Chief Minister’s Department - States of Jersey and... · Chief Minister’s Department ... Economics and International Finance 29 Law Draftsman 34 ... Chief Minister, Council of

Chief Minister’s DepartmentBusiness Plan 2010

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

CHIEF MINISTER’S DEPARTMENT BUSINESS PLAN 2010

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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 –OBJECTIVES/ACTIVITY, KEY PERFORMANCE 11 INDICATORS, KEY RISKS

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

External Affairs, Economics and International Finance 29Law Draftsman 34All Sections 35Annex 1 - Statistics Unit survey release dates 36Annex 2 – 2010 Legislation Programme 37

SECTION 3 – RESOURCES 41Net Revenue Expenditure – Service AnalysisCapital ProgrammeNet Expenditure – Operating Cost StatementService Analysis – Objectives and Performance Measures


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CHIEF MINISTER’S FOREWORD

The new Strategic Plan agreed by the States in June 2009 will drive the work of the Chief Minister’s Department during 2010, 2011 and 2012. The theme of the Strategic Plan is ‘working together to meet the needs of the community’ and sets out sixteen priorities for this Council of Ministers. The Department is responsible for co-ordinating the delivery of these priorities and ensuring that they are implemented efficiently and effectively.

In particular, developments in the economic outlook, pressure on our international reputation and increasing scrutiny of our prime industry will need to be addressed through effective policy implementation. The Chief Minister’s Department has boosted its resources in this area and now has a strong team to deal with international matters. The focus will be on improving our international identity across the world and pressing home the message that Jersey is a well regulated jurisdiction with the right skills and services with which to do business.

The Social Policy Framework will form the basis of policies and support designed to improvethe lifestyles and outlook for the less fortunate in our society. This will impact on many policy areas and it will be vital to ensure that these policies are developed and implemented in a co-ordinated way.

The implementation of the Migration Policy will continue with the finalisation of legislation for debate by the States Assembly in the early part of 2010. Following this, arrangements for the implementation of the new Law, including the creation of a population register, will be put in place. Preparations for the 2011 census will also be finalised.

In these difficult times, with predicted deficits on the horizon, we must also be prepared to take difficult decisions about public spending. A major priority for the Chief Minister’s Department in 2010 will be to support the Comprehensive Spending Review to ensure that our public services are delivered in the most efficient and effective way so that the resources we have are targeted to where they are most needed.

Senator Terry le SueurChief Minister


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SECTION 1

INTRODUCTION BY THE CHIEF EXECUTIVE

Our first priority for the 2009 business plan was to assist the new Council of Ministers in developing its Strategic Plan for the next three years. This was approved by the States in June. Our main priority for 2010 will be to co-ordinate and monitor the development and implementation of the delivery plans for each of priorities set out in the Strategic Plan.

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. To this end, the department will also be heavily involved in supporting the Treasury in the Comprehensive Spending Review which will commence early in 2010. This review 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, the corporate resource functions, including Human Resources and Information Services, have been consolidated under the leadership of Deputy Chief Executive reporting to the Treasury and Resources Minister.

As part of its own delivery plans, the departmental 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. Timely, high qualityresearch, advice and planning will be essential for this support.

Several of the Strategic Plan priorities focus on supporting the more vulnerable in our society. |The development and co-ordination of overarching social policy will be vital in delivering these priorities. The recently created Social Policy Forum, under the chairmanship of the Chief Minister, provides a bridge between politicians and the voluntary sector and provides a two-way exchange of ideas, evidence and proposals to inform policy development.

The promotion of sustainable population levels will underpin 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 for approval, the development of a population register and the approval of the Residential and Tenancy Law and Depositor Protection Scheme.

In 2009, the Statistics Unit introduced the Business Tendency Survey to provide better, more up to date information on the economy. To support this in 2010, the Financial Institutions Survey will be produced quarterly. Also in 2010, the Unit will be improving the JerseyAnnual Social Survey, introducing new statistical surveys and analyses to inform policy making and preparing for the 2011 census.

International AffairsIn 2010, 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. We also look forward to the outcome of Parliament’s Justice Committee inquiry into the UK’s relationship with its Crown Dependencies.


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Jersey’s international strategy for its finance industry will be developed with Jersey Finance Limited and industry. Overseas representation will be considered in conjunction with Jersey’s wider needs for international representation. We will also need to co-operate and react to changing international standards for the regulation of financial services emerging from global action coordinated through the Financial Stability Board.

During 2009, Jersey received positive endorsements as a well regulated jurisdiction for financial services from HM Treasury’s Foot Review of British Offshore Centres, and the comprehensive review undertaken by the International Monetary Fund, both of which endorsed Jersey’s inclusion on the original OECD ‘white list’ of well regulated jurisdictions. We now need to take forward and, with the Treasury, develop international tax structures which will in turn feed into the Island’s fiscal strategy. A review of business taxes in light of emerging international standards will ensure any changes are designed to protect the Island’s economic standards.

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

Law DraftingA full programme of Law drafting in 2010 will include legislation to support our Financial Services industry – in particular intellectual property, financial services business development and regulation. Work will also commence on the legislation required to formalise civil partnerships, agreed by the States in 2009.

Emergency PlanningThe Emergency Planning Officer has been heavily involved in the campaign to combat pandemic influenza. This will continue in 2010. Also in 2010, a major exercise involving the Airport will ensure that our readiness to deal with civil emergencies is tested and improved.

During 2010, the department will also be overseeing the important, independent review into the role of Bailiff and Crown Officers.

Finally, the department would not function without the hard work and dedication of its staff -a highly skilled, dedicated and motivated team whose flexibility and professionalism allow us to deliver the highest standards of service.

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 54.1 full time equivalent (fte) staff as follows:

- Central Policy Unit – 38.5 fte

- External Relations, Economics and International Finance – 9 fte

- Law Drafting – 6.6 fte

These staff are organised to deliver services as follows:

Note: From January 2010, the Human Resources and Information Services sections have been transferred to the Resources Department under the Treasury & Resources Minister.

Chief Executive

Law Draftsman

Central Policy Unit

External Affairs Economics & International

Finance

Corporate Planning and Performance Management

Policy Advice

Research and Support

Communicati-ons Unit

Economic Advisor

International Finance

Statistics Unit

External Affairs/

International Relations

Population Office

Emergency Planning

Administrati-on

Resources Department(Treasury & Resources Minister)

Deputy Chief Executive


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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 a comprehensive 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 comprehensive secretarial and office administration support to the

Chief Minister, Chief Executive and senior managers.

