Chief Minister’s Department · Law Draftsman 34 All Sections 36 Annex 1 - Statistics Unit survey release dates 37 SECTION 3 –RESOURCES 38 Net Revenue Expenditure – Service Analysis

Chief Minister’s DepartmentBusiness Plan 2011

CHIEF MINISTER’S DEPARTMENT BUSINESS PLAN 2011

Page 1

CONTENTS

MINISTER’S FOREWORD 2

SECTION 1 3Introduction by the Chief Executive 3Who We Are 5Corporate Values 6What We Do 6

SECTION 2A – SUMMARY OF KEY OBJECTIVES AND PRIORITIES 8

SECTION 2B – KEY OBJECTIVES, KEY PERFORMANCE 11 INDICATORS, KEY RISKS

Central Policy Unit 11Chief Executive’s OfficeCommunications UnitPopulation OfficeStatistics Unit

External Affairs, Economics and International Finance 28Law Draftsman 34All Sections 36Annex 1 - Statistics Unit survey release dates 37

SECTION 3 – RESOURCES 38Net Revenue Expenditure – Service AnalysisNet Expenditure – Operating Cost StatementService Analysis – Objectives and Performance Measures


Page 2

CHIEF MINISTER’S FOREWORD

During 2010, difficult decisions had to be made to address the predicted deficits caused by the economic downturn. The Comprehensive Spending Review identified a programme of spending reduction across all States Departments. It is imperative that this momentum is maintained. Accordingly, the major priority for the Chief Minister’s Department in 2011 will be to lead the implementation phase of the Comprehensive Spending Review to ensure that our public services are delivered in the most efficient and effective way, and that the resources we have are targeted to where they are most needed.

Equally important in 2011 will be our actions internationally, particularly in relation to taxation matters and strengthening our links with the other Crown Dependencies. Continuing pressure on our international reputation and increasing scrutiny of our prime industry will need to be addressed through effective policy implementation. The focus will be on improving our international identity and pressing home the message that Jersey is a stable democracy and a well regulated quality jurisdiction with the right skills and services in which to do business. We will also need to develop a revised framework for dealing with the UK Government following the publication of the response of the Ministry of Justice to the Select Committee report.

The implementation of the Migration Policy will continue with the finalisation of legislation for debate by the States Assembly in the early part of 2011. Following this, arrangements for the implementation of the new Law, including the creation of a population register, will be put in place.

The 2011 census is also a major undertaking for the department during the year.

2011 is an election year and the department will be making preparations throughout the year to support the new Council of Ministers once they are appointed in November, and initiate a framework for the preparation by the new Council of its Strategic Plan for 2012-2016.

Senator Terry le SueurChief Minister


Page 3

SECTION 1

INTRODUCTION BY THE CHIEF EXECUTIVE

Our main priority for 2011 will be to continue to co-ordinate and monitor the implementation of the priorities set out in the Strategic Plan through the Delivery Plans for each of the Priorities. Given the financial forecasts for the next three years, and the predicted structural financial deficit, these delivery plans will become increasingly important in ensuring that the priorities are delivered in an efficient and effective way so that they delivered within the resources available. It is inevitable that hard choices will need to be made.

The Strategic Plan set out a resources framework which included the intention to deliver a programme of savings to ensure that services are sustainable in the future, and to reduce the deficit caused by the economic downturn. During 2010, the Comprehensive Spending Review required all departments to identify, and commit to delivering a total of £65 millionsavings per annum by 2013. In 2011, the CSR implementation team will be co-ordinating, supporting and monitoring the significant implementation programme across departments.

It will be important to ensure that implementation reflects renewed emphasis on organisational change and effective governance. In order to make the most effective use of resources and support the ongoing organisational development programme,

As part of its own delivery plans, the department will be developing and progressing a number of initiatives.

Central Policy UnitA major part of our work will be to continue to support the Council of Ministers in their work, particularly in the co-ordination of high-level, cross organisational policy. As 2011 is an election year, it is expected that there will be a greater number of States Questions and a general increase in States business during the first 6 months of the year. Arrangements will also be developed to support the new Council of Ministersduring their induction period and in developing their strategic policy.

The promotion of sustainable population levels underpins many of our policies and will require co-ordination to ensure that any conflicts are addressed and managed. Part of this will be the continued development and implementation of the Migration Policy. This will include presenting the Migration Law to the States by the end of March, followed bythe development of a population register.

International AffairsDuring 2010, Jersey entered into a number of TIEA’s with other jurisdictions taking the number of agreements in place to 19. In 2011, Jersey’s international identity will continue to be developed and overseas contacts will be developed to explain and promote the Island, and wherever possible, by seeking to enter into agreements in our own name. Jersey will continue to meet its existing international obligations.

Jersey’s international strategy for its finance industry will continue to be developed with Jersey Finance Limited and industry. We will also need to co-operate and react to changing international standards for the regulation of financial services emerging from global action. This will include working together with the other Crown Dependencies to deal with any issues in relation to business tax.

Continued economic uncertainty and economic recovery will require the provision of quality economic advice in supporting effective management of the economy.


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Law DraftingA full programme of Law drafting in 2011 will include legislation to support the implementation of the review of Income Support and to revise the Employment Law. Legislation is also likely to be required to facilitate and regulate the development of renewable energy sources; inclusion in an e-borders scheme and inclusion in the single European payments area.

During 2011, the department will also be involved in taking forward the findings of the independent review into the role of Bailiff and Crown Officers undertaken by Lord Carswell

Bill OgleyChief Executive


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WHO WE ARE

Chief Minister: Senator Terry le Sueur

Assistant Ministers: Senator Paul Routier

Deputy John le Fondré

OrganisationThe Department employs a total of 52.1 full time equivalent (fte) staff as follows:

- Chief Executive’s Office / Central Policy Unit – 37.5 fte

- External Relations, International Finance and Economics– 8 fte

- Law Drafting – 6.6 fte

These staff are organised to deliver services as follows:

Chief Executive(1fte)

Law Draftsman

(1fte)

Central Policy Unit

(1fte)

External Affairs Economics & International

Finance(1fte)

Corporate Planning and Performance Management

(1fte)

Policy Advice

Research and Support

(5.76fte)

Communicat-ions Unit

(4fte)

Economic Advisor

(3fte)

Statistics Unit

(6.6fte)

External Affairs/

International Finance

(4fte)

Population Office

(9.6(+6)fte)

Emergency Planning

(2.37fte)

Administrat-ion

(5.18fte)

Resources Department(Treasury & Resources Minister)

Deputy Chief Executive

(1fte)

Law Draftsmen

(5.6fte)


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CORPORATE VALUES We put the customer at the heart of everything we do We take pride in delivering an effective public service for Jersey We relentlessly drive out waste and inefficiency We will always be fair and honest and act with integrity We constantly look for ways to improve what we do and are flexible and open to

change We will achieve success in all we do by working together

WHAT WE DO

The Department provides administrative and executive support and advice on policy to the Chief Minister, Council of Ministers. The department is also responsible for the good management of the Island’s international affairs, including our constitutional relationship with the United Kingdom.

