public from infection risks by regulating piercing and  tattooing businesses

registering and inspecting premises which use lasers for cosmetic  purposes

registering and inspecting Yellow Fever Centres.

How we work

We embrace the "Right-touch" regulation principles outlined  by the UK s Professional Standards Authority. These state that  regulation should be:

Proportionate: regulators should only intervene when necessary. Remedies should be appropriate to the risk posed, and costs identified and minimised

Consistent: rules and standards must be joined up and implemented fairly

Targeted: regulation should be focused on the problem and minimise unintended consequences

Transparent: regulators should be open and keep regulations simple and user-friendly

Accountable: regulators must be able to justify decisions and be subject to public scrutiny

Agile: regulation must look forward and be able to adapt to and anticipate change.

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Board of Commissioners Chair and 6 Commissioners

Data  Business Support  Regulation  Pharmacist  Analyst Team Leader Officer x10 Inspector

Business Support  Team Admin x 3  

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Performance Report

The Commission is an independent regulatory body, funded in part by fees collected from registered health and social care providers and registered professionals. However, a significant portion of its income is derived from Government funding, both as core financial support and to specifically resource the regulation of public sector providers.

As a public regulator, the Commission plays a crucial role in supporting the Government of Jersey in delivering its strategic objectives. The Government's long-term priorities are articulated in the Jersey Performance Framework and the Island Outcome Indicators, which measure progress towards Jersey s sustainable wellbeing goals.

SUSTAINABLE WELLBEING AND THE COMMISSION S ROLE

Sustainable wellbeing provides a holistic measure of societal progress, assessing key factors that contribute to overall quality of life. The Jersey Performance Framework focuses on three core areas:

Community wellbeing Environmental wellbeing Economic wellbeing

Enhancing the quality of life   Protecting and improving the  Ensuring a stable and

for Jersey residents natural environment thriving economy

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Health & O wellbeing

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Safety & security

JERSEY'S

PERFORMANCE

Sustainable FRAMEWORK

resources Vinclusive ibrant & community

Affordable Jobs & living growth

Business environment

OMIC

The Commission primarily contributes to Community Wellbeing, with the Government setting clear objectives for its role in this area:

Providing independent assurance to the public on the quality, safety, and effectiveness of Island services

Ensuring all providers uphold high standards of care, with swift identification and intervention where care falls below expected standards

Fostering public confidence in the Commission as an effective, relevant, and value-for-money regulator.

In addition to its contributions to Community Wellbeing, the Commission recognises its role in supporting Economic and Environmental Wellbeing. By adopting a right-touch regulatory approach, the Commission ensures that regulation is proportionate, risk-based, and responsive, balancing the need for robust oversight with the importance of enabling a sustainable and well-functioning care sector.

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Chief  Inspector s Report

2024: A Year of Growth, Innovation, and Collaboration

As I reflect on 2024, I am proud of the progress the  fostering, social work, contact centres, care in Commission has made in continuing to strengthen  special schools, community and family nursing, care standards for Islanders. This year has been  and children s homes.

one of growth and innovation, underpinned by

Meanwhile, the launch of a brand-new digital

our absolute commitment to collaboration and

system has streamlined healthcare professional safeguarding.

registration, while a thorough review of our Transparency has remained a guiding principle.  processes has identified new opportunities for Through our public consultation on the draft Single  improvement, ensuring we remain agile in a Assessment Framework, we laid the groundwork  changing landscape.

for a standardised approach to inspecting acute

Staff development has been at the heart of our Hospital, Ambulance, and Adult Mental Health

progress. Our professional and multidisciplinary Services. This milestone reflects our ongoing

team embraced opportunities to learn and lead, commitment to accountability and improvement.

from shadowing inspections in the UK to attending We also took steps to engage with the public  the ERASMUS international regulatory course and and stakeholders through initiatives like the  presenting at the EPSO-Net conference. We also #CareConversation campaign, which encouraged  had the privilege of chairing global discussions as meaningful dialogue with care providers and  part of international working groups.

Islanders about the vital role of regulation.

These experiences have boosted our team s Additionally, we hosted Jersey s first joint

expertise and reinforced our commitment to regulatory event, bringing together industry

maintaining excellence across Jersey s care leaders to discuss balancing business growth

sector.

with the need for robust safeguards. We also held

our annual engagement event with all registered  Collaboration has also been a cornerstone of managers from across the sectors we regulate. our success. We have deepened ties with other

regulators, including the Care Quality Commission Operationally, we delivered on our objectives,

(CQC) and the Isle of Man, and partnered with the conducting 125 inspections or reviews and

Royal College of Psychiatrists to deliver Jersey s offering vital support through our daily duty

first independent regulatory inspection of Child system. In addition, we completed inspections

and Adolescent Mental Health Services (CAMHS). across all services new to regulation, covering

areas such as children s social care, adoption,

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As we prepare for the future, I want to recognise the leadership of the previous Chair, Glenn Houston. Glenn was instrumental in establishing a strong and stable foundation for the Commission. With a new Chair now in post, we are excited to build on this legacy and embrace the opportunities of the years ahead.

This report reflects the genuine efforts of a team fully invested in  their work and the impact it has on Islanders lives. Our forward- looking approach inspires confidence in the future as we remain  resolute in our mission to deliver robust regulation, foster  collaboration, and safeguard the wellbeing of Islanders.  

Becky Sherrington

Chief Inspector

26 March 2025

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Our Strategic Objectives  

In 2024, we transitioned to a four-year rolling Business Plan aligning with the Government of Jersey budget, reflecting the complexity and scale of our objectives, and recognising that meaningful progress requires a longer-term approach. To support this, we established six strategic objectives, acknowledging that not all will be achieved within a single year. In future years, we will provide a more detailed annual plan setting out specific deliverables for each year within the broader strategic framework.

Our Objectives for the four years 2024-2027:

1 Erenghualnactieo nthaenedf ifnescptievcetnioenss of  2 Cgoovllearbnomraetnet w ainthd port ohve ird  ers,

Deliver effective regulation and  stakeholders

inspection of health and social care

services in Jersey, with a focus on  Foster meaningful engagement and continuously improving outcomes for  collaboration with key stakeholders, people who use services. including the Government of Jersey,

to create and refine regulations, standards, and inspection

3 Esenegkainggein wpiutthf raonmd t heemmp, ofrwomer t  hird  4 Msmoeactiiahnlotcadaoinrleo agp irceoosfe.msspiorenhalesn wsoivrkein  g

service users, their families  Professional Register

and the community Maintain an accurate and complete Empower service users by actively  public facing register of health and

sector organisations, and from other  in Jersey, making the necessary stakeholders to make sure the voices  amendments, taking account of

of people who use services and their  changes notified to the Commission advocates are heard and integrated  by registrants.

into all aspects of the Commission's

activities.

5 IasOntnvvreaeerla sythmttieicnlifsnot euetorcp-hdyreonraicovreelbos uigns syeninaos e, nvs a asd nt pdid olaa  nnmt,na a i nk ge   6 Sroefuspsiultibaeliinncc ffiuenn aadnnindcg i gatorl o swupt ph ort the

data-informed decisions Mbaasine,t amina ak i sntgro anpgp fironparniactiae l  ures se o  urce cycle we will invest in improving the  Commission's core functions and the

Commission's capability to collect,  planned expansion of its regulatory analyse and process information  role to encompass a wider range

and intelligence related to regulated  of health and social care services. activities and registered individuals,  Make sure the Commission remains enabling data-driven insights to  agile and resilient through effective support informed decision-making,  corporate governance, learning and and compliance with information  development and growth plans.

management best practice.

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Performance  Analysis

To track our progress in delivering our Business Plan objectives,  we developed a performance framework that defines clear delivery  goals and Key Performance Indicators (KPIs). This framework  ensures that each strategic objective is supported by measurable  targets, enabling us to assess our performance and drive  improvement.

The performance analysis critically examines our performance  against these priorities.

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Performance Analysis

1 ENHANCE THE EFFECTIVENESS OF REGULATION AND INSPECTION

Deliver effective regulation and inspection of health and social care services in Jersey, with a focus on continuously improving outcomes for people who use services.

We do this by applying best practice in developing  Regulatory Framework Review: appropriate standards, in conducting annual  We reviewed existing frameworks, identifying inspections and in delivering inspection reports  areas for improvement and potential gaps in with recommendations for improvements, to seek  oversight.

to ensure the highest quality of care and safety for  Stakeholder Engagement:

people in Jersey. We engaged extensively with service

Where areas of improvement are identified,  providers, service users, and subject matter appropriate levels of monitoring are put in place,  experts to gather insights and inform

such as, follow up focused inspections, monitoring  regulatory updates.

visits and updates from providers on progress.  Quality Assurance in Inspections:

Where necessary the Commission follows its  Following feedback, we implemented

formal escalation and enforcement process. These  changes to our inspection reports, to interventions provide assurance to the Commission  enhance the readability and structure,

that services are actively working towards  ensuring they provide clear and actionable development which meets the required standards. recommendations.

New Standards Development:

PROGRESS IN 2024  We advanced preparations for the regulation Throughout 2024, we made significant strides  of acute Hospital, Ambulance and Adult

in enhancing the effectiveness of regulation and  Mental Health Services, developing new inspection. Our focus has been on refining the  standards and inspection methodologies to regulatory framework, strengthening inspection  support this expansion.

processes, and ensuring consistency and accuracy  Support for Newly Regulated Services: in our reports.  We continued to provide targeted guidance

and support to service providers newly brought into the regulatory framework, helping them navigate compliance requirements and embed best practices.

