Jersey Care Commission Annual Report 2025

Foreword by the Chair 2

Appendix

Registration Tables - Professionals and Providers 60

1

Foreword  by the Chair

Dr Nigel Acheson

Chair of the Jersey Care Commission

bringing together experts from jurisdictions including  Looking ahead, our priorities are clear. We will:

the Netherlands, England, Wales, Malta, Croatia and    Begin inspections of newly regulated services Singapore. The two-day event provided an opportunity

Continue to strengthen engagement with care

It has been a privilege to serve my first year as Chair of the Jersey  to share and learn from the approaches being taken to

receivers and families

regulation across nations.

Care Commission. This year has been one of progress and    Embed risk-based approaches to focus resources preparation as we continue to strengthen independent regulation  A key parconsideration for the Jert of the discussion, and an imporsey Care Commission, tant    wherEnsure they make the gre we have the capacity and capability to eatest impact

in Jersey and build confidence in the quality and safety of care. focused on finding the right balance between ensuring  deliver our growing responsibilities effectively.

safe, high quality care through effective regulation and

keeping the regulatory burden on providers and the  I want to thank Commissioners, staff, and

Our work matters because it touches the lives of  Our 2025 activity is summarised in the Highlights  cost to taxpayers, proportionate. stakeholders for their commitment and collaboration. Islanders every day. Regulation is not just about  on the next page. One of the key features of the  Together, we will continue to uphold high standards

compliance, it is about supporting improvement,  approach to regulating health and care services  Based upon the experience of our collaborative,  and provide assurance that care in Jersey is safe, listening to the voices of those who use services, and  in Jersey is the focus on supporting improvement  improvement focused approach to regulation of health  effective, and person-centred.

ensuring care is delivered with dignity and respect. in services. This year the Commission hosted  and care services, the Commission looks forward to

an engagement event to celebrate some of the  building upon this approach as the scope of regulation

In 2025, we maintained a strong inspection  improvement work that has been undertaken  expands to cover further services in 2026.

programme and worked closely with providers  by providers in Jersey. I would like to take this

to promote best practice. At the same time, we  opportunity to thank each of the teams who shared  prepared for a major expansion of our remit: the  their work at the event and for their commitment to  regulation of acute hospital services, ambulance  improving the quality, safety and experience of care  services, and Government adult mental health  in Jersey.  Dr Nigel Acheson

services. These changes, alongside updates to the  Chair of the Board of Commissioners Regulation of Care Law, represent an important step  In June, the Commission hosted the 38th meeting

forward for Jersey's health and social care system. of the European Partnership for Supervisory  27 February 2026

Organisations in Health Services and Social Care,

4

5

Our  Our  Our  Vision  Mission Values

We are a trusted, proactive  We independently regulate,  Person-centred

regulator that promotes  inspect and support  Integrity  

excellence and inspires  improvement in health and  

 Openness and  

confidence in health and  social care so that people  

accountability  About the  Efficiency and excellence  social care helping to improve  receive high-quality, safe,  

outcomes for Islanders. person-centred support.

Jersey Care  Engagement Commission WWhWoeemarlheseogcaruealgar teitse, t ewaardnhuedelatilntd hsdaapyneodscestorsvceiicarlevcsiac raeenspdrfoo cfreh asislddiourneltansls' as,pn sideor ccciihnagill d caranedrnet,a, tipntorcooliuvnidgdibinnuggs i cnineadsresee phs e, o lnamdseeer sn  ,t  

assurance, promoting best practice and helping achieve better outcomes.

services for cosmetic purposes, and Yellow Fever Centres.

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

We promote and support best practice in the delivery of health and social care by setting  

The Jersey Care Commission is the independent  high standards and challenging poor performance.

regulator for health and social care services in Jersey.    We work with serand social care and achieve better outcomes.vice users, their families and carers to improve their experience of health  

Established under the Regulation of Care (Jersey)  A Board of Commissioners provides strategic  

Law 2014, we set standards, register services and  oversight and holds the executive to account.  

professionals, inspect against those standards, and  Commission officers carry out inspections,  

publish findings so that people can make informed  registration, and enforcement, supported by  How We Work

choices about their care. We regulate services  business support services and data functions.

delivered by Government, Parishes, private providers  Our approach is aligned to Right-touch regulation principles set out by the  and the voluntary sector. Professional Standards Authority: proportionate, consistent, targeted, transparent,  

accountable and agile. We intervene based on risk and evidence, keep processes  user-friendly, and continually learn from practice.

Our Structure

Board of Commissioners Chair and Six Commissioners

Chief Inspector

Head of Business   Deputy Chief  and Performance Inspector

Data  Business Support  Regulation  Pharmacist  Analyst Team Leader Officer x10 Inspector

Business Support  Team Admin x 3  

(one vacancy)  

Sustainable Wellbeing  and the Commission's Role

Jersey is one of the few jurisdictions to enshrine a requirement to consider sustainable wellbeing in  Government decision-making. To measure progress, the States of Jersey use the Jersey Performance  Framework, which combines:

Island Outcome Indicators Service Performance Measures tracking long-term progress toward sustainable  short-term indicators of how well public  wellbeing. services are performing.

The Island Outcome Indicators  Performance  LB E IN G

focus on three themes:

Report Economic WellbeingEnvirprenvirotecting and enhancing the naturonmentonmental Wellbeing al  E N TAL WE L envirBuiltonment Learn &grow wellbeingHealth &

Natural

M environment

N

O

Safety & IR security

Island  

V

N Outcome  

supporting a stable and thriving economy. E Sustainable Indicators

resources Vinclusive ibrant & community

Community Wellbeing  Affordable Jobs & living productivity

growth improving quality of life for Jersey residents Business

The Commission is an independent body funded through a  

environment

mix of fee income and public funding. As a public regulator, we  

support the Government of Jersey's sustainable wellbeing goals   WE LL B E I N G by assuring quality and safety in care and by providing clear,  

proportionate oversight.

The Government has set objectives for the Commission to provide independent assurance on the quality and safety of services, ensure poor practice is identified and addressed, and maintain public confidence through effective, proportionate, value for money regulation. The formal objectives are recorded in the Corporate Governance Report.

In 2025 we focused on delivering the inspection programme, improving inspection report clarity, refining standards and methodologies, and preparing for future regulation of hospital, ambulance and Government adult mental health services

The Commission contributes directly to these objectives by:

Providing independent assurance on the quality, safety, and effectiveness of health and social care services

Ensuring providers uphold high standards, with swift action when care falls below expectations

Building public confidence in regulation as effective, relevant, and value for money.

While our work primarily supports Community Wellbeing, we also influence Economic and Environmental Wellbeing by applying proportionate, risk-based regulation that safeguards care quality while enabling a sustainable, well-functioning care sector.

or's  Over the past 12 months, I have also been genuinely  Just as important has been our engagement with the  

inspired by the positive impact of our work, which has  public, providers, and the wider sector. From public  directly contributed to safer and responsive care for  consultations on the social care standards, to the  people using both adult and children's services. redesign of our inspection reports, to launching our  "Care Conversation" podcast featuring Sanctuary  

With new colleagues joining the organisation, we  Trust and the Shelter Trust, I have been struck by the  have continued to prioritise development and to  dedication, compassion, and exceptional leadership  explore different approaches to regulation. Our  that characterises Jersey's care community. collaboration with UK and international partners  

including regulators from Singapore, Estonia, the  This year has been one of learning, reflection, and  Isle of Man, the Netherlands, and Malta has been  progress. I am immensely proud of the Commission,  

invaluable. Engaging with counterparts across the  of the commitment shown by our team, and of the  UK and Ireland has reinforced the importance of  real difference our work continues to make to the  

Becky Sherrington continually reflecting on our methods and ensuring  lives of residents, families, and carers across Jersey.  

that our work remains grounded in our regulatory  Every challenge and opportunity has reinforced why  Chief Inspector principles. Board membership on the Institute of  our mission matters: ensuring safe, high-quality care  Regulation also places the Commission within a  for all.  

recognised professional network, strengthening  

our regulatory credibility and supporting continuous  

improvement.  