In addition, the Chief Executive is Head of the Public Sector and, through the Corporate Management Board of departmental Chief Officers, co-ordinates the efficient and effective development and implementation of policy.

In order to deliver its objectives, the department is split into sections dealing with domestic policy, International relations and Law Drafting:

1. CENTRAL POLICY UNIT covers a broad range of issues relating to supporting the Chief Minister; the administration of the Council of Ministers and leadership of the Public Sector including:

Policy Advice: provides executive and administrative support to the Chief Minister and

Council of Ministers; provides administrative support to the Corporate Management Board co-ordinates the policies and administration for which ministers are

responsible; Undertakes policy research

Corporate Planning and Performance Management: oversees the corporate business planning and performance monitoring

framework; co-ordinates corporate strategic and business planning and performance reporting, including preparation of the Strategic Plan, Annual Performance Report, the annual States-wide business plan (with the Treasury), and review of departmental business plans and performance frameworks.

Communications: provides central leadership for a communications network which aims to

ensure that the public have the best possible understanding of the work of government and, that the public is effectively consulted about developing policy goals;

supports the Web Team in the development of the States website; maintains media centre and CMD areas;

develops effective internal communications processes to support the Organisation development programme and ensuring that there is good two way communication throughout the public sector.


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Population Office: regulates migration within the island in terms of who is entitled to live and work

in Jersey; creates, maintaining and monitoring a population register.

Statistics Unit: This is an operationally an independent unit which sits within the Chief Minister’s Department. It is overseen by the Statistics User Group, an apolitical body established to ensure the quality and integrity of Official Statistics in the Island and:

produces, quality assuring and disseminating Official Statistics in Jersey which forms the basis of evidence-based policy development and strategic planning. Particular areas of focus are economic statistics, the census and the development of statistics across government.

Emergency Planning: Provides an emergency planning advisory service to the Emergencies Council

and Emergency Planning Board, prepare, coordinate and advise on contingency plans for Island Emergencies. To chair the Exercise Planning Team in providing a programme of exercises to validate plans and test the Islands preparedness in an emergency.

Administration: Provides secretarial and office administration.

2. EXTERNAL AFFAIRS, ECONOMICS & INTERNATIONAL FINANCE deals with external issues and economic advice, including:

International Relations: Manages Jersey’s external relationships with other countries. This involves co-

ordinating with all other States departments on external policy, for example international conventions and agreements, and policy matters that have international implications, such as Human Rights policies.

Together with the Law Officers’ and the Bailiff’s offices, maintaining the Island’s official links as a Crown Dependency with the UK government

Co-ordinating Jersey’s participation in the British-Irish Council.

Economic Adviser's Unit: Provides timely and sound advice to States' Departments on all aspects of

economic policy, ranging from advice on micro-economic issues such as personal/business taxation, to broader macroeconomic ones, such as controlling inflation and generating economic growth.

Analyses the factors (both domestic and international) affecting the performance of the Jersey economy is another key element of the Unit's work that feeds into the work of the States' Departments.

International Finance: Delivers Government strategy for financial services in Jersey, and acts as a

regular spokesperson for the States on Finance Industry matters. Develops international relations which have the capacity to affect the financial

services industry, requiring close liaison with senior figures in Government, the Economic Development Department and the Finance Industry to act in support of the Industry both in Jersey and overseas.

Takes forward work with the OECD and EU on taxation initiatives and develops new legislation in support of Finance Industry needs.

3. LAW DRAFTSMAN: Drafts all principle and subordinate legislation on behalf of the States.


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Section 2A - Summary of Key Objectives and Priorities 2011

CHIEF MINISTERAIM:

The aim of the Chief Minister’s Department is to:

● support and advise the Chief Minister and Council of Ministers in establishing, co-ordinating, communicating and implementing States approved policies and objectives.

● provide direction and leadership to the public service to ensure that policies and programmes are delivered in accordance with agreed priorities.

● develop and promote international relations to further Jersey’s international standing and reputation.

SUMMARY OF KEY OBJECTIVES AND KEY SUCCESS CRITERIA

Objective 1: The co-ordinated development and implementation of States policies.

Success criteria:

(i) Strategic Plan monitored as per the agreed timetable;

(ii) Co-ordinated development and implementation of policies at ministerial and Corporate Management Board level;

(iii) The development of any new initiatives, policies or strategies prioritised and supported by all resource implications;

(iv) Effective communication and consultation on key policies;

(v) All policies transparent, with clear accountability and reporting back on outcomes;

(vi) Improved public satisfaction with government;

(vii) Plans and preparations in place to support the effective transition to the next Council of Ministers;

(viii) Working with the Treasury, amendments to the Public Finances Law and the States of Jersey Law in order to improve the strategic and resource planning and management of resources in line with the Comprehensive Spending Review;

(ix) Continued public consultation and participation in decision-making;

(x) Co-operation with Scrutiny;

(xi) Co-ordinated arrangements between Departments and the ‘Third Sector’ in providing improved services;

Strategic Plan Priority: 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15 and 16

Objective 2: An efficient and effective public sector fit for the purpose of delivering the States Strategic Plan.

Success criteria:

(i) In conjunction with Treasury and Resources and States Departments, plans on track to deliver the programme of savings in the public sector through the Comprehensive Spending Review process;

(ii) Continued focus on delivering essential services through the prioritisation of budgets and manpower to ensure the efficient allocation on services;

(iii) In conjunction with the Treasury, Annual Business Plan to be delivered within the total amounts set in the 2011 Annual Business Plan for the years 2011 to 2013.