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NEXT STEPS  Ongoing Evaluation and Improvement: We  Building on the progress made in 2024, we will  will continue gathering feedback from service  continue to refine and expand our regulatory  users and providers to assess the impact of  approach in the coming year, focusing on both  regulation and ensure it remains effective and  ongoing improvements and preparations for new  proportionate.

areas of regulation.  Development of a Risk-Based Inspection  

Preparation for regulation of acute  Model: Building on our risk-based approach,  Hospital, Ambulance, and Adult Mental  we will begin designing a comprehensive  Health Services: In 2024, we established  risk assessment framework to support a  

a dedicated project team to oversee the  proportionate, intelligence-led approach to  introduction of regulation in these sectors.  all inspections and interventions, ensuring  The team will continue working closely with  resources are focused where they are most  stakeholders to develop new standards and  needed.

help ensure providers are informed and  

prepared.

Provider Readiness and support: We will  continue to identify opportunities to support  providers by delivering workshops and  guidance sessions for both current and new  service providers and their staff, ensuring  they are well-prepared for regulation and  the inspection process and understand the  expectations of the regulatory framework.

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PREPARING FOR REGULATION OF ACUTE HOSPITAL, AMBULANCE AND ADULT MENTAL HEALTH SERVICES

PROGRESS IN 2024  Inspection Planning and Methodology

Development: Inspection frameworks

In 2024, significant progress was made in

and methodologies were refined to align preparing for the regulation of acute Hospital,

with the complexities of regulating acute Ambulance, and Adult Mental Health Services

Hospital, Ambulance, and Adult Mental in Jersey. This work laid the foundation for a

Health Services. Trial assessments were smooth transition to regulatory oversight in

conducted to test and refine processes. these areas, ensuring that providers understand

the standards and the process, and are  Notifications Workstream: The supported in meeting expectations. Notifications process, where providers

must tell us about certain changes,

Development of Regulatory  events and incidents that affect their Standards: New standards for acute  service or the people who use it, has  Hospital, Ambulance, and Adult Mental  been reviewed to ensure it aligns with  Health Services were developed,  legal requirements while remaining  ensuring they reflect best practice, local  practical for providers and the  needs, and international regulatory  Commission. A thorough consultation  principles. was undertaken with all relevant  

Stakeholder Engagement and  stakeholders to refine the scope and  Collaboration: We worked closely  content of Notifications. The Notifications  with key stakeholders, including  Working Group is now streamlining the  government departments, service  reporting process to support compliance  providers, professional bodies, and  without imposing an undue administrative  patient advocacy groups, to ensure a  burden on providers or the Commission,  shared understanding of the forthcoming  striking a balance between regulatory  regulatory requirements. oversight and operational efficiency.

Provider Readiness and Support:  Data Request Workstream: The  Targeted engagement sessions and  data request workstream developed  workshops were delivered to help  a structured approach to information  providers prepare for regulation.  gathering, introducing two levels of data  These sessions outlined expectations,  requests. This tiered system enables the  inspection methodologies, and  Commission to collect essential data  compliance requirements. and intelligence ahead of inspections in  

Recruitment and Capacity Building:  a proportionate manner. The first level  Internal capacity was strengthened in  focuses on routine data submissions  preparation for these new regulatory  that provide an overview of service  responsibilities, with additional expertise  performance, while the second level  brought in where necessary to support  allows for more detailed information  

the expansion.  requests in cases where further scrutiny  

is required. This approach ensures  

that inspections are well-informed and  evidence-based, supporting effective  regulation while minimising unnecessary  demands on providers.

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NEXT STEPS

As we move forward, we will continue refining  Monitoring and Refinement:  

our approach and working collaboratively with  The effectiveness of the regulatory  stakeholders to enable a seamless transition to  framework will be reviewed, and any  regulation in these areas. necessary adjustments will be made  

based on feedback from stakeholders  

Finalise and Implement New  and early inspection findings. Standards: We will complete any  

Public and Stakeholder Engagement:  

necessary refinements to the regulatory  

We will continue efforts to raise  standards and begin implementation  

awareness of the regulation of these  across acute Hospital, Ambulance, and  

services, ensuring that the public,  Adult Mental Health Services.

service users, and professionals  

Provider Readiness and Support:  understand the crucial role of regulation  We will continue to work with service  in improving safety and quality of care. providers to help them fully prepare for  

regulation, offering guidance, training,  By progressing with these steps, we will  

and practical support. ensure that acute Hospital, Ambulance, and  

Preparing for Inspections: We  Adult Mental Health Services are effectively  will begin preparation for regulatory  regulated, enhancing safety, quality, and  inspections, applying our new  accountability in these critical areas of health  methodologies while ensuring a fair,  and social care.

transparent, and supportive approach  

for newly regulated providers.  

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2  COLLABORATE WITH PROVIDERS, GOVERNMENT  

AND OTHER STAKEHOLDERS

Foster meaningful engagement and productive collaboration with key stakeholders, including the Government of Jersey, to co-create and refine regulations, standards, and inspection methodologies.

PROGRESS IN 2024  NEXT STEPS

In 2024, we strengthened our collaboration with key  Looking ahead, we will build on this foundation stakeholders, including the Government of Jersey,  by deepening stakeholder engagement, refining service providers, and regulatory bodies in other  regulatory frameworks, and further embedding best jurisdictions, to enhance the effectiveness and  practices from other jurisdictions.

responsiveness of health and social care regulation.

Continued Legislative Development:

Legislative and Policy Engagement:  We will work with the Government of Jersey We worked closely with the Government  to progress updates to health and social

of Jersey to support the development  care legislation, ensuring it supports the

and refinement of health and social care  effective implementation of new standards legislation, ensuring that regulatory  and regulations. Additionally, we will continue frameworks remain fit for purpose. This  to provide input into the development of the included engagement on updates to  Registration of Professionals Law.

existing legislation and discussions on the  Strengthening Provider Engagement: development of a single Registration of  We will refine our approach to consultation Professionals Law. and engagement, ensuring providers

Sector Engagement and Support: We  have greater opportunities to share their enhanced our engagement with service  experiences and influence the regulatory providers by hosting consultation events,  process. This includes expanding the range gathering feedback on the impact of  of engagement events and improving regulation, and facilitating discussions on  mechanisms for gathering and acting on

best practices. Additionally, we delivered  provider feedback.

engagement sessions to help providers  Enhancing Communication Strategies: navigate regulatory requirements and  We will continue to assess and improve our improve compliance. communication channels, including website

Improved Communication and  content and stakeholder engagement Feedback Mechanisms: We reviewed and  strategies, to ensure providers and the strengthened feedback channels to ensure  public can easily access relevant regulatory that providers and other stakeholders could  information and send us information. We will contribute meaningfully to the regulatory  continue to expand the range of information process. We also monitored website usage  available in Easy read and child friendly

and stakeholder feedback to assess the  formats.

accessibility and effectiveness of the  Expanding International Collaboration: information we provide. We will further develop our partnerships

International Collaboration: We continued  with UK regulatory bodies and explore

to build relationships with regulators and  opportunities to align Jersey s regulatory professional bodies both in the UK and  approach with best practices from other overseas, exchanging insights on best  jurisdictions. This will include reviewing and, practice methodologies. We also maintained  where necessary, updating MOUs and DSAs and developed Memoranda of Understanding  to strengthen cooperation.

(MOUs) and Data Sharing Agreements

(DSAs) with key UK regulatory bodies,

reinforcing cooperation and information-

sharing where appropriate.

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3  ENGAGE WITH AND EMPOWER SERVICE USERS, THEIR  

FAMILIES, AND THE COMMUNITY

Empower service users by actively seeking input and feedback from them,  from third sector organisations, and from other stakeholders to make sure  the voices of people who use services and their advocates are heard and  integrated into all aspects of the Commission's activities.

PROGRESS IN 2024  NEXT STEPS

In 2024, we took significant steps to enhance our  In 2025 and beyond, we will build on this progress  engagement with service users, their families, and  by further strengthening engagement mechanisms,  the wider community. Our focus was on ensuring  enhancing public awareness, and ensuring that  

that the voices of people who use services are  all Islanders have access to clear and relevant  

heard, improving accessibility to information, and  information about care standards and regulation. raising awareness of care standards and the role of  

Expanding Community Engagement: We  

regulation.

will continue to work closely with community  

Strengthening Community Engagement:  groups and third-sector organisations to  

We worked with Friends of Africa and Enable  improve our understanding of service user  Jersey to better understand how to connect  experiences and develop more effective  

with Islanders, ensuring our approach to  engagement approaches.

engagement is inclusive and reflective of  Enhancing Communication Channels: We  diverse needs. will refine our communication strategies to  

Reviewing Engagement Effectiveness:  make it as easy as possible for service users  We assessed the impact of our existing  to speak with us so that their voices are fully  engagement strategies, gathering feedback  integrated into our regulatory processes.

on how well we communicate with service  Developing Public Awareness: We will  users and their representatives. continue to raise awareness of what good  

Improving Access to Information:  care looks like and support Islanders to  

We monitored website traffic and feedback  advocate for high standards in health and  surveys to evaluate the accessibility and  social care.

effectiveness of the information we provide,  Improving Information Accessibility:  making refinements where needed to  Based on feedback from Islanders, we will  improve user experience. review and adapt the information we provide  

Raising Awareness of Care Standards: We  to ensure it is clear, accessible, and available  worked to increase public understanding of  in formats that meet diverse needs.

what high-quality care looks and feels like,  Ongoing Evaluation and Adaptation: We  reinforcing the role of regulation in ensuring  will continue to monitor the effectiveness  positive outcomes for service users.  of our engagement and communication  

strategies, using data and feedback to refine  our approach and better enable meaningful  participation from service users and the  community.

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4  MAINTAIN A COMPREHENSIVE PROFESSIONAL REGISTER

Maintain an accurate and complete public facing register of health and social care professionals working in Jersey, making the necessary amendments taking account of changes notified to the Commission by registrants.

