ANNEX TO THE MEDIUM TERM FINANCIAL PLAN ADDITION for 2017-2019 (as amended following debate at the States sitting 26-30 September 2016)

Council of Ministers I.J. Gorst Senator Chief Minister A.J.H. Maclean Senator Treasury and Resources L.J. Farnham Senator Economic Development, Tourism, Sport and Culture R.G. Bryans Deputy Education S.G. Luce Deputy Environment Sir P.M. Bailhache Senator External Relations A.K.F. Green M.B.E. Senator Health and Social Services and Deputy Chief Minister K.L. Moore Deputy Home Affairs A.E. Pryke Deputy Housing E.J. Noel Deputy Infrastructure S.J. Pinel Deputy Social Security

P.F.C. Ozouf Senator Assistant Chief Minister P.F. Routier M.B.E. Senator Assistant Chief Minister

J.D. Richardson Chief Executive R.W. Bell Treasurer of the States

CONTENTS PAGE

Addendum 5

Introduction 9

Department Cash Limits for 2017 – 2019 (as amended) 21

Summary of states Revenue Expenditure Allocations 2017 – 2019 (as amended) 25

Consolidated Statement of Comprehensive Net Expenditure (as amended) 29

Estimates of States Funded Bodies 2017 – 2019

Chief Minister’s Department (as amended) 31

Jersey Overseas Aid Commission 43

External Relations 51

Community and Constitutional Affairs 59

Economic Development, Tourism, Sport and Culture (as amended) 69

Education (as amended) 81

Environment 93

Health and Social Services (as amended) 101

Infrastructure 113

Social Security 123

Treasury and Resources (as amended) 133

Non Ministerial States Funded Bodies 145

States Assembly and its Services 163

Central Contingency Allocation and Central Growth 171

States Trading Operations 2017 – 2019

Summary of States Trading Operations 2017 – 2019 183

Summary of States Trading Funds 2017 – 2019 185

Jersey Car Parking 187

Jersey Fleet Management 195

3 4 Addendum

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Addendum – Medium Term Financial Plan Addition for 2017 – 2019

The States considered the Draft Medium Term Financial Plan Addition for 2017 – 2019 (“the draft MTFP Addition”) (P.68/2016) at the 5-day States Sitting commencing 26th September 2016, which included the update to the income forecasts following BREXIT and the Fiscal Policy Panel’s revised economic assumptions (August 2016). The update to the income forecasts is included in the main document of the draft MTFP Addition (as amended following debate).

At the conclusion of the States debate on the draft MTFP Addition on 30th September 2016, the States had considered 11 amendments to the original proposition of the Council of Ministers, with 2 amendments having been withdrawn.

The States approved 3 amendments, and the withdrawal of one of the amendments followed compensating proposals from the Chief Minister.

The changes required as a result of the agreed amendments are outlined in this Addendum. The relevant sections of the report within P.68/2016 and the Annex to the MTFP Addition (P.68/2016 Add.) have also been amended to reflect these agreed changes, and also to include the update to the States’ income forecasts in P.68/2016 Add.(4).

The Addendum will be available on the website.

Amendments agreed:

P.68/2016 Amd.(4): the fourth amendment (lodged by Deputy J.A.N. Le Fondré of St. Lawrence) – relating to the Nursery Education Fund (“NEF”) means-testing for all service providers The fourth amendment was adopted by the States, which agreed that the proposal for NEF means-testing should apply to all providers. This could marginally increase the savings, but may also require an additional member of staff. The Minister for Education will advise the Assembly of the new proposals in due course. The Amendment requires no change to Education Department expenditure limits.

P.68/2016 Amd.(5): paragraph 1 of the fifth amendment (lodged by Deputy J.A.N. Le Fondré of St. Lawrence and amended by the Council of Ministers) – relating to the definition of permissible work on the development of ‘user pays’ charges in relation to domestic liquid waste and domestic solid waste Paragraph 1 of the amended fifth amendment was adopted by the States, which agreed to withhold consent to the application of resources for work on the development of ‘user pays’ charges in relation to domestic liquid waste and domestic solid waste, any such consent requiring separate authorisation by the Assembly; other than work necessarily connected to the development and implementation of commercial solid and liquid waste charges. The Amendment requires no change to Department for Infrastructure expenditure limits, and final proposals for commercial waste disposal charges will continue to be developed in the first half of 2017.

P.68/2016 Amd.(7): seventh amendment (lodged by Deputy M. Tadier of St. Brelade) The seventh amendment was adopted by the States, along with proposals from the Chief Minister to commit to provide funding for 2 teachers who would be employed by the Education Department to teach Jѐrriais. No net change to total expenditure, but additional funding for the Department to be provided from within the Chief Minister’s Department and Economic Development, Tourism, Sport and Culture Department (“EDTS&C”). It is now clear that the £30,000 transfer between Education and EDTS&C, agreed as part of the seventh amendment, was unnecessary and will be reversed during 2017 by Ministerial Decision.

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Other changes:

md() second amendment (lodged y eputy outhern of t elier) relating to tatistics nit savings The second amendment was withdrawn following a proposal from the Chief Minister which would reduce the proposed saving in the Statistics nit and deliver the remaining savings y efficiencies from the merger with the ealth Intelligence nit. This would enale the Business Tendency Survey and other highlighted studies to continue. The mendment reuires no change to Chief Minister’s Department ependiture limits.

md() ninth amendment (lodged y enator Ferguson) relating to a review of the ta system

The ninth amendment was reected. owever during the deate on the amendment and as part of the Council of Ministers’ formal Comments presented to the States the Chief Minister committed to  a review of Jersey’s personal income tax system  a Ta ap nalysis and  a review of the model used to forecast personal income ta.

aragraph (c) of – the proposed ealth charge for and and (raft ealth nsurance Fund (iscellaneous rovisions) (mendment No ) (ersey) aw ) relating to the proposed transfers from the Health Insurance Fund (“HIF”) for 2017, 2018 and 2019

The States reected paragraph (c) of P.68/2016 which sought to introduce an in principle incomeased ealth charge with the effect of reducing States estimated income y . million in 2018 and 1 million in 201. The Council of Ministers will consider future revenueraising measures intended to replace the funding mechanism for ealth in 2018 and 201 with these measures to e rought forward in the States’ Budget proposals for 2018. These measures are to e developed following the current ta review and suseuent engagement with States Memers during the first half of 201.

The draft MTFP ddition also approved the detailed net ependiture allocations for 201 – 201 which are included in the financial forecast update at Figure 20. The total States net ependiture limits for 201 – 2020 are shown in Figure 25.

The ealth and Social Services Department’s net ependiture was dependent upon the approval of transfers from the IF for 201 2018 and 201. Furthermore the proposed IF transfers were dependent on the approval of the ealth charge for 2018 and 201. ith the States’ reection of the ealth charge P.82/2016 from the Minister for Social Security has een withdrawn which means that the ealth and Social Services Department’s gross ependiture and income are oth reduced y million in each of the years 201 – 201.

The Council of Ministers is proposing to earmark million to replace the ependiture allocation for 201 as a first call on 2016 underspends to e carried forward and applied to ealth and Social Services. The Council of Ministers will eplore sustainale ependiture measures with departments to identify million on a recurring asis ahead of the Budget 2018. lternatively proposals for the allocation of Central rowth for 2018 and 201 would also e considered as part of the Budget 2018 which currently include . million and 1. million of ealth growth in 2018 and 201 respectively.

The draft MTFP ddition Department nne for 201 – 201 was pulished as an ddendum (P.68/2016 dd.) and an amended version incorporating the changes agreed in the deate will e pulished on the States ssemly wesite.

8 Introduction

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Development of the Medium Term Financial Plan Addition for 2017-2019

The Medium Term Financial Plan process The Medium Term Financial Plan (MTFP) sets out the States’ overall tax and spending envelope for the period 2016 - 2019. The MTFP 2016 -2019 was split into two stages to allow more time to develop the detailed department expenditure proposals for 2017-2019, recognising the scale of the reform of public expenditure required to meet the expenditure proposed to meet the investment in Strategic Priorities proposed.

MTFP 2016-2019 (October 2015) In the first stage of the process, the MTFP 2016 - 2019 (P72/2015) approved in October 2015, set the financial framework and limits within which the detailed income and expenditure proposals for 2016 - 2019 were to be developed and the States agreed:

 Total States income targets for 2016-2019 based upon estimates at the time;  Total maximum expenditure allocations for each year 2016 – 2019;  Total net capital expenditure allocations for each year 2016 – 2019;  Department spending limits, central contingencies, savings and other measures for 2016 only. The MTFP 2016 - 2019 also provided indicative capital expenditure programmes for 2016 - 2019 and the intended transfers to and from the Strategic Reserve for 2016 - 2019, the latter were subsequently approved by the States.

MTFP Addition 2017-2019 (June 2016) The MTFP Addition 2017 - 2019 is the second stage of the process and provides the detailed revenue expenditure proposals for 2017 - 2019 representing:

 Individual Departmental spending limits, central contingencies, savings for 2017 – 2019;  Central Growth allocation for 2018 and 2019;  Total depreciation estimates for 2017 - 2019;  Expenditure, income and minimum contributions, if any, from States Trading Operations for 2017-2019. In addition the Council of Ministers proposed, in principle, a funding mechanisms for Health (although this was rejected by the States), which was to be finalised in the Budget 2017 and new “user pays” charges including for waste. In order to provide a more inclusive picture of States resources and following input from the Comptroller and Auditor General forecasts for the funds administered by Social Security are also provided in the Addition.

The structure of the Medium Term Financial Plan provides that it is traditionally split into two parts and the format for the MTFP 2017 -2019 Addition is no different:

 The formal lodged report and proposition which provides background to the States financial and economic position, the revenue and capital expenditure proposals and details of the

11 measures that are proposed to maintain a balance on the onsolidated Fund, supported by proposals to actively manage the balance sheet to deliver balanced budgets by 201

 This detailed nnex provides summary information and detailed financial information for each department, describing the department’s purpose and responsibilities and the major changes planned to support the Council of Ministers’ priorities and government’s broader Strategic oals for 2017 – 201 including  etail of how the proposed department expenditure limits will be allocated to services in the years 2017201  summary service analysis for the department for 2017201, including manpower levels  reconciliation of the changes in expenditure allocations for 2017201 and  etails of the individual savings, efficiencies and user pays proposals by department for 2017201 which are also detailed at ppendix 2 to the main MTFP ddition eport (P201)

12 Introduction

Our Purpose

he Council of Ministers, as the government of erse, serves and represents the best interests of the sland and its citiens n order to do this, it must

 rovide strong, fair and trusted leadership for the sland and its people

 eliver positive, sustainable economic, social and environmental outcomes for erse  nsure effective, efficient and sustainable management and use of public funds

 nsure the provision of modern and highl valued services for the public

Our Strategic Goals

he Council has a collective responsibilit to deliver better lives for slanders and a better future for erse b oring to deliver a range of social, environmental and economic Strategic oals

SG1 Maintain a safe and ust societ

romote health and social ellbeing for the hole communit, providing prompt services for SG2 all and protecting the interests of the frail and the vulnerable

elp people in erse achieve and maintain financial independence and safeguard the most SG3 vulnerable in our communit

Champion a proper suppl of housing of all tpes, promote affordabilit, improve housing SG4 standards and build strong communities

rovide a first class education service, supporting the development of sills, creativit and SG5 lifelong learning

ncrease the performance of the local econom, encourage economic diversification and SG6 improve ob opportunities for local people

SG7 Promote sporting, leisure and cultural activities that enrich Islanders’ lives.

SG8 Promote Jersey’s positive international identit

SG9 Protect and enhance the Island’s natural and built environment.

rovide attractive and ell maintained public spaces, protect the environment from the SG10 impact of aste products and develop public transport, road and ccle netors that meet the needs of the communit

SG11 Look after Jersey’s finances and assets, ensuring responsible use of public funds.

1 Reference numbers for the Strategic Goals are to assist with cross-referencing change projects listed in this Annex

13 Government’s performance in delivering against these Strategic Goals helps determine quality of life in Jersey. he community therefore epects the ouncil of inisters to ensure the provision of uality services and infrastructure in support of the oals.

The Strategic Plan

ach ne ouncil publishes a trategic Plan for its term of office hich –

 Identifies the Council’s key priorities for its term of office, focusing on the key areas where significant change will make the biggest difference to Jersey’s future

 ets the strategic direction for detailed delivery plans. This process requires the Council to review Jersey’s progress against the Strategic Goals and identify here priority focus is reuired in response to key pressures or opportunities. he trategic Plan identified five Priorities here the ouncil believes such focus is reuired –

 ustainable Public inances

 Improve ealth and ellbeing  Improve ducation  ptimise conomic roth  Improve t elier. Prioritisation does not automatically mean additional funding. ocussing people on hat is epected helps create the incentive to innovate, collaborate and find ne ays of orking ith eisting resources.

14 Measuring Performance Governments must show that they make a difference in the lives of those they serve, not ust that they are busy providing services which cannot be demonstrated to deliver proven results f we are to assess whether the Council is using public funds effectively to deliver tangible improvements against its Strategic Goals – and whether a focus on selected riorities has the intended results we need relevant and reliable information on what is being achieved Sound management of public finances must be supported by effective performance management erformance against a Strategic lan can be measured in three ways

 rogress in delivering the specific strategy and policy changes roects set out in the lan

 elivery of services utputs designed to help achieve our Strategic Goals  The impact on people’s lives (Outcomes).

Measuring Projects roects have clear end products – a new strategy is developed, for eample clearly defined result can be delivered and people can be held to account for timescales, quality and cost This nne lists, by department, key proects that will be delivered during the lifetime of this T to support the five Priorities in the Strategic Plan and government’s broader Strategic Goals. These proects will be collated into a new Corporate elivery lan, which will become the single point of reference for all maor change proects undertaken by the Council during its term of office The Corporate elivery lan

2 Delivery projects are not always solely owned by one department. Many initiatives, such as the 1,001 Days project, require cross-cutting contributions from different departments.

15 ill provide the accountabilit mechanism b hich the ouncil ill monitor deliver o its Strategic Plan and report to the communit on progress made.