Page 9

(iv) Effective Stateswide governance and associated reporting structure in place;

(v) An effective law drafting service;

(vi) In conjunction with the relevant departments, the continued development of the Social Policy framework to deliver the priorities set out in the Strategic Plan and promote closer working with the Third Sector;;

(vii) A robust resilience/response mechanism in place to deal with strategic crises/emergencies.

Strategic Plan Priority: 1, 2, 3, 11, 12, 14, 15 and 16

Objective 3: Jersey’s international responsibilities fulfilled and beneficial relations with other countries and regional organisations developed - including constitutional, political, economic, cultural and environmental links - which raise Jersey’s positive international identity and promote Jersey’s external influence.

Success criteria:

(i) Initiatives, in collaboration with other States departments and NGOs, to promote awareness and conformance with international obligations;

(ii) Jersey’s constitutional relationship with the UK maintained and developed;

(iii) Strengthened relationships with the EU and other countries, with Jersey’s position increasingly recognised and acknowledged;

(iv) Ratification of relevant international conventions and bilateral agreements extended when appropriate;

(v) Increased participation in international bodies and multi-lateral initiatives e.g. OECD, WTO, EU (where relevant);

(vi) A range of multi-lateral and bi-lateral links, in both financial services related and non-financial services related areas, consistent with enhanced status and increasing international recognition for Jersey developed;

Strategic Plan Priority: 2 and 15

Objective 4: Growing international recognition for Jersey’s reputation and standing amongst various international audiences as a well-regulated, co-operative international finance centre meriting increasing market access to major economies and trading entities (e.g. the European Union); and further investment in financial services provision in Jersey.

Success criteria:

(i) Increased number of international fiscal and regulatory agreements concluded with other countries;

(ii) Progressive dismantling of blacklists and other trade barriers erected against Jersey by other countries;

(iii) Plans on track to implement changes required from new international initiatives arising from the G20 process, Financial Stability Board, EU developments and other related fora or international bodies;

(iv) Implementation of recommendations arising from the 2009 IMF review.


Objective 5: Decision-making improved and debate better informed through the provision of accurate and timely professional economic and statistical advice and information on major issues.

Success criteria:

(i) Quality and availability of economic advice;

(ii) States assisted to meet its economic objectives (economic growth, low inflation and employment opportunities) through the provision of timely advice on policy;

(iii) All Statistics Unit releases produced independently to pre-announced release dates and statistical information made available to all on an impartial basis.


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Objective 6: A balance between economic growth and the additional demand migration places on accommodation, infrastructure and resources which supports agreed population objectives and economic policies, and the promotion of greater social inclusion.

Success criteria:

(i) States approval of new migration legislation;

(ii) Begin the development of proposals for an Island population register (post States approval);

(iii) Population targets monitored and achieved.

Strategic Plan Priority: 1, 5 and 14


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SECTION 2B - KEY OBJECTIVES, KEY PERFORMANCE INDICATORS, KEY RISKS*Key Objective as agreed by the States (see Section 2A)

CENTRAL POLICY UNIT

Total Staff: 37.5fte

Budget: £2,644,400

1.

BP Ref

2.

Objective/Action

3.

Key Performance Indicators

4.

Target

5.

ImpYear

6.

Key Risk

7.

*Key Objective

8.

Comment

Chief Executive’s Office Staff: 17.3fte Budget: £1,413,300Policy Advice, Research and Support (6.76 fte)

1 Provide effective and efficient support to the Chief Minister

Appropriate support is in place

Effective interface between the Chief Minister and the Policy Unit

Regular briefings on key issues to States Members

Quality Assurance and recording of Ministerial decisions

Regular updating of Questions Without Notice briefing file

Drafting of answers to States Written and Oral Questions

Regular briefing papers for the Chief Minister

Timely response to requests

Feedback from Chief Minister

Briefings held quarterly

As required

As required

As required

As required

Volume of requests not managed leading to delays

Answers to States questions may need to be deferred to allow sufficient time to collate relevant data

1 (i) (ii)


Page 12

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

ImpYear

6.

Key Risk

7.

*Key Objective

8.

Comment

for research and development.

As required

2 Provide effective and efficient support to the Council of Ministers


Effective interface between CoM and the Policy Unit

CoM agendas issued

Regular briefings on key issues to States Members

Drafting of briefing papers on forthcoming Projets

Timely response to requests for research and development.

Feedback from Council of Ministers

7 days prior to meetings

Briefings held quarterly

As required

As required

CoM papers delayed distribution due to late arrival of papers from departments

1 (i) (ii)

3 Provide effective and efficient administrative support to the full Corporate Management Board and the Strategic Policy Sub-Group.


Research and co-ordination of corporate issues provided

As required Papers sent

out 5 days prior to meeting

As required

2011 1(ii)(vi) (xi)(xii)

4 Lead or contribute to a range of CMD and department-wide projects ensuring that: Policies identify resource

implications, accountability and expected outcomes

Agreed timescales are met as per project plans

Appropriate levels of support provided to projects

Throughout year

2011 Inadequate support to the project/change process identified leading to delays in delivery and quality issues

1(ii),(iii),(iv)(v)

5 Work with Departments to develop Implementation Plan Implementation 2011 No resources 1(ii),(iii)


Page 13

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

ImpYear

6.

Key Risk

7.

*Key Objective

8.

Comment

an implementation plan for Freedom of Information Legislation.

developed. Resources required

identified for future delivery

plan by Q2,2011

Resources for delivery identified by Q4 2011

allocated to this work, in particular an FoI Unit, which should be in place to co-ordinate delivery.

6 Support the Social Policy Ministerial Steering Group and the Social Policy Forum

Meetings held At least qrtly 2011 2(iii)

7 Provide executive support to the Legislation Advisory Panel

Timely response to all items requiring CMD action.