PROGRESS IN 2024  NEXT STEPS

In 2024, we focused on maintaining and enhancing  In 2025 and beyond, we will continue to refine

the accuracy, accessibility, and integrity of the  the management of the Professional Register, Professional Register, ensuring that all registered  enhance collaboration with regulatory partners, and health and social care professionals in Jersey are  strengthen oversight mechanisms to ensure high appropriately recorded and subject to effective  professional standards across Jersey s health and oversight. social care workforce.

Maintaining an Accurate and Accessible  Ongoing Register Maintenance and Data Register: We continued to update and  Integrity: We will continue to update and maintain the Professional Register, ensuring  validate the register regularly, improving

it reflects the latest changes notified by  processes to collect timely and accurate registrants. Regular data quality checks and  information on registered professionals.

validation processes were implemented to  Further Enhancing Public Accessibility: uphold the integrity of the register. We will explore ways to improve the

Enhancing Public Access to Registration  presentation and usability of the register Information: We transferred the public  on our website, making it easier for the register on to the Commission s website, to  public and employers to access and verify ensure compliance with legal requirements  information.

and making it easier for Islanders to verify the  Deepening Collaboration with UK registration status of health and social care  Regulatory Bodies: We will further develop professionals. our partnerships with UK professional

Strengthening Fitness to Practise  regulators to improve coordination on fitness Oversight: We worked closely with UK  to practise matters and enable seamless professional regulatory bodies to improve  oversight of shared registrants.

processes for identifying and managing  Strengthening Fitness to Practise

fitness to practise concerns, ensuring  Oversight: We will implement additional appropriate oversight of registered  review and audit processes to ensure that professionals in Jersey. any gaps in fitness to practise oversight are

Collaborating with UK Regulatory Bodies:  identified and addressed proactively.

We built on existing partnerships with UK  Adapting to Legislative and Policy regulators, enhancing information-sharing  Changes: As regulatory requirements

and coordination to ensure that professionals  evolve, we will ensure that the Professional working in Jersey are subject to the same  Register and associated oversight

level of scrutiny as those in the UK. mechanisms remain aligned with best

practice and legal obligations. We will continue to work with policy leads within the Government of Jersey to ensure that we can implement Government of Jersey policy changes which may increase the range of Health and Social Care professionals who are required to register to work in Jersey.

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DIGITAL ONLINE REGISTRATION PORTAL

PROGRESS IN 2024  Improving Integration and Efficiency:  

We will explore opportunities to integrate  A key milestone in 2024 was the successful  

the registration system with other  implementation of a digital registration system  

regulatory and professional oversight  

for health and social care professionals. This  

processes, reducing duplication and  

new system streamlined the registration  

improving efficiency and data integrity. process, making it more efficient and accessible  

for professionals while reducing administrative  Strengthening Data Security and  overheads for the Commission. Compliance: We will ensure robust data  

protection measures remain in place,  

Successful Launch and  aligning with regulatory and information  Implementation: The digital registration  governance requirements.

system was introduced, enabling  

User Engagement and Support:  

professionals to complete initial  

We will provide ongoing support to  registrations and renewals, update their  

registrants, offering guidance to  

details, and manage their records more  

maximise the system s benefits and  efficiently.

facilitate a seamless user experience.

User Support and Transition  

Assistance: To facilitate a smooth  By continuing to develop and enhance the  transition, we provided guidance and  digital registration system, we will seek to  support to registrants so that they could  improve the efficiency, accessibility, and  effectively use the new system. reliability of professional registration in Jersey,  

System Enhancements: We sought  supporting both regulatory oversight and the  input from users to identify areas  needs of health and social care professionals.

for improvement and made iterative  

enhancements to ensure the system  

remained user-friendly and responsive to  

registrant needs.

NEXT STEPS

Building on this progress, we will continue  refining the digital registration system to  enhance its functionality and usability.

Ongoing System Optimisation:  

We will continue to gather user feedback  to identify further enhancements  

and ensure the system evolves in line  with best practices and technological  advancements.

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Performance Analysis

5  INVEST IN TECHNOLOGY AND DATA ANALYTICS TO DRIVE INNOVATION,

STREAMLINE PROCESSES, AND MAKE DATA INFORMED DECISIONS

Invest in improving the Commission's capability to collect, analyse and process information and intelligence related to regulated activities and registered individuals, enabling data-driven insights to support informed decision-making, and compliance with information management best practice.

PROGRESS IN 2024  Commission and Institute of Regulation,

as well as local regulators who have

In 2024, we made significant strides in

undergone digital transformation to learn strengthening our technology and data analytics

from their experiences and to reduce risks to capabilities to support the Commission s regulatory

development by applying best practice. functions, streamline processes, and enable data-

informed decision-making.  Enhancing Data Analytics Capabilities:

We improved our ability to collect, process,

Assessing Digital Requirements:  and analyse regulatory data, laying the

We conducted a comprehensive analysis of  groundwork for the development of strategic our current and future digital needs to inform  dashboards and data-driven decision-

our approach to technology investment. making tools.

Developing a Business Case for  Improving Provider Reporting Investment: We initiated the development  Mechanisms: We engaged with care

of a business case to secure the necessary  providers to understand their challenges resources for enhancing our information  with reporting Notifications and submitting management systems and analytical  documents, identifying opportunities to capabilities. reduce administrative burdens.

Leveraging Existing Technologies:  Strengthening Data Governance and

We ensured that proposed digital solutions  Compliance: We reviewed and updated align with existing systems, avoiding  policies to align with best practices in duplication and maximising efficiency. information management, ensuring data

Learning from Key Partners:  integrity, confidentiality, and compliance with We engaged with the Care Quality  regulatory requirements.

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NEXT STEPS  Automating Processes for Greater

Building on this foundation, in 2025 and beyond, we  Efficiency: We will implement automated will further enhance our technology infrastructure,  workflows to enhance data collection, analytics capabilities, and data governance  improve data quality and reporting accuracy, frameworks to improve regulatory effectiveness and  and reduce manual administrative work.

service provider engagement.  Ensuring Robust Training and Support:

We will provide comprehensive training for

Advancing Digital Transformation: We will

Commission staff and service providers so refine and finalise our business case, with

they can effectively use new systems and

the aim of securing investment to implement

maximise the benefits of digital tools.

new digital tools that streamline regulatory

processes.  Strengthening Data Governance and

Compliance: We will conduct regular audits,

Enhancing Data-Driven Insights: We will

further refine data governance measures, and continue developing strategic dashboards to

enhance staff awareness of best practices in track key performance indicators, trends, and

information management.

risks, supporting data-informed decision-

making. This structured approach provides the foundation

Implementing User-Friendly Systems  for our planned investment in technology and

for Providers: We will introduce technical  data analytics and translates into meaningful solutions based on what care providers  improvements for regulatory oversight and

have told us will improve how they can  engagement with stakeholders.

report Notifications and submit documents,

ensuring systems are intuitive and efficient.

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Performance Analysis

6  SUSTAIN FINANCIAL RESILIENCE AND GROWTH

Maintain a strong resource base to underpin the Commission's core functions and the planned expansion of its regulatory role to encompass a wider range of health and social care services. Make sure the Commission remains agile and resilient through effective corporate governance, learning and development, and growth plans.

PROGRESS IN 2024  NEXT STEPS

Throughout 2024, we focused on strengthening the  Building on progress so far, in 2025 we will continue Commission s internal capabilities and resilience  to strengthen the Commission s governance,

to support the expanding regulatory role. Key  financial resilience, and workforce capabilities to achievements include: support effective regulation.

Financial Sustainability and Resource  Governance and Accountability: Management: We maintained robust  We will implement further refinements to budgeting, forecasting and financial  our governance structures and conduct a oversight processes, ensuring the  skills assessment to underpin continued Commission's resources were used efficiently  strengthening of governance processes. and in compliance with financial regulations.

Financial Management:

Optimising Regulatory Processes: We

We will continue to strengthen financial undertook a review of regulatory processes,

oversight, improving financial reporting to including refining the Notification process

ensure we can demonstrate that resources and evaluating our Standard Operating

are allocated efficiently to meet both current Processes, to identify efficiencies and

and future regulatory needs.

reduce administrative burdens on both the

Commission and service providers.  Regulatory Process Improvement:

Strengthening Organisational Agility:  We will further optimise processes,

We enhanced our feedback processes  integrating technology solutions to enhance through stakeholder surveys and website  regulatory efficiency and responsiveness. feedback to inform our understanding and

help make sure that our regulatory approach  Staff and Commissioner Development: remains adaptable to the changing needs of  We will build on our training programmes, stakeholders and to emerging challenges. ensuring all staff and commissioners have

Expanding Learning and Development:  access to learning resources and expert We identified key training opportunities  guidance to support and enhance their roles. for Commissioners and staff, including

Ensuring Organisational Resilience:

international regulation courses and

We will continue to assess and adapt our development offered through the Institute of

operations to ensure the Commission Regulation to enhance regulatory knowledge

remains agile, responsive, and resilient in and operational effectiveness.

delivering its expanding regulatory remit and duties.

By reinforcing these areas, we will ensure the Commission continues to mature as a capable and effective regulatory body, equipped to meet the evolving needs of health and social care regulation in Jersey.

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Performance Measures

Key Performance Indicators (KPIs)

KPI 1 INSPECTION AND REGULATION OF REGULATED ACTIVITIES

KPI 1.1  100% of annual inspections carried out in respect

of regulated activities, as required in Law

In 2024, 114 statutory inspections were carried out. An additional nine follow up TARGET  Inspections were conducted as well as two reviews at the invitation of services

100% which are not yet regulated services.

OUTCOME

100%

KPI 1.2  80% of inspection reports are completed and ready to

share with care providers within 28 days of an inspection having concluded

TARGET  While the 80% target allows for occasional and justifiable delays, performance 80% in 2024 fell slightly short of the benchmark, with 76% of reports issued within

the target timeframe. Contributing factors included seasonal pressures OUTCOME during the Christmas period and the need for Regulation Officers to support 76% additional time-limited projects. Where delays occurred, revised timescales

were agreed with providers in advance, and reports were delivered in line with those revised expectations.