Measuring Outcomes The Council’s ultimate purpose in developing new strategies, services or infrastructure is to deliver economic social or environmental change that slanders value. Such change hoever taes time. single term o oice is invariabl too short a period in hich to design and deliver strategic interventions such as the proposed regeneration o St elier and demonstrate their true impact on people’s lives. eveloping our capacit to measure progress against outcomes – the economic social or environmental changes e are looing to achieve ill eature as a e element o the ne long term vision currentl being developed b the ouncil o inisters. . nternationall much eort has been ocussed on organising select sets o indicators into ‘Comprehensive Key Indicator Systems’ that benchmar progress over time and help guide strateg development. The ouncil intends to dra on this international eperience in bringing together a select set of ‘Island Indicators’ that provide information conveniently in one place on a broad range of outcomes. These indicators ill measure progress in areas such as health housing obs communit saet education and our environment. here possible the sland ndicators ill

 come rom eisting datasets to allo us to understand progress and trends over time  mirror indicators used internationall andor in other e indicator sstems. here appropriate these indicators ill also be used to set long term targets identiing the scale o change erse aspires to achieve over time.

Performance Accountability The Outcomes represent the results that erse as a communit aims to achieve over time. The are not the sole responsibilit o individual inisters or departments or even government as a hole. The relect the cumulative results o shared eorts b the hole communit. The also relect the impact o eternal economic and environmental contributor actors over hich erse has little direct control. Government ill oten pla a leading role in providing or unding services and inrastructure designed to improve these Outcomes. t is accountable or the eicienc and eectiveness o these services and demonstrating that the are maing a dierence as intended. The ultimate aim o the ne strategic planning and perormance sstem is to clari and evaluate the contribution made b dierent services to Outcomes. This ill reuire a range o ualitative and uantitative evidence that provides a more complete picture o progress. This detailed inormation is essential to managing operational deliver and understanding hat ors and h. uch good or is alread done at departmental level to measure perormance and or is undera to improve linages to inancial reporting and perormance appraisal. The development o better integrated perormance management as a e component o the reorm agenda ill also aim to collect organise and present this inormation in a more comprehensive balanced a.

16 Managing Population Change

In developing our spending plans, the capacity of our services is carefully considered, and to ensure that services remain of a proper standard, the T is delivering any necessary additional investment. The initial T used a base assumption of per annum net migration for the planning of public services, however actual eperience has been factored, and capacity and fleibility created where it is needed. This is done accounting for migration, but also recognising that more fundamental forces are at play, in particular, the ageing demographic, births, and social changes. In education for eample, the high number of births over the period – has meant that . million of growth monies are being provided to meet demographic changes in primary and secondary schools. This also accounts for actual eperience over recent years. In , the numbers of children at school has remained stable, despite rises in population, and over the coming few years, modest increases are epected. longside this, million of capital investment in new schools, and the necessary ongoing additional running costs, is also being provided for in this edium Term inancial lan. This will help ensure that we have the appropriate capacity, but more pressingly, the appropriate uality of schools. s in every other area, this will be closely monitored. t the same time, in the last few years the number of births, and the number of births per head of population, has been declining, which will then have an impact on the reuirements for the net edium Term inancial lan. If we also consider our health service, demand is not driven by net migration, but the ageing demographic. Typically, a person aged or over uses four times as much health service resource as an average adult. This is important when we consider that our over population will grow to approimately , over the net years, whatever happens with migration and net migration is overwhelming people of woring age. In addition, the costs of our health services are also driven by advances in treatment, including new drugs. s well as facing increasing demands on services, we are also taing action to minimise costs – eeping people healthy for longer by promoting healthy lifestyles. ll this is why we are investing in our health and social care services, which overall will receive almost million of additional funding by . In other areas also, there is not a direct correlation between migration, population numbers, and demands placed on services and resources. Changes in behaviour, and how we deliver services, are much more fundamental drivers of cost. or eample, crime is reducing, despite our growing population, and in other areas, the trends are stable, such as pea traffic volumes, water consumption, and the levels of waste we generate. s to our infrastructure, it does have sufficient capacity to manage the levels of population growth we have recently eperienced. Indeed, the high levels of migration we eperienced in has meant that our population now stands at a level we were epecting later in the decade, and which we are substantially prepared for. In terms of our housing and benefits, we also have strict rules that limit the impact of migration, with Income Support not available until a person has been resident for years, and the ualified housing maret, including social housing, reserved for those who have completed years residence. f course, the migration we eperience today will impact these areas in due course, which is why we need to prepare, and we also need to consider carefully the impact of registered migration on our registered housing maret. In , we refused approimately half of the applications received for permanent registered staff, but we do need to increase efforts to focus migration where it delivers the greatest economic and

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18 Summary Tables (as amended)

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Chief Minister’s Department (as amended)

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32 Chief Minister’s Department as amene rpse

The Chief Minister's Department provides direction and leadership to the public service by developing and coordinating strategy and policy; delivering corporate services to support the provision of an efficient, effective and fit for purpose public sector; and promoting Jersey’s international identity and reputation. espnsiiities

Chief Minister’s Office

 Support to the Chief Minister, Council of Ministers and Corporate Management Board;  Strategic and business planning, strategy and policy coordination, performance reporting and corporate governance;  Development, analysis and advice across all aspects of economic policy;  Communication and consultation on government policy;  Conduct external relations in accordance with the Council of Ministers’ common policy, acting concurrently with the Minister for External Relations.

Crprate erices

 Programme management support and governance for Public Sector Reform;  Delivery of digital services, IT change and corporate IT services and infrastructure;  Deliver the organisation’s people strategy and transactional services;  Draft legislation on behalf of the States and maintain the revised edition of the Laws of Jersey;  Produce official statistics;  Administer and develop the Freedom of Information (Jersey) Law 2011.

inancia erices echn Cmpetitin an nnatin

 Develop and implement strategy, policy and legislation relating to the financial services and digital sectors, data protection, competition and innovation to support the jobs and growth agenda and delivery of proportionate international standards. Chane rects

In 2017-19, the Department will undertake a number of significant projects in support of the Priorities and Strategic Goals set out in the Strategic Plan. Unless otherwise stated, these projects will be delivered from within existing resources.

tart trateic rect Cnci ririt ear a Deliver change initiatives in support of the Public Sector Ongoing Sustainable Public Finances 11 Reform Programme

33 mprove ealth ellbeing, mprove mplement and new sland ision ducation, ptimise conomic and aligned planning and rowth, mprove t elier, performance system ustainable ublic inances mprove ealth ellbeing, mprove eview Migration olicy in line ducation, ptimise conomic with the strategic direction set by rowth, mprove t elier, the sland ision ustainable ublic inances

ead and coordinate delivery of ublic ector eform worstreams mprove ealth ellbeing, mprove ducation, ptimise conomic  egovernment ngoing rowth, mprove t elier,  worforce modernisation ustainable ublic inances  service redesign  office modernisation

ransformation of the nformation ervices function to ensure it is fit for the future and ngoing ustainable ublic inances drives enablement of a digital organisation ead and coordinate the delivery of the nformation ecurity ngoing ustainable ublic inances oadmap

ead and coordinate the delivery of the ecords Management rogramme to enable a ustainable ublic inances consistent approach to electronic storage, retention and retrieval of tates records

Develop and deliver Cyber ptimise conomic rowth ,,,, ecurity trategy

mplement a Digital olicy mprove ducation ramewor to ensure Jersey can ptimise conomic rowth ,,, capitalise on the opportunities ustainable ublic inances offered by digital technology

pdate Data rotection ptimise conomic rowth legislation and infrastructure to , meet revised standards

Continued support of the inancial ervices olicy ngoing ptimise conomic rowth , ramewor and Mcinsey recommendations

34 inancia arratie

ntroduction

he government agreed, in the tates trategic lan, to prioritise investment in health, education, economic growth and infrastructure his means funds are being reprioritised from other areas Departments are looing for sustainable efficiencies, service redesign and cost reductions to reach a balanced budget by

CMD is committed to total savings of million over the M to hese savings will be achieved by restructuring the department to find staff, nonstaff efficiencies and savings, and through user pays initiatives

CMD will continue to support the ublic ector eform programme by investigating ways to restructure the department and redesign the way services are provided his will allow efficient and effective services to be maintained with reduced budgets and fewer staff

ne maor restructure the Department will undertae is the reform of the tates nformation ervices Department eforming our services means we need to wor in new ways, and that includes the way we use technology and information

t the moment nformation ervices supports an increasingly comple selection of technology platforms, as well as supporting departments’ demands for changing systems, services and business processes

better focus on business change through the appropriate use of technology will enable a radical change in the way infrastructure is maintained his will have an impact on the current nformation ervices teams, their woring practices and terms and conditions and on the resources reuired by the Department

he ealth ntelligence nit, and its associated resources, will be transferred from the Medical fficer of Health’s office to the Statistics Unit. This will separate the regulator from the service provider

ecurring avings

n addition to maintaining the , savings implemented in , the Department has committed to further recurring savings of , in , all of which will be achieved through efficiencies

 reduction in administration support staff;  estructuring the way uman esources wors, managing vacancies and continuing the programme

rowth unding

otal growth funding of , will be allocated to the Department in his includes

1 Includes the States Assembly decision to approve MTFP 2016 - 2019 P.72/2015: Sixth Amendment; the Chief Ministers Departmental cash limit was reduced by £90,000 in 2016 (Secretarial / Administrative Support)

35  , for inancial Services to implement the recommendations made by cinsey  , for nformation Services to maintain software and licence support.

Service Transfers

n nterprise esource fficer plus a budget of , will be transferred to Treasury and esources. This returns the administrative and data management function to the most appropriate area. t also enables the nformation Services team to focus on providing technology that underpins ublic Sector eform.

ecurring Savings

n addition to maintaining the , savings in , the epartment has committed to further recurring savings of , in bringing the total cumulative savings to ,,. These will be met through efficiencies of , and , from user pays initiatives. These include the following

 estructuring the way nformation Services wors, managing vacancies and continuing the programme  reduction in staff costs in the Statistics Unit  User pays charges to be generated by rofessional are and egulation once the law is developed.

rowth unding

Total growth funding of , will be allocated to the epartment in . This includes

 , for inancial Services to implement the recommendations made by cinsey  , for nformation Services to maintain software and licence support.

ecurring Savings

n addition to maintaining the cumulative savings of ,,, the epartment has committed to further recurring savings of ,, in bringing the total cumulative savings to ,,. These will be all met through savings and include the following initiatives

 Staff and nonstaff savings through continued restructure of the Human esources epartment  Staff and nonstaff efficiency savings from the reform of the nformation Services epartment while also delivering sustainable digital services to improve sland life  reduction in S ortfolio ffice staff costs  further reduction in Statistics Unit staff costs.

rowth unding

Total growth funding of , will be allocated to the epartment in . This includes

 , for inancial Services to implement recommendations made by cinsey

36  , for nformation Services to maintain software and licence support.

Staffing

rom and staffing is epected to decrease by . T from . T to . T. The reduction in staffing forms part of the Department’s commitment to driving efficiencies through service rationalisation and achieving greater value for money through a combination of outsourcing and service redesign. There will be a reuirement to temporarily increase technical posts to ensure successful implementation of large and comple proects such as the Taes omputer System.

full breadown of T, including movements from adusted to , and over the T to is given in the table below

ste

nterprise Support fficer to Treasury and esources .

nformation Services Support esource to ommunity and onstitutional ffairs .

S temporary posts until funded from ov for the implementation of Taes omputer System .

eduction in Support Staff in hief ecutives ffice .

eduction in ommunications Unit .

eduction in Statistics Unit .

estructure of Service elivery within S .

eduction in S ortfolio ffice .

utsource of S Service es .

2 Since the publication of the 2016 MTFP and Annex a reconciliation exercise was undertaken which updated the approved 2016 FTE’s within the Chief Minister’s Department after taking into consideration the transfer of functions within existing ministerial portfolios, approved Voluntary Redundancies / Voluntary Severance’s in 2016 and the separation of the External Relations Ministry from 243.0 to 235.3 FTE’s.

37 Chanes fin M itin eate

nd mendment – Deput outhern – tatistics nit savings ooing the ithdraa of the nd mendment the hief inister agreed to reduce the savings initia committed against the tatistics nit from in to in n order for the Department to maintain its overa efficienc saving commitments the aance i e managed increasing efficienc savings reuired in throughout the Department resuting from service revies and vacanc management

th mendment – Deput Tadier – erriais

The Department i approve inisteria Decision to transfer udget of to the ducation Department each ear and this i e refected in the T ddition nne pdates and The funding for to transfers i e met reducing spend on suppies and services across the Department

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Jersey Overseas Aid Commission

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44 Jersey Overseas Aid Commission

Purpose

To implement fully the Jersey Overseas Aid Commission (Jersey) Law 2005.

Responsibilities

To manage and administer the monies voted by the States of Jersey for overseas aid, so as to enable humanitarian aid to be provided to developing countries for the purpose of:  Grant aid of development projects implemented through UK registered relief agencies and other recognised specialist aid agencies covering basic health care, medical care, effective education, safe drinking water and sanitation, projects to assist self-sufficiency and food security and ensuring environmental sustainability;  Emergency and disaster relief through internationally recognised UK registered relief agencies;  Community work projects, where teams of Jersey volunteers undertake specific development projects overseas;  Supporting Jersey Charities in their work in overseas countries on a £ for £ basis;  Assisting with corporate philanthropic projects;  Providing sponsorship and bursaries to Jersey professionals and technicians offering specific services and training overseas.