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

AIM:

Our aim 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 delivered and 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) Continued public consultation and participation in decision-making;(viii) Co-ordinated arrangements between Departments and the Parishes resulting in the

development of community and social initiatives;(ix) Closer co-operation with Scrutiny;(x) Co-ordinated arrangements between Departments and the ‘Third Sector’ in

providing improved services;(xi) Annual Business Plan to be delivered within the total amounts set in the 2009

Annual Business Plan for the years 2010 to 2013.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) A review undertaken of States services to ensure that the government provides

core services and opportunities to work with the private sector are maximised*;(ii) Continued focus on delivering essential services through the prioritisation of

budgets and manpower to ensure the efficient allocation of services;(iii) An effective law drafting service;(iv) In conjunction with the relevant departments, the continued development of the

Social Policy framework to deliver the priorities set out in the Strategic Plan;(v) In conjunction with the Treasury and States Departments, plans on track to deliver

the programme of efficiency savings in the public sector;(vi) Departmental suggestion schemes introduced in all Departments during 2010 at the

initiative of the Chief Minister’s Department with monetary awards for staff putting


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forward valid suggestions which genuinely improve efficiency, productivity or value for money*;

(vii) Progress against an agreed organisational development programme*;(viii)A business focussed Information Services function that underpins and supports the

delivery of public services*;(ix) A streamlined Human Resources function which supports the welfare and

development of the public sector workforce with a particular emphasis on maximising opportunities for local people*;

(x) Arrangements for succession planning in the public sector agreed with the Appointments Commission*;

(xi) Improved and more efficient access to public services and information through the customer services initiative*;

(xii) A pay settlement with all public sector pay groups which is consistent with the States budgetary strategy in place by September 2010*;

(xiii)An overall review of policy relating to terms and conditions for public sector staff*;(xiv)Public sector pension obligations properly monitored and accounted for *;(xv) 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

* Transferred to the Resources Section under the Deputy Chef Executive reporting to the Treasury and Resources Minister. See Treasury and Resources Business Plan

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 internationalidentity 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) An improvement in Jersey’s relationship 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 Financial Services Action Plan (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;


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(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, EU developments, the Independent Review of British offshore financial centres and other related fora or international bodies;

(iv) Implementation of any recommendations arising from the IMF review.Strategic Plan Priority: 2 and 15

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..Strategic Plan Priority: 1 and 2

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) Proposals for an Island population register developed;(iii) Population targets agreed by the States and achieved using new migration

legislation.Strategic Plan Priority: 1, 5 and 14

Objective 7: Staff and resources managed so as to improve performance and provide value for money.

Success criteria:(i) Financial balance achieved and total budget and spend profile consistent with

forecast;(ii) Costs of each defined service area and relevant overheads identified, so that

meaningful comparisons can be made year to year and with other jurisdictions;(iii) Management costs minimised to ensure maximum resources are directed to front

line services whilst ensuring that our public services are delivered in a way which is effective , fair and in keeping with the States’ environmental and social objective;

(iv) Explicit link between budget prioritisation process and Strategic Plan Objectives demonstrated;

(v) Staff developed to help them achieve their full potential;(vi) Need for an independent person or agency to receive approaches from persons

raising serious concerns to be assessed.Strategic Plan Priority: 3


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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: 38.5 fte

Budget: £2,595,8001.

BP Ref

2.

Objective/Action

3.

Key Performance Indicators

4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

Chief Executive’s Office Staff: 17.3fte Budget: £1,321,600Policy Advice, Research and Support ( 6 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

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 for research and development.

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)


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1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

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 Corporate Management Board


Research and co-ordination of corporate issues provided

As required Papers sent out 5

days prior to meeting

As required

On-going

1(ii)(vi) (xi)(xii)7(i)(ii) (iii)

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: Funding of Legal Aid Charities Commission Civil Partnerships Comprehensive Spending

Review Strategic Plan issues Committee of Inquiry input Liberation day as a bank

holiday Other projects as they arise

Q4 Q2 Q4 Throughout year Throughout year

Q4

As per timetable

On-going

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

1(iii), 2(ii),6(iv)


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1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

5 Lead and co-ordinate the implementation of the Social Policy Framework

Complete development of formal data collection mechanisms.

Co-ordinate completion of impact assessments on all social policy initiatives

Begin development of gateways and pathways to deliver cross departmental initiatives.

Develop links with the voluntary, or ‘Third’, sector

Ongoing

Ongoing

On-going

Delays due to lack of commitment/engagement from other departments

2(iv), 1(x)

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

Meetings held At least qrtly On-going

2(iv), 1(x)

7 Provide executive support to the Legislation Advisory Panel and Law Society

Timely response to all items requiring CMD action

Regular meetings with the Chairman

As required

At least quarterly

On-going

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

On-going

Initiatives will not be progressed due to lack of priority

1(ii)

9 Lead the continued implementation of proposals for the States of Jersey Development Company

All implementation actions on time and within budget

Q3 2010 2010 Lack of political acceptance of reviews.

10 Provide executive support to the Regeneration Steering Group

Meetings arranged, properly recorded and key actions monitored

Quarterly (from mid 2010)

On-going

Resource level to provide support higher than expected


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1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

11 Provide an efficient Scrutiny liaison service

All queries from Scrutiny dealt with in a timely manner

Programme of Scrutiny reviews agreed with CSP

6 monthly meetings with CSP

Acknowledged within 1 working day

Dealt with within 5 working days

By February 2009

As per schedule

On-going

Delays due to the unavailability of Ministers

1(x)

12 Work with the Scrutiny Chairman’s Committee to ensure that the Scrutiny function generally is effective

6-monthly meetings with Chairmen’s Committee.

Quarterly meetings with Scrutiny Manager

As per schedule

As per schedule

On-going

Breakdown in relationship between the Executive and Scrutiny

1(x)

Office Management, Governance and Administration (4 fte)

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

On-going

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

7(i)(ii) (iii)

14 Lead and support the continuous development of the Chief Minister’s department as an organisation, including: Further developing the role,

functions and future structure of the Central Policy Unit

Continuing the implementation of the recommendations from the 2008 administration review, in particular systems and procedures

Improvement in the department’s ability to discharge its functions effectively

Full implementation by Q3 2010

2009 Inadequate support to the change process

Business as usual/high priority issues lead to delays

1 (i-xi)


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1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

15 Undertake a review of filing/records management procedures, processes and structure within CMD and implement new arrangements

Improvement in the ability of the department to provide a service

Improved compliance with legislation

Proposals in place by Q2 2010

Implementation by Q3 2010

2010 Business as usual/high priority issues lead to delaysLack of engagement from key people to deliver changeInadequate funding availableInadequate resources to meet demand