Regular meetings with the Chairman

As required

At least quarterly

2011 1

8 Maintain a good level of co-operation and regular dialogue between the Council of Ministers and the Comité des Connétables on matters relating to the States and the Parishes

Meetings held between the Chief Minister and Chairman of the Comité

Chairman of the Comité attends CoM

Quarterly

As the Chairman decides

2011 Initiatives will not be progressed due to lack of priority

1(ii)

9 Support the implementation of the agreed proposals for the States of Jersey Development Company

Support Treasury in ensuring that SoJDC comes into being

Q1 2011 1(ii)

10 Provide administrative support to the Regeneration Steering Group

Meetings arranged, properly recorded and key actions monitored.

Quarterly (from mid 2011).

2011 Resource level to provide support higher than expected.

1(ii)

11 Provide an efficient Scrutiny liaison service

All queries from Scrutiny dealt with in a timely manner

Programme of Scrutiny

Acknowledged within 1 working day

Dealt with within 5 working days

By February

2011 Delays due to the unavailability of Ministers

1(ix)


Page 14

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

ImpYear

6.

Key Risk

7.

*Key Objective

8.

Comment

reviews agreed with CSP 6 monthly meetings with

CSP

2011 As per

schedule12 Work with the Scrutiny Chairman’s

Committee to ensure ongoing liaison is effective

6-monthly meetings with Chairmen’s Committee.

Quarterly meetings with Scrutiny Manager

As per schedule

As per schedule

2011 Breakdown in relationship between the Executive and Scrutiny

1(ix)

Office Management, Governance and Administration (5.18fte)

13 Provide a professional, highly valued and effective secretarial and administration service to the Chief Minister, Chief Executive and the department.

Improvement in the support arrangements to the Chief Minister, Chief Executive and customers.

Improved handling of administration issues.

Highly valued administration function

Satisfactory arrangements in place.

2011 On-going initiatives or revision of priorities due to unexpected events, impede the development of a better service

1(i)(ii)

14 Complete review of administration and support functions within CLMH and implement findings.

A more efficient and effective support function for Ministers and Senior Managers.

Deliver savings in line with CSR (identified for 2013)

Review completed by Q1 2011

Implementation completed by Q3 2011

2011 Ensuring sign-up from Ministers and Senior Managers in departments.

(ii)

15 Continue the implementation of new filing processes and structure within CMD and implement new arrangements

Improvement in the ability of the department to provide a service.

Improved compliance with legislation

New filing structure in place by Q1 2011.

Records management regime in place by Q4 2011

2011 Business as usual/high priority issues lead to delaysLack of engagement from key people to deliver change

16 Ensure the department is compliant Raised departmental awareness of compliance

CMD policies published in

2011 Business as usual/high priority


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1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

ImpYear

6.

Key Risk

7.

*Key Objective

8.

Comment

with its statutory requirements and those set out in Codes of Practice, including: Data Protection Health & Safety Freedom of Information Information security Records management

issues. Improved compliance

across all areas.

2010 reviewed by Q4 2011

Outstanding policies developed and circulated by

Q3 2011

issues lead to delays

17 Maintain and test a Business Continuity Plan for the business units contained on the fourth and fifth floors of Cyril le Marquand House

BCM Plan communicated to all

BCM plan reviewed. BCM plan appropriately

tested and debriefed

Ongoing

Q4 201

Q3 2011

2011 Business as usual/high priority issues lead to delays

2(v)

Corporate Planning and Performance Management (1fte)

18 Work with SPIG and CMB to co-ordinate the development of Strategic Plan delivery plans as part of the business planning process

Delivery plans incorporated into 2012 business planning process with outline plans complete, including resource implications

Progress report produced on delivery plans as at 31/12/10

End of Nov 2011

Jan 2011

1(i)(ii)(iii)(iv)(v)

19 Prepare for Strategic Planning process following 2011 elections

Process agreed and in place

June 2011 1(i)(ii)

20 Further develop the corporate planning process to ensure that plans are co-ordinated and link

Work programme for Propositions to be lodged by Ministers produced

end of January 2010

2011 1(i)(ii)(iii) (iv)(v)(xi)


Page 16

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

ImpYear

6.

Key Risk

7.

*Key Objective

8.

Comment

strategic planning, departmental activity, legislation, resource allocation and performance

In conjunction with the Treasury, review States Annual Business Plan format.

States Annual Business Plan produced in conjunction with the Treasury to include key department and service level objectives, deliverables and key performance criteria

2011 departmental business plans produced

Q1

May 2011

November2011

21 Establish an assurance process for the corporate governance framework including further development of the corporate performance framework

Improve/update performance/ governance structure to provide assurance to CEO

Assurance reporting established

Assurance frameworks established and validated within departments

Review of departmental KPIs in conjunction with wider review of indicators

Balanced scorecards produced

Proposals for next stage scorecards approved by CMB

March 2011

Mar 2011

May 2011

Qtr 1 2011

Qrtly as per timetable

Qtr 1 2011

2011

Scorecard indicators not representative of activity

1(v), 2


Page 17

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

ImpYear

6.

Key Risk

7.

*Key Objective

8.

Comment

22 Transfer responsibility for producing the 2010 Annual Performance Report to the Comptroller & Auditor General

Process transferred January 2011 2011 1(v)

23 Develop CMD business planning process

Key objectives agreed ABP submissions finalised CMD plan finalised

April 2011 May 2011

Nov 2011

2011 1,2,3,4,5,6

Emergency Planning (2.37fte) 24 Support & maintain the EC/EPB

resilience structures by: Maintaining impetus and

encouraging collaboration between partners in the resilience community across working groups

Revision of Emergency Planning & Powers (Jersey) Law 1990

Embedding the revised States of Jersey Emergency Measures Plan

Report regularly to EPB Report regularly to EC Continued support to all

working groups Engage with the

Constitutional Review Group

Deliver position paper to COM via the EPB & EC

QuarterlyOngoingQuarterly

Q2

Ongoing

25 Increase awareness of Emergency Planning (EP) by proactively engage the media and the community in emergency planning issues

Conduct an internal / external & community EP survey

Maintain the EP website and develop opportunities for delivery of information to the community & States

Rewrite of public information

Q1

Q1


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1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

ImpYear

6.

Key Risk

7.

*Key Objective

8.