45 Financial Narrative

The Jersey Overseas Aid Commission’s (JOA) grant from the States of Jersey was reviewed in 2016 when it was proposed that no increase be awarded on the existing grant per annum for the period of the next edium Term inancial lan (201201)

The largest part of the Commission’s budget is allocated to grant aid with approximately 80% provided to the Commission’s approved aid agencies submitting proposals for projects covering basic health care medical care effective education safe drining water and sanitation projects to assist self sufficiency and food security whilst ensuring environmental sustainability n order to gain greater focus and better outcomes the Commission is concentrating its attention on projects being implemented in hutan olivia Colombia thiopia hana uatemala esotho iberia alawi oambiue yanmar epal wanda Sierra eone Tanania and ambia only

100000 of its grant is available for disaster and emergency relief due to ever increasing demands for both natural disasters and the emergencies arising through human conflict

rants to local charities woring overseas community wor projects and bursaries for voluntary services overseas are also available JOA will give preference to projects located in countries which are within the bottom 0 countries raned on (uman evelopment ndex wwwhdrundporgenstatistics)

201 201 Savings

The Commission has been excluded from delivering 201201 savings

anpower

201 – 201 remains at 1 T

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External Relations

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52 External Relations

Purpose

In line with the Common Policy on External Relations, to promote, protect and enhance Jersey’s international identity and reputation to monitor and advise on international developments to support departments in advancing their strategic and policy obectives through external engagement

Responsibilities

 Managing the Island’s external relationships to develop and strengthen Jersey’s international standing  sing these external relationships to help government departments advance their strategic and policy obectives  Ensuring the Island’s international obligations are fulfilled  nalysing international developments and advising Ministers and officials on all issues affecting or with the potential to affect the Island  eveloping and maintaining a networ of diplomatic, political and industry contacts to support Jersey’s trade, economic development and wider policy obectives  Promoting Jersey as a responsible, cooperative and wellmanaged urisdiction for international financial services  Maintaining offices in three of Jersey’s closest and most important neighbours – the , rance and the E russels

Project Start Year Council Priority Strategic Goal

eliver change initiatives in support of the Public ngoing ustainable Public inances ector Reform Programme

Extension to Jersey of the ptimise Economic rowth Paris Convention on ,

Industrial Property Rights

Extension to Jersey of the Council of Europe ptimise Economic rowth , Convention on Cybercrime the udapest Convention

Extension to Jersey of the Convention on the Improve ealth and Elimination of all forms of ellbeing ,, iscrimination gainst omen

53 Report on Jersey’s opine ith the proe eth n nterntion oennt on eein Eonoi oi n proe Etion tr Rihts

Report on Jersey’s proe eth n opine ith the eein onention inst ortre

rotet n proote Jersey’s interests in retion to the eonoi ptiise Eonoi roth eeopent of renee enery proets in nery territori ters

Extension of the UK’s ptiise Eonoi roth or re rnistion eership to Jersey

54 Financial Narrative

he Extern Retions te pys ead role in ensuring that Jersey’s position is nerstoo y eisioners n oenttors throhot the or in efenin the sn’s interests n in ssistin oees to ttrt inr inestent

ins

Extern Retions i ontine to eier its rerrin sins of s ree in

Inflationary increases for the period of the MTFP have been removed as part of the Department’s oitent to effiieny sins hese represent tot nn retion in et of y his i e offset y the eprtent reeiin entr fnin for stff py rs in worth £5,600. The Department’s net position will therefore be a total annual budget reduction of y

o frther sins re reire y the eprtent oer the perio – t Extern Retions i tiey expore ys to pt n reesin its series to ontine to proote n protet Jersey’s international interests efficienty n effetiey

roth

here hs een no roth fnin pproe in n

erie rnsfers

here re no serie trnsfers in n

tffin

here is no hne to stff ners in n n they rein t 7.0 FTE’s.

55

56

57

58

Community and Constitutional Affairs

59

60

Community and Constitutional Affairs

Purpose

Community and Constitutional Affairs aims to improve the quality of life of everyone living in Jersey by helping create a safe, just and fairer society.

Responsibilities

 Responsibility for the following services:

;  States of Jersey Prison Service (HM Prison La Moye);  Jersey Fire and Rescue Service;  Jersey Customs and Immigration Service;  Jersey Field Squadron (Jersey’s Army Reserves Unit);  Office of the Superintendent Registrar;  Emergency Planning;  Safeguarding Partnership Boards;

 Criminal Justice Policy;  Constitutional and Justice Policy (as detailed in P.92/2013);  Housing Policy and the Strategic Housing Unit;

 Social Policy;  Building a Safer Society Strategy;  Registered authority for the Jersey Vetting Bureau;  Legislation Advisory Panel.

2017-2019 Change Projects

In 2017-2019, the Department for Community and Constitutional Affairs (CCA) will undertake a number of significant projects in support of the Priorities and/or Strategic Goals set out in the Strategic Plan. Unless otherwise stated, these projects will be delivered from within existing resources.

Start Projects Council Priority Strategic Goal Year

Deliver savings and other initiatives in 2017 Sustainable support of the Public Sector Reform 11 Public Finances programme ongoing

61

Start Projects Council Priority Strategic Goal Year

mrove ealt mlement ne uildin a Saer Soiety ellein Stratey mrove St elier

evelo ender ased and domesti mrove ealt violene strateies inludin etension o ellein aroriate onventions

eliver te oliin lan

mrove ealt ellein evelo and emed ritial ays mrove Aenda (see note 1) duation Sustainale uli Finanes

mrove ealt ellein oordinate delivery o Alool and iensin Stratey inludin ne iensin mrove St a elier timise onomi rot

mrove ealt ellein eliver te ne ousin Stratey mrove St Frameor inludin measures to imrove elier suly standards ouation and neiouroods timise onomi rot

mrove ealt ntrodue reulatory la and ousin ellein arter or soial ousin mrove St elier

mrove ealt evelo a isaility Stratey (see note 1) ellein

evelo and introdue arities a inludin an indeendent arity ommissioner and enanin te voluntary and ommunity setor (see note 1)

62

Start Projects Council Priority Strategic Goal Year

Suort develoment o ndeendent are mrove ealt ommission (see note 1) ellein

evelo areed leislative anes reardin same se marriae and divore reorm

mlement tension o Saeuardin mrove ealt ulnerale rous At to Jersey ellein

evelo leal rameor to address arin mrove St on rivate land elier

evelo Judiial and eal Servies ommission ite aer

eliver Final Reort on Aess to Justie Revie (see note 1)

Suort te develoment o a ne riminal roedures a

Implement Young Person’s Placement Panel mrove ealt Reulations ellein

evelo ne roerty a Amendments to te mmoveale roerty a to allo or te reistration o a mortae o a erentae o its value essentially to allo or saredequity urase semes

mlement States o Jersey olie Fore a suordinate leislation

Seual enes a udate

Note 1 This project will not be delivered from within existing CCA resources

63

Financial Narrative

e epartment s engage actel t te Pulc ector eorm Programme to moernse serces an eler ecences an sangs n te secon part o te eum erm nancal Plan P ton n orer to support nestment n te trategc Plan prortes ts nclues te use o tecnues ororce moernsaton an serce reesgn

e prort s to mantan pulc saet an ront lne pulc serces ang regar or te statutor ass or man o te serces elere te epartment cers ae reee te serces elere te epartment n orer to ent ere ecences an sangs can e acee sael

epartmental ransers

ranser reure to relect te transer o Inormaton stems support to te Prson rom te e Minister’s Department agree n

angs

In te epartment ll eler urter sangs o n aton to mantanng te sangs mplemente n an e epartment as also ente compensatng sangs n orer to manage paroll costs relatng to ncremental ncreases tn te tates o erse Polce Prson an re an escue erce

angs ll e elere across a range o serces tere are serce reesgns n eelopment or areas o te tates o erse Polce erse re an escue erce an erse ustoms an Immgraton erce s serce reesgn or nclues nestments n te ncrease use o mole tecnolog ne operatng moels some nestments n premses an closer collaorate orng eteen te serces an t oter agences

e epartment’s sangs proposals not onl nclue sael reucng costs an ncreasng ecenc te also nclue resng user pas carges to ensure tat te clents o specc serces meet te ull cost o prong tat serce e user pas carges ll e ntrouce or eploses lcencng an estng carges or re an petroleum certcaton an serces proe te uperntenent egstrar ll e ncrease n orer to acee cost recoer

Ministerial Review

e epartment agree a sangs target o mllon oer te pero oeer as a result o a nsteral ree t as agree tat unng soul e mantane to ensure contnut o te ulng a aer ocet a trateg see unng e trateg provides the Island’s strategic recton or reucng crme antsocal eaour an sustance msuse a ors troug eecte partnersps an promotes earl nterenton erson an nterentons to reuce oenng ontnut o unng ll enale tme lmte ‘seed corn’ investment in initiatives c ll e reee ase upon eence o ter eecteness

ternal grants are no son separatel n te erce nalss an te a strateg an an nternal see corn grants tn ome ars

ompensatng sangs to allo or te mantenance o a see unng are not elerale rom tn te uget as nsters are commtte to mantanng pulc saet an ront lne pulc serces ang regar or te statutor ass o man o te serces elere te epartment

64

dditional M roth

Earmarked Contingency - Combined bid for investment in initiatives to support vulnerable children

nding ill e held in an earmared central contingenc or the investment in initiatives that spport vlnerale children inclding additional capacit in the a fficers’ hildren’s and amil division contined development o amil centres and earl intervention initiatives development o the oth nir ervice additional child protection oicers and other enhancements to or on saegarding spport toards a seal assalt reerral centre and contining development o spport or pre school special needs and the das initiative hese initiatives inclde crrentl ndelivered recommendations arising rom previos reportsinspections and other nnded commitments he need or an additional tre investment ill e assessed once the Inir has made its inal report and recommendations

riginal M roth

Commitments

ommitted groth has een provided or aegarding olloing the transer to in

Revenue Implications of Capital Projects - New Police Station and Prison Phase 6

hese reirements have een revieed in the light o more detailed inormation and as a reslt the revene implications o the e olice eadarters have een redced he revene implications o the net hase o the rison ill not e reired ntil de to the anticipated timing o the proect

Manpoer

ta nmers ill redce rom in to the end o a net change o mainl de to recrring sta savings in the tates o erse olice erse ire and esce ervice and erse stoms and Immigration ervice over the period

vervie or –

he Department is contining to eplore a nmer o initiatives over the period hich ill provide the opportnit or changes in strctre and service redesign hich ill e essential i the Department is to contine to deliver eicient and eective ront line and emergenc services ith redced resorces

he net phase o the ororce Modernisation M rogramme de to commence ill inclde the niormed ervices and ill loo to spport rther improvements to organisation design adopting appropriate and leaner organisation strctres and ensring eal pa or or o eal vale

he Ministerial eam hie icers and ervice eads ill contine to progress the lic ector eorm rogramme in order to assist the deliver o alanced dgets and are committed to the maintenance o core nctions and provision o essential plic services to islanders

65

66

67

68

Economic Development Tourism, Sports and Culture (as amended)

69

70 Economic Development, Tourism, Sport & Culture (as amended)

Purpose

To deliver economic growth, improve competitiveness, diversify the economy and create new employment opportunities across all sectors. To encourage, support and promote sport as an important and valued part of Jersey life. To encourage, promote and support creative industries, the arts, heritage and culture for the benefit of all. Responsibilities

 Development of policy, strategy and legislation in support of our purpose, where possible reducing red-tape;  Work closely with partners across all sectors of Jersey’s economy to support their development and diversification;  Support new and established businesses through Jersey Business;  Encourage inward investment and developing international trade through Locate Jersey;  Encourage high-wealth individuals, who will contribute economically and socially, to take up residency in Jersey;  The promotion of Jersey as a visitor destination through Visit Jersey;  Operate and support a range of cultural and performance facilities to host a comprehensive events programme;  Provide funding and advocacy for the creative industries, the arts, heritage and culture;  Air and Sea Transport policy;  The registration of pleasure boats and commercial vessels through the British Registrar of Ships in Jersey;  The Lottery;  Protect the consumers through the provision of a comprehensive advisory service and funding of the Jersey Consumer Council;  Provision of high quality sports facilities and programmes accessible to all;  Provision of sports development and physical literacy opportunities;  Support the rural economy to grow and diversify;  Oversight of regulatory functions across different sectors of the economy including retail and gambling.

71 2017-19 Change Projects

ver the plan period the epartment will undertae a numer of sinificant proects in support of the riorities andor trateic oals set out in the trateic lan nless otherwise stated these proects will e delivered from within eistin resources

Project Council Priority Strategic Goal eliver efficiencies across the ustainale ulic inances entire portfolio

mplement the new nterprise ptimise conomic rowth tratey

upport the implementation of ptimise conomic rowth a new nnovation tratey and ompetition olicy

mplement the ural conomy ptimise conomic rowth tratey rotect and enhance the Island’s natural and built environment chieve financial sustainaility ustainale ulic inances for the sports and culture estate romote sportin leisure and cultural activities that enrich Islanders’ lives romote health and social wellein evelop a creative industries ustainale ulic inances culture heritae and arts ptimise conomic rowth stratey romote sportin leisure and cultural activities that enrich Islanders’ lives

72 Financial Narrative

Intrdutin

s ilited in te tates tratei lan inisters are reduin sendin in se areas t invest in te ririt areas ealt eduatin inrastruture and eni rt e ni evelent uris rt and ulture eartent as red b te interatin se areas te ni evelent eartent it te srts and ulture untins te duatin eartent It is rin t surt te en t bee inreasinl etitive innvative and tenldriven s it an rvide te etra revenue tat ill el balane budets b e eartent is itted t save illin ver te t ese savins ill be aieved b a binatin sta and nnsta eiienies redutins in rant undin ntinued restruturin arss te eartent and as a last resrt ine enerated tru inreased ares e eartent as restrutured durin te last erid and it ill ntinue t elre urter restruturin and servie deliver initiatives ver te erid t rvide even re eiient and eetive servies itin redued budets and stain The integration of Sports and Culture provides the opportunity for a “root and branch” review of inrastruture and eratins in tese areas te rtli Culture In te revius erid duatin rts and ulture issined t iees r elrin te tential r reater eiienies r savins r te erse rts rust erse rts entre and te era use eiter rin re lsel teter r avin teir deliver areas bined int a sinle ranisatin uildin n but nt duliatin tis r a ultural eritae rts and reative Industries trate ill be develed t deine te tates an und suessul utes itin nstrained budets In additin urrent and uture tates investent in ultural ailities ill be analsed t rdue a ultural and eritae Investent lan Sport – is committed to the ongoing delivery of the ‘Fit for the Future’ strategy and the transfer rt evelent ativit t a rerl nstituted rantunded arslent bd erse rt indeendent te tates erse ritial evaluatin srts ailities rvisin ill be undertaen t evaluate uture servie deliver re eiient rin raties and develent a n er rts ailit Investent trate

eurrin avins

In additin t aintainin te illin savins ileented in as itted t urter reurrin savins in t be aieved tru eiienies risin te llin initiatives

 ntinued restruturin and deliver te ubli etr er rrae  redutin in budets nsistent it te reval nnsta inlatin  edutin in undin r se diretl delivered servies  edutin in budets r se rant unded ranisatins  edutins in st lain ields aintenane resultin r eartent Inrastruture transratin rrae