To support more consistent delivery, the Commission has strengthened its scheduling processes. These now incorporate wider considerations, including the capacity of Regulation Officers across all areas of work. This refinement is expected to support improved performance against the KPI in 2025.

KPI 1.3 100% of  100%

inspection

reports published  INSPECTION

within five  REPORTS

TARGET  PUBLISHED

100% working days of

OUTCOME finalisation 5 DAYS

100%

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Performance Analysis

KPI 1.4 100% of  KPI 1.5 100% of  Inspections  improvement  

and Inspection  and action plans  TARGET  reports to  TARGET  are reviewed by  

100% meet quality  100% the Commission  assurance  within agreed  

OUTCOME criteria OUTCOME timescales

100% 100%

KPI 1.6 The Commission will consult directly with care receivers,  relatives/carers, staff members and external professionals  

in 100% of inspections (where considered relevant and  TARGET  appropriate)

100% In some cases, a Regulation Officer may have valid concerns about the  

appropriateness of seeking feedback from family members. In these  

OUTCOME circumstances the Regulation Officer can decide not to consult with relatives. In all  100% other cases, consultation was carried out.  

KPI 1.7  As part of its quality assurance process, the Commission  will seek feedback on the annual inspection process and  

other Commission services from providers and managers of  TARGET  regulated activities. It will publish a summary of responses

30% A feedback survey is issued to all registered providers following all inspections.  Over 60% of care providers submitted feedback following inspection. In  

OUTCOME 2024 the Commission also introduced a separate annual feedback survey to  62% understand provider s experience of the Commission outside of the annual  

survey. Results of these surveys are published on our website.

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KPI 2 REGISTRATION OF REGULATED SERVICES

All time-based targets relate to the period after all required information has been submitted

KPI 2.1 The Commission  KPI 2.2 The Commission

will finalise 100%  will finalise 100% of applications  of requests

TARGET  for registration  TARGET  for changes 100% of providers  100% to registration

of regulated  - for example OUTCOME activity within  OUTCOME Directors,

100% four weeks 100% registered

manager of providers of regulated activities - within four weeks

KPI 2.3 The Commission  KPI 2.4 The

will finalise 100%  Commission

of requests  will undertake TARGET  for changes  TARGET  annual

100% to conditions  100% reviews and of registration  registrations

OUTCOME within four  OUTCOME of designated 100% weeks 100% Yellow Fever

Centres, as required by Law

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KPI 3 COLLABORATE WITH PROVIDERS,  GOVERNMENT AND OTHER STAKEHOLDERS  

KPI 3.1 Consult with the sector to organise at least one sector  

wide engagement event with the Commission and  regulated providers

OUTCOME The Commission organised a sector-wide engagement event. Following  feedback from previous events the theme for this year was building a  

Delivered positive culture.  

KPI 3.2 Identify opportunities and facilitate at least one workshop  

or other event to help raise awareness of standards and  issues relevant to regulated providers

An event was organised in conjunction with Friends of Africa to raise  OUTCOME awareness about difficulties and issues for providers seeking to recruit  

Delivered staff from overseas.

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KPI 3.3 Evaluate the effectiveness of communication channels

with regulated providers and other stakeholders to ensure meaningful collaboration and that stakeholders can contribute and feedback on relevant issues

OUTCOME The Commission sought feedback from providers through an Delivered annual survey in addition to the post inspection feedback survey.

The Commission also received feedback through engagement events and formal communications feedback ensuring providers have opportunities to comment and contribute on relevant issues.

KPI 3.4 Conduct a review to ensure all relevant information is made

available to providers and other stakeholders

The planned formal review was deferred in 2024 due to the need to prioritise

other operational commitments. Nevertheless, the Commission continued OUTCOME to engage regularly with providers and service users, gathering valuable

Not Delivered feedback and identifying opportunities to enhance the accessibility and

clarity of information. In 2025, the Commission will explore options for a more structured review to ensure all stakeholders are consistently informed and supported.

KPI 3.5 Undertake a review of the effectiveness of collaboration with key partners and

especially the operation of Memoranda

of Understanding (MoUs), Data Sharing OUTCOME Agreements (DSA), and other key Delivered processes and controls

A structured, rolling programme of reviews is in place to ensure that all MoUs and DSAs are regularly assessed and updated as needed. For operational partners, this includes evaluating how well the arrangements are working in practice. While this work is ongoing, a broader, more comprehensive review

of collaboration across all key partners is planned for future years of the Business Plan. This is intended to further strengthen joint working and enhance the effectiveness of regulatory oversight.

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KPI 4 ENGAGE WITH AND EMPOWER SERVICE USERS, THEIR FAMILIES  AND THE COMMUNITY

KPI 4.1 Carry out at least one consultation or engagement  

exercise in conjunction with relevant community groups  where this is considered appropriate

OUTCOME Enable Jersey was consulted about new standards and the single  Delivered assessment framework in relation to regulation of new services to ensure  the standards and framework met diverse and inclusive needs.

KPI 4.2 Use website traffic data and feedback to understand  

website use and to improve satisfaction with the  information provided

OUTCOME

Website traffic data and user feedback have been actively monitored to  Achieved assess how Islanders engage with the Commission s website. Insights  

gained from this analysis have informed improvements to content and  

accessibility, ensuring that key information is easier to find and more  

user-friendly. These efforts contribute to greater transparency and better  

support for the public and care providers.

KPI 4.3 Carry out a review of the Communications Strategy, feedback  

channels and methods of engaging with Islanders to assess  their effectiveness  

OUTCOME The Commission s communications provider assessed the effectiveness  

of the Communications Strategy, feedback channels, and engagement  Achieved methods. Regular reports were presented to the Board, analysing social media  

engagement, and feedback. These insights informed ongoing improvements  

to underpin clear, effective communication with Islanders.

KPI 4.4 Review the provision of essential information so that it is  

available in a range of formats that meet the varied needs  of Islanders

OUTCOME The Commission has recognised the need to produce a selection of information  Achieved in different formats. In 2024 we began to publish information in child and youth  

friendly formats. This is an ongoing objective, and the Commission will continue  to assess the need for additional formats and to increase the range of information  provided.

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KPI 5 MAINTAIN A COMPREHENSIVE PROFESSIONAL REGISTER

KPI 5.1 Ensure accuracy and completeness of Professional

Register including timeliness of amendments and updates.

OUTCOME

Suspended   Timeliness targets for registration

applications and updates (based on receipt of all required information)

   The Commission will finalise 100% of

health and social care professional applications within three working days

   The Commission will finalise 100% of health and social care professional renewals within five working days

   The Commission will finalise 100% of

applications from piercing and tattooing practitioners within three days.

The digital registration project went live during 2024. This impacted the data collected to measure these targets. This KPI was therefore suspended for 2024.

KPI 5.2 Develop a method to assess early user satisfaction with the

digital registration system following the system go live date

The Commission had intended to implement the digital registration system in the OUTCOME first half of the year, enabling early assessment of user satisfaction and allowing

for refinements ahead of the main renewal period. However, delays in the system s

Not Delivered implementation meant that this planned evaluation could not take place within the

reporting period.

Instead, user feedback will now be gathered as part of an iterative improvement process following system launch. This approach will support the continued enhancement of the user experience and ensure the system evolves in line with user needs.

KPI 5.3 Timeliness for completion of any required action or update

to the register following the imposition of interim orders or sanctions in Fitness to Practise cases

TARGET  The online register is updated no later than the next working day following 100% the Commission receiving notification of changes such as the imposition of conditions or an interim order by a professional body.

OUTCOME

100%

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KPI 6 INVEST IN TECHNOLOGY AND DATA ANALYTICS TO DRIVE  INNOVATION, STREAMLINE PROCESSES, AND MAKE DATA INFORMED  DECISIONS

KPI 6.1 Build on work to understand and articulate digital  

requirements and priorities

We worked in partnership with the Care Quality Commission (CQC) to map our  OUTCOME processes and organisational capabilities so that technology requirements could  

Delivered be built into plans.

KPI 6. 2 Develop a strategy and business case to secure resources  

and agree timescale to deliver digital improvements

The Commission developed a digital strategy informed by initial collaboration with  OUTCOME the CQC. However, due to adjustments in our anticipated budget, it is not feasible  Partially  to progress with a Full Business Case at this stage. Instead, we prioritised smaller,  

Delivered  more achievable projects to ensure continued digital improvements within the  

available resources.

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KPI 7 INTERNAL PERFORMANCE AND IMPACT MEASURES

KPI 7.1 Percentage of duty

calls and public

enquiries not

TARGET  investigation to be  CMACOACMNOAPRGLDAEIIDNNGTS

requiring further

80% resolved within two  TO THE OUTCOME working days COMPLAINTS

100% POLICY

KPI 7.2 100% of higher risk Notifications to be

reviewed for further action within one

TARGET  working day

100%

OUTCOME

100%

KPI 7.3 COMPLAINTS HANDLING

100% of complaints to meet timeliness criteria for

acknowledgement and communication as set out in the TARGET  complaints policy

100% In 2024 all complaints were managed according to the complaints policy and met timeliness and communication criteria. No definitive timescale is set for resolving

OUTCOME complaints as these are often complex issues where considerable evidence is 100% required.

Percentage of complainants responding positively to post complaint feedback on ease-of-use, timeliness of communication, and thoroughness and fairness of complaints process

The Commission has yet to establish the mechanism for analysing complaints feedback, therefore no data on this planned measure currently exists.

The Commission expects to trial a process during 2025.