This year has been both rewarding and highly significant for the  External recognition, including receiving an award  

Jersey Care Commission. Preparing for the Ministerial debate on  for the 2024 Annual ReporAuditor General, has affirmed the quality and integrity t from the Comptroller and  amendments to the Regulation of Care Law, extending regulation to  of how we report what we do. Collaboration with the  

hospital, ambulance, and Government adult mental health services  Carand Quality Agency (HIQA), Ofsted, and the Royal e Quality Commission (CQC), Health Information  has been a major focus, and I have seen firsthand the dedication  College of Psector wide expersychiatrists has extended our access to tise, strengthening our standards  BeckChief Inspectory Sherrington

of our team as we take on responsibilities that will strengthen  and advancing the quality of our regulatory practice. 27 February 2026 assurance across some of the Island's most critical services.  

  P mance  

A s

1 Enhance the effectiveness of  

regulation and inspection.

2 CGoolvlaebrnomraeten twaitnhd p srtoavkiedheorsld, ers.

1. Enhance the Effectiveness of Regulation and Inspection

3 Eusnegrasg, efawmitilhieasnadn edmthpeocwoemr smeurvniictye.  We deliver effective independent regulation and inspection of health and  

social care services in Jersey, always focused on improving outcomes for  people who use those services.

4 Mregaiinsttearin. a comprehensive professional  We do this by: In 2025, formal enforcement action was applied on  

seven occasions. This action ranged from agreed  

Setting clear standards based on best practice

and voluntary improvement plans, monitored by the  

Carrying out regular inspections and publishing  Commission, to the issuing of formal improvement  

5 Itnov dersivt eini ntencohvnaotiolong ay nadn dindfoartma ea dna lytics  rwherepore imprts that highlight what's working well and ovements are needed nthoet iyceeasr r,etqheu iCrinogmsmpiescsiifiocn aiscstiuoends ttwo ob eimtapkroevne. m Deunrting  

Working with providers to support continuous  notices.

improvement and ensure care is safe and high  

These actions provide assurance that services are  

quality.

addressing identified concerns and making progress  6 Develop our organisational capabilities  Wprhoepno rwtieo nidaeten tmifyo an ri etoar sin fgo rinim p plarcoev. e mTheisn tm,waye ipnuctlude  towards meeting the required standards.

and resilience. follow-up inspections, progress updates from providers,  

or targeted visits. Where serious concerns are  

identified, the Commission uses formal escalation and  

enforcement processes.

Progress in 2025

Completed a total of 122 Inspections or visits  including 112 statutory inspections, 4 additional  inspections, 4 monitoring visits and 2 reviews of  non-registered services, publishing clear reports for  providers and the public where there is a statutory  requirement

Reviewed and updated standards for Home  Care, Care Homes and Adult Day Care clarifying  expectations and embedding best practice

Finalised the Single Assessment Framework,  service specific frameworks and the inspection  handbook for hospital, ambulance and Government  adult mental health services

Applied proportionate monitoring where  improvements were needed, including follow-up  visits and progress updates

Used formal escalation and enforcement  processes in cases where standards were not met,  ensuring swift action to protect people who use  services

Strengthened our inspection quality assurance  process

Reviewed the Standards for Social Work Services  for Children and Young People and the Children's  Social Care Services Inspection Handbook

Undertook a mapping exercise to ensure the  Children's Home Standards aligned with the Jersey  Children First Well-being indicators

Carried out 19 medications focused inspections  as part of the inspection programme.

Next Steps

Final preparations and begin inspections of    Expand engagement with providers newly regulated areas (hospital, ambulance,  and service users to ensure inspection and Government adult mental health  processes remain transparent and services) supportive of improvement

Continue improving inspection reports for    Undertake a project to strengthen formal clarity and accessibility governance processes in relation to regulated activities.

Strengthen risk-based approaches to target

resources where they make the greatest

impact

2. Collaborate with Providers, Government, and Stakeholders

We work closely with care providers, Government, and other partners to share learning and shape improvements.

Through consultations, engagement events, and open dialogue, we help ensure regulation is proportionate, risk-based, and responsive to the needs of Jersey's care sector. Collaboration strengthens trust and supports a shared commitment to safe, high-quality care.

Progress in 2025

Hosted the EPSO conference in Jersey and visits    Launched the Faces of Care Regulation', from regulators in Singapore and Malta to share  a social media series highlighting how our experiences dedicated team members use their experience and professional expertise to help shape and

Delivered joint awareness and training activity  ensure safe, high-quality care in Jersey

with Dementia Jersey, supporting person-

centred care in regulated services  Continued the Care Conversations. Shared

stories via social media platforms directly from

Held an Engagement Day where providers shared  service providers and care regulated by the experiences of regulation and improvement,  Commission, as well as from care users. informing future inspection focus

Worked with Children's Social Care Service on

Worked with UK regulators to align standards and  the review of the Standards for Social Work for share best practice Children and Young People and the Children's

Provided expert advice on healthcare policy  Social Care Services Inspection Handbook. reforms, assisted dying proposals, and Regulation of Care (Jersey) Law 2014 changes

Contributed to consultations on Freedom of Information legislation and attended Scrutiny Panel sessions

NeDeepen collaborinternational rand rxtSefine our apprteps egulatoration with UK and other oach to rs to help develop egulating  122

new areas

Continue sector engagement threvents, newsletters, and podcastsough  INSPECTIONS

Pdevelopment and legislative changesrovide ongoing input into policy  OR VISITS

Strengthen feedback loops with

providers to ensure regulation remains

proportionate and effective.

3. Engage with and Empower Service Users, Families, and the Community

People who use care services and their families are at the heart of what we do. We listen to their experiences, make information accessible, and involve them in shaping standards and inspection approaches.

Our goal is to ensure that everyone understands what good care looks like and feels confident that their voice matters.

Progress in 2025 Next Steps

Delivered public consultation across care    Increase opportunities for service users sectors, generating a broad range of responses and families to shape standards and inspection approaches

Published feedback and complaints guidance in

child-friendly formats and Easy Read documents  Develop more accessible resources,

including video explainers and multilingual

Continued the "Care Conversation" podcast  materials series

Expand the podcast series and

Redesigned inspection reports for clarity engagement events to reach a wider

Expanded and enhanced public-facing  audience

information.  Strengthen partnerships with community

organisations to amplify the voices of service users.

4. Maintain a Comprehensive Professional Register

We keep an accurate, up-to-date register of health and social care  professionals so Islanders can trust that those providing care are qualified and  meet required standards.

Our digital registration system makes it easier for professionals to submit their details and for the public to check  credentials quickly and easily.

Progress in 2025 Next Steps

Further improved the digital professional    Further improve the digital portal with  registration system to support online self- new features and increase the range of  service updates and renewals, with usability  professionals who can use the service

refinements  Maintain strong links with UK regulators to  

Registered and renewed over 3,900 health and  uphold standards and protect titles social care professionals

Explore opportunities for automation to  

Worked with UK professional bodies to ensure  streamline registration processes robust fitness-to-practise processes.

Continue monitoring compliance and  accuracy of the public register.

5. Invest in Technology and Data Analytics

We use technology and data to improve how we regulate and to make our  processes simpler and more transparent. From digital registration to smarter  reporting tools, we're building systems that help us work efficiently and give  providers and the public better access to information.