73 Following a Council of inisters eview it was agreed that the recurring savings target for would be reduced by from to This will enable the epartment to allocate to the ersey eritage Trust to maintain the service provided by ersey rchive n and a team of FT was employed in the ersey rchive as part of the Freedom of nformation implementation programme The wor undertaen included but was not limited to the accessing cataloguing storage and conservation of documents The additional temporary resource allocated in and reduced the cataloguing baclog from years at the end of to years at the end of The removal of this resource at the end of has resulted in the baclog increasing to years eft unaddressed it is anticipated that by the baclog would increase to years The reuirement for permanent staff to continue providing this service has been clearly identified by the Chairman of the ecords dvisory anel will be allocated to the ersey rts Trust to fund a permanent base for the ersey rts Trust that encompasses additional facilities for creative industries development

rowth Funding

Total growth funding of will be allocated each year from to maintain funding for the “Fit for Future” sports strategy. It should be noted that this growth allocation is £300,000 less than that allocated in the previous TF

ecurring Savings

n addition to maintaining the savings in the epartment has committed to further recurring savings of together with an additional income target total million in s in savings will be delivered through

 Continued restructuring of TSC and delivery of ublic Sector eform rogramme  further reduction in budgets across the department consistent with the removal of nonstaff inflation in the period  eduction in funding for some directly delivered services  eduction in budgets for some grant funded organisations

rowth Funding

 ver and above the allocated in each year of the TF ddition no additional growth funding will be allocated to TSC in

ecurring Savings

n addition to maintaining the savings in and million savings in the epartment has committed to savings of in s in and savings will be met by a combination of

 Continued restructuring of TSC and delivery of ublic Sector eform rogramme  Further reduction in budgets across the department consistent with the removal of nonstaff inflation in the period  Further reduction for some directly delivered services

ncluding total savings the department will mae in is

74  Further reduction in budgets for soe grant funded organisations.

0 rowth Funding

 er and aboe the £0,000 allocated in each year of the F ddition, no additional growth funding will be allocated to in 0.

taffing

s a conseuence of the transfer of functions agreed by the tates in .0, 0. staff were transferred from the Education Department and 4 FTE to the Chief Minister’s Department in 2016. A reduction of another . F and 3 acant posts in the ports area was ade during 0 that will not replace. he nuber of staff eployed by the epartent fro st anuary 0 will be 3.3 F. here will be a further reduction of .0 F through approed oluntary edundancies oluntary eerances and other efficiencies as part of ongoing saings in 0 and 0. full breadown of F, including oeents fro 0 to 0, and oer the F 0 to 0 is gien in the table below

Adjusted 2016 FTE 137.7

Economic Growth…. .

ouris, Destination & Marketing… .

Policy & Regulation…. .

Rural Support…. 0.

port... 3.0

2017 FTE 123.3

Policy & Regulation…. .0

2018 FTE 119.3

Policy & Regulation…. .0

2019 FTE 118.3

75 Changes following MTFP Addition debate

th Amendment – Deputy Tadier – erriais

Prior to the th Amendment to transfer 0000 from Education to Economic Deelopment Sport and Culture to fund the teaching of erriais the Assistant Minister for Economic Deelopment Sport and Culture had agreed2 to proide the Education Department with annual funding up to 6141 for the period 2016 – 201 on the asis that Education were est placed to delier the serice. Following the Chief Minister’s commitment to fund Jerriais, the 0000 udget within Culture’s cash limit for 201 201 will no longer e needed and therefore transferred ack to Education. n addition the Department will now agree y Ministerial Decision to transfer specific udgets of 4121 in 201 612 in 201 and 0 in 201 and this will e reflected in the MTFP Addition Anne pdates 201 and 201. At the end of this period there will e a reiew of the situation around the administration of erriais to decide on the est course of action and source of funding going forward. The annual transfers of 4121 612 and 0 are to e funded from grant udget originally estalished to help promote and protect erriais now it is to e administered y the Education Department.

2 MDE2016002

76

77

78

79

80

Education (as amended)

81

82 Education (as amended) Purpose

The Education Department provides educational opportunities that begin at nursery and continue into retirement. This supports our commitment to encourage lifelong learning to enable everyone to realise their potential. Responsibilities

 Children are taught to a high standard in a safe learning environment;

 The provision of an effective curriculum for 3 to 19 year olds including the monitoring of the curriculum and teaching and learning;

 The registration of schools;

 The provision of early years education plus liaison with and support for external organisations that promote early years;

 Professional development and training of all teaching staff;

 Supporting and providing advice to head teachers;

 Making educational provisions for the special needs of all children;

 The provision of specialist and general careers advice;

 Providing financial assistance for higher education courses;

 The delivery of the island’s youth service;

 The registration of out-of-home childcare settings;

 The delivery of library services across the island;

 The provision of an island wide music service;

83 2017-2019 Change Projects

n the eartent ill continue to deliver a nuer of sinificant roects in suort of the riorities andor strateic oals set out in the trateic lan nless otherise stated these roects ill e delivered fro eistin resources

Project Priority Strategic Goal eliver savins initiatives in ustainale ulic finances suort of the ulic ector efor rorae

elivery of the ersey rove education reiu aisin chieveent undin roth rove data uality and rove education data use in schools and the deartent roth aise standards and deliver rove education school accountaility tendin rofessional artnerin roth rovide anytie anyhere rove education learnin T sills stratey roth

The department’s daytoday usiness activity ill also suort and deliver the riorities set out in the ouncil of Ministers’ Strategic Plan, specifically the goal to ‘rove ducation’ n addition to the initiatives already hihlihted the deartent ill continue to deliver the chane rorae outlined in the ducation usiness lan hich centres on four ey riorities raisin standards reshain the curriculu effective orin ith failies and rovidin autonoy to schools This ill suort the ouncil of Ministers’ Strateic oal rovide a firstclass education service suortin the develoent of sills creativity and lifelon learnin

84 Financial Narrative

Introduction – key themes for 2017-2019

hanges in Ministerial oernment

The States Strategic Plan highlights dcation as one of the priorities oer the period of this Medim Term inancial Plan s a reslt of a restrctre of Ministerial portfolios, the dcation, Sport and ltre epartment ecame the dcation epartment from anary , hen the responsiility for sport and cltre as transferred to another Ministry This has enaled the dcation epartment to place a greater focs on its main strategic priorities and means it can inest in tacling the to most significant challenges it is facing rising ppil nmers and the need to raise edcational standards

nestment in edcational otcomes

The Department’s drive to improve standards is its key priority and work is focused on achieving the best possile otcomes for all or yong people s part of this, there ill e inestment in the modern data systems reired to accrately monitor performance and gie schools the information they need to target their improement plans This ill tae place alongside inestment in specific stdents ho are lnerale to lo attainment throgh the ersey Premim, hich ill proide additional spport to maimise their indiidal attainment and achieement The standards agenda is spported y the three other priorities identified in the dcation siness Plan, namely a reie of the ersey rriclm hich has no een pdated, family focs and school atonomy n addition to raising standards, the epartment ill contine to proide a road and alanced edcation for eery child entitled to go to school here There as an increase in the nmer of irths in and this ill lead to a rise in the nmer of ppils in or schools The epartment has een planning for this demographic change oth throgh increased financial inestment and y meeting the need for additional facilities, inclding ilding additional classrooms in the States primary sector to ensre there are enogh school places for or children

Saings programme

The dcation epartment, in line ith the rest of the plic sector, is committed to ensring that serices are deliered efficiently and effectiely The epartment is constantly reieing ependitre and priorities in order to address the additional demand for serices from a groing poplation hile inesting in improing standards s a reslt, the leel of ser pays charges may e reieed, particlarly for non core serices, to ensre that spending is focsed on or priorities

Plic Sector eform

dcation is committed to plic sector reform and contines to drie forard change throgh increased partnership oring ith the olntary and commnity sector and ith other States departments sch as ealth and Social Serices and ommnity and onstittional ffairs in order to achiee the est otcomes for the yong people n addition, the epartment ill contine to se ean technies to streamline serices and or ith the o team to se technology to improe the cstomer eperience hilst minimising costs

85

ducation is one of the priority areas identified by the ounci of inisters in the tates trategic an and as such is receiving miion of additiona annua funding by The Department has a cear pan for managing its four key priorities standards curricuum famiies and autonomy which were set out in the ducation usiness an The Department is deivering savings of m in n the T period of the Department has committed to deivering a further m reduction in the cash imit Taken together with £10.6 million growth in funding, this means the Department’s annual funding will increase by £3.9 million. This is in line with strategic priorities as it protects Education’s funding in comparison to most other departments The Department has a strategy in pace to prioritise funding so that it can deiver its obectives in the most effective and efficient way The underying principes are

 tatutory – those services the Department has a ega duty to deiver  aising standards – initiatives and services that wi improve the educationa outcomes for chidren  amiy chid focus – services that wi ensure a chidren have the support needed to access the education they are entited to

The Department has reviewed a services chaenging the traditiona deivery mechanisms reviewing cost benefit of each area and embedding new ways of working within the service The Department has used corporate initiatives such as ean and overnment to ensure that services are streamined and making the most of investment in technoogy

The Department has two broad categories of growth

 ncrease in number of young peope accessing our services  mprovement in standards and outcomes for our young peope n increase in the number of chidren going to schoo reuires an investment in additiona casses particuary in primary The Department has invested in both the revenue costs of running these new casses but aso in additiona capita resources to buid new cassrooms across the sand to meet this increasing demand n addition there is a miion capita proect to buid a new es uennevais schoo in the west of the isand to ensure that a students have access to high uaity teaching environments but aso to increase capacity in the secondary education in anticipation of the increased numbers from primary feeding into secondary further miion has been aocated to improve rainvie and t ary schoo buidings nvestment in standards wi be achieved through a combination of improved data provision an enhanced professiona partner team investment in vunerabe young peope and their famiies to ensure individua earning needs are addressed and through aignment of the curricuum to the needs of the ersey economy s noted above a services are continuay reviewed to ensure that they deiver vaue for money and are appropriately prioritised against the government’s strategic aims and the Department’s objectives. The savings programme began in with a reduction in the centra senior management team and wi be deivered across a areas of the Department n anaysis of growth and savings is set out per service area beow

86 Early year’s services

The Department recognises that early intervention is key to ensuring that our young people have the best start to their education. unding is prioritised to address the needs of our most vulnerable children to give them the best possible start and to reduce future adverse conseuences. s a result, the 0 free hours of preschool education has been reviewed and a decision made to implement a meanstesting system that will reduce free access for families on higher incomes.

Non fee-paying provided schools

The Department is investing in all tates schools by providing education for the increased numbers of young people of compulsory school age. n addition, the ersey remium is an investment in the young people who are most likely to underachieve. s part of the savings programme, the efficiency of all aspects of the education system will be reviewed to continue to improve the collaboration between schools, ensure that staff are appropriately rewarded, services are procured effectively and to drive maimum efficiencies within the service.

Fee-paying provided and non-provided schools

The Department will review the feepaying sector to ensure that full benefit is gained from every pound invested in the services and that the level of investment is consistent with the priorities of the Department and pressures on budgets.

Further and higher education

The Department will continue to work with partnership organisations in the and further afield to maintain access to apprenticeships, further education and higher education. n ay 016 the Department released a report on igher Education funding and is committed to eploring options to ensure that future generations continue to have access to appropriate education so they can fulfil their potential.

Youth, Careers and Library

These areas are also subject to continued programme of efficiency savings.

Additional MTFP Growth agreed by Council of Ministers

As education is one of the Council of Ministers’ strategic priorities they have decided that supplementing the funding for higher education would deliver a more progressive package of spending measures. The proposals from Education include investing £ million in higher education so more students can access university through more financial support. The household income threshold for receiving a full student grant will be raised and the maimum amount paid for living epenses through the maintenance grant will increase, helping people on lower incomes. ther higher education initiatives will also be investigated.

taff employed by the Department over the period 01–019 will increase by 31. TE. This is due to the increase in student numbers and the etra teachers needed to educate them. This is offset by a reduction of 6.6 TE in staff through our savings programmes so there will be a net increase of .6 TE over the T period.

87

th Amendment ursery ducation und means testing for all service providers

he Amendment as accepted hich agreed that the proposal for ursery ducation und means testing should apply to all providers his could marginally increase the savings ut may also reuire an additional memer of staff he ducation Minister ill advise the Assemly of the ne proposals in due course o net change to total ependiture limits

th Amendment – eputy adier – rriais

he Amendment reuired to e transferred to conomic evelopment ourism port and Culture epartment and is reflected in financial tales as a decision of the tates

oever suseuently it is no clear that this transfer is not reuired and needs to e returned to ducation in

his correction and the additional funding to reflect the commitment made y the Minister for conomic evelopment ourism port and Culture and the Chief Minister during the deate of the th Amendment to provide funding each year from for the teaching of rriais ill e processed as Ministerial udget transfer from

he changes for and ill e incorporated in M Addition Anne pdates for and in due course

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92 Environment

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94 Department of Environment

Purpose

 To protect and enhance the natural and built environment, including our sea, water, air, land and buildings;  To assess and control environmental factors that can potentially affect human health;  To achieve secure, affordable and sustainable energy for Jersey, recognising the impact on our community and economy. Recognising the impact of these aims on our community and economy

Responsibilities

 Developing and implementing legislation, policies, plans and guidance to protect and enhance the natural and built environment;  Regulation of the natural and built environment;  Promoting and encouraging the sustainable decision-making and best use of natural resources;  Ensuring secure, affordable and sustainable energy;  Provide advice and increase awareness and understanding of environmental issues;  Making sure development is designed and constructed to safe and environmentally appropriate standards;  Monitor health-related environmental issues and promote the prevention and control of infectious diseases;  Monitoring plant health risks and providing a protective framework;  Monitoring and enforcement of animal health and welfare and exercising controls to prevent or eradicate animal diseases;  Management and conservation of the countryside, access network and biodiversity;  Management and regulation of the marine environment and associated industries;  Provision of meteorological and climate recording services;  Collect, analyse, monitor and publish environmental information;  Provide environmental grants and incentives.

2016-2019 Change Projects

During the MTFP period, the Department will undertake a number of significant projects in support of the Priorities and/or Strategic Goals set out in the Strategic Plan.