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

Raised departmentalawareness of compliance issues

Improved compliance across all areas

CMD policies and procedures developed and circulated by Q3 2010

2010 Business as usual/high priority issues lead to delays

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

BCM plan developed and effectively communicated toall staff

BCM plan appropriately tested and debriefed

Q2 2010

Q3 2010

2009 Business as usual/high priority issues lead to delays

18 Co-ordination of Accommodation project for 4th/5th/9th floors of Cyril le Marquand House to ensure best use of space/facilities and resources to support CMD business

Building/relocation programme delivered on schedule and within budget, ensuring best value

Q2 2010 2009 Business as usual/high priority issues lead to delaysInadequate resource applied to the project leading to delays


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1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

Corporate Planning and Performance Management (1fte)

19 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 2011 business planning process with outline plans complete

End of Jan 2010 1(i)(ii)(iii)(iv)(v)

20 Report performance against Strategic Plan / Annual Business Plan key performance indicators

Review KPIs and Annual Performance Report format,

2009 Annual Performance Report published

Qtr 1 2010

Qtr 2 2010

Annual Indicators not robust or do not reflect priorities

1(i)(v), 7(iv)

21 Further develop the corporate planning process to ensure that plans are co-ordinated and link strategic planning, departmental activity, legislation, resource allocation and performance

Work programme for Propositions to be lodged by Ministers produced

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

States Annual Business Plan produced in conjunction with the Treasury

2011 departmental business plans produced

end of January 2010

Qtr 1 2010

May 2010

November 2010

Annual 1(i)(ii)(iii) (iv)(v)(xi), 7

22 Further develop the corporate performance framework

Review of departmental KPIs in conjunction with wider review of indicators

Balanced scorecards produced

Proposals for next stage scorecards approved by CMB

Qtr 1 2010

Qrtly as per timetable

Qtr 1 2010

On-going

Scorecard indicators not representative of activity

1(v),7


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1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

23 Review Planning and Performance Framework in light of the new Strategic Plan and implement agreed changes to include: Annual Business Plan (with

Treasury) Departmental Business Plans Annual Performance Report Scorecards Annual Accounts (Treasury)

Part of Comprehensive spending review

In accordance with CSR timetable

On-going

1(i)(v)(vi) 7

24 Develop CMD business planning process

Cash allocations agreed Key objectives agreed ABP submissions agreed CMD plan finalised

March 2010 April 2010 May 2010 Nov 2010

2010 1,2,3,4,5,6,7

25 Support the development and implementation of a corporate Comprehensive Spending Review

CSR process in place and timetable developed

In accordance with CSR timetable

2010 2(ii)

Communications Unit Staff: 5 fte Budget: £203,000 (net)

26 Lead, advise and direct 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 briefings, and provide support as and when required

On-going

2-way communication between departments and Communications Unit needs to be consistent and thorough Ministers may not see the value of receiving advice


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1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

27 Increase the engagement of islanders in policy-making through an effective and meaningful consultation process

Develop skills of staff across departments to help achieve this

% of significant new policies go out to consultation with the public, using consultation guidelines

Improve meaningful public participation in consultation processes

Regularly update consultation guidelines to: - take experience into

account disseminate new

theories of consultation

train staff to engage islanders in decision-making

100 %;

Increaseparticipation

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

On-going

Guidelines may not be properly adopted by departments, who lack the resources to implement themStaff may stick to tried and trusted methods, which do not reach all sections of the community

28 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 basis of experience from different methods used

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

Advise depts on successful internal comms methods & help them set up new systems

On-going

Need to work towards a co-ordinated and planned approach to communications.

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


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1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

29 Support departments to develop public awareness & information campaigns, involving advertising, leaflets, newsletters

Number of successful campaigns supported and/or delivered for departments

On-going

Capacity of Comms Unit may not match needs of departments

30 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

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

Visits and speakers to be arranged

90% 6 meetings in

2009 4 training events

& 4 opportunities to hear external speakers and share best practice

On-going

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

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

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

smooth transition to new gov.je

all CMD content reviewed and re-written as necessary, in run-up to re-launch of gov.je

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

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

Dec 2009 –new website

ISD’s Web Team is in charge of developing a new website with transactional services. Comms Unit has a representative on the steering group and on the Content Management Group. Comms representative on CMG is supervising updated content for CMD.

32 Review funding arrangements for the Communications Unit and establish aclear and robust funding model

Communications Unit funding is on a firm footing

secure, annual funding in place from a consistent, central source

By July 2010

Inability to replace staff who have left, leaving unit under pressure and unable to fulfil needs of deptsInability to plan ahead due to staff shortages


Page 20

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

Population Office Staff: 15.6 fte (9.6fte CMD + 6 fte EDD) Budget: £643,921 (£320,000 net CMD + £323,921 from EDD)

33 Continue to operate the Housing Laws to prevent further aggravation of the housing market and regulate Lodging Houses, including further reductions in qualification period if possible

Decisions on ‘j’s and qualifying periods properly balanced against house price index and relevant housing supply anddemand 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

5 working days (purchase or lease consent) -15 (residential qualifications)

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

On-going

Variations in economic climate / volumes of applications

6

34 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

£ processing cost of each license application

£ processing cost of each manpower return

Average annual growth (over 5 year period) of 150 heads of households / 325 individuals

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

£65

£10

On-going

Variations in economic climate / volumes of applications

6


Page 21

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

35 Approval of New Migration Law, and Jersey Names and Address Register Law

Publication date, approval, and informed nature of debate

June 2010 6

36 Commence and progress development of Population Register and associated procedures and interfaces

As per business case –schedule and cost

Commenced 2010

Substantially advanced by year end

(Register to be operational during 2011)

2010 Funding, technical issues

6

37 Support the introduction of the Residential Tenancy Law and Condition Reports through the production of guidelines with partners in CAB, Court Service, etc.

Completion of Condition Report Order

Publication of guidance

Feb – March 2010

2010 Internal Resource constraints

6

38 Develop and present Regulations to protect deposits, and thereon identify provider and establish system, and report on policy of landlord registration, incl. improved minimum standards regime

Production of Regulations

Identify Provider and establish scheme

Report on Landlord registration

Regulations March

Scheme established end of year

End of Year -Landlord Registration

2010 Internal Resource constraintsFundingReallocation of responsibilities for landlord / tenant relations

6

39 Complete review of Rent Control Tribunal

Publication of Findings October 2010 Internal Resource constraints

6


Page 22

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

40 Manage operation of Migration Advisory Group and support Ministers

Understood and agreed mode of operation.

Frequent and quorate meetings

Questions , briefings, advice provided to timeand satisfaction of Ministers

12 or more meetings in yearwith appropriate attendances

On-going

Other ministerial commitments

6

41 Improve Compliance capability for RUDL and Housing Law

Additional FTE in place Significantly increased

numbers of visits / activity to identify breaches in the Law

Ability to respond to complaints / information.