Progress in 2025 Next Steps

Enhanced the digital registration system and    Deliver further automation and digital  improved website accessibility enhancements to support inspections and  reporting

Developed dashboards and data governance  

processes to support smarter decision-making  Expand analytics capability to identify  

trends and inform regulatory decision  

Enhanced information management  making

capabilities through robust data governance  

controls and processes.  Continue improving accessibility and user  

experience across all digital platforms

Identified automation opportunities to reduce  

administrative burden and improve efficiency  Maintain robust data governance and  

security standards.

Strengthened cyber security measures and  

data protection compliance.

6. Develop Our Organisational Capabilities and Resilience

We are committed to building an effective and adaptable organisation that can  meet the challenges of an expanding regulatory remit, while using public funds  responsibly. This means investing in our people, processes and systems so we  have the skills and capacity to deliver high-quality, proportionate and value for  money regulation.

We continue to strengthen our workforce, improve our ways of working and enhance our digital tools. This supports  

nce  organisational resilience and ensures we can respond to new risks and opportunities while maintaining public  

confidence in our work.

Progress in 2025 Next Steps s

Achieved a 3-star "world-class" rating in the staff    Continue investing in staff development  

survey, reflecting a high performing team culture and wellbeing initiatives.  

Deliverthree Regulation Officered training and development, including s completing the    Build capacity to deliver new rresponsibilities effectively egulatory  

international Regulators Course (Erasmus  

University)  Enhance internal systems and processes  

for agility and resilience

Strengthened internal processes for business  

planning, performance management, and    Further strengthen how value-for-money  

financial oversight considerations inform resourcing,  

planning and delivery decisions, ensuring  

Maintained effective governance and  that staffing, commissioning and digital  

accountability arrangements with Government investment remain proportionate to risk,  KPI 1 Inspection and regulation of regulated activities

impact and available funding

Applied a value for money approach to  

resourcing and delivery, including targeted use    Develop a plan to implement the  The Commission will maintain and apply the Regulations and Standards for all  of specialist contractors, careful management  recommendations from the external  regulated activities through an inspection regime that measures the quality,  of vacancies, and incremental delivery of digital  review to strengthen governance and  

improvements within available budgets financial stewardship and support our  safety, and effectiveness of services, ensuring established methodologies and  

long-term sustainability frameworks are followed.

Commissioned an external review to assess the  

effectiveness of our Governance arrangements    Review our performance framework to  

and readiness to meet future challenges. strengthen how we measure outcomes  

and impact for Islanders, aligning with the  

KPI 1.1  

Government of Jersey's Outcomes-Based  100% of annual inspections in respect of regulated activities are  Accountability approach. completed, as required in law.

TARGET  The Commission completed 100% of statutory inspections required in law during  

2025. A total of 112 statutory inspections were carried out across regulated  

100%

activities. In addition, the Commission undertook 10 follow-up inspections and  OUTCOME reviews to monitor progress, provide assurance on improvement, and address  

identified risks.

100%

This demonstrates the Commission's continued ability to deliver its statutory  inspection programme while maintaining a proportionate, risk-based approach.

2 0 21

KPI 1.2  80% of inspection reports completed and ready to share with the

care provider within 28 days of an inspection having concluded.

TARGET  The Commission exceeded its target for completing inspection reports within 28

days of the conclusion of an inspection, achieving 87% in 2025.

80%

This is an improvement compared with 2024, when 76% of reports were OUTCOME completed within target. The improvement reflects enhanced inspection

87% scheduling.

KPI 1.3  100% of inspection reports

published within five working

The Commission met its target to  100% days of finalisation.

TARGET

100% OF INSPECTION

publish 100% of inspection reports

OUTCOME within five working days of finalisation  REPORTS IN 100% during 2025.

This ensures timely public access

to inspection findings, supports

transparency, and provides assurance

5 to care receivers, providers, and other

stakeholders. Prompt publication  DAYS also enables providers to act quickly

where improvements are required and

reinforces public confidence in the

regulatory process.

KPI 1.4  100% of inspections and inspection reports to meet quality

assurance criteria.

TARGET  The Commission applies a quality assurance framework to all inspections and 100% inspection reports to ensure consistency, accuracy, and compliance with agreed

regulatory standards.

OUTCOME In 2025, 100% of inspections and inspection reports met the Commission's quality 100% assurance criteria. Quality assurance checks focus on the application of inspection

methodology, clarity of findings, evidence-based judgements, and consistency of reporting.

This process supports reliable regulatory decision making and provides confidence to providers, service users, and the public in the quality and robustness of inspection outcomes.

KPI 1.5  100% of improvement and action plans are reviewed by the

Commission within agreed timescales.

TARGET  The Commission reviews all improvement and action plans within timescales that

reflect the level of risk, urgency, and complexity of each issue identified during 100% inspection.

OUTCOME In 2025, 100% of improvement and action plans were reviewed within the agreed 100% timescales. Review arrangements are determined on a case-by-case basis and

may include written updates from providers, targeted monitoring visits, or follow-up inspections where higher risk concerns are identified.

This approach ensures that limited resources are targeted proportionately and that action is taken where it has the greatest impact on safety and quality of care, while still maintaining oversight of all required improvements.

KPI 1.6  The Commission will  consult directly with care  

receivers, relatives/carers,  

OUTCOME staff members and external  Achieved professionals in 100%  

of inspections (where  considered relevant and  appropriate).

Engagement with care receivers,  relatives, staff, and relevant external  professionals is a core part of  

the Commission's inspection  methodology. In 2025, this  engagement took place in 100% of  inspections where it was considered  relevant, appropriate, and in the best  interests of those involved.

Decisions about who to engage with  are made by Regulation Officers  using professional judgement,  considering factors such as the  

size and nature of the service, the  capacity and wishes of care receivers, and safeguarding considerations.

This approach ensures that inspection judgments are informed by lived experience wherever possible, while respecting individual circumstances and maintaining a person-centred, ethical regulatory approach.

KPI 1.7  As part of its quality assurance process, the Commission will

seek feedback on the inspection process and other Commission

services from providers and managers of regulated activities. It will OUTCOME publish a summary of responses.

Achieved

As part of its quality assurance arrangements, the Commission seeks structured feedback from providers and registered managers following inspections and in relation to other regulatory services.

In 2025, the Commission collected feedback through a post inspection survey and published a summary of responses. This feedback is used to assess the clarity, consistency, and professionalism of the inspection process, and to identify opportunities to improve how the Commission communicates and engages with regulated services. While this activity does not measure inspection outcomes or service quality, it provides important assurance about how regulation is delivered, supporting transparency, learning, and continuous improvement within the Commission's regulatory practice.

KPI 2 Registration of regulated services

The Commission will register all services new to regulation and will make any necessary changes to registration details of existing regulated services, for example Directors or registered provider, registered manager, or conditions, within agreed timescales, following receipt of all required information.

KPI 2.1  The Commission will finalise 100% of applications for

registration of providers of TARGET  regulated activities within 100% four weeks.

OUTCOME In 2025, the Commission finalised 100% 100% of applications for registration of regulated services within four weeks of receiving

complete information.

Timely registration ensures new services can begin operating without unnecessary delay, while maintaining appropriate safeguards to confirm compliance with regulatory requirements.

KPI 2.2  The Commission will finalise 100% of requests for changes  

to registration, for example Directors, registered manager of  providers of regulated activities within four weeks.

TARGET  

The Commission completed 100% of requests for changes to registration details,  100% including changes to directors and registered managers, within the required four-

week timeframe.

OUTCOME

100% This supports accurate records, effective oversight, and clarity of accountability  

within regulated services.

KPI 2.3  The Commission will finalise 100% of requests for changes to  

conditions of registration within four weeks.

All requests for changes to conditions of registration were processed within agreed  

TARGET  

timescales in 2025.