Project Start Year Council Priority Strategic Goal Deliver savings initiatives in support of the 2016 Sustainable 11 Public Sector Reform programme Public Finances Implement Pathway 2050: An Energy Plan 2015 Sustainable 2,3,4,6,9 for Jersey Public Finances Implement the Rural Economy Strategy 2015 Optimise 6,9 2016-2020 Economic Growth

95 Lead the development and implementation 2015 Improve St Helier 4,6,9,10 of the Future St Helier project Lead the development and implementation 2015 Improve St Helier 4,6,7,9,10 of legislation, policies, plans and guidance to support the Future St Helier project Develop and implement a new Water 2016 Improve Health 2,9 Management Plan & Wellbeing Further streamline of planning process 2016 Sustainable 9 Public Finances Develop a Climate Change Adaptation Plan 2016 Improve St Helier 1,2,4,6, 8,9,10,11 Commence the revision of the Island Plan 2018 Improve St Helier 4,6,9,10 Introduce a Landlord Accreditation scheme 2016 Improve Health 1,2,4, and maintain and develop the Eat Safe and Wellbeing scheme

96 Financial Narrative

The Department of the Environment (DoE) is reviewing what services it continues to offer and how these are best delivered, to support public sector reform and to help balance the financial position over the period of this MTFP. The Development Control section (Planning) has already reviewed its operations and implemented a number of changes to improve the efficiency of the team and deliver a better service to the customer. A single planning officer team now exists and the applications and customer support team have been combined and relocated to the South Hill reception area. Following a public consultation a number of changes were made to what people can do to their home, garden or business without applying for planning permission.

2017-2019 Savings

In total, 8 posts have been identified that could cut costs as part of service redesign. It is expected that staff will need to adopt broader responsibilities, with some expert research or advisory work being outsourced if required. The department work in the rural economy and countryside and the advice offered to the industry will see some re-design. This is likely to result in changes to the level of services provided by the environment division. Environmental grant payments will be reviewed and re-prioritised. Planning and building officers will have wider responsibilities for administering advice, applications and appeals. The new online planning applications process, expected Q1 2017, will provide efficiencies and improve the customer experience. A further review of what people can do without planning permission, known as Permitted Development, will be undertaken, including work to listed buildings and places. Further opportunities to achieve efficiencies by combining similar services across the States will also be explored.

2017-2019 User Pays

To move towards self-funding of the Environmental Health Service the department will continue the work started by Health and Social Service and plans to introduce a landlord accreditation scheme (Rent Safe) and develop the existing Eat Safe scheme to regulate food sale outlets. It is estimated that these two user pay schemes could generate income of approximately £800k per annum. The introduction of these charges is dependent on law changes and approval by the States Assembly.

Service Transfers

Environmental Health Team from Health and Social Services (HSS) to DoE

As part of the review of regulation the Environmental Health team (EH) was transferred to the DoE during 2016. The review is expected to deliver further opportunities to streamline regulatory activities and provide efficiencies There are many synergies at both strategic and operational levels between the work of the DoE and EH. The wide ranging nature of the work of the DoE spans eight operational directorates, many of whose work streams interlink with the specialist work of EH. By bringing EH closer teams can work together more effectively and efficiently and this will help to deliver services differently as part of the reform programme. The public often confuse the work of the two departments and with some areas already closely aligned it is sometimes easy to see why. By bringing together the work of the two bodies there is the opportunity to be more efficient and also to clarify the work being done to protect the natural and built environment from wider influences, and the public from environmental factors.

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Health and Social Services (as amended)

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Health and Social Services (as amended)

Introduction

Purpose

Health and Social Services aims to enable Islanders to live longer, healthier and more productive lives by ensuring the provision of “The transformation of our health and safe, sustainable, affordable and integrated services that are social care services is already underway as Jersey prepares to delivered in partnership with others. meet the demographic challenge. System redesign on the required scale Responsibilities requires significant investment but trying to prolong the current system  Leading the health and social care strategy, working closely would cost far more in the long term. with partners, providing the long-term vision;  Provision of a wide array of hospital services, including It is vital that we see this change emergency and elective care and the associated services such programme through, not only to keep as theatres, pathology, radiology, estates; pace with growing demand and ensure that services are safe and  Provision of ambulance services; fit for the future, but also to deliver a  Discharging statutory duties and responsibilities to children health and social care model that is in need and at risk along with other groups of vulnerable financially sustainable. people such as those detained under mental health legislation; Our focus on increasing the health and wellbeing of our community, and  Provision of social care and support in the community; ensuring that people can access  Provision of drug and alcohol services; quality health care if they need it, will help reduce social exclusion.  Provision of mental health care for all age groups, including psychiatry, psychology and ‘talking therapies’; It will also keep more people healthy and in the workforce and helping  Provision of therapies e.g. physiotherapy, occupational mitigate the rising costs of health therapy, speech & language therapy; care.”  Education and development of health and social care Source: Strategic Plan 2015-2018 professionals;  Delivering screening in order to identify health issues;  Prevention and control of infectious diseases;  Supporting, funding and partnering with voluntary and community sector organisations;  Monitoring and improving the quality and value for money of all services;  Providing governance for General Practitioners. Change Projects to support Strategic Plan Priorities

Start Strategic Projects Council Priority Year Goal Deliver savings initiatives in support of the Public Sector Sustainable Public Reform programme 2016 Finances 11

Improve value from contracts with on and off-Island Sustainable Public 2013 11 service providers and suppliers Finances

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ontine deliery o the priority inestents or hase proe ealth o elleing ontine to deelop the health and social care syste, as proe ealth agreed in , inclding contining to deelop, test elleing and deliver integrated ‘out of hospital’ (community) serices elier the serice changes ro the ental ealth proe ealth trategy elleing proe ealth eelop and ipleent an atis strategy elleing

proe ealth eelop a plan to iproe access to serices y elleing developing a ‘Care Hub’

orking ith the ays prograe and nder the aspices o the hildren nd lnerale dlts policy grop , deelop and delier a ltiagency proe ealth Children’s services strategy, which incorporates Children elleing in are, disaled children, transition into adlthood, hild and dolescent ental ealth serices proe ealth pleent the stainale riary are trategy elleing proe ealth Review and update the Carers’ Strategy elleing proe ealth gree the tre ospital site elleing , proe t elier gree and then introdce as any o the ne odels o proe ealth orking in the ospital as practical and easile – elleing inclding ne odels or eergency and alatory care, redced lengths o stay and ne theatres proe ealth ngage the contractor and coence the irst eleents elleing , o the ild o the tre ospital proe t elier ontined deelopent o a rsing degree corse proe ealth deliered onisland elleing , proe dcation proe ealth gree a orkorce and deelopent plan elleing

pleent the orkorce plan and orkorce proe ealth odernisation elleing proe ealth eelop and ipleent policy or lo leel longter elleing, care needs stainale lic inances

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Financial Narratives

ntroduction – ey themes for

All departments’ proposals were subect to consideration as part of the istributional mpact ssessment and also subect to inisterial reviews he outcome of these reviews has been that a number of adustments to the pacage of draft proposals have been made by the Council of inisters These adjustments have been incorporated into departments’ final submissions and are intended to recognise and improve the overall impact of the pacage of proposals by maing them more progressive and also to better reflect the States Strategic riorities

nvestment in the health transformation programme –

The Council of Ministers continues to support the decision made in 2012 (P82 ‘Health and Social Services: A New Way Forward’) to invest in transforming health and social care services in order to meet the challenge of the ageing demographic in ersey Health and Social Services (HSS) will continue to focus on

 eveloping new models of care that are preventive rather than reactive  eeping people out of (inappropriate) hospital care by providing care in community settings, which also improves safety, outcomes and eperience  eveloping proactive, integrated care which improves independence and a person’s ability to stay in their own home for longer

aintaining standards of healthcare

n addition to the programme of change, HSS is committed to continuing to respond to changes in standards of care recommended by the Royal Colleges and other professional bodies to maintain services at a comparable standard to neighbouring urisdictions to provide for increases in demand for specific care and to meet healthcare specific inflation costs (eg drugs) and mae new drugs, treatments and therapies available to islanders where appropriate

Savings programme

HSS continues to wor hard to deliver efficiencies and savings in order to deliver the savings targets agreed by the Council of inisters n , HSS launched the Safely Removing Costs (SRC) programme through which the department’s savings commitments are being managed.

Health and Social Services has successfully embedded ean methodology in the department number of benefits continue to be achieved, incorporating improvements in uality, safety and value s part of the sustainability plan departmental staff are now delivering training in house ne of the ey obectives is to empower front line staff to use the sills they have acuired to improve the services they deliver and enhance efficiency and effectiveness

ublic Sector Reform

Health and Social Services continues to drive forward the reform of health and social care across ersey, woring with partners in the voluntary and community sector, in rimary Care and with other States epartments such as ducation and Social Security he vision is to ensure services are safe, sustainable and affordable, integrated and delivered in partnership he system and service changes

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are consistent with the States Reform themes, particularly in regard to ‘Making Islanders’ lives better’, ‘Easier access to services’ and ‘Services provided effectively’.

eview of Spending Priorities

The department made . million of savings in 201 as part of the agreed 201 budget measures. These were achieved through oneoff savings in 201. n 201 the department is delivering a further million of savings (. million in total) and in 201201 HSS has committed to deliver a further . million reduction in the cash limit. This is in addition to the eisting annual departmental target of improved productivity and efficiencies of 0. (approimately 1 million per annum).

The department has a clear approach to managing spending priorities which has been in place since 2014. Under the department’s financial planning policy, HSS runs a comprehensive prioritisation process on an annual basis to review spend and allocate funding to priority areas. The three principles underpinning the department’s prioritisation policy are

 uality and Safety – considering for eample the effectiveness of the treatment or activity, the feasibility of delivering it and the ris of not doing so  alue – reviewing the cost effectiveness, affordability and potential improvements in productivity  Customer focus – focusing on the lielihood of an improved outcome for those affected and identifying how many people are impacted and how effective the proposal is to address ineualities. The department has taen the same approach in developing its savings programme. To ensure that saving costs will not compromise safety, HSS has developed a Safely emoving Costs (SC) programme. Senior managers, clinicians and staff across HSS have identified ey projects to deliver savings across the department. The programme is designed to:

 Challenge traditional thining around service provision and delivery  oo at what we can do to realise major savings on a continuous basis  mbed new approaches as “business as usual” within the department. Senior esponsible fficers (Ss) are the accountable senior managers for the projects. elivery of worstreams is monitored by the dedicated Project Management ffice and the SC steering group.

The financial position of the department and health and social care providers across the world is under increasing pressure, and the department therefore continues to actively monitor riss and impacts as part of both the financial planning process and the SC programme. n 201 the need to deliver within the cash limit was challenging, as shown by the outturn underspend of only 0. of the HSS budget (18,000). 201 to 201 are epected to continue to be challenging years and therefore the SC programme will play a ey role in enabling the department to mae change safely and to manage the impact on patients and clients of HSSfunded services.

ffect of growth and savings proposals

n the coming years HSS will continue to face the growing challenge of meeting the health and social care needs of the island’s ageing population. In order to do this effectively, both growth and savings proposals are focused on delivering the right services, to the right people, in the right place, at the right time.

HSS will focus on delivery of the Acute Service strategy to ensure that hospital productivity is maimised to meet the needs of the demographic change and to prepare for the building of a new

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hospital. he period 201 – 201 will also see an increased focus on improving mental health services through the introduction of new legislation and the implementation of the Mental Health Strategy.

Children’s services are also an area of high priority for the department in the light of recent challenges. HSS has planned to invest significant additional levels of funding in increasing and improving children’s services to ensure that those most vulnerable and at risk are properly supported.

In the light of these challenges and developments, the savings programme will include

 Reviewing what services HSS should provide and which should be commissioned  Reviewing eisting charges and subsidies  ontinuing to prioritise services through a robust internal process to ensure that resources are directed and targeted as effectively as possible. art of the programme therefore includes an intention to review longterm care services provided and or funded by the department. HSS will work ointly with the Social Security department to review the funding arrangements for all levels of longterm care in order to ensure a consistent approach that protects the most vulnerable in the community.

harges and subsidies currently in place will be reviewed.

he department continues to work hard on delivering efficiencies that will enable reductions in costs while retaining the full range of services delivered. In this regard, HSS is working closely with the E gov team and igital ersey to identify ways to streamline services through the use of technology, which will improve patient eperience and also allow costs to be reduced.

he department has also agreed to reduce the reuest for 22012 funding by 1 million by 201 as part of the contribution to the savings reuirements. his is shown net in the growth figures and does not appear in the savings for the department. his reduction will be delivered through a focus on additional efficiency in the implementation of services.

s part of the delivery of this challenging programme of savings in this M period, the department may also further phase the implementation of new 22012 services in 201 and 201. his is shown in the list of savings proposals in the main report. elivery of the savings programme is essential to enable the allocation of resources to areas of investment.

table of growth proposals is shown in the main M report with a brief description of the planned changes. s set out in the M published in 201, in the period 201 – 201, there will be a focus on

 Children’s Services to support the delivery of safe and sustainable services for the future, providing appropriate care to those children who reuire it. Investment will enhance the department’s ability to safeguard and promote the welfare of children, improving outcomes for the most vulnerable and at risk and delivering timely and high uality child protection services and services to looked after children. In particular there will be a focus on improving the identification of children at risk to ensure a proportionate and sufficiently urgent response to promote and ensure the protection of vulnerable children.  Mental Health services implementing the Mental Health Strategy, including investment priorities relating to crisis, recovery, early intervention and criminal ustice, for eample introducing a Recovery ollege, working to reduce stigma and improve workplace mental health and mental wellbeing support, improving services for individuals in crisis and improving prison mental health.  rimary are implementing the Sustainable rimary are strategy, which was published in 201.

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 ‘Out of hospital care’ providing more care in individuals’ homes, to ensure Islanders remain independent for as long as possible, through ‘reablement’, coordinated care which is designed around the individual and support for carers amples of service improvements include epanding the apid esponse, eablement and Crisis team  cute service – implementing the cute Service Strategy whilst the uture Hospital is being developed, maing changes in the way we provide the services now in order to continue improving uality and reducing cost and to ensure services are appropriate for the newly designed Hospital or will continue on the development of systems and integration cute service developments will also include new theatres, ‘ambulatory emergency services’ and redesigning patient pathways to reduce hospital length of stay and ensure only those needing an inpatient stay are admitted  Healthy lifestyles building on phase where investment has been made into education and prevention of alcohol and smoing, the department will continue to raise awareness and encourage slanders to tae care of their own health and wellbeing in ey areas such as obesity and seual health  Continual improvement completing a series of service reviews in order to improve value improving uality and reducing cost, for eample, in redesigning transfers of care from hospital to other settings  egislation changes including the egulation of Care aw, ental Health aw and ental Capacity aw and ood Safety aw  Health and wellbeing strategies a new, overarching Health and ellbeing ramewor, connecting eisting health improvement and preventative strategies including the ood and utrition Strategy and the obacco Control Strategy  egulations including those governing care homes, care provided in individuals’ own homes, dental practitioners, and dwellings in the rented sector n une , the inisterial versight roup pert anel noted the progress made and confirmed that plans were appropriate: “The Panel was clear that the case for change was made and the selection of a new model for health and social care was the right one”. They recommended “That the States continue with a new model of health and social care”.