No of incidents identified / taken, as appropriate, to success prosecution

Complaints initially investigated within 15 working days

2010 6

42 Combined Manpower Returns developed and introduced.(Subject to outcomes of review of technology and maintenance, incl. funding, of RUDL systems)

Combined Social Security / IT IS / Manpower returns introduced

Dec 2010 –limited implementation.

2010 Outcome of review of technology and maintenance, incl. funding.Agreement on choice of supplier.Timing of Migration Law

6


Page 23

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

Emergency Planning Staff: 2.8fte Budget: £129,000

43 Maintain the focus of work on supporting Heath & Social Services in delivering an effective, Island - wide response to Pandemic InfluenzaActions Maintain the impetus of the Parish

Emergency Planning Group Regular liaison with the Medical

Officer of Health Attend Pandemic Influenza

Strategic and Operational Group Meetings

Regular liaison with the Pandemic Hub and key health players

Maintain regular meetings Bi-monthly

Weekly

Scheduled

Weekly

2010 Revision of priorities due to unexpected eventsStakeholder engagement

1(ii)

44 Review and enhance the Emergency Planning Board Resilience StructureActions Review current Resilience

Structure working groups and report to EPB and encourage collaboration between partners in the resilience community

Report to EPB Establish a Recovery

Working Group Improve dialogue with the

Honorary Police in support of States of Jersey Police

March 2010 Ongoing

Ongoing

2010 Revision of priorities due to unexpected events

Stakeholder engagement

1(ii)1(viii)

45 Maintain awareness of Emergency PlanningActions To support proactive engagement

between the States and the media

To maintain regular briefings with the media

To encourage media

Ongoing 2010 Revision of priorities due to unexpected events Stakeholder

1(ii) (iv)


Page 24

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

on emergency planning issues

Revise the content and enhance the Emergency Planning website atwww.gov.je

involvement in Emergency Planning Programmes

To be available, as appropriate to respond to media requests for interview and information

Review website and develop opportunities for enhanced delivery of information to the public and States Departments

June 2010

engagement

Revision of priorities due to unexpected eventsMaintenance and upgrading of technologyStakeholder engagement

1(ii)1(iv)1(vii)

46 Further enhance delivery of Emergency Planning Actions Engage with the activities of the

CMD to enhance engagement and response to States of Jersey & CMD demands

Establish dedicated Emergency Coordination Centre

Develop GPS mapping applications to Emergency Planning issues, Emergency Plans and the Island Community Risks

Relocate office to CLMH

Identify and allocate roles and responsibilities

Agree activation and on call arrangements

Develop a training programme

Access via intra and extra net by stakeholders and the public

ASP

June 2010

June 2010

2010 Revision of priorities due to unexpected eventsStakeholder engagementAvailable fundingRevision of priorities due to unexpected eventsMaintenance and upgrading of technologyStakeholder engagement

2(xi)

2(xi)

47 Maintain Emergency Planning & resilience links with the Cabinet Office, Government Office of the South West, France and Crown

Revision of priorities due to unexpected eventsStakeholder

2(xi)7(v)


Page 25

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

DependenciesActions Maintain dialog with the Prefecture

de la Manche Attendance at regular

meetings, seminars, training & exercises

Ongoing 2010

engagementStakeholder engagementAvailability of key participants Available resources

2(xii)

48 Enhance emergency preparedness, ensuring effective coordination of contingency arrangements and plansActions Rewrite the States of Jersey

Emergency Measures Plan

To support the completion of Departmental Emergency Plans

Engage States Ministers and Departments in the ‘Contest’ Strategy

See note: 1 Engage States Ministers and

Departments in the development of a Capabilities Programme

See note 2

Remit to the EPB & EC for endorsement

La Collette emergency Plan

Oil Pollution Plan Emergency Fuel Plan Emergency Reception

Centres Submit proposals to the

EPB & EC in partnership with the States of Jersey Police

Submit proposals to the EPB & EC

March 2010

Ongoing

June 2010

June 2010

2010 Revision of priorities due to unexpected eventsStakeholder engagement

2(xi)

1 Note: Capabilities ProgrammeA capabilities programme comprises a range of capabilities that underpin Jersey’s resilience to disruptive challenges. These capabilities are either structural (eg Parish) or functional (eg decontamination) or essential services (eg financial services)2 Note: Contest StrategySupporting the development of a States of Jersey Counter Terrorist Strategy


Page 26

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

49 Enhance Emergency Planning skills and expertise throughout the StatesActions To develop a programme of

training and mentoring for emergency planning and crisis management

Produce a States guide to writing emergency plans

Produce a States guide to writing Business Continuity Plans

Arrange multi Agency GoldIncident Command (MAGIC) Training for Chief Officers and Politicians

Arrange emergency and evacuation training for CLMH

Arrange a States wide major incident exercise

Publish guide

Publish Guide

Ongoing

Ongoing

Ex Front 13.1.2010

April 2010

May 2010

2010 Revision of priorities due to unexpected eventsStakeholder engagementAvailable funding

2(xi)7(v)

Statistics Unit 3 Staff: 6.6 fte Budget: £622,200

50 Support economic policy developmentby 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.

Quarterly: Retail Prices Index; House Price Index; Retail Sales Inquiry; Business Tendency Survey.Bi-annual: Labour Market;

100% released to schedule

Quarterly in 2010

Ongoing

2010 1i-iv5 ii, iii

3 Full list of statistical publications and dates at Annex 1 of this section


Page 27

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

Annual: Index of Average Earnings; National Accounting aggregates; consumer price comparison.

Publish indices enabling measurement of underlying inflation and inflation for specific socio-economic groups: RPI(X), RPI(Y), RPI (pensioners) and RPI (low income quintile)

Extend scope and increase frequency of surveys of finance sector to measure economic performance and risk monitoring.

throughout 2010

Business unwilling to respond to voluntary survey

51 Ensure RPI remains representative of household spending in Jersey;Measure household expenditure for national accounts;support social and economic policy development

Complete Household Spending and Income Survey (HSIS)

Fieldwork completed in May 2010

Expenditure results published early 2011

2009/10/11

Requires £40k for each year 2009/10/11;

1i-iv5 ii, iii

52 Determine income distribution for households in Jersey;update measures of relative low income; further support economic and social policy development

Complete Household Spending and Income Survey (HSIS)

Fieldwork completed in May 2010

Income results published by end 2010

2009/10

As above1i-iv5 iii

53 Support social policy development by producing timely data on social issues

Run 2010 social survey (JASS);

Publish results

Summer 2010

December 2010

2010 Meeting urgent/high priority issues of all participating

1i-iv5 iii


Page 28

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

departments.54 Produce high quality and timely

estimates of Jersey’s population;particularly to facilitate measurement against target for net inward migration