100%

This ensures that regulatory controls remain appropriate and responsive to changes  OUTCOME in service delivery and risk.

100%

KPI 2.4  The Commission will undertake 100% of annual reviews and  

registrations of designated Yellow Fever Centres, as required by law.

The Commission completed all required annual reviews and registrations of  

TARGET  

designated Yellow Fever Centres, in line with statutory requirements.

100%

This provides assurance that high risk infection control services continue to meet  OUTCOME international and local standards.

100%

KPI 3 Collaborate with providers, government and other stakeholders

KPI 3.1  Consult with the care sector to hold at least one sector-wide

engagement event with the Commission and regulated providers.

OUTCOME The Commission held the Provider Engagement Day, a sector wide event where Achieved providers shared practical improvements, learning and feedback.

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.

OUTCOME

Achieved The Commission facilitated a workshop on successful care delivery, as well as

other targeted engagement activities to raise awareness of regulatory standards and current issues affecting the care sector.

These sessions support consistency of understanding and promote improvement across regulated services.

KPI 3.3  Evaluate the effectiveness of communication channels

with regulated providers and OUTCOME other stakeholders, to ensure

Achieved meaningful collaboration, and that stakeholders can

contribute and feedback on relevant issues.

The Commission reviewed the effectiveness of its communication channels to ensure providers

and stakeholders can access information, provide feedback,

and engage meaningfully with the regulator. As a result, we launched our first newsletter for the social care sector, as well as a podcast where managers of organisations reflect on their experiences.

This supports transparency and responsive regulation.

KPI 3.4  Ensure relevant information is made available to providers and other  

stakeholders.

OUTCOME Relevant information was made available to providers and stakeholders throughout  Achieved the year through published guidance, consultation materials, events, and digital  

communication.

KPI 3.5  Undertake a review of the effectiveness of collaboration with  key partners, and especially the operation of Memoranda  

of Understanding, Data Sharing Agreements, and other key  OUTCOME processes and controls.

Achieved

The Commission reviewed how we work with key partners. In response we joined  the UK professional regulators meeting to ensure we have a better understanding of  a broad range of regulatory issues. We also took part in the Professional Standards  Authorities consultation on the principals of good regulation. Finally, we extended  our existing agreement with the CQC that supports the expansion of regulation into  new areas.

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

Achieved The Commission continued to engage and consult with community groups. In 2025,  

this included working with Dementia Jersey and Jersey Cares.

This ensures regulatory work is informed by lived experience and public  expectations.

KPI 4.2  Use website traffic data and feedback to understand the use of the  

website and improve satisfaction of Islanders with the information  provided.

OUTCOME

Achieved Website data and user feedback were reviewed to understand how Islanders access  

regulatory information resulting in improved clarity and accessibility.

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

channels, and methods of engaging with Islanders, to assess their effectiveness in engaging with Islanders.

OUTCOME

Achieved The Commission used feedback channels, and engagement to assess how

effectively the website met Islanders' needs. This resulted in improved accessibility functionality as well as a news section to enable website visitors to easily access the latest information.

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 reviewed the provision of key information to ensure it is available Achieved in formats that reflect the varied needs of Islanders, supporting inclusive access

to regulatory information. This included providing information about making complaints in Easy Read format and providing some information in languages other than English.

KPI 5 Maintain a comprehensive  Professional Register  

KPI 5.1  Ensure accuracy  and completeness  

of Professional  

OUTCOME Register, including  Achieved timeliness of  

amendments and  updates.

The Professional  Register remained  accurate and up to date  throughout 2025, with  timely amendments  and updates ensuring  public confidence in  professional regulation.

KPI 5.2  Meet timeliness targets for registration  

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

OUTCOME

The Commission will finalise 100% of health  

Not Reported and social care professional applications  

(data not yet  within three working days.

sufficiently  

reliable for    The Commission will finalise 100% of  publication) 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.  

In 2025, the Commission could not publish  

a reliable result for KPI 5.2. While internal  monitoring suggests timeliness standards

 were generally achieved, the digital system  did not consistently capture all required  

time stamps (particularly "all information  received" and "final decision issued"),  preventing a verifiable measure of performance.

Action in 2026

Review system and data quality improvements  so KPI 5.2 can be measured and reported  reliably from 2026, with monthly assurance via  the data governance dashboard.

KPI 5.3  Once implemented and functioning develop a method to collect  

feedback and assess user satisfaction with the digital registration  system.

OUTCOME

A formal system to collect user feedback was not implemented in 2025 as the  Not Reported  priority was to ensure the new system was fully embedded. However, feedback  

was captured from users contacting the help desk and used to identify areas  (measurement  requiring improvements. This led to a review of prefilled and mandatory data fields  capability in  

development) and the changes contributed to a noticeable reduction in calls and enquiries on  

those specific issues.  

Action in 2026:  

A dedicated Feedback Project is planned for 2026 to enable structured  collection and analysis of feedback from a range of users. This will enable the  Commission to collect, analyse, and report feedback from a range of service  users and stakeholders in a consistent and auditable way.

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.

OUTCOME The Commission continued to strengthen its understanding of digital requirements Achieved and priorities during 2025, aligning them with regulatory needs and organisational capacity.

Given current resource constraints, the Commission has adopted an agile delivery approach, focusing on incremental improvements that deliver practical benefits rather than pursuing a single large scale digital programme. This approach enables progress to be made within available capacity while remaining responsive to emerging regulatory and operational needs.

As an example, during 2025 the Commission rolled out a Teams based information management model to improve document search and control.

KPI 6.2  Develop a strategy and business  case to secure resources and  

agree timescale to deliver digital  OUTCOME improvements.

Partly  During 2025, the Commission continued  Achieved  

to define its digital priorities and assess  options for future investment. Rather  than developing a single, large scale  digital programme, this work focused on  prioritising practical improvements that  can be delivered incrementally within  available capacity.

Initial work highlighted the need to  focus on delivering improvements to  

the online digital registration system  

and strengthen controls around  information management. Development  of proportionate business cases and  delivery plans, enabled the Commission  to sequence improvements over time,  manage risk, and ensure value for money.  

This approach supports continued digital  progress while maintaining flexibility to  respond to changes in regulatory need  and organisational resources.

KPI 7 Internal performance and impact measures  

KPI 7.1  80% of duty calls and public enquiries not requiring further  

investigation to be resolved within two working days.

In 2025, the Commission recorded 240 formal public enquiries. Some calls  TARGET  require detailed investigation and enquiries and these calls are escalated. Other  

80% than escalated calls, all routine calls were resolved with target.

OUTCOME

100%

KPI 7.2  100% of higher risk notifications reviewed for further action  

within one working day.

All higher risk notifications were reviewed for further action within one working  TARGET  day, ensuring rapid oversight where risks to safety were identified.

100%

OUTCOME

100%

KPI 7.3  Complaints handling

TARGET  During 2025, the Commission handled 38 complaints  100% Percentage of complaints  about providers and two formal complaints about  meeting all timeliness criteria  the Commission. 100% of these were handled in  

OUTCOME for acknowledgement and  line with the policies for managing complaints and  

100% communication set out in  met standards for timely acknowledgement and  

complaints policy. communication.

While feedback from complainants was considered  on a case-by-case basis, the Commission did not  

OUTCOME implement a formal system to capture structured  

feedback on the complaints process during the year.  Percentage of complainants  

Not Reported  

responding positively  Action in 2026

(measurement  to post complaint  

capability in  feedback on ease of use,  Improving feedback mechanisms is part of the  development)

timeliness, communication,  wider Feedback Project which will deliver during  thoroughness, and fairness of  2026. This will enable the Commission to collect,  complaints process. analyse, and report feedback from a range of  

service users and stakeholders in a consistent and  auditable way.