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KPI 7.4 DATA INCIDENT MANAGEMENT  

100% of data incidents requiring reporting to the Jersey  

Office of the Information Commissioner to be reported  TARGET  withing 72 hours as required by law

100%

100% of data incident investigations to identify initial  OUTCOME underlying causes and mitigation to prevent recurrence  

100% within five working days

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RISK MANAGEMENT

Effective risk management is fundamental to the  is prepared to accept (the risk appetite) is

Jersey Care Commission s ability to deliver its  defined. This helps guide how the benefits of objectives and uphold public confidence in the  innovation are assessed against any associated regulation of health and social care services. The  threat. The Framework also establishes the roles Commission operates a robust Risk Management  and responsibilities of the Board and staff in Framework, the structure of which is reviewed  managing risks proactively and effectively. annually to ensure it remains aligned with

While the Commission is independent of the best practice and responsive to the evolving

Government of Jersey, its Risk Management regulatory landscape.

Framework is aligned with the Government s The Risk Management Framework sets out  broader approach to risk management. This

how the Commission identifies, assesses,  alignment ensures that complex risks extending and mitigates strategic and operational risks  beyond the Commission s remit can be

that could impact its mission and purpose. It  escalated appropriately, allowing for coordinated categorises risks into four key areas: public  responses where necessary.

protection, financial, reputational, and delivery.

For each risk, the level of risk the Commission

GOVERNANCE AND OVERSIGHT

The Board holds ultimate responsibility for  Regular analysis indicates a healthy turnover of ensuring that risks are identified, monitored,  risks, demonstrating that controls and mitigation and mitigated effectively. Risk management  strategies are actively managed, reviewed, and

is a standing agenda item at every Board  adapted in response to changing circumstances. meeting, where current risks, controls, and  This dynamic approach to risk management mitigation strategies are reviewed. In addition,  ensures that the Commission remains resilient, Commission staff engage in structured monthly  proactive, and well-equipped to navigate

risk discussions, promoting a culture of early risk  emerging challenges while continuing to fulfil its identification, shared awareness, and continuous  regulatory responsibilities.

improvement.

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SUMMARY OF KEY RISKS, CONTROLS AND MITIGATION  ACTIONS AND PROGRESS DURING 2024  

Controls  Progress and  Rating   Risk and Mitigation change during year and Trend  

CAPACITY AND CAPABILITY   The Commission undertook    Expanding the Commission s  

The Commission s ability to  a workforce planning review  regulatory responsibilities continues  

meet its expanding regulatory  to assess future resource  to present a significant challenge.  

remit, particularly the  needs and prioritise key  Successfully implementing  

introduction of regulation for  roles. these changes requires sufficient  

acute Hospital, Ambulance, and    Additional inspection  workforce capacity and specialist  

Adult Mental Health services,  capacity was secured,  expertise.

depends on having sufficient  including through    While the Commission has  

workforce capacity and the  recruitment and strategic  made substantial progress  

necessary expertise. partnerships. including targeted recruitment,  

A shortage of skilled personnel,    Training and development  workforce planning, and strategic  Medium

partnerships, this remains a  

difficulties in recruitment  pimropglerammemnteesd wtoe erensure staff  key risk as we move toward full  

and retention, or securing  had the necessary skills and  implementation of our expanded  

appropriate access to  knowledge to regulate new  remit. Effective workforce  

ecoxpueldr iiemnpcaecdt ethxtee Crnoaml rmesisosuiorcne s,   service areas effectively. management will remain critical  

ability to deliver high-quality,  in ensuring the Commission can  

effective regulation especially in    The Commission worked  meet growing regulatory demands  Stable areas new to regulation. closely with stakeholders to  without compromising its ability to  

plan for the implementation  deliver high-quality oversight and  

of acute Hospital,  maintain public confidence.

Ambulance, and Adult  

Mental Health Services    At present, the risk remains stable  

regulation, ensuring  but is closely monitored, with  

operational readiness. ongoing efforts to bolster capacity,  

enhance training, and refine  

regulatory processes to ensure a  

resilient and effective regulatory  

framework.

DIGITAL TRANSFORMATION   Robust project and supplier    The Digital Registration System  

The successful implementation  management processes in  was successfully launched in 2024,  

of a user-friendly online  place providing a streamlined platform  

registration system for health    Support mechanisms  for initial registration and ongoing  

and social care professionals is  were put in place to assist  updates.

essential to ensuring efficient  registrants in transitioning to    The system is now operational,  

and effective regulation.  the new system. significantly improving efficiency,  

Any failures or delays in    Feedback from early users  accessibility, and accuracy in  Medium

professional registration. Continued  

trheeg issytrsatteiomn cporouclde dssisersu,p itn crease  wtoassycsotellmecrteefidn, elemaednintgs to  refinements will ensure it meets  

administrative burdens, and  enhance user experience  the needs of both professionals  

impact service delivery. and functionality. and regulatory requirements.  

Refinements and additions will be  

   Ongoing monitoring and  required hence the risk remains. Reducing

optimisation ensured the  

system remained effective  

and adaptable to future  

requirements.

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 Risk andCMonittirgoalsti on chaPnrgoeg rdeusrsinagnydear anRdaTtirnegn d

DATA GOVERNANCE AND    A project was undertaken    The Commission remains vigilant in

CYBER SECURITY during 2024 to identify  protecting sensitive regulatory data,

The Commission relies on  data governance issues  with continuous improvements

secure and effective data  and restructure the  to security and governance

management to carry out its  Commission s data  frameworks ensuring ongoing

functions.  management architecture. resilience and is sensitive to the

   As an arm s length  increasing risk as the remit of the

Tchybeerris-ka totaf cdkasta,  obr r  einaacdheeqsu, ate  organisation the  Commission expands.

data governance could  Commission benefits from    Several strengthening actions

undermine public trust and  Government of Jersey IT  have already been identified and

regulatory effectiveness. infrastructure that includes  undertaken, and scheduled reviews

robust Cyber Security  are in place to ensure controls  High With an increasing reliance on  measures along with staff  remain adequate and effective and

digital systems, ensuring robust  training on data protection  are followed as expected.

data protection measures is a  to comply with best practice

critical priority. on data management.

The risk in expected to increase    A Data Governance

with the increasing data  Framework was  Increasing requirements associated with  introduced to standardise

the Commission s expanding  policies, controls, and

remit. responsibilities across the

organisation.

   The new Digital Registration

system was subject to penetration and vulnerability testing and system audits were conducted to identify and address vulnerabilities before go live .

FUNDING ALLOCATION   The Commission engaged    The Government of Jersey s 2025

As the Commission expands  with the Government of  2028 Budget sets out ambitious

its regulatory responsibilities,  Jersey to ensure that  savings targets, which may have

financial sustainability remains a  funding requirements for  implications for the Commission s

critical consideration.  expanded regulation were  future resourcing. While the

understood and planned  Commission operated within

Insufficient funding or  for. budget for 2024 and anticipates

unexpected financial pressures  this will continue in 2025 without

could affect the ability to    Financial planning and  affecting its core functions, longer-

deliver key initiatives, invest  scenario modelling  term financial sustainability remains  Medium in necessary resources, and  were conducted to  challenging. The Commission

maintain high regulatory  assess potential funding  continues to monitor this risk

standards. challenges. closely in the context of increasing

   A continued focus on  demand and will take steps to

efficiency and value for  mitigate any potential impact on its

money helped to optimise  regulatory programme. Stable resource allocation while

maintaining regulatory

effectiveness.

   Budget monitoring was

strengthened, ensuring financial risks were identified early and managed effectively.

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RISK PROFILE CHANGES IN 2024

The Jersey Care Commission actively monitors  core activities, long-term sustainability remains  and manages key risks that could impact its  challenging, particularly in light of increasing  ability to fulfil its regulatory responsibilities. The  demands. The Commission will continue to  Commission continues to assess risks using a  monitor the financial impact of these reductions  four-point scale from Extremely High to Low, and  and demands and assess whether they could  

as in 2023, no risks were classified as Extremely  affect the delivery of the planned inspection  High in 2024. programme.

While the overall risk landscape remains stable,  Throughout 2024, the Board has taken a cautious  challenges persist around workforce capacity,  and measured approach to risk exposure,  

digital transformation, data governance and  ensuring that expansion is managed carefully  cyber security, and financial sustainability,  while maintaining regulatory effectiveness.  particularly in the context of the Commission s  Where appropriate, the Commission has delayed  expanding regulatory responsibilities. The most  taking on additional commitments to prioritise  significant risks are around workforce capacity  its core responsibilities and maintain operational  and capability, particularly in preparing for the  stability. As the Commission moves towards  regulation of acute Hospital, Ambulance, and  full implementation of its expanded remit, risk  Adult Mental Health Services. There are also risks  management will remain central to its strategic  around Data Governance and Cyber Security. decision-making, ensuring that public protection,  

regulatory effectiveness, and organisational  While progress has been made in recruitment and  

resilience are maintained.

workforce planning, the Commission continues  

to face challenges in ensuring sufficient specialist  

expertise and operational resilience. To mitigate  

this, the Commission has maintained strategic  

partnerships with organisations such as the  

CQC and continues to engage independent  

contractors to help prepare for regulation of new  

areas and supplement internal capacity.

Another critical risk area is digital transformation,  with the implementation of a new digital  registration system marking significant progress.  However, the increased reliance on digital  solutions has introduced additional risks around  data governance and cyber security. The  Commission has strengthened its approach to  data governance through enhanced policies,  regular audits, and an Integrated Assurance  Framework, which brings together monitoring  and assurance information from difference  processes and has helped reduce the overall  

risk. Cyber security remains a priority, with  continued investment in system resilience and  threat mitigation.