Comment

26 Further enhance delivery of EP byestablishing a dedicated Emergency Coordination Centre

Deliver appropriate ‘Emergency Coordination Centre’ Training

Q4

27 Maintain liaison with the Cabinet Office, Government Office of the South West, France & Crown Dependencies through maintainingdialog with: Prefecture de la Manche GOSW Crown Dependencies

Attendance at regular meetings, seminars, training & exercises

Ongoing

28 Encourage emergency preparedness, ensuring effective coordination of contingency arrangements and plans by: Engaging States Ministers and

Departments in the ‘Contest’ Strategy

Engaging States Ministers and Departments in the development of a Capabilities Programme

Submit proposals to the EPB & EC in partnership with the States of Jersey Police

Ongoing

29 Enhance emergency preparedness, knowledge, training and skills by: developing a programme of

training and mentoring for emergency planning and crisis management

Reinforcing Business Continuity Management responsibilities

Deliver multi Agency Gold Incident Command (MAGIC) Training for Chief Officers

Deliver multi Agency Tactical Incident Command Training for Silver

Q1/2

Q1/2


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1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

ImpYear

6.

Key Risk

7.

*Key Objective

8.

Comment

Commanders Deliver Political level

training for EC members & Ministers

Coordinate an island wide major incident exercise at La Collette

Coordinate a States BCM Training event

Deliver a Humanitarian Assistance event

Deliver an Island food, fuel, essential supplies table top exercise (Shipping scenario)

TBC

TBC

Q1/2

Q1/2

TBC

Communications Unit Staff: 4 fte Budget: £180,20030 Advise the Council of Ministers on

how best to communicate with the public and the media, when developing and explaining policies.

Brief ministers on how to communicate major policy initiatives, and support them before and during media briefings

Devise strategies and advise CoM on communicating departmental policies

Attend regular CoM briefingsProvide support as required

2011 Requires consistent 2-way communication between departments and Communications Unit Ministers may not see the value of receiving advice

1(iv),(vii), (vii)

31 Increase the engagement of islanders in policy-making through an effective and meaningful

% of significant new policies go out to consultation, using

100 %; 2011 Guidelines may not be adopted by departments, who

1(iv),(vii), (vii)


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1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

ImpYear

6.

Key Risk

7.

*Key Objective

8.

Comment

consultation process

Develop skills of relevant staff indepartments to help achieve this

consultation guidelines Improve meaningful

public participation in consultation processes

Regularly update consultation guidelines to: take experience into

account disseminate new theories of consultation

Increaseparticipation

Review & update guidelines twice a year to ensure they are current and reflect feedback from departments

may lack the resources to implement themStaff may stick to tried and trusted methods, which do not reach all sections of the communityDepartments may not involve Comms Unit early enough in the consultation process to make use of support

32 Raise awareness throughout the organisation of the importance of internal and external communication – promote as a core skill for all staff

Use networking and training to help achieve this

Work closely with departments to facilitate appropriate methods of internal communication. Advise on most appropriate methods to use

Ensure all major States communications are included in Comms Unit forward planning timetable

Comms issues to be discussed at CMB meetings

Communications embedded in staff training

Provide training and support for Communications Networkand departmental staff

100%

monthly

Comms modules in all modern manager programmes

2011 Need to encouragea co-ordinated and planned approach to communications.

Different departments are starting from a different base, and may have different communication methods already in place

1(iv),(vii), (vii)

33 Support departments to develop Number of successful Provide 2011 Capacity of Comms 1(iv),(vii),


Page 21

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

ImpYear

6.

Key Risk

7.

*Key Objective

8.

Comment

public awareness & information campaigns, involving advertising, leaflets, newsletters

campaigns supported and/or delivered for departments

guidance when depts are considering an awareness campaign

Unit may not match needs of departments

(vii)

34 Develop the role of the communications network to encourage coordinated, consistent messages and to enable the regular sharing of best practice on consultation and communication

Turnout at Comms Network meetings

Number of meetings taking place, with external speakers and staff who are “experts” in specific fields

Visits and speakers to be arranged

90% 6 meetings per

year 4 training events & 4 opportunities to hear external speakers and share best practice

2011 Departments need to understand the importance of this aspect of their work, and allow staff time to develop it

1(iv),(vii), (vii)

35 Take part in the Steering Group set up to develop the States website.

Support the Web Team to provide clear, concise government information in an easily navigable format on a re-launched gov.je

consistent uploading of material to website

providing support for web team in updating website as necessary

integrating social networking sites with gov.je

Continue to contribute to development of gov.je via steering group

Clear, concisecontent in place on gov.je for all sections of CMD

2011 Comms Unit has a representative on the website steering group and on the Content Management Group. Comms representative on CMG supervises updated content for CMD

1(iv),(vii), (vii)

36 Review funding arrangements for the Communications Unit and establish a clear and robust funding model

Communications Unit funding is on a firm footing

secure, annual funding from a consistent, central source by Q1

2011 1(iv),(vii), (vii)


Page 22

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

ImpYear

6.

Key Risk

7.

*Key Objective

8.

Comment

Population Office Staff: 15.6 fte (9.6fte CMD + 6 fte EDD) Budget: £641,300 (£318,800 net CMD + £322,500 from EDD)37 Continue to operate the Housing

Laws to prevent further aggregation of the housing market and regulate Lodging Houses, including furtherreductions in qualification period if possible.

Decisions on ‘j’s and qualifying periods properly balanced against house price index and relevant housing supply and demand statistics and policies.

Average number of days to process a purchase or lease application, or process a qualification application.

£ processing cost of each purchase or lease application; and each qualification application.

Access to local housing market balanced against economic growth, affordability, and equity considerations

10 days (purchase or lease consent) – 15 (residential qualifications)

£40 (purchase or lease consent) - £70residential qualification.

2011 Variations in economic climate / volumes of applications.

6

38 Continue to operate the Regulation of Undertakings and Development (Jersey) Law, 1973, to manage demand on the resources of the Island, and maintain job opportunities for local residents.

Working population growth within the context of economic growth

Maximum number of days to process an application.

Average annual growth over target period of 150 households / 325 individuals.

Applications will be dealt with in 15 working days, under normal

2011 Variations in economic climate / volumes of applications.

6


Page 23

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

ImpYear

6.

Key Risk

7.

*Key Objective

8.

Comment

£ processing cost of each license application.