Prepare for 2011 Census

Annual population update Maintain and further

develop Jersey population model

Establish Census methodology and necessary legal framework

June 2010 Ongoing

throughout 2010

Ongoing throughout 2010

2009 Requires first tranche of Census budget: £200k

1i-iv5 iii, 6iiii

55 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

Annual tripartite meeting

2010 3 vi

56 Provide support to the independent Statistics Users Group

Quarterly meetings Ongoing 2010

57 Comply with requests for information from international organisations

Respond to deadlines Ongoing 2010 Detailed requests conflict with primary role of Unit

3 v, vi


Page 29

EXTERNAL AFFAIRS, ECONOMICS AND INTERNATIONAL FINANCE

Total Staff: 9fte

Budget: £1,381,6001.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

External Affairs/International Relations Staff: 3fte

58 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 actions sequenced and leading recommendations completed

Response to the forthcoming report of the UK Justice Committee inquiry into the UK and the Crown Dependencies

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

Responding where necessary to any decision of the States arising from the independent review of the Crown Officers to be chaired by Lord Carswell

First sequence of actions completed by end of 2010

Initial response within 6 weeks of report being issued in 2010

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

Take forward any decisions relevant to constitutional relationship

2010 Lack of capacity to respond to increase in flow of UK and EU legislation having application to Jersey

3


Page 30

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

59 Protect and extend our international identity and personality

Taking forward the Framework for Developing the International Identity of Jersey, as agreed with the UK in 2007

Taking forward the International Relations recommendations from the Second Interim Report of the Constitutional Review Group

Working with the UK to establish a clearer set of policy principals for the issuing of Entrustments, ensuring extension of range and scope where appropriate

Proposing improvements to the way in which a larger number of elected members might be informed about foreign affairs

International obligations met and appropriate conventions extended

Regular engagement with French neighbours and other islands

Active programme of inward/outward official visits

First sequence of actions complete

Policy principals agreed and in place

Proposals agreed

On-going

2010

2010

2010

Loss of UK support for continuing to develop the international identity of Jersey

3


Page 31

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

Economics Adviser Staff: 3 fte

60 Improve economic policy development by:● Providing timely and sound

written/verbal advice to the Council of Ministers and all other 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

Requirements of Departments met

Advice delivered on time

On-going

Quantity/timing of requests outstrips resources

1,5(i)

61 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

Produce economic forecasts

Advice delivered on time

Forecasts produced on time

On-going

With limited resources unable to undertake key pieces of analysis

Data limitations reduce accuracy of forecasts

1,5(i)

62 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

On-going

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

1,5(i)(ii)

63 Work with the Economic Development Department to implement and further develop policies to support productivity improvements and economic growth and identify approach to diversification

Implementation of agreed measures leading to:o Real economic growtho Improved productivityo Increased tax receiptso Employment of local

people

Analysis on economic growth and diversification to feed into Fiscal Strategy

2010 Global economic conditions work against measures taken in Jersey

1,5(i)


Page 32

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

64 Provide timely advice to the Economic Development on all economic 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

As required On-going

Quantity/timing of requests outstrips resources

1,5(i)

International Finance Staff: 3fte

65 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

2010

On-going

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

4

66 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 and make recommendation regarding sustainable representation in Brussels

On-going

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

3, 4

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

IMF recommendations from 2009 assessment taken forward

Financial Stability Board actions on improving international regulation monitored closely and relevant actions addressed

IMF Action Plan in place

Relevant FSB actions identified and evaluated

2010

On-going

IMF recommendations not addressed in a timely manner, putting at risk prospects of future excellent assessmentIncreased political opposition to ‘offshore’ leads to international standards that harm our competitive position

3, 4


Page 33

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

68 Develop international co-operation in tax matters through improvedtransparency 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 Listmaintained and Jersey’s Vice Chair position on OECD Peer Review Group taken forward

Completion of Fiscal Strategy Review work on international norms for corporation tax and any recommendations for change developed

Increased number of TIEAs

EUSD changes identified and evaluated

Increased number of DTAs

Jersey remains on OECD White List

Initial research completed and recommendations developed

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

69 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

Ensure the identification and development of market competitive legislation

Action initiated to support new inward investors into the Island

International market strategy and actions plan(s) in place

Any new legislation required is identified and brought forward

Agreed way forward on supporting inward investor activity

2010

On-going

2010

Lack of sufficient resources for Jersey Finance or for inward investment activity

Lack of capacity in law making process to advance any new legislation required

4


Page 34

LAW DRAFTSMAN

Staff: 6.6 fte

Budget: £ 869,800

1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

70 An effective law drafting service Review progress with legislation programme and identify emerging issues so as to make best use of drafting resource.

Quarterly On-going

Insufficient information supplied by 3rd parties to enable review.

Respond to requests for law drafting promptly.

Ongoing On-going

Multiple requests received at the same time

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

Ongoing On-going

Drafting instructions do not adequately convey the sponsor’s needs.

Complete drafting projects in accordance with a timetable agreed between the draftsman and all other agencies involved in the project4

To individual timetables

On-going

Multiple requests for drafting received at the same time.

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

Q1 On-going

Unable to convene Law Revision Board. Software failure prevents website upload.

4 A full list of the 2010 Legislation Programme is attached at Annex 4 of this section


Page 35

ALL SECTIONS1.

BP Ref

2.

Objective/Action

3.


4.

Target

5.

Imp

Year

6.

Key Risk

7.

*Key Objective

71 Manage individual and team performance

% of staff receiving a PRA during the year

100% by 31st December

On-going

PRA not linked to objectives;Managers not addressing development and performance issues

7

72 Develop business continuity plans Plans in place, communicated to staff, and reviewed quarterly

June 2009 On-going

7

73 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

Sickness not properly recorded on the system nor reviewed by managers

7

74 Complete and publish quarterly scorecards and financial reports

Scorecards and financial reports published

As per timetable

On-going

7

75 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

76 As Strategic Partner, establish plans and processes to enable the introduction of the Resource Accounting and Budgeting framework.