Financial risks have increased in complexity due  to budget reductions outlined in the 2025-2028  Budget, previously known as the Government  Plan. While the Commission was able to identify  savings for 2024 and 2025 without impacting  

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46

Corporate  Governance  Report

CHAIR OF THE BOARD OF COMMISSIONERS REPORT

The Jersey Care Commission was established  As of 1 January 2025, I assumed the role of Chair  by the Regulation of Care (Jersey) Law 2014 as  of the Board of Commissioners, building on the  an independent regulator of health and social  strong foundations laid by my predecessor. The  care services. The Commission s mandate is to  Board of Commissioners comprises seven highly  uphold the integrity of independent regulation,  experienced individuals with backgrounds in  ensure the safety and quality of care provision,  health, social care, and regulation. The Jersey  

and drive continuous improvement in the sector.  Appointments Commission oversees Board-level  

appointments, but the authority to appoint the  Chair and Commissioners rests with the Minister  for the Environment.

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EXPANDING REGULATION AND STRATEGIC PRIORITIES

The Commission continues to evolve, with 2024  workforce planning, training, and engagement marking a significant phase in its development.  with key stakeholders, including service providers, Having successfully integrated the regulation  government representatives, and the public.

of children's social care in the previous year,  Collaborations with regulatory bodies such as the the focus has shifted to the preparation for  CQC have supported knowledge-sharing and best regulating acute Hospital, Ambulance, and Adult  practice implementation.

Mental Health Services. This expansion presents  Additionally, the Board has overseen the rollout both opportunities and challenges, particularly  of the Commission s digital transformation regarding workforce capacity, capability, and  programme, with a focus on online registration and financial sustainability. enhanced data governance. The implementation

The Board has provided strategic oversight to  of stronger cyber security measures has also ensure a smooth pathway, balancing ambition with  been a priority, ensuring the protection of sensitive realism. The Commission has invested in  information in an increasingly digital regulatory

environment.

GOVERNANCE AND OVERSIGHT

The Commission remains committed to high  emerging challenges and opportunities. The Chair standards of corporate governance. Our  and Chief Inspector maintain regular dialogue, governance framework is anchored in the  ensuring strong leadership and responsiveness to Commission s Constitution, the Framework  regulatory developments.

Agreement with the Government of Jersey, and  In 2024, the Commission again conducted

the Scheme of Delegation. In 2024, we further  a Board effectiveness review, evaluating our developed our Integrated Assurance Framework,  approach to governance, decision-making, and consolidating risk management, financial  risk management. The findings reaffirmed the oversight, and performance monitoring into a  Board s effectiveness while highlighting areas unified structure. for continuous improvement, particularly in light

The Board continues to meet six times a year,  of our expanding remit and evolving regulatory including public meetings that reinforce our  landscape. This is an area I particularly intend to commitment to transparency and accountability.  build on during my time as Chair of the Board. We also conduct strategy workshops to assess

LOOKING AHEAD

As we move forward, the Commission is  I look forward to working closely with my fellow well-positioned to meet the challenges of its  Commissioners, the Chief Inspector, and the expanded role. Ensuring workforce resilience,  wider team to ensure that the Commission financial stability, and digital readiness will remain  continues to protect the public, promote high-

key priorities. The Board is fully committed to  quality care, and strengthen confidence in supporting the Commission in delivering robust,  Jersey s health and social care system. independent regulation that upholds the highest

standards of care for the people of Jersey.

Dr Nigel Acheson

Chair, Jersey Care Commission

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Statement of Responsibilities of the  Chair of the Board of Commissioners

The Chair of the Board of Commissioners provides leadership, strategic direction, and oversight to  ensure the Commission effectively regulates and inspects health and social care services in Jersey.  Through independent assessment and assurance, the Chair supports the Commission s mission to  uphold high-quality care standards and improve outcomes for service users.

Working closely with Commissioners, the Executive Team, and representatives of the Government of  Jersey, the Chair ensures the effective operation, governance, and performance of the Commission.

KEY RESPONSIBILITIES

Through these responsibilities, the Chair ensures the Commission remains an independent, effective,  and trusted regulator, dedicated to safeguarding the quality, safety, and integrity of Jersey s health  and social care services.

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Statement of Responsibilities of the Chief Inspector

The Chief Inspector is responsible for the day-to-day leadership and management of the Commission, ensuring the effective and efficient delivery of its statutory, regulatory, and inspection functions in accordance with legislation. Working closely with the Chair and Commissioners, the Chief Inspector provides strategic leadership, expert regulatory oversight, and operational direction to uphold the Commission s mission.

The Chief Inspector is an executive officer of the Commission, not a member of the Board of Commissioners, and is expected to implement and uphold the Commissioners decisions except where they contradict the requirements of the Public Finances Manual or States Employment Board policies and procedures.

KEY RESPONSIBILITIES

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KEY RESPONSIBILITIES

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The Commission and the Board of Commissioners

The Commission is a body corporate with perpetual succession. The Regulation of Care (Jersey) Law 2014 states that the Commission shall consist of not less than four and not more than eight Commissioners. There are currently seven serving Commissioners, including the Chair.

Glenn Houston, the first Chair of the Commission completed his final term as Chair on 31st December 2024, therefore there were no changes in 2024, and the Board comprised:

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Governance Framework

The Regulation of Care (Jersey) Law 2014  While independent in its regulatory functions  establishes the Jersey Care Commission as  and decision-making, the Commission is funded  an independent regulator, ensuring that health  through a combination of public funds and fees  and social care services meet high standards.  levied on regulated providers and professionals.  The Commission operates independently of the  It is accountable for the effective use of these  Minister for Health and Social Services, the Chief  resources and the delivery of its statutory  Minister, and the Government of Jersey. responsibilities.

Accountability and Financial Oversight

The Cabinet Office is responsible for ensuring  Scheme of Delegation and the Public Finances  the Commission receives adequate financial  Manual. The Board of Commissioners provides  resources. The Chief Officer of the Cabinet  scrutiny, support, and oversight, ensuring that  Office acts as the Accountable Officer, ensuring  financial decisions align with the Commission s  that public funds allocated to the Commission  strategic objectives and regulatory mandate.

are used appropriately and represent value for  

The Commission maintains a strong working  money. The Accountable Officer is appointed in  

relationship with the Government of Jersey,  accordance with the Public Finances (Jersey)  

underpinned by quarterly governance and liaison  Law 2019.

meetings with the Cabinet Office. These meetings  The management of funds is delegated to the  serve as a forum to discuss financial planning,  Chief Inspector, who oversees day-to-day  fee income, and ongoing regulatory priorities. financial operations in line with the Department s  

Governance Structures and  Decision-Making

The Commission s governance framework is set  The Scheme of Delegation further clarifies  

out in two key documents: decision-making responsibilities by  

The Framework Agreement defines the  distinguishing between:

relationship between the Commission and  Operational decisions, which are delegated  the Government of Jersey, including funding  to the Chief Inspector and Executive Team arrangements and oversight mechanisms

Strategic and corporate governance matters,  

The Constitution outlines the Commission s  which remain the responsibility of the Board  statutory functions, governance structures,  of Commissioners.

and operational principles.

This clear separation ensures appropriate  

Both documents are available on the  governance boundaries, supports effective  Commission s website and are subject to regular  oversight, and strengthens the Commission s  review. A formal review is scheduled for 2025 in  accountability framework.

conjunction with expected changes in legislation,  

to ensure they remain aligned with best practice  

and evolving regulatory responsibilities.

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Board Leadership and Strategic Oversight

The Board of Commissioners plays a pivotal role in maintaining good governance, strategic direction, and public accountability. Strong relationships between the Chair, Chief Inspector, and Commissioners are critical to ensuring effective leadership and decision-making.

The Chair and Chief Inspector meet weekly,  Each year, the Commission approves a Business fostering close collaboration between the  Plan and associated budget, ensuring a clear link Board and the Executive Team (regulation  between Government policy on health and social officers and administrative staff)

care regulation and the Commission s strategic

The Board meets six times a year, with public  direction.

meetings reinforcing transparency and

stakeholder engagement

Commissioners review and approve key  policies, strategic plans, and regulatory  priorities, ensuring they are periodically  revisited to reflect emerging challenges.

Public  Accountability   and Reporting

The Commission is accountable to  

the public and the States Assembly,  providing transparency in its operations  and performance.

The Commission receives regular financial  reports from the Treasury and Exchequer  Department, allowing for ongoing scrutiny of  income and expenditure

It publishes an Annual Report, which is  laid before the States Assembly, providing  a detailed account of the Commission s  performance, strategic achievements, and  key performance indicators.

This governance framework ensures that the  Commission operates effectively, remains  financially accountable, and continues to uphold  the highest standards of independent regulation.

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Framework Agreement

The Corporate Governance Framework  The Commission s responsibilities in  

for the Commission is described in  demonstrating its accountability to the  the Framework Agreement with the  Government, and to the people of Jersey

Government of Jersey. The agreement  The four key principles that underpin the  sets out: partnership between the Commission and  

Cabinet Office. These principles mirror  

The responsibilities of the Government  

those of the UK Cabinet Office's Code of  of Jersey in providing the necessary  

Good Practice relating to departments and  resources, services and support to  

arm s-length bodies: Purpose, Assurance,  the Commission to ensure its effective  

Value, and Engagement.

operation in accordance with the intentions  

of the Government

Government of Jersey s objectives  

The Government of Jersey is committed to improving health and social care  outcomes for people in Jersey. It seeks to ensure that:

people are provided with independent assurance about the quality, safety and effectiveness of  Island services by the Commission

all providers deliver high standards of care, and where care is poor, this is readily identified so  that services can be supported to improve or are subject to appropriate interventions. This is in  relation to services directly delivered by the Government, as well as other registered providers

there is public confidence in the Commission that it is seen as effective, relevant and provides  value for money.

The Framework Agreement sets out the current  accountability arrangements. The accountability  arrangements reflect both the independence  

of the Commission and the need for the  Commission to be accountable to the Minister.  It also confirms that the Accountable Officer is  ultimately accountable for the use of public funds  and fees levied by the Commission.