£ processing cost of each manpower return

conditions. £60 - £90

depending on quarter

£10

39 Approval of New Migration Law, and Jersey Names and Address Register Law.

Publication date, approval, and informed nature of debate.

May 2011 Extent of work arising from legal advice and Scrutiny recommendations

6(i)

40 Commence and progress the development of Population Register and associated procedures and interfaces, including upgrading the Manpower System and introducing Combined Returns

As per business case –schedule and cost

Substantially advanced by end 2011

2011 Funding, technical issues

6(ii)

41 Support the introduction of the Residential Tenancy Law, and bring to the States Regulations and Orders in relation to Deposit Protection and Condition Reports, consulting as appropriate.

To give legislative effect Subject to Privy Council, but, no later than March

2011 The prioritisation of the Migration Law, Privy Council &legal advice

6

42 Undertake consultation on the future of Rent Control, and statutory tenancy agreements.

Publication of Consultation and Report on Findings

Publish consultation by April/Report Findings by July/ any legislative changes advanced by year end

2011 6


Page 24

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

ImpYear

6.

Key Risk

7.

*Key Objective

8.

Comment

43 Bring forward proposals to simplify property classifications

Bring proposals to the States

March 2011 Prioritisation of above objectives

6(i)

44 Establish a strategy in relation to Lodging House Standards, working with Health Protection

Publish strategy August 2011 Prioritisation of above objectives

6

45 Complete update of 1(1)(j) policies in relation to medical professions

Publish policies June 2011 6

46 Support Ministers and manage the operation of Migration Advisory Group

Understood and agreed mode of operation.

Frequent & quorate meetings

Questions, briefings, advice provided to time/ satisfaction of Ministers.

12 or more meetings in year with appropriate attendances.

2011 Other ministerial commitments

6

Statistics Unit1 Staff: 6.6 fte Budget: £731,10047 Support economic policy

development by producing high quality economic data, particularly to facilitate measurement against targets for economic and labour force growth.

Data produced and published to pre-announced release timetable. Annual:

Index of Average EarningsNational Accounting

aggregates Consumer price comparison Bi-annual: Labour Market Quarterly:

100% released to schedule

2011 Businesses unwilling to respond to voluntary surveys

1(i-iv)5 (ii),(iii)

1 Full list of statistical publications and dates attached at Annex 1


Page 25

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

ImpYear

6.

Key Risk

7.

*Key Objective

8.

Comment

Retail Prices Index House Price Index Retail Sales Inquiry; Business Tendency Survey. Monthly: Registered unemployment Measurement of underlying

inflation and inflation for specific socio-economic groups:

RPI(X), RPI(Y), RPI (pensioners) and RPI (low income quintile)

48 Ensure RPI remains representativeof household spending in Jersey;Measure household expenditure for national accounts;support social and economic policy development

Analysis of Household Spending and Income Survey (HSIS) completed

Expenditure results published by Q3

RPI basket reviewed and updated by Q4

New weights for RPI introduced by Q4

2011 1(i-iv)5 (ii),(iii)

49 Produce high quality measurement of Jersey’s population and:Run 2011 Census

Census process implemented on schedule and within budget

Data capture and analysis

Census Day27th March 2011

Headline

2011 Recruiting up to 200 short-term staff: enumerators and office

1(i-iv)5(iii),6 (iii)

Requires carry forward of


Page 26

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

ImpYear

6.

Key Risk

7.

*Key Objective

8.

Comment

undertaken in-house by Statistics Unit.

Calibration and development of Jersey population model started

results published around year-end 2011

2012 Census budget from 2010

50 Maintain established contacts with statistics offices in the Crown Dependencies to share information and development of methodologies and to work together where beneficial

Develop greater understanding of data produced in order to facilitate comparators

Ongoing regular contact 2011 3(vi)

51 Provide support to the independent Statistics Users Group

Quarterly meetings 4 meetings per calendar year 2011

5(iii)

52 Comply with requests for information from international organisations

Respond to deadlines 100% of deadlines met 2011

Detailed requests conflict with role of Unit

3(v),(vi)


Page 27

EXTERNAL AFFAIRS, ECONOMICS AND INTERNATIONAL FINANCE

Total Staff: 9fte

Budget: £1,578,600 net

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

8.

Comment

External Affairs/International Relations (4fte)53 Keep our constitutional

relationship under review and protect our unique constitution and domestic autonomy

Recommendations of the Second Interim Report of the Constitutional Review Group taken forward, with outstanding actions completed

Monitoring and responding to UK and EU legislation having extra-territorial application to Jersey, EU legislation applicable under Protocol 3, and international treaties and conventions extended to Jersey

Secondsequence of actions completed by end of 2011

Channel Islands Brussels Office established and operational

Annual Report provided to States Assembly on the Status of International Conventions

2011 Lack of capacity to respond to increase in flow of UK and EU legislation having application to Jersey

3

54 Protect and extend our international identity and personality

Take forward the Framework for Developing the

International obligations met and

On-going

Loss of UK support for continuing to develop the

3


Page 28

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

8.

Comment

International Identity of Jersey, as agreed with the UK in 2007

Respond to changes promoted by the UK Govt Response to the Justice Committee Report on Crown Dependencies

Continue work with the UK to extend the use of Entrustments

appropriate conventions extended

Regular engagement with French neighbours and other islands

Active programme of inward/outward official visits

Capability in place to increasingly handle direct relations with Whitehall and overseas Governments

Entrustments extended where necessary beyond tax agreements

international identity of Jersey

55 In consultation with relevant stakeholders, follow up findings from the ‘Carswell Review’

Report prepared for the States

By April 2011


Page 29

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

8.

Comment

Economics (3fte)56 ● Improve policy development

across the States by providing timely and sound written/verbal advice to the Council of Ministers and all States Departments on all aspects of macro and micro economic policy.

Timely and sound written/verbal economic advice provided on all aspects of economic policy

States policy supports States economic objectives

Requirements of Departments met

Advice delivered on time

On-going

Quantity/timing of requests outstrips resources

5 (i), (ii)

57 Work with the Economic Development Department to:● Develop and expand existing

policies to support productivity improvements and economic growth and identify approach to diversification.