KPI 7.4  Data Incident management

100% of data incidents requiring reporting to Jersey Office of the  Information Commissioner reported within 72 hours (as required by Data  

OUTCOME Protection Jersey Law).

Achieved

100% of data incident responses to identify initial underlying causes and  

mitigation to prevent recurrence within five working days.  

Dmuisrsinign c2i0d2e5n,t sth wehCeoremnmo idssaitoan b rreesapcohn odcecdu trore sdix. data incidents, including two near  ment In two cases the Commission was advised about the data incident, in all the other  

cases the incident was identified by the Commission. All incidents requiring  

notification were reported to the Jersey Office of Information Commissioner within  

statutory timescales. As a result, internal processes were changed or reinforced  

to reduce the possibility of repetition. In one case an external provider made  

changes to IT systems to prevent recurrence.

Investigations, including those relating to near miss incidents were completed  promptly and in line with our data incident management process, identifying  causes and implementing mitigation to reduce the risk of recurrence.

In addition, all subject access requests were processed within statutory  

timescales. This supports compliance with data protection obligations and  Effective risk management underpins successful  In 2025, key themes continued to include ensuring  strengthens organisational resilience. delivery and public confidence. The Board reviews  ongoing capacity and capability for expanding into new  risk at every Board meeting and the executive holds  areas of regulation, digital transformation and cyber  

monthly risk discussions. Our framework covers public  security, data governance, and funding allocations.  protection, financial, reputational and delivery risks  Controls and mitigations were strengthened through  with defined appetites (how much risk we are content  workforce planning, training, external partnerships,  

to tolerate) and controls. The Board also reviews risk  improved data governance and additional budget  appetite annually and monitors changes in risk profile  monitoring.

at each meeting, supported by monthly executive  

reviews. We track risk trends and adjust controls to  

reflect emerging challenges.

Summary of Key  Top Risks at a glance

Risks, Controls,  

and Mitigation  Stable Actions  

Progress in 2025

Reducing Increasing Stable

3 2 3 3

WHAT COULD  CONTROLS &  PROGRESS  

RISK

HAPPEN MITIGATION IN 2025

ACCESS TO  Insufficient access  Workforce planning,  All permanent  

SPECIALIST  to external expertise  targeted recruitment of  Regulation Officers  RISK APPETITE EXPERTISE to support expanded  specialist contractors,  recruited, and ongoing  Moderate

regulation, especially in  training programmes,  training programmes

new areas like hospital,  continued strategic  in place. UK and

ambulance, and adult  partnerships. other International  CURRENT RATING mental health services. Partnerships  & TREND

strengthened to support

new regulatory areas. Medium

DIGITAL  Delays or failures in  Supplier management,  Ongoing digital  

TRANSFORMATION digital systems disrupt  user support, feedback  portal development;  RISMK oAdPePraEt Te ITE

registration and  loops, system testing refinements to improve

increase administrative  user experience and

burden. functionality and

increase range of  CURRENT RATING professionals who can  & TREND access the portal.

Medium

DATA  Data breach or cyber- Data Governance  Framework  

GOVERNANCE AND  incident undermines  Framework, penetration  implemented; security  RISK ALPowPETITE CYBER SECURITY trust and regulatory  testing, staff training,  audits completed;

effectiveness. Government IT  continuous monitoring

infrastructure in place.

CURRENT RATING

& TREND

High

DEMAND- Ability to deliver the full  Budget and resource  Operated within existing  RISK APPETITE DEPENDENT  inspection programme  monitoring, scenario  resources and budget;

CAPACITY is dependent on  planning, engagement  future pressures  Moderate

the volume and  with Government. identified; additional

complexity of upcoming  efficiency measures

inspections.  applied. CURRENT RATING

& TREND

Medium

Overall, our risk profile reflects the challenges of  While controls have strengthened, capacity and cyber  expanding regulation and digital transformation. Cross  security remain high-priority risks. The Board reviews  cutting, actions under Strategic Objective 6 -Develop  risk mitigation at each meeting and confirms that  Our Organisational Capabilities and Resilience,  mitigation plans are appropriate. We will continue to  continue to support our mitigation of top risks,  monitor trends closely and adapt controls as needed. particularly access to specialist expertise and demand-

dependent capacity.

Impact of Risks linked to Strategic Objectives

The table below provides a high-level view of how the  Indicators reflect the overall assessment of risk during  Commission's principal risks relate to its strategic  2025, informed by Board and executive oversight.  objectives. It is intended to illustrate where pressures  Detailed risk assessment, controls, and mitigation  

or dependencies are greatest, rather than to provide a  actions are set out in the risk narrative and table.  quantitative assessment of risk.

Key: Red = High impact | Amber = Medium | Green = Low  

Corporate  Governance  Report

Robust governance is essential to the effective and independent operation of the Jersey Care Commission. As an arm's length regulator established under the Regulation of Care (Jersey) Law 2014, the Commission is committed to transparency, accountability, and proportionate decision making.

Our governance framework is set out in the  ensure responsiveness to emerging issues. Regular Constitution, the Framework Agreement with the  engagement between the Chair and the Chief Inspector Government of Jersey, and the Scheme of Delegation,  ensures close alignment between strategic governance which together define how responsibilities are exercised  and operational leadership.

and how assurance is maintained. These can be viewed

The following sections outline the responsibilities of the

on our website.

Chair, the Chief Inspector, and the Board, as well as the The Commission's governance arrangements  work of the Board, and the Commission's governance bring together oversight of performance, risk,  framework. This begins with the Chair's Report, which financial stewardship, and regulatory quality. The  reflects on 2025 and sets out priorities for the year Board meets six times a year, including meetings  ahead.

in public, and undertakes strategy workshops to

Dr Nigel Acheson

Chair of the Jersey Care Commission

The Jersey Care Commission was established under the Regulation of Care  (Jersey) Law 2014 to act as the Island's independent regulator of health and  social care services. Our role is to provide assurance that services are safe,  effective, and person-centred, and to strengthen public confidence through  proportionate and transparent regulation.

I was appointed as Chair of the Board of  social care, regulation, governance, and lived  Commissioners in January 2025, building on the  experience. While appointments are overseen by the  strong foundations laid by my predecessor. The  Jersey Appointments Commission, the Minister for the  Board comprises the Chair and six experienced  Environment is responsible for appointing the Chair and  Commissioners who bring expertise from health,  Commissioners.

Expanding Regulation and Strategic Priorities

2025 has been a pivotal year as the Commission  This expansion presents both opportunities to  prepared for a significant expansion of its remit. Having  strengthen public assurance across critical services,  embedded the regulation of children's social care  and challenges relating to capacity, capability, and  services in recent years, our focus shifted to readiness  financial sustainability.

for the regulation of:

The Board has provided strong strategic oversight  

Hospital services throughout this transition. This included reviewing  

Ambulance services workforce plans, supporting recruitment of skilled  Regulation Officers, and ensuring robust preparation  

Government of Jersey adult mental health services.

for new regulatory responsibilities.  

Strategic partnerships with external bodies, particularly the Care Quality Commission (CQC), have continued to support skills development, methodology design, and sharing of best practice.

Governance and Oversight

The Commission is committed to maintaining high standards of corporate governance. Our framework is set out in the Constitution, the Framework Agreement with the Government of Jersey, and

the Scheme of Delegation, and is supported by

an Integrated Assurance Framework that brings together performance, financial oversight, and risk management.

The Board meets formally six times a year, including public meetings, and undertakes strategy workshops to ensure responsiveness to emerging risks and opportunities. Ongoing meetings between myself

Looking Ahead

As the Commission prepares for its expanded responsibilities in 2026, our priorities are clear. We will continue to strengthen workforce capability, ensure financial resilience, and enhance digital readiness. The findings of the governance effectiveness review will help shape a targeted improvement plan, supporting our commitment to transparency, accountability, and continuous improvement.