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Governance Responsibilities of the Accountable Officer and the Commission

The Accountable Officer is responsible for providing the Government with assurance as to the performance of the Commission and for demonstrating the linkage between Commission and departmental objectives.

The Commission supports the Accountable  The Chief Inspector ensures that the standard Officer in discharging their responsibilities  of financial management complies with the through regular engagement and the provision  provisions of the Public Finances (Jersey) Law of timely updates on performance, risk, and  2019 and the Public Finances Manual. Where financial management. These structured  the Commission may require a deviation from the interactions enable transparency, alignment with  requirements of the Manual, the decision and departmental objectives, and ongoing assurance  rationale will be documented, and appropriate regarding the effective use of public funds. approval obtained from the Accountable Officer.

The Accountable Officer provides the  The Accountable Officer requires assurance from Government with assurance as to: the Commission regarding financial propriety

and regularity, that funds are being used

achievement of the objectives of the

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

is effective stewardship of any assets controlled Commission

or safeguarded, and that appropriate systems

good governance and value for money. are in place to identify and manage risks.

The Commission prepares an Annual Report  The Chief Inspector prepares an Annual

on performance against the previous year s  Financial Assurance Statement, approved by the objectives and targets, and the Business Plan  Commission, and included in the Annual Report. sets out objectives, targets, and KPIs for the

coming year. The Business Plan is discussed with

the Accountable Officer.

The Accountable Officer is accountable for the public funds that flow from the Government to the Commission. The Accountable Officer delegates management of these funds to the Chief

Inspector in accordance with the Department's Scheme of Delegation.

Appointment of Chair and Commissioners

The Minister for the Environment appoints Commissioners and the Chair of the Commission and within the Law decides the duration of that person's appointment.

Glenn Houston was the Chair of the Board of  The Law states that a term of appointment shall Commissioners and completed his final term  be at least three years and not more than five

on 31st December 2024. The new Chair, Nigel  years and that a person may be appointed more Acheson, was appointed for an initial three-year  than once. Changes to the Law to set a limit on term, from 1st January 2025. the maximum duration a person may serve as a

Commissioner are currently under consideration.

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57

Glenn Houston - The Chair

(Term completed 31 December 2024)

Lesley Bratch

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Kathryn Chamberlain OBE

Jackie Hall

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Noreen Kent

Angela Parry

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Gordon Pownall

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Functions and Duties of the Board of Commissioners

The Board of Commissioners (the Board) is responsible for ensuring that the Commission operates effectively as an independent regulator of health and social care services in Jersey. The Board s key responsibilities, as set out in the Constitution are:

REGULATORY OVERSIGHT & QUALITY ASSURANCE

Ensure that all regulated services are inspected and monitored in  accordance with the law, so that care receivers and their families  receive safe, high-quality services that meet their needs

Oversee a regulatory framework that promotes continuous  improvement, rather than focusing solely on compliance  monitoring

Ensure that the Commission s regulatory functions remain independent, proportionate, and effective, supporting the evolution of care standards in Jersey.

STRATEGIC LEADERSHIP & GOVERNANCE

Provide strategic direction, setting and monitoring operational objectives that reflect the needs of the Island and the Commission s statutory remit

Define and uphold the values of the organisation, ensuring that the Commission meets its obligations to all stakeholders, including people who use services

Oversee the allocation of resources to ensure that the Commission operates efficiently and in line with its strategic priorities

Ensure that the Commission maintains effective governance arrangements, with regular review and oversight of its executive functions

Uphold the highest standards of probity, integrity, and accountability, particularly in the use of public funds and decision-making processes.

SECTOR LEADERSHIP & BEST PRACTICE

Promote best practice across all regulated sectors, ensuring that regulatory interventions support service improvement and innovation

Engage with key stakeholders, including Government, service providers, and the public, to reinforce the Commission s independence, credibility, and impact.

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BOARD OPERATIONS

The Board carries out its functions through:

Board meetings, where strategic decisions and oversight responsibilities are exercised

workshops and other engagement events, facilitating ongoing learning, discussion, and policy development

meetings between the Chair and the Chief Inspector, ensuring effective leadership and alignment between the Board and the Commission s executive functions.

ATTENDANCE AT BOARD MEETINGS

BOARD MEETINGS TRANSPARENCY AND PUBLIC ACCESS

The Constitution requires that the Board  Board meetings are open to the public must meet a minimum of four times a year.  and are advertised on the Commission s The Commission has established a pattern  website, reinforcing the Commission s of meeting formally on six occasions each  commitment to transparency and

year, with meetings scheduled well in  accountability. The agenda and approved advance, to ensure effective governance,  minutes are also published online, oversight, and decision-making. To facilitate  along with selected meeting papers, thorough preparation, the agenda and  in accordance with the Commission s supporting Board papers are circulated  Publication Schedule.

to Commissioners one week prior to each

meeting.

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AGENDA AND KEY DISCUSSION AREAS

Each meeting follows a structured agenda to ensure focused and effective discussions. Key agenda items typically include:

Approval of previous minutes and follow-up on agreed actions

Reports from the Chair and Chief Inspector, providing updates on strategic developments, regulatory priorities, and significant operational matters

Oversight of enforcement actions, ensuring robust scrutiny of regulatory decisions

Financial reporting and risk management and assurance, with dedicated time for review and discussion

Key strategic and policy discussions, where Commissioners provide constructive challenge and guidance to support informed decision-making.

CONFIDENTIAL MATTERS

Each Board meeting includes a confidential session where Commissioners may consider:

Legally privileged matters, including ongoing legal proceedings

Commercially sensitive issues that cannot be discussed in a public forum

Staffing matters or regulatory decisions requiring discretion.

This ensures that while the Commission prioritises openness and accountability, it also protects sensitive information appropriately.

GOVERNANCE AND COMMITTEE STRUCTURE

The Commission does not currently operate a formal committee structure. Instead, all Board members collectively consider matters that would typically fall within the remit of an Audit and Risk Committee, ensuring robust oversight of financial controls and risk management.

As an arm s length organisation, with remuneration set by the Government of Jersey, there is no requirement for a Remuneration Committee.

The Board keeps its governance structure under regular review, particularly in light of the Commission s expanding regulatory remit and increasing budget. As the Commission evolves, the Board may establish formal committees to further strengthen its governance and oversight framework.

This governance approach ensures that the Commission remains agile, transparent, and accountable, while continuing to uphold the highest standards of regulatory oversight.

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Work of the Board in 2024

The Board met six times throughout the year as scheduled.  Key areas of focus included:

POLICY AND GOVERNANCE OVERSIGHT: PREPARATION FOR NEW  

REGULATORY RESPONSIBILITIES:

Reviewing and approving updates to critical  

policies and documents, including the  Overseeing preparations for the regulation of  Procedures for Representations, updates to  acute Hospital, Ambulance, and Adult Mental  communications guidance, the inspection  Health Services, including:  

template, and proposals for handling  Regular reviews and updates of the  complaints project plan

Reviewing data governance arrangements,  Approval of the relevant inspection  the risk management framework, and the  handbook and methodology

business continuity plan  Approval of standards and the Single  

Considering proposals to strengthen  Assessment Framework

governance systems, including the need for  Oversight of the public consultation on  an external Board review. the proposed standards.

STRATEGIC PLANNING AND PERFORMANCE  Conducting a reflection and learning session  MONITORING: following the inspections of Children s  

Approving the Business Plan, key  Services, an area newly brought under  performance measures, and the Annual  regulation in 2024. Report

Reviewing progress on key projects,  including the Online Registration Project  and the Digital Analysis and Transformation  Project

Consideration of benchmarking proposals  and overseeing ongoing work in this area.

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ENGAGEMENT AND STAKEHOLDER  BOARD DEVELOPMENT AND COMPLIANCE: RELATIONS:

Conducting a Board workshop in partnership

Meeting with key stakeholders, including the  with the Jersey Office of the Information Minister for Health and Social Services, the  Commissioner to reinforce the Board s

Chief Officer of Strategic Policy, Planning  responsibilities in protecting personal data.

and Performance, the Director of Children s

Services, and policy leads for health,  professional registration, and care regulation

Responding on behalf of the Commission  to the public consultation on changes to the  Regulation of Care (Jersey) Law 2014

Attending the sector-wide engagement  event to interact with service providers and  facilitate discussions

Meeting with the Assisted Dying policy lead,  to provide regulatory input and perspective  into policy consideration.  

Effectiveness of the Board

The Chair plays a pivotal role in ensuring the effectiveness of the Commission, with a particular focus on the work of the Board. As part of this responsibility, the Chair conducts annual appraisals with each Commissioner and reports the outcomes to the Accountable Officer, who, in turn, appraises the Chair s performance.

Evaluation of Board Effectiveness

The Board conducts an annual assessment of its effectiveness through a structured survey, integrated into the Commissioner appraisal process. The 2024 review identified several key findings:

Strong Governance and Strategic Oversight:  Balanced Strategic Focus: The Board is Commissioners expressed confidence in  seen as successfully balancing support for the Board s effectiveness in governance,  operational delivery with effective challenge decision-making, and strategic leadership and oversight. Commissioners agreed that meeting agendas appropriately reflect key

Diverse Expertise with Areas for Further  priorities

Development: While the Board benefits

from a strong mix of skills and experience,  Importance of Direct Engagement:

there is recognition of the need to expand  Commissioners highlighted the value of expertise as the Commission s regulatory  engagement sessions and provider visits in responsibilities grow strengthening their understanding of frontline

services and regulatory challenges.

Value of Board Workshops: Workshops

remain an effective mechanism for in-depth

discussions on complex regulatory and

strategic matters

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Remuneration of Chair and  Non-Executive Board Members

Commissioners, including the Chair, are not full-time employees. The Chair is  contracted to work up to 40 days each year. In the case of Commissioners, while  there is no set number of days, attendance and travel for all Board meetings and  workshops, including remuneration for travel time, requires 12 days per year.