● Provide timely advice to the Economic Development on all policy to ensure that it is consistent with economic growth, higher productivity, low inflation and improved competitiveness

Economic Development receives sound and timely advice to assess the impact of policy on these objectives

Implementation of agreed measures leading to:o Real economic

growtho Improved productivityo Increased tax

receiptso Employment of local

people

As required Economic

growth analysis supports policy development in 2011

2011+Ongoing

Global economic conditions work against measures taken in Jersey

5 (i), (ii)

58 Advise the Treasury and Resources Department on development of tax and spending policies that are consistent with the States economic objectives of growth and low inflation.

Annual Budget proposals consistent with economic objectives

Other tax and spending policies support economic objectives

Bi-annual analysis

Analysis and advice provided at key times such as during development of Budget

2011 and ongoing

Global economic conditions work against measures taken in Jersey.

Data limitations lead to inaccurate

5 (i), (ii)


Page 30

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

8.

Comment

Provide bi-annual analysis to support the development of financial forecasts by Treasury and Resources Department.

provided that supports development of financial forecasts by Income Tax Forecasting Group

proposals and during financial forecasts process

forecasts.

59 Promote wider understanding of the Jersey economy and outlook by: Regularly analysing

economic trends and outlook for the Jersey economy for the Council of Ministers and States Depts

Producing bi-annual economic forecasts

Regular analysis of the Jersey economy and economic trends through publication of Economic Outlook

Produce economic forecasts

Advice delivered on time

Economic Outlook published 3-4 times a year

Forecasts produced on time

On-going

With limited resources unable to undertake key pieces of analysis

Data limitations reduce accuracy of forecasts

5 (i), (ii)

60 Continue to advise all departments on policy that is consistent with low inflation and economic growth.

RPIX Real GVA

Sustained low inflation close to target set by the States

Sustained real economic growth over the cycle

On-going

External factors outside control of States lead to higher inflation/lower growth

5 (i), (ii)

International Finance (1fte)61 Ensure a consistent and

cohesive finance industry strategy

Sustaining current momentum through clear goals and tangible action plans

Maintaining one-to-one relationships with the leading finance firms

Strategy and actions plan(s) in place

Regular meetings with leading firms

2011

On-going

Unable to secure good support from leading firms for finance industry strategy

4


Page 31

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

8.

Comment

62 Strengthen international relationships to enhance recognition as a responsible jurisdiction committed to international standards

Improved international relations with multinational organisations, key governments and overseas media, with particular emphasis on Brussels, London and Washing ton

More regular contacts with relevant bodies

EU contacts developed through new Brussels Office

On-going

Lack of capacity to develop improved relations, leading to increased likelihood of external threat or missed opportunities

3,4

63 Maintain the effectiveness of the Island’s regulatory and enforcement regime

EU and Financial Stability Board actions on strengthening international regulation monitored and relevant actions addressed

Ensure Govt actions from IMF assessment action plan are progressed as necessary

Relevant EU and FSB actions identified and evaluated

IMF action plan progressed and Govt actions progressed

On-going

Increased political opposition to ‘offshore’ leads to EU/international standards that harm our competitive position

3, 4

64 Develop international co-operation in tax matters through improved transparency and effective exchange of information, whilst ensuring a sustainable and competitive tax system

Tax Information Exchange Agreements continue to be negotiated and implemented

Changes to EU Tax on Saving Directive monitored closely and relevant actions taken

Increased number of Double Taxation Agreements secured

Status on OECD White List maintained and Jersey’s Vice Chair position on OECD Peer

Increased number of TIEAs

EUSD changes identified and evaluated

Increased number of DTAs

Jersey remains on OECD White List

On-going

Speed of response from counter-parties to TIEAs/DTAsEmerging EU/international norms for corporation tax are inconsistent with Island’s competitive position

3, 4


Page 32

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

8.

Comment

Review Group taken forward

Completion of Fiscal Strategy Review work on international norms for corporation tax

Research completed and implementation plan developed if necessary

65 Ensure international marketing is taken forward to open up new opportunities overseas

Work closely with Jersey Finance to develop international market opportunities and secure new business

Continue to develop action needed to support new inward investors into the Island

International market strategy and actions plan(s) in place

Inward investment strategy is driven forward by UK-based director

2011

2011

Lack of sufficient resources needed to secure new overseas business and new inward investors

4


Page 33

LAW DRAFTSMAN

Staff: 6.6 fte

Budget: £ 860,900

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

8.

Comment

66 An effective law drafting service Accurate prioritisation of drafting requests andallocation of drafting resource to make best use of resource

Quarterly Ongoing Lack of information from departments about forthcoming projects, priorities and timetables

1

67 Projects drafted with delays on the part of the draftsman

Ongoing ongoing Draftsman receives instructions relating to multiple projects at same time

1

68 Deliver draft legislation that meets the needs of the sponsor in language that is clear and unambiguous

Onoing ongoing Instructing department delivers misleading drafting instructions or does not review drafts adequately

1

69 Complete drafting projects in accordance with a timetable agreed between the draftsman and all other agencies involved in

To individual timetables

Ongoing Draftsman receives instructions relating to multiple projects

1


Page 34

the project at the same timeOther agencies fail to keep to timetable

70 Complete update to the revised edition of the laws of Jersey

Q1 Ongoing Software failure.

Withdrawal of administrative support by JLIB

1


Page 35

ALL SECTIONS (Cross departmental intiative including HR & Finance)1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

8.