Dr Nigel Acheson

Chair of the Board of Commissioners Jersey Care Commission

27 February 2026

Arolollonugtsoidfedtighiitsa, lt threan Bsofoarrmdoatvieorns ainwit itahteiv  ec so ,n intinculue dd in  g  Statement of Responsibilities  ismtrpernogvtehmeneendts d taot ath geo dviegrintaa l n rec ge i  sa tr rr aa tn iog ne msye sn tetsm. and  Chair

The Chair leads the Board, sets the tone and agenda, and ensures robust governance and stewardship of public  

funds. Working closely with Commissioners, the Executive Team, and representatives of the Government of  

Jersey, the Chair ensures the effective operation and performance of the Commission and maintains confidence in  and the Chief Inspector maintain alignment between  independent regulation.

governance and operational leadership.

In 2025, the Board commissioned an external  

governance effectiveness review to assess our  Key Responsibilities

governance maturity, decision making, and readiness  

for an expanded remit. At the time of writing, the Board  

has not yet agreed the final improvement plan; however,  BOARD LEADERSHIP &  STRATEGIC DIRECTION &  initial findings reaffirm the Commission's strong  

operational foundation while highlighting the need for  GOVERNANCE PERFORMANCE OVERSIGHT governance arrangements to continue evolving as the  

Chairs Board meetings, sets agendas, and  Works with Commissioners and the Chief  organisation grows. Strengthening this will be a key  

ensures decisions are transparent and aligned  Inspector to set strategic priorities, monitor  

focus of my tenure as Chair.  

with statutory responsibilities. Oversees  delivery, and ensure resources are used  governance arrangements and compliance  effectively to achieve objectives.

with best practice.

I look forward to working with my fellow Commissioners,  

the Chief Inspector, and the dedicated team at the  

Commission as we continue to protect the public,  STAKEHOLDER ENGAGEMENT  Through these responsibilities, the Chair  uphold high standards of care, and strengthen  & PUBLIC CONFIDENCE ensures the Commission remains an  confidence in Jersey's health and social care system. independent, effective, and trusted regulator,  

Represents the Commission externally,  

dedicated to safeguarding the quality, safety,  engages with Government of Jersey,  

and integrity of Jersey's health and social care  providers, and service users, and promotes  

services.

trust in independent regulation.

Statement of Responsibilities Chief Inspector

The Chief Inspector provides executive leadership and ensures the effective delivery of the Commission's statutory functions. Working closely with the Chair and Commissioners, the Chief Inspector oversees the day-to-day operations, regulatory practice, and organisational strategic development.

Key Responsibilities

STRATEGIC LEADERSHIP &  OPERATIONAL MANAGEMENT GOVERNANCE

Oversees inspection, registration, and

Leads the Executive Team to deliver the  enforcement activities to maintain high Commission's strategy and business plan.  standards of care. Implements performance Ensures governance, risk management, and  management. Ensures resource planning to financial controls are robust and aligned with  meet regulatory priorities.

best practice.

FINANCIAL STEWARDSHIP STAKEHOLDER ENGAGEMENT

& PUBLIC ASSURANCE

Manages budgets and financial reporting

in line with the Public Finances (Jersey)  Acts as the Commission's primary

Law 2019 and the Public Finances Manual.  spokesperson. Engages with Government, Advises the Board on financial planning and  providers, the media, key stakeholders and efficiency. service users to promote transparency and

confidence in regulation.

Through these responsibilities, the Chief Inspector ensures the Commission operates effectively, maintains independence, and delivers its statutory remit to safeguard quality and safety in health and social care.

Functions and Responsibilities of  the Board of Commissioners

The Board ensures the Commission operates effectively and independently. Its duties include:

REGULATORY OVERSIGHT

Ensuring services are inspected and  monitored in line with legislation

Promoting continuous improvement and  maintaining proportionate regulation.

STRATEGIC LEADERSHIP

Setting strategic direction and monitoring  delivery

Upholding organisational values and  accountability

Overseeing resources and ensuring  integrity in decision making making.

SECTOR LEADERSHIP

Promoting best practice and innovation

Engaging with Government,  providers, and the public to maintain  independence and credibility.

BOARD OPERATIONS

Holding at least four formal meetings a  year, including public meetings

Conducting workshops to support  strategy and policy development

Ensuring regular leadership alignment  between the Chair and Chief Inspector

Approving and publishing minutes.

Governance Framework

The Commission operates independently in carrying out its regulatory functions. It is funded through a combination of professional and provider fees and a government allocation and is accountable for the effective use of these resources.

Governance arrangements are set out in:

The Framework Agreement, which defines the    The Scheme of Delegation, which assigns relationship with Government, including funding  operational decision making to the Chief Inspector and oversight and strategic and corporate governance responsibilities to the Board.

The Constitution, setting out statutory functions and

governance arrangements

A scheduled review of the Framework Agreement and Constitution was postponed in 2025 pending legislative changes. This review will take place in 2026 to ensure ongoing alignment with best practice and the Commission's expanding remit.

Accountability and Financial Oversight

The Chief Officer of the Cabinet Office acts as the Accountable Officer under the Public Finances (Jersey) Law 2019, ensuring public funds are used appropriately and represent value for money.

Financial management responsibilities are shared as follows:

The Chief Inspector manages day to day finances in    Quarterly governance meetings with the accordance with the Public Finances Manual. This  Government of Jersey support transparency on is formally delegated through the Cabinet Office  budget, performance, and regulatory priorities. Scheme of Delegation

The Board provides scrutiny and ensures financial decisions support strategic objectives

Public Accountability and Reporting

The Commission demonstrates transparency through:

Regular financial reporting from Treasury and    All meetings have a public section which is Exchequer advertised on the website

Publication of its Annual Report, which is laid before    Publishing agendas, approved minutes, and the States Assembly and includes performance,  selected papers in line with the Publication governance, and financial information Schedule.

These arrangements ensure the Commission remains accountable, proportionate, and effective as an independent regulator.

Government of Jersey Objectives

The Government has set clear objectives for the Commission, and seeks to ensure:

Independent assurance on the quality, safety, and  effectiveness of Island services

High standards of care across all providers, with swift  intervention when care falls below expectations

Public confidence that the Commission is effective,  relevant, and provides value for money.

Governance Responsibilities of the  Accountable Officer and the Commission

The Accountable Officer provides assurance to  Government on governance, performance, and value  for money. The Commission supports this through  regular engagement and timely performance, risk,  and financial updates.

Responsibilities include:

Ensuring public funds are used economically,  efficiently, and effectively

Demonstrating alignment between Commission  objectives and Government priorities

Reviewing the Annual Report and Business Plan

Approving any deviations from Public Finances  Manual requirements.

The Chief Inspector prepares an Annual Financial  Assurance Statement, approved by the Board, which  forms part of the Annual Report and Accounts.

Appointment of Chair   and Commissioners

Commissioners, including the Chair, are appointed by  the Minister for the Environment for terms of between  three and five years. Reappointment is permitted.  Legislative changes currently under consideration are  expected to introduce limits on maximum duration of  service from 2026.

Dr Nigel Acheson Chair

Lesley Bratch

Kathryn Chamberlain OBE

Kate is an experienced Chief Executive with a backgr

regulation and public accountability. She led Healthcar

seven years and most recently the Independent Monitoring Authority for Citizens'  Rights Agreements. Kate has held senior r

Chair of the Wales Audit Office. She holds a P

governance, performance, and strategic leader

Jackie Hall

se with over 30 years' experience in clinical  actice and senior management. She has worked extensively with adults with  

disabilities and older adults with complex needs. Jackie has served on tribunals,  

e, and held leadership roles in regulated services.  egulation, quality assurance, and safeguarding, ensuring  

Noreen Kent

y leader with over 40 years' experience in  oles in clinical governance and policy. She led national  

y 2020' and served as Nurse Director for NHS National  een has extensive experience in professional regulation and  

holds an MPhil in Medical Law & Ethics. She is committed to improving quality and  safeguarding public health.