Service ransfers

Service transfers for relate to transfers of and functions to other departments to more appropriately align budgets and service delivery he transfers are

 ransfer of ersey mployment rust budget to SS – to bring responsibility for all payments to under one department  ransfer of to the udicial reffe to support the introduction of new ental Health laws  ransfer of budget to the epartment for nfrastructure roperty Holdings to reflect the transfer of the management of HSS properties  ransfer of and all budgets relating to the nvironmental Health service to the epartment of the nvironment his transfer represents the first stage in the transfer of some ublic Health services he net stage of the transfer, to be completed in , will be to transfer functions to the Chief Minister’s department and to Community & Constitutional Affairs. A further report will be made to the ssembly in due course hese transfers have all taen place in and are made permanent in this addition

n addition to these service transfers, additional income of million per annum from the Health nsurance und is proposed his would be for each of the years to his income, as in

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previous years, is subect to approval by the tates Assembly and will be used to fund rimary Care services delivered or commissioned by the department.

Manpower changes

In 2017 HSS’s number of approved full time euivalent employees T will increase from , to ,. This is made up of:

 . T reduction for service transfers to other departments

 T reduction to reflect initiatives in the savings programme

 . T increase for service initiatives  T increase for other changes related to the investment in healthcare inflation and maintaining standards.

Changes following MTFP Addition debate

The ealth and ocial ervices epartment net ependiture was dependent upon the approval of transfers from the Health Insurance Fund (“HIF”) for 2017, 2018 and 2019. Furthermore, the proposed I transfers were dependent on the approval of the ealth Charge for and . ith the tates reection of the ealth Charge, from the ocial ecurity Minister has been withdrawn, which means that the ealth and ocial ervices gross ependiture and income are both reduced by million in each of the years .

The Council of Ministers is proposing that funding of million to replace the ependiture allocation for be earmared as a first call on underspends to be carried forward and applied to ealth and ocial ervices Cash imit. penditure against this funding will be recurrent in nature, therefore, the Council of Ministers will eplore sustainable ependiture measures with departments to identify million of funding on a recurring basis ahead of the udget . Alternatively, proposals for the allocation of Central rowth for and would also be considered as part of the udget , which currently include . million and . million of ealth growth in and respectively.

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112 Infrastructure

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114 Department for Infrastructure

Purpose

Ensure the impact of waste is minimised on the environment, that on-Island travel networks which meet the needs of the community are developed and that Jersey has attractive and well maintained public amenities and infrastructure. Provide and maintain fit for purpose States accommodation, optimise the efficiency of the States property portfolio and generate appropriate rental income from States properties.

Responsibilities

 The provision of sustainable and efficient waste management facilities;  The development and operation of schemes for waste minimisation and recycling;

 The provision, management and maintenance of the foul and surface water sewerage system;

 The treatment and disposal of the Island's liquid waste;  The management of the main road network;  The monitoring and management of public transport;  The management of traffic systems;  The provision and management of parking facilities;  Ensuring motor vehicles are roadworthy and drivers competent;  The maintenance and cleaning of public spaces, amenities, structures and sea defences;

 The provision and maintenance of formal parks, gardens, open spaces and amenity areas;  The provision and maintenance of States accommodation;  The management of the States property portfolio;  The generation of income from the Public Estate;  The planning and delivery of new building assets.

2017-19 Change Projects

Strategic Projects Start Year Council Priority Goal Deliver savings initiatives in support of the Sustainable Public 2017-19 11 Public Sector Reform programme Finances Sustainable Public Departmental Reorganisation 2017-19 11 Finances If funding source agreed introduce disability Improve health and 2017 2, 3 concessionary bus passes wellbeing Scrapyard relocation 2017 10 Improve health and Introduce Vehicle Operator Licences 2017-19 1 wellbeing

115 Taxi reform 2016-19 7 Improve health and Complete St Peter’s Valley Path 2016-19 2, 7, 9, 10 wellbeing Improve health and Sustainable transport projects 2017-19 2, 7, 9, 10 wellbeing Sustainable public Highway resurfacing programme 2017-19 9, 10 finances Development of proposals for Future Improve health and 2017-25 2, 9, 11 Hospital wellbeing Replacement 2017-19 Improving education 5, 7,9,11 Sustainable public Office Modernisation Programme 2017-21 4, 8, 9, 11 finances Improve health and Replacement Sewage Treatment Works 2017-21 2, 10 wellbeing Improve health and Replacement Clinical Waste Incinerator 2017-18 2, 10 wellbeing Sustainable public Waste organisational transformation 2016-19 11 finances

116 Financial Narrative

he e er aal Pla P a the States Strate Pla set t the rrtes the l sters r the er etrat the ee t est the rtal areas of Health, Education, Economic Growth and the Island’s Infrastructure. rer t reret t these areas the eartet r rastrtre has eare a rehese rrae Sere ees serat t the arrateess rret sere elery strtres a has eare sas rraes t esre that seres arrate t ee are elere eetly a eetely

eratal Sere

Sere ees the Pars a ares and Cleaning Services sections (“Municipal Services”) are stly lete he eartet s the ress sta sltat a teer r rs of services. It is still not clear which services will be outsourced, which will be retained “inhouse” and hh ay e retae alet a streale rat he sas etale the sary aal rat are the r et tarets ly t s t rretly ssle t ety the eat at sta althh a rae tetal sas hae ee ete hh ee the tes the rees r the seres er serat A “Waste Transformation” project, aided by external consultants, began after the MTFP2 was are ter hs ret s a srts th the eratal ree the Solid and Liquid Waste functions and the proposed introduction of “user pays” for commercial sters - Solid Waste les all aste eerate l rese elere t the lat ree aste reyl strt a elt aste lal aste a aattr a aers yar seres - Liquid Waste ers the seae treatet rs stat a seer etrs str a srae ater raae a ra raae etrs he eartet tes t ree all the seres t res etee a r ths er the Sere eel reeets S th es a Prts ersey are e t reah the e ther tal year ers erat hse relat t es are larely ere y the Sere ees al Seres tle ae a hae ee etee t he Prts ersey S s e r reetat a larely ers ehaal eletral a rerty ateae the Prts estate althh a eleet the S ers lea seres Sere ees the ateae ts the eartet are e t start ths year rearat r ay tetal haes that ay l r the ee t reetate the S r these seres

rasrt a hays

rasrt hays a eer hae ee aalaate t e sere area er all the ts the res t ss a als asr se eleets hays lea seres here ll als e a rehese ree the seres ere eth elery a sere strtre r the e rasrt s hs ree ay als le the ersey ar Par tra erat t start the latter art

117 After considering the potential costs of the proposed Disabled Person’s Travel scheme, it is proposed to pass an increasing proportion of the inancial eturn from the ersey ar Paring trading operation to the revenue budget of the Department for nfrastructure. This would fund the proposed travel scheme, and also the impact of nonstaff inflation on contracts lie the bus service and ustainable Transport nitiatives. t is envisaged that in the first year of operation of the new scheme, up to , will be transferred in this way. The MTFP Addition has now been agreed and it is envisaged that the concessionary travel pilot scheme will be introduced in early 2017 and will be valid until the end of 2019, to coincide with the end of the period covered by the current MTFP. In early 2019, there will be a review of the pass in order to assess the extent to which it is meeting the transport needs of Jersey residents with a disability. Continuation of the scheme will be dependent upon the States agreeing on the benefits of the scheme for 2020 and beyond.

ersey Property oldings

ersey Property oldings P was brought into the newly formed Department of nfrastructure in . any of the cleaning and gardening services provided by the former Transport and Technical ervices TT department related to properties managed by P. The amalgamation with TT to form Df has enabled further consideration of efficiencies, savings and opportunities for delivering services in a different way. The revised service structure on the attached pages represents the three service areas of the Df from . The trategic Plan as amended proposed that the tates pay rates on all tates property from . A growth bid of , is included in the budget of ersey Property oldings from to mae provision for this once the details of the final agreement and rate assessments are nown.

serpays charges

The TP agreed targets for the introduction of charges for solid and liuid waste treatment. The targets set for the Department were million in and a further million in . Detailed proposals for the introduction of charges will be debated by the tates in the coming year. t is proposed initially to introduce charges for commercial operators, as it has been identified in the early stages of the transformation proect that taxpayers are subsidising the commercial sector who are able to dispose of their waste at substantially reduced or nil cost. The Department for nfrastructure has already undergone a significant period of change and review. This will continue over the period of this TP and beyond, seeing to maximise the efficient use of tates resources, minimise the cost to the public purse and enhance the infrastructure of the sland by ensuring that those who have the most impact mae an appropriate contribution to the cost of those services, whether by tax contribution or “polluter pays” principles.

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122 Social Security

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124 Social Security Purpose

 To help people to achieve and maintain financial independence;  To provide well-targeted social benefits and support to those unable to fully support themselves;  To deliver excellent customer services. Responsibilities

 A compulsory, contributory Social Security Insurance Scheme that receives contributions from employers, employees and general tax revenues. The scheme provides old age pensions and a range of working age benefits;  Back to Work services which provide targeted support to help people to obtain and maintain employment;  Discrimination legislation, which protects people from unfair or unequal treatment ;  Employment legislation, which sets out minimum standards for good employment relations and protection in the workplace;  Health and Safety legislation, as well as the Health and Safety Inspectorate to protect people in the workplace and others affected by working activities;  Non-contributory means-tested benefits including Income Support;  A compulsory, contributory Health Insurance Fund that receives contributions from employers and employees. The HIF supports the cost of GP visits and prescription drugs;  A compulsory, contributory Long Term Care scheme that receives contributions and provides a range of benefits for adults with long-term care needs;  Provision of advice and guidance on benefits and contributions;  Administration of the Names and Addresses Register and the registration of individuals and businesses under the Control of Housing and Work Law.

2017-19 Change Projects

In 2017-19, the Department will undertake a number of significant projects in support of the Priorities and/or Strategic Goals set out in the Strategic Plan. Unless otherwise stated, these projects will be delivered from within existing resources.

Council Priority Strategic Department Initiative Goal

Support and implement: Sustainable Public  Public Sector Reform initiatives, including SoJ Finances customer services development and associated 11 organisational changes,

125  A programme of customer-focussed and waste- reducing Lean initiatives, and

 Initiatives to ensure the delivery of savings under the 2016-19 Medium Term Financial Plan.

Extend and evolve the range of Back To Work initiatives Economic Growth as economic demands require, including ongoing (4.6) 3, 6 development of in-work support for those with long-term health conditions.

Extend the Discrimination Law to cover disability. 1, 2, 3

Sustainable Public Continue the major review of the Social Security Fund. 2, 3, 11 Finances

Economic Growth Address the impact of a growing older population in (4.6) terms of both support to encourage independence and 4,11 Sustainable Public targeted financial help where needed. Finances

Review the processing of benefits and contributions to Sustainable Public 11 encourage channel shift as part of the E-gov programme. Finances

Continue to develop employment and health and safety Improve Health & 1, 2, 3 legislation, as needed to protect people in the workplace. Wellbeing

Support the Taxes Office in the implementation of a Sustainable Public 11 combined tax and contributions collections system. Finances

Support Treasury & Resources in the development of a Sustainable Public 11 health charge. Finances

Support Health and Social Services in Primary Health Care Sustainable Public 2, 11 reforms & development. Finances

126 Financial Narrative

Benefit rate and volume changes

Income Support and Other Benefit budgets have been forecast for the period using the latest information on expected claims levels and economic assumptions. It is expected that benefits would increase due to inflation and demographic trends over time.

In 2015 and 2016, the Department saw lower volumes of Income Support benefit claimants, which has resulted in lower expenditure on benefits than predicted in the MTFP. This has been adjusted for in the 2017 budget, with a return to trend expected in 2018 and 2019.

The level of the States Grant paid to the Social Security Fund and Long Term Care Fund has also been forecast using the appropriate certainty calculation and economic assumptions.

Changes to Benefits

The Resources Statement accompanying the Strategic Plan (P.27/2015(Add)) identified that changes to benefits would be included in the package to support the funding of the strategic priorities approved by the States Assembly and to achieve balanced budgets by 2019. SSD reduced its anticipated spend on tax funded benefits by £10.0 million by 2019.

Benefit changes were considered using the following criteria:

 Promote financial independence – use changes in benefit to promote activities that will support the financial independence of claimants, and protect benefits which are supporting the financial independence of claimants;

 Improve targeting of benefits – change benefits in areas where public money is not specifically targeted to vulnerable groups; and

 Minimise individual impact – spread changes over larger groups of claimants, rather than a few individuals.

A package of benefit changes to deliver £9.8 million of savings was agreed in the MTFP 2016 – 2019, with £157,000 being allocated to allow for the continued provision of free television licences to some pensioners aged 75+. Details of the changes are given in the MTFP 2016 – 2019, and the department will continue to implement this package of benefit changes in 2017-2019.

Efficiency Savings

The department is continuing to drive improvements in the efficiency of its services through the application of the LEAN methodology, which, in addition to improving customer service, will generate additional capacity within the department. This in turn can be translated into savings, for example by not replacing staff who leave. We will also work with the Grant Aided Bodies supported by the department to deliver similar efficiencies.

To support the Council of Ministers’ Strategic Priorities, the department is committed to helping more people into employment through Back to Work schemes, including helping more individuals with long term health conditions back into work. The ongoing level of Back to Work investment will depend on the progress against this priority, the success of reducing mainstream unemployment and economic conditions. It is expected that reductions in the overall level of investment in Back to Work will be possible without reducing the quality of the service.