Timescales achieved Data capture accurate Internal Audit Report on

implementation progress with department

100%

Favourable

On-going

Plans and processes not established in time. Inadequate communication process

7


Page 36

Section 2 - Annex 1States of Jersey Statistics Unit

Release dates - 2010

January 13 Business Tendency Survey – Q4 2009

22 RPI – December 2009

February 18 House Price Index – Q4 2009

March 10 Retail Sales Index – Q4 2009

31 Labour Market (Public & Private Sectors)– December 2009

April 14 Business Tendency Survey – Q1 2010

23 RPI – March 2010

28 Jersey in Figures

May 13 House Price Index – Q1 2010

June 2 Population update - 2009

9 Retail Sales Index – Q1 2010

30 Survey of Financial Institutions – 2009

July 14 Business Tendency Survey – Q2 2010

23 RPI – June 2010

August 12 House Price Index – Q2 2010

25 Average Earnings Index – June 2010

September 1 UK/Jersey Price Comparisons – June 2010

15 Retail Sales Index – Q2 2010

29 GVA and GNI - 2009

October 6 Labour Market (Public & Private Sectors)– June 2010

13 Business Tendency Survey – Q3 2010

22 RPI - September 2010

November 18 House Price Index – Q3 2010

December 8 Retail Sales Index – Q3 2010

16 Jersey Economic Digest

22 (p) Jersey Annual Social Survey 2010

(p) provisional


Page 37

SECTION 2 – ANNEX 2

Legislation programme for 2010

Where indicative matters are listed, these have not yet been allocated drafting time. They may be added to the programme by the Council of Ministers when the policy is sufficiently developed, when the financial and manpower implications are fully established and any funding identified, and when there are both departmental and drafting resources ready to proceed.

Chief Minister’s DepartmentMigration work will continue on legislation to establish the register of names and addresses and the processes and requirements for registration of persons living in Jersey. The target is to lodge the principal legislation in 2010.Business as usual Orders imposing sanctions on governments and associated individuals will be made, as needed, as a matter of high priority.Indicative Time will be found for the drafting of civil partnerships legislation once the States have adopted the principles of the policy. The Chief Minister will co-ordinate work across departments on the development of legislation relating to charities.

Economic Development DepartmentIntellectual PropertyFive Laws are proposed which will enable Jersey to sign up to international conventions on intellectual property. Work will start on -

the substantial package of subordinate legislation required to underpin the Intellectual Property (Unregistered Rights) (Jersey) Law 200- (which is expected to be lodged in 2009)

the Trademarks (Jersey) Law 200-, allowing first registration of trademarks in Jersey. amendments to update the Registered Designs (Jersey) Law 1957 amendments to the Patents (Jersey) Law 1957, to allow first registration of patents in Jersey

Financial services business developmentWork will start on new legislation to enable Islamic finance products to be offered in Jersey.Financial services business regulationWork continues on -

the Business Names (Jersey) Law 200- which replaces and updates existing requirements for registration of business names

the Companies (Amendment No. 4) (Jersey) Regulations 200-, which require public companies to have their accounts audited by properly regulated auditors

the Financial Regulation (Miscellaneous Provisions- Auditors) (Jersey) Law 200- and 8 implementing Orders, which require financial institutions to have their auditors approved by the Jersey Financial Services Commission

Work will start on a new Financial Services Ombudsman (Jersey) Law 200-Financial services business as usual 25 days will be set aside for routine amendments needed to financial services and companies legislation to ensure that the legislation is kept up-to-date.General business regulationWork will continue on the Gambling Commission (Jersey) Law 200-, the Gambling (Jersey) Law 200- and the package of subordinate legislation needed to underpin the new Gambling Law, with the aim of lodging the principal Laws in 2010Work will start on an amendment to the Telecommunications (Jersey) Law 2002 to increase the powers of the Jersey Competition Regulatory Authority in respect of telecommunications service providers.New drafting time has been allocated to start work on the establishment of the Jersey Consumer Council.AgricultureWork will start on legislation to enable the transition from the present milk marketing scheme to a voluntary co-operative.


Page 38

ShippingWork will start on -

legislation to enable Jersey to accede to the protocol to the Convention on Civil Liability for Oil Pollution Damage

amendments to the Shipping (Fishing Vessels Safety Provisions) (Jersey) Order 2004, to ensure that Jersey’s fishing vessels are compliant with international standards

Sea fisheries business as usual 20 days will be set aside for ongoing amendments to sea fisheries legislation to ensure that Jersey implements its international obligations.Indicative A new Licensing Law; the further development of financial services products and regulation; further consumer protection.

Health and Social Services DepartmentRegulation of servicesWork will recommence on -

a new Medical Practitioners (Registration) (Jersey) Law 200- which will update the arrangements for authorizing persons to practise as medical practitioners, taking into account the requirements for revalidation

on the Human Fertilization and Embryology (Jersey) Law 200-, which will regulate the provision of assisted reproduction services and make provision as to the parentage of children born following the use of donor gametes.

Work will start on a new Regulation of Care Law, to improve levels of protection afforded to vulnerable sections of the public (such as residents of nursing or residential homes).Health protection Work will continue on -

the Health and Safety (Dwellings) (Jersey) Law 200-, which will introduce minimum safety standards for dwellings. The aim is to lodge the Law in 2010

the final legislative elements of the Tobacco Strategy, being Regulations requiring warning notices on packages, and prohibiting or regulating advertising, sponsorship and brandsharing

the Food Hygiene (Jersey) Regulations 200- imposing hygiene and food traceability requirements that will make Jersey products EU compliant

Work (expected to start in 2009) will continue on Regulations to implement the World Health Organization’s Regulations on international health.New drafting time is allocated for Regulations to implement Council Directives 2001/83 and 1998/202 which impose a code of standards for medicinal products for human use.New DirectionsWork will continue on amendments to the Medicines (Jersey) Law 1995, and implementing subordinate legislation, to enable prescribing by pharmacists, nurses and other health care professionals.Work (expected to start in 2009) will continue on the Primary Care (Jersey) Law 200- introducing such legislative provisions as may be needed for the expansion of primary care.Indicative A new Mental Health Law (target is to deliver drafting instructions in 2011).

Home Affairs DepartmentPolicing and public protectionFirst priority will be given to such legislation as may be needed to enable Jersey to remit information to, and access, data held by the Criminal Records Bureau and to join in the scheme for barring persons from working with children or vulnerable adults.Work will continue on -

new legislation to establish a police authority, with the aim of lodging the legislation in 2010 the Explosives Law, updating the regulation of possession, use, transport and importation of

explosives, with the aim of lodging in 2010Work will start on -

amendments to update the Terrorism (Jersey) Law 2002


Page 39

amendments to update the Police Procedures and Criminal Evidence (Jersey) Law 2003 regarding the issues of and powers under search warrants and the taking of samples

new legislation to prohibit the carriage of knives in public placesCriminal JusticeWork will continue on -

the Criminal Procedure (Jersey) Law 200-, to replace the Loi (1864) réglant la procédure criminelle, providing a comprehensive and accessible statement of the judicial procedures for handling of criminal matters, with the aim of lodging in 2010

Work will continue on the following (all expected to start in 2009) - amendments to the Criminal Justice (Young Offenders) (Jersey) Law 1994 to confer new

sentencing powers in respect of offenders aged 12+ amendments to the Criminal Justice (Evidence and Procedure) (Jersey) Law 1998 to extend

existing special measures for the taking of evidence from vulnerable witnessesWork will start on -

new legislation to enable a Jersey court to make an order, in civil proceedings for the confiscation of the proceeds of crime (the 2nd phase of the legislation already enacted as the Civil Asset Recovery (International Co-operation) (Jersey) Law 2007)

amendments to the Prison (Jersey) Law 1957 to introduce specific offences in respect of the conveyance into the prison of drugs and certain other prohibited articles

new legislation to enable the repatriation of prisoners sentenced in JerseyImmigrationWork will either start or continue on such legislation as may be needed to enable Jersey to join the e-Borders programme.Indicative Legislation to regulate the supply and use of fireworks.