Angela Parry

Angela has over 30 years' experience in health, social care, and housing, working  across public, independent, and charitable sectors. She specialises in commissioning,  coproduction, and service improvement, supporting cultural change and personalised  care. Angela works as an independent consultant on pathway redesign and CQC  preparation and co-delivers the national Level 5 Commissioning for Wellbeing'  programme. She is passionate about collaboration and achieving positive outcomes.

Gordon Pownall

Gordon is an experienced NHS manager and commissioner with expertise in  integrated health and social care. He has led transformation programmes for mental  health, learning disability, and neurodevelopmental services. Gordon's background  includes commissioning for both adults and children, financial planning, and service  redesign. He has also worked as a psychotherapist and contributed to national  panels on healthcare improvement. Gordon holds degrees in psychotherapy and  brings a strong focus on quality and safeguarding.

Attendance at  Board Meetings

Regular   Confidential  Agenda Items Matters

Chair and Chief Inspector reports Each meeting includes a confidential session for legally privileged, commercially

Financial and risk reporting

sensitive, or staffing matters.

Oversight of regulatory actions

Strategic and policy discussions

Governance  Approach

The Board currently does not operate formal committees; all members share responsibility for financial controls and risk oversight. Governance arrangements are kept under review as the remit expands

and will be considered in light of the Governance review during 2026.

Work of the Board in 2025

In 2025 the Board focused on:

Policy and   Governance

Approving updated policies and  guidance

Reviewing risk, data governance, and  business continuity

Considering governance improvements,  including commissioning an external  review.

Strategic Planning  and Performance

Approving and monitoring of the  Business Plan, KPIs, and Annual Report

Monitoring project delivery including  digital transformation and registration  improvements

Overseeing continuous improvement,  including work to understand how we  can benchmark ourselves against other  organisations.

Preparing for  

New Regulatory  

Responsibilities Eanndg aSgtaekmeehnotl d er  

Reviewing prhospital, ambulance, and Government oject plans to regulate acute  Relations

adult mental health services

Meeting Ministers, Government and  

Approving standards, methodologies,  sector leaders and the Single Assessment Framework

Contributing to legislative consultations

Overseeing public consultation and  

Attending sector wide engagement  

reflecting on early learning.

events.

T H E B O A R D O F C O M M I S S I O N E R S

Board   Development

Conducting workshops on governance  effectiveness and responsibilities.

Impact

These activities strengthened readiness  for the expanded remit and reinforced  transparent, effective governance.

Evaluation of Board Effectiveness Register of Interests

In 2025, the Chair led a skills audit and review of the Board's readiness to oversee the Commission's expanding  

The Commission's Constitution requires  circumstances change. At the start of every Board  

remit. An independent governance review took place in late 2025.

Commissioners to avoid any actual or perceived conflict  meeting, the Chair also invites Members to declare any  Initial findings of the independent governance review indicated: between their public duties and private interests. To  interests relating to the agenda.

The Board and organisation have a strong foundation support this, the Commission maintains a published  The Register is available on the Commission's website  Register of Interests.

Governance arrangements are developing well and is kept up to date to ensure transparency.

Further work is needed to embed consistent, scalable governance practices. The Register records all relevant external interests,  

paid or unpaid, held by Commissioners or their  

The Board will consider the recommendations and agree a time bound improvement plan in Q1 2026. close family members. Commissioners complete an  

annual declaration and must update it promptly if their  

Remuneration of Chair  https://carecommission.je/wp-content/uploads/2026/03/REG_OfInterestsBoardMembers_20260313_v3.pdf and Commissioners

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 and engagement  events, including remuneration for travel time, requires  about 12 days each year.

4 8 4 9

Readiness for Expanded  Regulatory Responsibilities

Throughout 2025, the Commission  focused on ensuring that it has the  

  his broader remit. Key activities  

capacity, capability, and governance  arrangements necessary to deliver  

ent  

included:

  rance  Wpr oerpkHospital sera prerod gt roeasssseudvicesmfue rtohveerr is nig 2h0t 2 o5f :as the Commission  

StrdevelopmentConducting a BoarBuilding strengthening workforategic pard led skills audit and tnerce capacity thrships with UK ough skills  

independent governance review

regulators such as the CQC

Drawing on specialist external expertise where  required

Extensive consultation with service providers and  professionals working in services to be regulated

Refining standards, methodologies and inspection  frameworks for new service areas.

Dr Nigel Acheson TChoemsemsistesiposn e rnesmuarein tsh ca ot  na fis d reesnpt,o pn rs ei pb ailirteieds, ganrodwa, bthlee t o  Chair of the Jersey Care Commission

uphold high standards of public protection.

The Commission's remit continues to expand as Jersey strengthens

its regulatory framework for health and social care. In recent years, regulation has extended across children's social work services, including fostering, adoption and Child and Adolescent Mental Health Services (CAMHS).

Work progressed further in 2025 as the Commission prepared to assume oversight of:

Hospital services

Ambulance services

Government of Jersey Adult mental health services

The first inspections of these services are expected to be announced in 2026.

Governance, Risk and Assurance

The Board maintains regular    Risk management controls remain proportionate oversight of regulatory  and regularly reviewed

developments and associated risks    Stratrnastefogrimcraistikosn, ainncdlu ddaintaggcoavpearcniatyn, cdeig,  iatarel actively through established assurance  monitored and managed

processes. As the remit expands,    Assurance mechanisms remain fit for purpose as governance arrangements must  regulatory responsibilities increase.

continue to adapt and mature.  Agos vCehrnaair,n Ic ae m, r i ss ak t  imsfia en da gthe amt te hn et   Can od m a ms is su sr ia on nc 'se  

In 2025, the Board introduced  arrangements remain effective and appropriate for enhancements to its assurance  managing the risks the organisation faces. framework to ensure that:

A N N U A L S T AT E M E N T O F A S S U R A N C E  2 0 2 5

Financial Assurance

The Commission relies on financial information derived from the Government  of Jersey's systems, which are subject to oversight by the Cabinet Office and  Treasury and Exchequer Department. Income and expenditure are monitored  

throughout the year, and variances are reviewed and addressed.

Ctainocudcareroupedunenittn tlaysds.et h pnUeatnlyrCdt aoeoumrfdttmhhiteeeis dRGseiaoogcvnceu'osrlanuatmincotcens on owutfinotChtfsaiJnraeeirrtess( JesAeyun'rbssnjeueyac)lt  Trpcehorvoenicetfirewonsealssdneacstrhi.ea  r loininupfgolhar mctheae, t tiGoh nao tvinep ru tnhbmil sic erenfupt'nosdrfits nh aaarnsec  buiaeslee adns  sfourr athnecier  Law 2014, the Commission is required to include  As Chair, I am satisfied that appropriate financial  

Report. Discussions with Government regarding this  intended purpose, and that value for money continues  requirement have resulted in a change to legislation  to be achieved.

that will be implemented during 2026 and will resolve  

this outstanding discrepancy in how the accounts are  

audited.