127 These efficiencies are also epected to allo a reduction in the numer of ull Time uialent T emploees oer the period

Serice Transfers

The ealth Social Serices epartment has historicall supported the erse mploment Trust T proiding a grant n it as agreed that the funding of T is more properl ithin the remit of the Social Securit epartment and that the udget should e transferred

roth

The Christmas onus erse a has een annulled as part of the enefit changes approed under the MTP oeer, the Council of Ministers has agreed that a targeted onus should continue to e proided to support ulnerale income support claimants and loer income pensioners n addition, the egulations for the ood Cost onus are set to epire at the end of The ood Cost onus as originall estalished as one of the transitional measures proided ith the introduction of ST t proides a cash pament to households ith incomes aoe the leel to ualif for income support ut elo that to hae an income ta liailit The Council of Ministers has agreed that the onus egulations should e reneed inancial proision has een made for oth a ne Christmas onus scheme and the reneal of the ood Cost onus Scheme During the States debate on Deputy J A Martin of St Helier’s amendment to the draft Income Support egulations P in respect of components paale to children ith disailities and long term health conditions, the States strongl supported a moe to mae paments to children ith seere or er seere disailities irrespectie of the income or means of the famil groth commitment as made in the MTP to allo for epected increases in spending on this enefit

ther Changes

rom , the department has simplified the a in hich it charges its unds for the cost of their administration nder the ne methodolog, the maorit of the administratie costs is recorded in the ta funded epartment and a consolidated management charge for oth staff and administratie costs is raised to each of the unds to reflect the operational and management costs The e enefits of this change in methodolog are  consistent approach for oth Staff and onstaff ependiture the department

 Simplified accounting, reducing administration, reducing the ris of error and facilitating the moe to a modern Procure to Pa sstem

 ncreased transparenc of ependiture, ith the maorit of ependiture approed through the ta funded department in the MTP

 Simplified reporting, supporting strong financial decision maing and strengthening financial management and udgeting processes

The unds ill continue to pa for enefits directl and certain costs here the are incurred under the legislation relating to the fund in uestion or are specific ependiture of the funds rather than administration These costs include audit, actuarial and inestment management fees, the contriution from the to meet the cost of the Primar Care oernance Team and the cost of medical serices proided under the ealth nsurance und, including

128 he management charge has been set for the period of the M agreed in adance of the first year of its operation and incorporating a reduction per year to reflect anticipated efficiency savings. The first year’s charge will be £5.18m to the Social Security Fund (SSF), £1.54m to the Health Insurance und HI and m to the ong erm are und he leel of Management harge ill be fully reieed in to establish the leels for the net M reporting period or sooner if there are substantial changes to the operations of the department In addition the – figures assume fee adustments and efficiency measures to ensure that the ontrol of Housing and or a is properly funded helping to ensure that e can effectiely target migration here it is needed most he fee increases are epected to include uprating in line ith inflation the fee payable for a registration card and increases for businesses employing licenced staff and for businesses isiting the Island his or is also considering hether fees should be re instated for companies acuiring land and charging employment agencies for the registered permissions they hold hese changes ill bring fees in Jersey closer into line ith other urisdictions and ill aim to support obecties around the targeting of migration he Department has also reieed the preious allocation of its budget and made minor adustments to ensure that it is allocated to support the delivery of the department’s strategic objectives.

129

130

131

132 Treasury and Resources (as amended)

133

134 Treasury and Resources (as amended) Purpose

The Treasury and Resources Department looks after the Island’s finances and financial assets ensurin the protection and ood use of pulic funds Responsibilities

 The tates fiscal and financial stratey  repare and proide adice to the ouncil of inisters ith reards the edium Term inancial lan  Deelop and implement chanes to ta policies  repare and pulish the tates ccounts in accordance ith the ersey inancial Reportin anual  roide an efficient and accurate payroll serice to the tates of ersey and third parties includin ut not limited to ndium omes orts of ersey ersey erseas id ommission tates of ersey off island offices and amily ursin omecare  dminister the ulic mployees ontriutory Retirement cheme R and ersey Teachers uperannuation und T for the tates of ersey and dmitted odies in accordance ith cheme Reulations  Delier chanes to the pulic serice pension schemes that ensure they are sustainale affordale and fair for the lon term  roide an efficient and accurate accounts receiale accounts payale and income collection serices to Departments  anae the currency of the Island  ssess and collect ta reenues arisin from  ersonal and corporate income tapayers  T  and transactions ta  omply ith the international ta oliations arisin under Ta Information chane reements Doule Taation reements uropean ains Directie T and similar areements  roide an independent and oectie internal audit serice  Inestment manaement of illion of tates funds  Interate loner term financial plannin ith the strateic ision to inform the appropriate allocation of resources  onitor and report financial performance across tates departments  anae the tates of ersey shareholdins in tility ompanies  roide an efficient and effectie corporate procurement erice includin upply ersey

135 2017-19 Change Projects

In the Department ill undertake a numer of sinificant proects in support of the riorities andor trateic oals set out in the trateic lan nless otherise stated these proects ill e deliered from ithin eistin resources

Start Year Council Strategic Project Priority Goal upport and implement  ulic ector Reform initiaties  a proramme of customerfocussed and ustainale astereducin ean initiaties and ulic  initiaties to ensure the deliery of inances oranisational chane under the edium Term inancial lan Delier Taes and ocial ecurity ontriutions roramme funded y T to replace Taes ffice ustainale computer systems and proide capaility to deliery ulic nline ilin and ssessment for personal tapayers inances potentially interatin collection of ocial ecurity contriutions into the collection of taes Delier Taes ffice odernisation roramme funded from ithin eistin resources ith potential ustainale inputs from ulicector Reform and o funds to ulic modernise key aspects of ta la and the ay the inances Taes ffice administers and enforces the ta las

ersonal Income Ta Reie Ta ap nalysis and Reie of ersonal Income Ta orecastin odel to ustainale e carried out y end of arch folloin the ulic commitment ien y the inister for Treasury and inances Resources durin the T ddition deate eptemer

ustainale Reie the ersey Teachers uperannuation und ulic T inances hased implementation consolidation and chane ustainale manaement of upply ersey to ensure deliery of ulic usiness enefits inances ustainale fundin mechanism for health and social ustainale care olloin the tates reection of the income ulic ased chare proposals to proide sustainale inances fundin for the health and social care reuirements Improe as set out in a sustainale fundin ealth and mechanism ill still e reuired and ork ill ellein continue on further options to e considered for the

net T coerin

136 undin options for the ne hospital The future ustainale hospital proect is a multidisciplinary proect here ulic ersey roperty oldins are delierin a solution on inances ehalf of the ealth and ocial erices Department Improe and Treasury and Resources are reuired to present ealth and fundin options once a decision is made on the ellein scheme

The department’s daytoday usiness actiity ill also support and delier the riorities set out in the Council of Ministers’ Strategic Plan (Sustainable Public Finances).

137 Financial Narrative

ntroduction

Treasury and esources is transforming the ay it proides serices to support inestment in the priorities of health education economic groth and infrastructure agreed in the States Strategic Plan. The department is using technological solutions and modernised legislation to achiee its obecties ith feer resources. s such the maority of its saings ill be achieed through replacement of the ncome Ta computer system the Payroll system and the completion of the rollout programme of Supply ersey. Funding for these initiaties is epected to come from a combination of eisting resources Public Sector eform and o. A total of £9 million is allocated to the Chief Minister’s capital programme between 2016 and 2019 to replace the Taes system. Supported by modernising ey aspects of the a the replacement ill  mproe stability and usability of the system  mproe data analytics and management information to allo for better ris assessment  educe reliance on manual assessing and saing on administration costs by moing to online filing and assessment for personal tapayers by  mproe debt recoery  mprove the ability to share data with other departments to support the ‘tell us once’ approach;  llo integration of the collection of Social Security contributions into the collection of taes. hile this is epected to reduce leels of resource reuired it is enisaged that some staff ill be redeployed to or on ris based assessment programmes debt recoery and improing the Taes Office’s capability to handle information receied from oerseas. ll this ill drie greater efficiencies and help to improve Jersey’s tax revenues. The Payroll system ill be replaced ith a modern system that supports Public Sector eform Programme. t is epected the system ill  ccurately calculate pay social security and ta for all staff including those ith multiple employments  Proide integrated data transfer beteen and Payroll remoing the need for duplicate entry of data  nable employees to on their ariable payment claims such as mileage oertime and shift payments folloing the implementation of consistent and simplified terms and conditions  Facilitate line manager approal through selfserice  Support the efficient administration of Career erage ealued arnings (C) pension scheme as ell as accrued rights in a Final Salary pension scheme  Support a ay of oring reducing the costs of administering the States Payroll. Finally the full rollout of Supply ersey across all States departments ill meet the need to proide an efficient and effectie corporate procurement Serice.

138 2017

201 ecurring avings

n addition to maintaining the £200 savings implemented in 2016 the epartment has committed to further recurring efficiency savings of £22600 in 201 representing cumulative savings of £62900. hese include the following initiatives tates reasury  taff cost reductions through in hared ervices and Audit;  edesign of income collection to deliver services more efficiently. Customer needs and trends have been reviewed and pea times identified. axes Office  taff cost efficiency two senior directorial posts amalgamated in 2016.

201 rowth unding

rowth funding of £200 of which £20000 is for one year only has been approved in 201 to  und C pre19 debt repayments in accordance with the ublic mployees ension cheme unding and aluation egulations 201;  und full valuation of all of tates land and buildings every fifth year in accordance with AA.

201 ervice ransfers

There will be a budget transfer of £41,300 from Chief Minister’s Department for Enterprise Support resource to return the administrative and data management to the most appropriate area. his also enables the nformation ervices team to focus on its strategic goal of supporting ublic ector eform.

2018

201 ecurring avings

n addition to maintaining the cumulative savings of £62900 the epartment is committed to a further £16000 of recurring efficiency savings in 201. his brings the total cumulative savings to £900. hese include the following initiatives tates reasury  Moving most publications such as the tates Accounts to online access only significantly reducing printing and publication costs;  Audit function will limit spend on professional services providing advisory wor. Core nternal Audit wor will continue;  Completion of the rollout of upply Jersey will enable staff cost savings in hared ervices. axes Office  fficiency savings from sharing business continuity site across tates of Jersey;  fficiency savings by reducing printing and postage and moving to online publications and notifications;  eduction in contract posts; one senior post and three administration posts achieved through switching to digital solutions.

139 01 rowth unding – emoal

The £0,000 reuired in 01 to fund the full aluation of the States land and buildings will be ompleted and no further funding reuired for the remainder of this MT Therefore the £0,000 will be remoed from the 01 ash limit

2019

01 eurring Saings

n addition to maintaining the umulatie saings of £,00, the Department is ommitted to a further £00,000 of reurring saings in 01 bringing total umulatie saings to £1,,00 b the end of 01 Most of the 01 saings will be ahieed in the Taes ffie through effiienies These inlude the following initiaties States Treasur  The roll out of the new aroll Sstem in 01 will lead to effiien saings from 01 b reduing administration and staff osts Taes ffie ll 01 saings within Taes ffie will be ahieed through implementation of the final stages of the new Taes omputer sstem to allow  urther redued printing and postage osts through proiding online publiations, administration and assessing  redution in osts following hannel shifting and moing staff into alue added wor

Staffing euirements 01 01

etween 01 and 01 Treasur and esoures staffing is epeted to derease b 00 TE from 00 TE adusted1 to 10 TE The Department’s aim is to drive savings and efficiencies through service rationalisation and redesign, muh of whih relies on tehnolog funded from the Eo programme The implementation of large and omple sstems reuires hanges to eisting legislation, serie reiew and redesign, and proet management sills Some temporar resoures will be needed during implementation

1 Since the publication of the 2016 MTFP and Annex a reconciliation exercise was undertaken which updated the approved 2016 FTEs within the Treasury and Resources Department after taking into consideration the transfer of functions within existing ministerial portfolios and approved Voluntary Redundancies / Voluntary Severances in 2016 from 260.8 to 200.9 FTEs.

140 full readon of T movements over the T is given in the tale elo

Adjusted 2016 FTE 200.9

Transfer of function from Chief Minister’s Department for nterprise upport resource Temporar posts to support Taes ov programme to deliver efficienc savings edesign of Treasur ncome ollection function

2017 FTE 203.9

eduction in temporar posts to support Taes ov programme Treasur efficienc savings programme restructuring of corporate sections

2018 FTE 197.9

Treasur efficienc savings programme restructuring of corporate sections Taes ffice efficienc savings folloing ov implementation

2019 FTE 180.9

Changes following MTFP Addition debate

th mendment – enator enator erguson – Ta evie

lthough the mendment as reected during the deate of the mendment and as part of the ouncil of inisters formal comment the hief inister committed to  A review of Jersey’s Personal Income Tax system  Ta ap nalsis and  revie into the odel used to forecast ersonal ncome Ta

art c – eection of the roposed ealth harge

s a result of the tates reection of the proposed ealth charge a sustainale funding mechanism for ealth ill not e rought forard this ouncil of inisters oever or ill continue to identif possile options for consideration for the net T period n the meantime other revenue raising measures ill e considered to identif proposals ahead of the udget to replace the million in and million in

141

142

143

144 Non-Ministerial States Funded Bodies

145

146 Bailiff’s Chambers

rse

To support the role of the Bailiff as President of the Royal Court and the States Assembly, and in his other customary and statutory duties as Civic Head of the Island.

essibiliies

 Support the Island’s judiciary in the delivery of civil and criminal justice;

 Assist in facilitating the democratic process of the States Assembly;

 Encourage awareness of the Island’s constitutional position and ensure that the position is not compromised;

 Provide the appropriate frameworks to enable the Bailiff to discharge his customary and statutory responsibilities. Chae res

re ar ear Cil riri raei al Deliver savings initiatives in support of Sustainable Public 2017-2019 11 the Public Sector Reform programme Finances

147 Law Officers’ Department

rpse

o proide legal adice to the rown and to the States of ersey and proide a pulic prosecution serice for the Island

espnsiiities

 roiding legal adice to the rown the States of ersey and others  roiding a pulic prosecution serice for the Island  rotecting the interests of the rown and the States of ersey in ciil proceedings  erforing the functions and duties of the ttorney eneral  ssisting oerseas law enforceent agencies  arrying out coneyancing wor for the rown and States of ersey

ane rects

rect tart ear nci ririt trateic a elier saings initiaties in support of Sustainale ulic the ulic Sector efor prograe inances

148 Judicial Greffe and Viscount’s Department

urpose

o proide an efficient and effectie ourt Serice

esponsiilities

 n efficient and effectie adinistratie serice proided to the oyal ourt the ourt of ppeal and the riunals Serice  roide a ulic egistry Intellectual roperty egister and roate egistr  Provide an administrative service to the Magistrate’s, Youth and Petty Debt Courts  he efficient enforceent of all ourt rders  Efficient and effectie sastre proceedings  Effectie anageent of the financial affairs of ipecunious interdicts  Effectie inestigation of sudden deaths to estalish cause and reason  opile and anage the jury selection procedure and anage the jury during assie trials

ane roects

roect tart ear ouncil riorit trateic Goal elier saings initiaties in support of Sustainale ulic the ulic Sector efor prograe inances

149 fficial nalst

urpose

o roviding authoritative and imartia scientiic anaysis and advice or the tates o ersey and sand community

esponsiilities

 Providing roicient and eective orensic anaysis o sames and evidence in crimina investigations and uneained deaths  Providing roicient and eective environmenta and consumer rotection anaysis services

ane roects

roect tart ear ouncil riorit trateic Goal Deiver savings initiatives in suort o ustainabe Pubic the Pubic ector eorm rogramme inances

150 ffice of te ieutenant Goernor

urpose

he ieutenantovernor is the reresentative o er Maesty he ueen, by hose oya arrant he is appointed “Lieutenantovernor and CommanderinChief”. As such, he is the formal, official channel of communication beteen the tates o ersey and the overnment through the Ministry o ustice

ane roects

roect tart ear ouncil riorit trateic Goal Deiver savings initiatives in suort o ustainabe Pubic the Pubic ector eorm rogramme inances

151 ffice of te Dean of Jerse

urpose

he ean of erse is appointed the Cron under Letters atent. e is a memer of the tates and speas on ehalf of all the churches and faith communities especiall on the ethical and moral dimension of issues that come efore the Asseml.

esponsiilities

he ean is Chaplain to the tates and is responsile for erices to mar the reat occasions of sland life.