Register of Interests  

The Commission's Constitution requires that Board Members ensure that no  conflict of interest arises, or could reasonably be perceived to arise, between their  public duties and private interests. To assist with discharging this requirement,  the Commission maintains a Register of Interests for Commissioners. This lists all  outside interests, whether paid or unpaid, and whether held by a Commissioner or  a close family member.

Commissioners complete a fresh declaration of interest every year and must provide details of any  changes during the year. In addition, at the start of each Board meeting, the Chair asks if there are  any additional declarations or conflicts of interest to be made that are relevant to the agenda.

The Register is maintained on the Commission s website. It can be found by searching for the  register of interests or at this link:  

https://carecommission.je/wp-content/uploads/2024/04/REG_OfInterestsBoardMembers_20250415.pdf

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Annual Statement of  Assurance 2024

The Commission continues to expand its regulatory remit, assuming a broader and more complex range of responsibilities. Regulation has already extended to include key aspects of social work services for children and young people, such as fostering, adoption, and Child and Adolescent Mental Health Services (CAMHS).

In 2025, the Commission expects to further  Utilising external expertise where necessary, extend its regulatory oversight to include: supplementing internal regulatory capacity

with experienced contractors to support

Acute hospital services preparatory work.

Ambulance services The Board maintains regular oversight of these

Adult mental health services developments, ensuring that risks are identified and mitigated through established assurance

The first inspections of these newly regulated

processes. As the Commission s remit evolves, services are anticipated to take place in 2026.

governance and control mechanisms must

To ensure readiness for this expanded regulatory  adapt accordingly. In response, the Board has role, the Commission has focused in 2024 on: implemented a revised assurance framework to

ensure risk management controls remain fit for

Strengthening capacity and expertise

purpose and subject to regular review.

through workforce planning and recruitment

of additional skilled and experienced  As Chair, I am satisfied that the Commission's regulation officers governance, assurance, and risk management

Building strategic partnerships with UK  controls remain effective and appropriate for regulatory bodies, such as the Care Quality  managing identified risks.

Commission (CQC), to leverage their

expertise where appropriate

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Financial Assurance

The Commission relies on accurate and timely financial reporting derived from  the States of Jersey s financial systems, which are subject to ongoing review and  scrutiny by the Cabinet Office and the Treasury and Exchequer Department.

Since its establishment, the Commission s  The financial data presented in this report  accounts have been incorporated within  has been subject to quality assurance by the  the Government of Jersey s overall financial  Treasury and Exchequer Department and has  accounts but have not been subject to separate  been confirmed as accurate and complete. auditing. Under the Regulation of Care (Jersey)  

As Chair of the Board of Commissioners, I am  Law 2014, the Commission is required to  

satisfied that appropriate financial controls  include a statement of independently audited  

are in place, that value for money is being  accounts in its Annual Report. Discussions  

achieved, and that public funds are being used  with the Government of Jersey regarding  

in accordance with their intended purpose.

this requirement are ongoing. It is currently  

expected to be addressed in forthcoming  

changes to legislation.  

Internal Controls

As Chair, I hold overall responsibility for assessing the effectiveness of the  Commission s internal control systems. This is achieved through:

Ongoing assessment, research, and  Based on my assessment, the assurance  enquiries to ensure robust oversight processes in place, and the information  

Regular engagement with the Board, the  provided in this report, I am satisfied that the  Chief Inspector, and Commission staff Commission s governance, risk management,  and internal control mechanisms remain  

Quarterly governance and liaison meetings  

effective and proportionate to the organisation s  with the Cabinet Office, where key matters  

responsibilities.

such as finance, risk, and propriety are  

reviewed.

Significant Internal Control Weaknesses

Beyond the ongoing issue regarding independent auditing of accounts, no significant weaknesses in  the Commission s internal controls were identified in 2024 that materially impacted the achievement  of its objectives.

The Corporate Governance Report has been signed on 26 March 2025.

Dr Nigel Acheson

Chair of the Board of Commissioners, Jersey Care Commission

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Staff Report

Employment Framework

Under the Framework Agreement, staff working for the Jersey Care Commission are appointed by the Commission but remain employees of the States Employment Board (SEB). This means they are subject to SEB standard terms and conditions for civil servants, including policies on:

Pensions

Pay and pay increments

Flexible working arrangements

Code of Practice and Standards in Public Service

Salaries are processed through the Government of Jersey payroll system.

Workforce Composition

As of December 2024, the Commission employed 18 permanent staff members. This includes the appointment of additional Business Support staff and a Data Analyst reflecting the ongoing expansion of the Commission s regulatory remit and the Commission s commitment to strengthening regulatory capacity in preparation for the inspection of acute Hospital, Ambulance and Adult Mental Health Services.

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Staff Remuneration Policy

All Commission employees are paid in accordance with Civil Service pay scales, ranging from  Grade 6 to Grade 15.

The Chief Inspector is a Grade 15. In 2024 the pay range for Grade 15 was from  £104,389 to £115,311

The total staff costs for 2024 were £1,758,000.

Pay Ratios

The Commission maintains transparent pay structures and ensures fair pay practices, using the Civil  Service pay scales:

The highest-paid staff member received 2.85 times the pay of the lowest-paid staff member.

The ratio of highest to median pay was 1.43:1.

The Hutton Review of Fair Pay in the Public Sector (2010) suggests that most public sector  organisations maintain a pay ratio of 12:1, meaning the Commission s pay ratios remain well within  sector norms.

Gender Pay equality measures

As a small organisation, the Commission s gender pay equality measures can be subject to greater  variation than in larger organisations.  

This compares to gender pay gap figures for Jersey:

12% in Jersey overall (Statistics Jersey, 2024).

Mean 14.6% and Median 12.5% in the public sector (Government of Jersey, 2023).

The negative mean pay gap figure indicates that in the Commission, on average, female staff are paid  more than male staff. This is likely to be for similar underlying reasons as published in the Government  of Jersey Gender Pay gap report which cites that 81% of Nurses are female. The Commission has a  high proportion of inspectors and senior staff from a nursing background.

https://carecommission.je/wp-content/uploads/2024/04/REG_OfInterestsBoardMembers_20250415.pdf

The Commission follows Civil Service pay policies, ensuring that staff performing similar roles receive  equal pay regardless of gender.

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Board of Commissioners  Gender Pay Gap

An analysis of gender pay among the Board  The Chair remains one of only two male

of Commissioners was conducted although  Commissioners, with all other members given the small number of Commissioners  receiving a uniform daily remuneration rate. (seven), minor changes in composition can

The mean gender pay gap for the Board

significantly impact gender pay calculations.

in 2024 was 30%.

Use of Contractors and Consultants

The Commission engages contractors and  Specialist contractors provide an efficient consultants when required to provide: and flexible resource to complement internal

expertise, particularly during periods of regulatory

Specialist expertise not available in-house

expansion. Their specialist input is crucial when

Independent assessments and external  developing new standards and methodologies, perspectives ensuring the Commission benefits from external

Cost-effective, short-term solutions for  expertise without the need for long-term

project delivery. commitments.

The total expenditure on contractors in 2024 was  As the Commission extends its regulatory scope, £252,0000, covering: specialist contractors will continue to play a key

Development of regulatory standards and  role, particularly in the oversight of complex public methodologies sector services, where an independent external

Specialist input on complex inspections and  perspective enhances the robustness and regulatory processes credibility of the regulatory process.

Development and implementation of the  digital registration system

Support to review and implement changes  to the Commission s data and information  management requirements

Communications including development  and provision of information in alternative  formats.

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Staff Engagement

To assess staff engagement and workplace culture, the Commission participates in the  annual Government of Jersey Be Heard Survey, which is conducted independently. This  produces a Best Companies Index (BCI) score for the Commission as a team within the  Government infrastructure.

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BCI Score

In 2024, the Commission maintained its world  The Commission remains committed to building class three-star rating, the top category for  a positive and inclusive work environment, engagement, although with a slight reduction  ensuring that staff: on the 2022 overall score

Are engaged in business planning and

Comparable 2023 data is not available as

regulatory developments

in 2023 the survey combined results from

multiple Arm s-Length Bodies (ALBs),  Receive appropriate induction, training, and limiting direct comparisons with other years. development opportunities

Are supported in their professional growth and wellbeing.

Training and Development

In response to the expanding regulatory role,  Commission staff undertook the ERASMUS the Commission has enhanced its training and  international regulatory course and attended induction programme to ensure all staff: and presented to the European Partnership of

Supervisory Organisations in Health and Social

Have the necessary skills to regulate new

Care as part of their ongoing development. service areas

The Commission also became members of the

Are trained in regulatory best practices Institute of Regulation.

Benefit from continued professional

development opportunities.

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Employee Wellbeing

As an arm s-length body, with staff employed  Additionally, the Commission has introduced  through the States Employment Board, the  internal wellbeing initiatives, including: Commission benefits from the Government of  

Mental Health First Aid training for staff

Jersey s staff wellbeing support, including:

Flexible working arrangements to support  

Occupational Health services work-life balance.

The Employee Assistance Programme (EAP) The Commission remains committed to  

Health surveillance and mental health  maintaining a supportive and healthy workplace  support. for all employees.

Summary and Outlook

In 2024, the Commission has continued to  strengthen its workforce, expand its regulatory  expertise, and enhance staff wellbeing and  engagement. As it prepares for the regulation  

of acute Hospital, Ambulance, and Adult Mental  Health Services, the Commission remains  focused on:

Developing skilled regulation officers

Ensuring fair pay, diversity, and inclusion

Providing training and development  opportunities for all staff

Maintaining staff engagement and  wellbeing.

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