Housing DepartmentIndicative A tenants’ deposit scheme.

Planning and Environment DepartmentCompliance with EU standards and international conventionsWork will continue on new Regulations to implement Directive 1989/556 on trade in bovine embryos (work expected to start in 2009)Work will start on -

a new Order to implement Directives on plant health, for the elimination of the risk of potentially damaging pests and diseases entering Jersey

new Regulations to implement Council Regulation 2001/999 on the prevention control and eradication of transmissible spongiform encephalopathy

new Regulations to implement Directive 2006/88 on health requirements for aquaculture animals and products

Diseases of animalsIn addition to the implementation of the Community provisions on animal health described above, work will start on a replacement for the outdated Diseases of Animals (Jersey) Law 1956 that will be fit for purpose, together with the replacement and rationalisation of the subordinate legislation made under that Law.Indicative Legislation to protect archaeological artefacts, to regulate the energy market and to update the provisions regulating the dumping of material in the sea.

Social Security DepartmentEconomic stimulusWork is expected to start on the establishment of an insolvency fund to protect pay-related statutory entitlements of employees, in the event of the employer’s insolvency.


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Income Support, Health Insurance, Social SecurityWork will either start or continue on amendments to the Social Security (Jersey) Law 1974 and its subordinate legislation to reform the funding of supplementation and to make changes to the age of pension entitlementBusiness as usual legislation is needed each year to update income support components and ratesNew DirectionsWork will start on new legislation on long-term care, providing for its cost to be shared by individuals and the StatesEmploymentWork will continue for the introduction principal legislation for rights on the transfer of undertakings and protection of employment (TUPE).Indicative Employment legislation reforms to introduce family-friendly measures; further standards for health and safety in the workplace.

Transport and Technical Services DepartmentWork will start on -

a new Streetworks Law, with the object of enforcing a co-ordinated and managed streetworks policy

Road Traffic Law and associated amendments concerning the bus service and public parking

Non-ministerial Indicative Drafting time will be allocated for any States’ reform once there has been an ‘in principle’ agreement on the policy.


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SECTION 3 - RESOURCES Net Revenue Expenditure - Service Analysis

2009 Net Revenue Expenditure(As per 2009

Business Plan)

2010Gross

Revenue Expenditure

2010Income

2010Net Revenue Expenditure

2010Gross

Revenue Expenditure

2010Income


2010Gross

Revenue Expenditure

2010Income


£ £ £ £ £ £ £ £ £ £

Policy DivisionPolicy Unit

1,353,600 Chief Executive's Office 1,450,600 - 1,450,600 - - - 1,450,600 - 1,450,600208,800 Communications Unit 296,400 (93,400) 203,000 - - - 296,400 (93,400) 203,000283,700 Population Office 519,500 (199,500) 320,000 - - 519,500 (199,500) 320,000

1,846,099 2,266,500 (292,900) 1,973,600 - - - 2,266,500 (292,900) 1,973,600

Statistics450,100 Statistics Unit 622,200 - 622,200 - - - 622,200 - 622,200

External Affairs, Economics and International Finance1,335,300 External Affairs, Economics and International Finance 1,681,500 (299,900) 1,381,600 - - - 1,681,500 (299,900) 1,381,600

Law Drafting861,200 Law Drafting Department 869,800 - 869,800 - - - 869,800 - 869,800

Legislation Advisory Panel45,000 Legislation Advisory Panel 36,700 - 36,700 - - - 36,700 - 36,700

4,537,700 Sub-total: Policy Division 5,476,700 (592,800) 4,883,900 0 0 - 5,476,700 (592,800) 4,883,900

Resources DivisionInformation Services

461,300 Corporate Projects 1,899,900 (192,700) 1,707,200 (1,899,900) 192,700 (1,707,200) - - - 1,243,900 Infrastructure 4,101,200 (250,400) 3,850,800 (4,101,200) 250,400 (3,850,800) - - - 1,641,000 Business Support Groups 2,321,700 (86,500) 2,235,200 (2,321,700) 86,500 (2,235,200) - - - 3,346,199 8,322,800 (529,600) 7,793,200 (8,322,800) 529,600 (7,793,200) - - -

Human Resources2,226,800 HR Business Partnering 2,452,100 (172,800) 2,279,300 (2,452,100) 172,800 (2,279,300) - - -

626,400 HR Business Support 594,100 (12,100) 582,000 (594,100) 12,100 (582,000) - - - 533,600 HR Learning and Development 512,200 (7,300) 504,900 (512,200) 7,300 (504,900) - - - 346,500 Employee Relations 433,000 (3,000) 430,000 (433,000) 3,000 (430,000) - - - 459,600 Pensions (Other) 517,300 - 517,300 (517,300) - (517,300) - - -

4,192,900 4,508,700 (195,200) 4,313,500 (4,508,700) 195,200 (4,313,500) - - -

PECRS Pre-1987 Debt3,319,600 PECRS Pre-1987 Debt 3,609,200 - 3,609,200 (3,609,200) - (3,609,200) - - -

Customer Service 447,300 Customer Service Centre 277,400 - 277,400 (277,400) - (277,400) - - -

Corporate Resources - States-wide Savings0 States-wide savings to be achieved by Corporate Resources (480,000) - (480,000) 480,000 - 480,000 - - -

11,306,000 Sub-total: Resources Division 16,238,100 (724,800) 15,513,300 (16,238,100) 724,800 (15,513,300) 0 0 -

15,843,700 Net Revenue Expenditure 21,714,800 (1,317,600) 20,397,200 (16,238,100) 724,800 (15,513,300) 5,476,700 (592,800) 4,883,900

Note: Chief Executive's Office now includes Emergency Planning; budget transfers to Treasury and Resources to take effect from 1 January 2010

Budget Transfers to Treasury & Resources Revised Budget for Chief Minister's DeptBudget as Approved