Comment

71 Eliminate invoices without orders %invoices without orders 10% 2011 Corporate initiative.

72 Pay invoices within 30 days of receipt

Average creditor days 30 2011 Corporate initiative

73 Ensure that our debtors pay our bills within 30 days of being raised

Average debtor days 30 2011 Corporate initiative

74 Manage individual and team performance

% of staff receiving a PRA during the year

100% by 31st December

On-going 7 Corporate initiative

75 Develop strategies to reduce the number of days lost through sickness

Sickness levels: Average days lost per

employee % sickness certified/

uncertified

As agreed with States HR

On-going 7

76 Embed Organisational values in the work of the department

Have Our Say Implemented – action plan in place

As per timetable

On-going Actions not implemented

7 Corporate initiative


Page 36

Section 2b - Annex 1States of Jersey Statistics Unit

Release dates - 2011

January 12 Business Tendency Survey – Q4 2010

26 RPI – December 2010

February 17 House Price Index – Q4 2010

March 9 Retail Sales Index – Q4 2010

April 6 Labour Market (Public & Private Sectors)– December 2010

13 Business Tendency Survey – Q1 2011

20 RPI – March 2011

27 Jersey in Figures

May 19 House Price Index – Q1 2011

June 8 Retail Sales Index – Q1 2011

29 Survey of Financial Institutions – 2010

July 13 Business Tendency Survey – Q2 2011

22 RPI – June 2011

August 18 House Price Index – Q2 2011

24 Index of Average Earnings – June 2011

31 UK/Jersey Price Comparisons – June 2011

September 21 Retail Sales Index – Q2 2011

28 GVA and GNI - 2010

October 5 Labour Market (Public & Private Sectors)– June 2011

19 Business Tendency Survey – Q3 2011

21 RPI - September 2011

November 17 House Price Index – Q3 2011

December 7 Retail Sales Index – Q3 2011

14 Jersey Economic Trends - 2011


Page 37

SECTION 3 - RESOURCES

Chief MinisterNet Revenue Expenditure - Service Analysis

2010Net Revenue Expenditure

2011Income 2011

Net Revenue Expenditure

2011 FTE

DEL AME£ £ £ £ £

Policy DivisionPolicy Unit

1,450,600 Chief Executive's Office 1,413,300 - - 1,413,300 17.3203,000 Communications Unit 213,200 - (33,000) 180,200 4.0320,000 Population Office 553,900 - (234,100) 319,800 9.6

Statistics622,200 Statistics Unit 731,100 - - 731,100 6.6

External Affairs, Economics and International Finance1,381,600 External Affairs, Economics and International Finance 1,808,600 - (230,000) 1,578,600 9.0

Law Drafting Department869,800 Law Drafting Department 860,900 - - 860,900 6.6

Legislation Advisory Panel36,700 Legislation Advisory Panel 10,000 - - 10,000

4,883,900 Net Revenue Expenditure 5,591,000 - (497,100) 5,093,900 53.1

2011Gross Revenue Expenditure


Page 38

Chief Minister's DepartmentNet Expenditure and Operating Cost Statement

2010Annual Business

Plan

2010Adjusted for

GAAP

2011Lodged Business

Plan

£ £ £

Income(199,500) (199,500) Duties,Fees,Fines & Penalties (219,100)

- - Sales of goods - (393,300) (393,300) Sales of services (278,000)

- - Commission - - - Hire & Rentals - - - Investment Income - - - Other Revenue -

(592,800) (592,800) Total Income (497,100)

Expenditure- - Social Benefit Payments -

3,823,400 3,823,400 Staff Costs 3,873,9001,333,700 1,333,700 Supplies & Services 1,392,400

211,300 211,300 Admin Expenses 172,40098,000 98,000 Premises & Maintenance 140,300

- - Other Operating Expenses - 10,300 10,300 Grants and Subsidies Payments 12,000

- - Depreciation/Capital Charges - - - Finance Costs - - - Pension Finance Costs -

5,476,700 5,476,700 Total Expenditure 5,591,000

4,883,900 4,883,900 Net Revenue Expenditure 5,093,900


Page 39

Chief Minister

Description of Service and Objectives Ref. key objectives

2010Estimate

2011 Estimate

Increase / (Decrease)

Financial Summary

£ £ £

Policy DivisionPolicy UnitChief Executive's Office: Provide support and advice to the Chief Minister and Council of Ministers in establishing, co-ordinating and implementing States approved policies and objectives; Co-ordinate the preparation of plans to mitigate the effects of major emergencies.

1, 2 1,450,600 1,413,300 (37,300) Net reduction mainly due to £30k CSR savings on fees relating to review and projects.

Communications Unit:Improvement in communication between the States, as government and as employer, with the community of the Island and with the public sector workforce, by providing clear information with consistently high standards of delivery.

1 203,000 180,200 (22,800) Net reduction due to £28k CSR saving of one post, offset by inflationary increases.

Population Office:A balance between economic growth and the supply and demand of labour, accommodation, infrastructure and resources, and the promotion of greater social inclusion.

1, 6 320,000 319,800 (200) User Pays £11k offset against inflationary increases £11k.

Statistics Provide a high quality statistical service for the government, people and businesses of Jersey, such that all users of the data can have confidence in the accuracy of the data produced.

1, 5 622,200 731,100 108,900 Additional allocation of £100,000 for the Census and inflationary increases.

External Affairs, Economics and International Finance Co-ordinated economic strategy and policy-making; Improved economic policy development through sound and timely advice.

1, 5 1,381,600 1,578,600 197,000

Jersey's international responsibilities fulfilled; Stronger constitutional position for Jersey; A favourable international image for Jersey; Beneficial relations with other countries and regional organisations developed.

1, 3

Sustainability and growth in the Island's financial services sector; Consolidation of EU and key country relationships; Widespread understanding of Jersey's strategy and specific approach to international fiscal and regulatory issues.

1, 4

Law DraftingDelivery of time-critical effective legislation through completion of the Legislation programme

1, 2 869,800 860,900 (8,900) £15k inflationary increase offset by CSR savings of £24k due to reduction of recruitment budget for the Law Draftsman.

Legislation Advisory Panel The Legislation Advisory Panel provides advice and recommendations to the Chief Minister on a range of matters that was formerly dealt with by the Legislation Committee, e.g. the laws relating to property, wills and succession.

1 36,700 10,000 (26,700) Reduction due to £27k CSR savings on administration costs.

Total 4,883,900 5,093,900 210,000

Detailed Service Analysis - Key Objectives

Net increase due to £200k CSR growth proposals and £20k inflationary increase, offset by a £23k savings on reduced use of consultants, reduced administration & reduced expenditure on the Fiscal Policy Panel.

For further information visit

www.gov.jeThe States of Jersey, Chief Minister’s Department, P.O. Box 140, Cyril Le Marquand House, The Parade, St Helier, JERSEY JE4 8QT

Tel: +44 (0)1534 440400 Fax: +44 (0)1534 440408

Documents

Chief Minister’s Department · Law Draftsman 34 All Sections 36 Annex 1 - Statistics Unit survey release dates 37 SECTION 3 –RESOURCES 38 Net Revenue Expenditure – Service Analysis