Internal Controls

As Chair, I am responsible for ensuring the effectiveness of internal control  

systems. This assessment is informed by: Employment Framework

Ongoing Board oversight and scrutiny Based on the assurance available, I am satisfied that  Commission staff are appointed by the Jersey Care Commission but  the Commission's internal control framework remains  remain employees of the States Employment Board (SEB). This means  

Rsteagffular engagement with the Chief Inspector and  effective and proportionate. they follow SEB terms and conditions, including policies on pensions,  pay, flexible working, and standards in public service. In line with Civil  

Quarterly governance meetings with the Cabinet  Service policies, staff and Commissioners do not receive bonuses. Office

Review of performance, risk, and financial  

information.

Workforce Composition

As of December 2025, the Commission employed 18 permanent  Significant Internal Control Weaknesses staff. This includes staff to administer the registration system, data  

roles, and the regulation team.

Aside from the ongoing issue regarding the independent  

audit of accounts which is expected to be resolved  

Staff Remuneration

through forthcoming legislative changes, no significant  

weaknesses were identified in 2025 that materially  

affected the Commission's ability to achieve its  Dr Nigel Acheson All employees are paid according to Civil Service pay scales, ranging from Grade 6 (£41,989) to Grade 15  objectives. Chair of the Board of Commissioners (£119,923).

Jersey Care Commission

The Chief Inspector is at Grade 15 and in 2025 was paid £119,923

27 February 2026  Total staff costs, including employer's pension and social security contributions for 2025: £1,709,000.

5 2 5 3

Fair Pay

These ratios remain well within public sector norms (Hutton Review benchmark: 12:1).

Gender Pay Analysis

Gender pay gap: -5.4% (female staff earn slightly  Due to low numbers of staff only the mean figure has more on average). The negative gender pay gap  been used for calculations in the Commission. reflects the Commission's workforce profile,  The Commission's negative gap compares to

with a higher proportion of women in senior roles.  Jersey's overall median over 12 months to June

This is influenced by the Commission's significant  2024 of +7.8%, and a public sector median of number of senior staff from nursing backgrounds,  19.7%. (Statistic Jesey Gender Pay Gap in Jersey - a profession that is predominantly female, as  June 2024 / link below).

reflected in Government of Jersey reporting.

https://stats.je/publication/gender-pay-gap-in-jersey-june-2025/

Board of Commissioners Pay Analysis

The Commission engages contractors and    Development of new regulatory standards and consultants where specialist expertise is required  methodologies

or where short-term support offers the most cost-  Specialist input for complex inspections effective solution. This aligns with our value for

Enhancements to the digital registration system

money approach to resourcing while providing

flexibility and access to skills not available in house,    Improvements to data and information particularly during periods of regulatory expansion. management

In 2025, the Commission's total spend on    Communications, including accessible formats for contractors and consultants was £99,900. This  service users.

supported:  As our remit grows to include more complex

services, external expertise will remain important in maintaining efficient, robust and credible regulation.

Staff Engagement

The Commission participates in the annual Government of Jersey b-Heard Survey', an independent  assessment of workplace culture and engagement. This survey produces a Best Companies Index  (BCI) score.

In 2025, the Commission maintained its three- star "world-class" rating, the highest category for  engagement, and improved its score compared to  2024

Comparison with 2023 is not possible as results  that year were aggregated across multiple  Government of Jersey arm's-length bodies.

We remain committed to creating a positive,  inclusive workplace where staff:

Contribute to business planning and regulatory  developments

Access induction, training, and professional  development

Receive support for wellbeing and work-life  balance

Work within an inclusive, kind, and openly  supportive culture where everyone feels valued  and respected.

Training  

and Development  

To prepare for new regulatory responsibilities, the  Commission strengthened its training programme:

Skills development for regulating new service areas Environmental

Oprnagcotiicnegt praroinfiensgsional development and best  Sustainability and

IEnRteArSnMatiUo Sn a Ul  nle iva ernrsinitgy  ro ep gp uo lart tu on ryit i ce os u,  rinsceluding the  Governance (ESG)

PScaaurrpetiec(rEivpPiasStoioOryn) Ocinor gEnaufenrorisepanetciaoenns sP a ainnrd thn meearesltmhhi bpae nor dfs  hsi op c oiaf lt he  Report

Institute of Regulation

Direct sharing of experience with international  partners. The Commission hosted visits from  regulators in Malta and Singapore.

The Commission is committed to reducing its environmental footprint, Employee   promoting social responsibility, and upholding strong governance standards.

Wellbeing

Environmental  Social   Governance Ssetarvffi cbeesn:efit from Government of Jersey wellbeing  Impact Responsibility

Occupational Health  Reduced air travel    Built on work started    Maintained transparency

Employee Assistance Programme (EAP) emissions since 2022,  in 2024 to highlight  by publishing Board

Mental health support and health surveillance through virtual meetings  information to the care  agendas and minutes and and smarter scheduling sector on Modern  papers online

Mental Health First Aid training

Slavery risks in overseas

Flexible working arrangements.  Continued paper reduction through digital  recruitment, reinforcing    Strgovernance and engthened data registration and online  safeguarding standards. risk management reporting frameworks.

Expanded recycling

Summary

initiatives in our office.

and Outlook

Iwno2r0k2fo5r,cteh,eeCxpoamnmd irsesgiounla ctoornytienxupeedr ttioses,t raenndgmthaeinn titasin  Looking Ahead

high engagement. Priorities for 2026 include:

In 2026, we aim to:

Further development of Regulation Officers

Review Board meetings to consider sustainability and potential

Enhancing training and wellbeing initiatives

environmental impacts when planning meeting structures and agendas

Sustaining world-class engagement levels.

Establish baseline data for energy and water use

Continue to seek community volunteering opportunities

Consider how sustainability factors are taken into account alongside

5 6 quality, safety and proportionality in regulatory decision making. 5 7

Income is derived from:

Professional registration fees

Provider registration and annual fees

Variations to registration conditions.

The Commission also receives a government allocation  to cover the cost of regulating public sector services,  which are not charged separate fees.

Expenditure

The main costs arPNaoyn:-sptaayff:sparloare:feiesss aionnda plfeenessi,ornesnt, goods and  

services.

STthe States of Jerhe Commission's accounts artatemsey Annual Accounts. entof e published as parCompret of hen s ive  Net Expenditure

The Jersey Care Commission is required under the Regulation of Care  

(Jersey) Law 2014 to keep proper accounts and prepare an annual report on  

its operations. Under the Framework Agreement the accounts are maintained  

on behalf of the Commission by the Treasury and Exchequer department of  

the Government of Jersey.  

Income comes from:

Fees paid by registered professionals and regulated providers

A budget allocation from the Government of Jersey to support regulation of public sector services.

Financial Management and Accountability

Performance against budget is monitored    The Commission prepares an Annual Business Plan  

throughout the year, with variances explained and  and budget, setting objectives and KPIs for Board  Performance Against Budget corrective actions taken where needed and Accountable Officer approval

Financial arrangements follow the Framework    New expenditure can only be committed if funded  The Commission reported an underspend of  underspends largely related to changes in the  

Agreement and the Government of Jersey's Public  from existing resources, additional Government  £162,000 in 2025. This reflected higher than budget  delivery and timing of planned inspection activity  

Finances Manual allocation, or fee income income (£42,000), alongside underspends in both  rather than reduced regulatory activity.  

pay (£54,000) and non-pay (£66,000) expenditure.

The Accountable Officer (Chief Officer of the    The Commission produces an Annual Statement  

Cabinet Office) agrees income forecasts and  of Assurance, including a Financial Assurance  Pay underspends arose from a decision to defer  

expenditure budgets annually Statement approved by the Board. recruitment to vacancies in light of anticipated  

budget decreases in 2026, while non-pay  

5 8 5 9

Appendix 1

Annex Registrations by type (Professionals and Services)

* <5

* <5

* <5

6 0 * <5

Laser Services & Yellow Fever Centres 2025 Laser Services 16 Yellow Fever Centre 10 Total 26

61