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Capital Programme 2010 - 20142010 2011 2012 2013 2014

£ £ £ £ £

Network Hardware Replacement - 150,000 150,000 150,000 150,000Hardware Replacement - desktops and servers - 350,000 350,000 350,000 350,000Transfer to Treasury & Resources Department - (500,000) (500,000) (500,000) -500,000

Proposed Capital Allocations (net of capital to revenue transfers) - - - - -

All elements of the Capital Programme stated above will be transferred to the Resources Division within Treasury and Resources


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Chief Minister's DepartmentNet Expenditure - Operating Cost Statement

2009 Net Revenue Expenditure(As per 2009

Business Plan)

2010 Estimate

As Approved

Budget Transfers to Treasury and

Resources

Revised 2010 Estimate

£ £ £

Income(196,800) Duties,Fees,Fines & Penalties (199,500) - (199,500)

(1,061,300) Sales of goods and services (1,118,100) 724,800 (393,300)- Investment Income - - - - Other Revenue - - -

(1,258,100) Total Income (1,317,600) 724,800 (592,800)

Expenditure10,983,700 Staff Costs 11,786,400 (7,963,000) 3,823,400

2,786,400 Operating Expenses 6,308,900 (4,665,900) 1,643,00012,100 Grants and Subsidies Payments 10,300 - 10,300

- Depreciation/Capital Charges - - - 3,319,600 Finance Costs 3,609,200 (3,609,200) -

- Financial Return - - - - Pension Finance Costs - - - - Asset Disposal (Gain)/Loss - - -

17,101,800 Total Expenditure 21,714,800 (16,238,100) 5,476,700

15,843,700 Net Revenue Expenditure 20,397,200 (15,513,300) 4,883,900


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Chief Minister's DepartmentService Analysis - Objectives and Performance Measures

Description of Service and Objectives

Performance Measure Ref. key objectives

2009Estimate

2010 Estimate

Increase / (Decrease)

2009 2010 Financial Summary

£ £ £ FTE FTE

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;

% Departmental Key objectives and success criteria on track; Cost of emergency planning per head of population.

1, 2, 7 1,353,600 1,450,600 97,000 15.9 17.3 Net increase due to the internal transfer of staff from External Affairs, Economics and International Finance and the transfer of budget from Statistics. This is off-set by budget reductions to support the 2010 savings process.

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.

Number of unique visitors to gov.je;Number of people on the consultation register;Number of public responses to consultation documents.

1 208,800 203,000 (5,800) 4.6 5.0 Net decrease due to inflation on income.

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.

% points variance in population growth compared to States target;Average £ to process each licence, consent or qualification application.

1, 6 283,700 320,000 36,300 9.8 9.6 Budget transfer from Housing to fund share of Jubilee Wharf rent and charges

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.

% of statistical information released to pre-announced dates;Costs of the Statistics Unit per head of population.

1, 5 450,100 622,200 172,100 6.6 6.6 Additional allocation of £200,000 for the Census, off-set by rent & electricity budget re-allocated to Corporate budget in Chief Executive's Office

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

Cost of economic advice per head of population

1, 5 1,335,300 1,381,600 46,300 8.0 9.0 Net increase due to funding from Treasury & Resources towards funding the Fiscal Policy Panel; off-set by staff budget transferred to Chief Executive's Office

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.

Cost of International Relations per head of population

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.

Cost of International Finance Policy per head of population;Cost of Finance Industry support per head of population:GVA created by the Finance Industry.

1, 4

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

Cost of Law Draftsman per head of population:

1, 2 861,200 869,800 8,600 6.6 6.6


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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 45,000 36,700 (8,300) - - Reduction in non-staff budget to support the 2010 savings process.

Sub-total: Policy Division 4,537,700 4,883,900 346,200 51.5 54.1

Resources DivisionInformation ServicesA robust, well-managed States networking and communications infrastructure; Security of States information and systems; Robust, well-managed corporate and departmental computing platforms and equipment, Provision of technical advice and guidance.

Cost of ISD (i.e.spend on ISD and equivalent including employee costs and overheads) as a % of States expenditure;

1, 2

- Corporate Projects Project benefits delivered successfully.

2 461,300 - (461,300) 22.0 -

- Infrastructure % of incidents resolved within agreed service levels;Availability of core IS systems;

2 1,243,900 - (1,243,900) 27.0 -

- Business Support Groups User satisfaction. 1, 2 1,641,000 - (1,641,000) 21.4 -

Human ResourcesProvision of a comprehensive HR support service to managers and employees which supports the organisation in achieving its strategic aims and objectives;

Cost of the HR function as % of organisational running costs;Cost of HR function per employee;

1, 2, 7

Development, implementation, monitoring and evaluation of human resource policies, practices and procedures;

Ratio of HR staff to fte employees;

Development and implementation of corporate training programmes to facilitate learning and development; Administration of PECRS; Negotiation and implementation of States Employment Board's annual pay policy for public sector workers;

Average elapsed time (working days) from a vacancy occurring to the acceptance of an offer for the same post;

Develop and provide specialist support in respect of Employment Tribunals, minimising the need for Tribunals wherever possible. Resources are allocated as follows:

Cost of recruitment per vacancy;% of people still in post after 12 months service;

Leavers in the past year as % of overall total staff;

- HR Business Partnering % of public sector staff permanent and locally qualified

2,226,800 - (2,226,800) 30.0 - Variances due to transfer of budget to Treasury and Resources Department

- HR Business Support 626,400 - (626,400) 22.0 - Variances due to transfer of budget to Treasury and Resources Department

- HR Learning and Development

533,600 - (533,600) - Variances due to transfer of budget to Treasury and Resources Department

Variances due to transfer of budget to Treasury and Resources Department


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- Employee Relations 346,500 - (346,500) 3.0 - Variances due to transfer of budget to Treasury and Resources Department

- Pensions (other) 459,600 - (459,600) - - Variances due to transfer of budget to Treasury and Resources Department

- PECRS Pre-1987 Debt 3,319,600 - (3,319,600) - -

Customer Service Make it easier for the public to access services through a Customer Access Centre;Provide an effective, measurable service for dealing with public feedback and complaints.

Customer Services Centre - % Customer Charter targets met;

2, 7 447,300 - (447,300) 11.7 - Variances due to transfer of budget to Treasury and Resources Department

Corporate Resources - States-wide Savings- - - - - Transfer of budget to

Treasury and Resources Department

Sub-total: Resources Division 11,306,000 - (11,306,000) 137.1 0.0

Total 15,843,700 4,883,900 (10,959,800) 188.6 54.1

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 - States of Jersey and... · Chief Minister’s Department ... Economics and International Finance 29 Law Draftsman 34 ... Chief Minister, Council of