152 ffice of te Data rotection ommissioner

urpose

ndependent eulator for the ata rotection erse La and reedom of nformation erse La .

esponsiilities

ata rotection  romote oserance of the La and the folloin of ood practice data controllers  isseminate information aout the La and deelopments of ne eulation, aimed at oth oranisations and indiiduals  ulish Codes of ractice necessar to estalish ood practice  roduce an Annual eport  aintain a pulic reister of data controllers hich includes details of the nature of the personal data the process and the purposes and methods of such processin  roide a fair and effectie mechanism to assess the lafulness of processin and tae enforcement action as necessar  Cooperate internationall as the desinated Authorit for the purposes of Article of the Conention for the rotection of ndiiduals ith reard to Automatic rocessin of ersonal ata.

reedom of nformation

 ncourae pulic authorities to follo ood practice  uppl memers of the pulic ith information aout the La and their rihts ithin it  roduce an Annual eport  ulish a Code of ractice to supplement the La and proide a mechanism for issuin practice recommendations here necessar  roide a mechanism for appeals aainst decisions pulic authorities not to disclose and issue decision notices here necessar.

– ane roects

n consultation ith aencies and ith the support of the Commissioner, inisters intend to focus on the deelopment of the ne reulator frameor for consideration and implementation durin . his will support the Island’s strateic oecties and future prosperit, in liht of technoloical deelopments and international reulator chanes. iscussions are onoin ith uernse colleaues in order to ensure the continuation of the eistin pansland approach and coordination of the deelopment of this enhanced reulator frameor. An such chane ould also include a moe toards more of a self fundin model, aain in line ith other independent reulator odies, and consideration of the eistin fee structure and an modest adustments that ma e necessar. his ould enale the Commission to hae sustainale finances, and demonstrate the necessar leels of operational and financial independence.

153

n eetie and eiient soial wor serie that supports the riinal ustie sste and the ail diision o the erse oal ourt

 roide inoration and assessent to the arish alls riinal and ail ourts t oernor and prisons whih are aurate tiel and aid deision ain  roide superision series to the arish alls ourts and prisons whih are eetie in assistin people to ae positie hanes in their lies whih redue re oendin  roide onitorin and where neessar tiel enoreent ation to assist in the protetion o the puli ro urther oendin

elier sains initiaties in support o ustainale uli the uli etor eor prorae inanes

154

o proide the tates with independent assurane that the puli inanes o erse are ein reulated ontrolled and superised and aounted or in aordane with the releant leislation

he appointent o auditors to audit the inanial stateents o the tates o erse whih inlude the aounts o the oial eurit oial eurit esere ealth Insurane and on er are unds and ertain other entities onsiderin and reportin on  eneral orporate oernane arraneents  etieness o internal ontrols

 ono eiien and eetieness in the use o resoures

he optroller and uditor eneral ats independentl in the dishare o hisher untions and in deterinin the wor o hisher ie does not see to relet the tratei lan riorities he independene o the ro the eeutie ar o oernent is seured  statutor dut on the tates to proide the with suiient resoures to arr out hisher untions rtile optroller and uditor eneral erse aw  reuireent that estiates o reenue ependiture or the oie o the shall e the aounts proided the hairan o the uli ounts oittee rtiles and o the uli inane erse aw

oweer eleents o the wor o her ie are diretl releant to one tratei lan riorit

elier sains initiaties in support o ustainale uli the uli etor eor prorae inanes

155

– eurrin ains

he tates tratei lan has prioritised inestent in health eduation eonoi rowth and inrastruture his eans undin ro other areas is ein reprioritised and all departents hae een onsiderin how to transor their series he on inisterial epartents are ontinuin to support the uli etor eor prorae eplorin a nuer o opportunities or hanes in struture and serie redesin to ontinue to delier eiient and eetie series alonside redued udets and stain In addition to aintainin the sains ipleented in the on inisterial epartents hae oitted to urther reurrin sains o in in and in hese hae een alloated etween eah o the departents and inlude the ollowin initiaties

The Bailiff’s Chambers have committed to various 2016 sains initiaties o urther sains reuired ro aili’s haers – The Bailiff’s Chambers will continue to explore opportunities to delier eiienies where possile

elierin eiienies throuh introduin new poliies and a reiew o ourt and ase osts aw iers’ epartent iienies will also e ade aross the departent throuh a reiew o oth sta and nonsta ependiture

elierin eiienies throuh reiew o ourt and ase udiial ree osts ied ees and reiew o oth stain and proessional ees

elierin eiienies throuh reater ontrol o leal ees isounts epartent in ourt and ase osts and a reiew o aan anaeent

eiew o stain serie redesin and redution o iial nalst sta worin hours

eiew o stain alonside delierin eiien sains

o onoin aintenane o the house rounds and ie o the ieutenant oernor euipent

ie o ata rotetion oissioner o urther sains reuireent in the period –

156

inificant chanes will be reuired to ata protection b 201 in liht of the eneral ata rotection eulation These form part of onoin discussions with C to establish resultin resource implications or erse to retain its adeuac status in respect of data protection reulation its fundin model needs to be reviewed

The robation and fter Care ervice delivered 2016201 savings in 2016 by “insourcing” Public Law Guardian work.

The epartment for Communit and Constitutional ffairs CC indicated in a that 120 per annum of direct rant paments and of indirect rant paments to robation and fter Care the ervice from the Buildin a afer ociet Ba fund were at ris from the end of 201 however discussions have commenced with the Treasur and CC to consider alternative lonterm fundin arranements and it is also understood that the Council of inisters are intendin that a Ba seed corn fund should be maintained as part of the overall CC budet

o further savins reuired from 2016 to 201 earl half the expenditure for this period is fixed as it relates to a lonterm contract for the external audit of the States’ accounts

The wor proramme for the C ffice will be Comptroller and uditor eneral developed to increase the focus on value for mone C includin potential efficienc savins and enhanced follow up of previous audit recommendations The C will continue to ensure the responsibilities of hisher office are met and riss addressed Cost pressures will be addressed b prorammin wor to avoid the summer months minimisin the cost of travel and accommodation

157 201 201 Growth

Growth funding has been aroved in 201 201 to suort a number of initiatives and ressures within the on inisterial eartments

 ffice of the ata Protection ommissioner – to suort the additional legal costs from the reedom of nformation ersey Law 2011 and new irections which created the statutory role of nformation ommissioner whose deartment is charged with regulatory oversight. ue to risks of conflict the Law Officers’ Department is unable to rovide this legal suort to the .  Bailiff’s Chambers – Security and ealth and Safety issues. he riminal ustice oard agreed following a reort for additional security be installed in the ourt uilding. ue to daily health and safety risks this additional security is now urgently reuired this includes udating the entrance area and additional euiment which will result in additional recurring annual costs.  ffice of the Lieutenant Governor – annual inflation for the ost of adet and ilitary Suort fficer

Service ransfers

n 2016 a recurring eartmental transfer was made from the ealth and Social Services eartment to the udicial Greffe for the increased workload arising from work on the erivation of Liberty Safeguarding within the ental ealth ribunal.

Staffing

Since the ublication of the 2016 P and nnex a reconciliation exercise has been undertaken which updated the approved 2016 FTE’s in the Non Ministerial Departments. This took into consideration any minor changes and the aroved oluntary edundancies oluntary Severances from 206. to 206.0 FTE’s.

Paygrou within ata Protection 0. 2016 S arovals 0. inor orrection within ffice of the Lieutenant Governor 0.1

further breakdown of movements in the years 201 – 201 is given in the table below

ransfer from SS for ental ealth ribunal to udical Greffe 0. fficial nalyst Staff reduction in hours 0.

158

159

160

161

162 States Assembly and its Services

163

164 States Assembly

Purpose

The budget of the States Assembly is proposed by the Privileges and Procedures Committee under Article 24B of the Public Finances (Jersey) Law 2005 which allows PPC to put forward estimates in the MTPF without interference from the Council of Ministers to ensure the independence of the legislature from the Government is maintained. The purpose of the budget of the Assembly is to enable it to operate effectively as Jersey’s legislature, to facilitate the work of all panels and committees of the Assembly and to fund members’ remuneration, inter-parliamentary exchanges and the support services provided by the States Greffe.

Responsibilities

 States Assembly able to operate effectively;  Effective and efficient scrutiny function;  Reform of the composition of the Assembly and electoral reform progressed;  Public kept well-informed about the work of the Assembly;  Effective and efficient administrative support provided to the Assembly, its members, its committees and panels and a number of other bodies by the States Greffe.

Ongoing Change Projects

 Web-streaming and online archive of film of all States meetings introduced (likely to be implemented in September 2016);  Introduction of information display screens in the Assembly, primarily to show timing information;  Re-design of the States Assembly and Scrutiny websites. This is likely to lead to further projects in the 2017-19 period to enhance the digital information and services provided by the Greffe;  Modernisation and enhancement of the Greffe Registry’s cataloguing and indexing system.

165 Financial Narrative

acground

The budget for the tates Assembly and its services is governed by special provisions in the ublic inances Jersey a in order to preserve the independence of the legislature from the As a result the rivileges and rocedures ommittee is able to put forard the estimates it ishes ithout interference from the ouncil of Ministers or the period to has, by a maority, agreed to mae savings in order to assist the tates balance its budget by so that the Assembly is seen to play its part in maing budget and staffing reductions

stimate

The estimate carries forard recurring savings made in and as a result of the reduction in the membership of the Assembly from to in ovember and decisions not to fill to posts on the retirement of the postholders The cost of initiating the filming and ebcasting of the proceedings of the Assembly as absorbed ithin the eisting budget Although there are some modest ongoing costs associated ith this ne endeavour, funding the bul of the proect up front has enabled further savings to be made in the tates Greffe budget for alongside the saving of an administrative post osts attributable to the tates Greffe in the change proects mentioned above are currently being met from ithin eisting resources

taffing

Restructuring of services to combine the reuirements in the tates hamber of videostreaming and lognoting ith the provision of administrative support to other areas of the Greffe ill result in the loss of half a post in A breadon is given in the folloing table

T

oss of an administrative post

T

vervie for –

has committed to mae a further total of , recurring savings in the years to and has received an indication from the Chairmen’s Committee that a proportion of this sum can come from the scrutiny part of the Assembly’s budget. Further discussions will take place with the relevant committees during on ho those savings ill be achieved n addition, proposals ill be brought forard to enable more information and services to be provided by the Greffe digitally This is likely to have implications for the department’s resourcing during the 2018 period and beyond

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170

Central Contingency Allocation and Central Growth

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172 Central Contingency Allocation and Central Growth 2017 – 2019

Purpose

Central contingencies are a fundamental part of the Medium Term Financial Plan as it gives the States a degree of flexibility to manage its finances over a longer time period. The main contingency for DEL is for urgent and unforeseen items of expenditure and for AME is to provide provision for unpredicted fluctuations in benefits expenditure which are difficult to forecast. The States have also established contingency provisions to support one-off expenditure for specific programmes like Public Sector Reform, Pay, Pensions, Workforce Modernisation and the Economic and Productivity Growth Provision. The Council of Ministers is also proposing a new provision for initiatives to support vulnerable children. The States allocate funding to these contingency provisions for the period of the MTFP but this funding by its very nature may remain unspent and can be returned to the Consolidated Fund depending on the financial position. If contingency is unspent it can also be carried forward to provide greater flexibility in the following year. The Council of Ministers has provided carry forwards from 2015 to enable funds to be provided for certain commitments and emerging pressures. This funding and that currently uncommitted in 2016 will enable resources to be set aside quickly to respond to the BREXIT decision. In the event this proves necessary, the Council of Ministers is also proposing that current underspending on Social Security benefits is earmarked to be carried forward, to help manage within expenditure limits in future years and minimise the impact of the required expenditure measures on the economy, allowing efficiencies to be delivered over a longer timeframe.

Types of Central Contingency Allocation Central Allocation - DEL Contingency Departmental Expenditure Limit (DEL) Contingency is provided for urgent and unforeseen items of expenditure. A DEL Contingency of £5 million is proposed for each of 2017-2019 which represents 1% of DEL expenditure across the various departments. The intention is that contingencies would not be spent unless there are more urgent and unforeseen pressures than could be met from existing department cash limits. In the MTFP 2013-2015, the intention was to provide within the total Departmental Expenditure Limit (DEL) Contingency for one-off unforeseen and unexpected items. In practice, a number of recurring pressures emerged in the first two years of the MTFP which the Council of Ministers agreed to provide from Contingency. Several of these pressures have now been prioritised within the additional funding for 2016-2019 and are proposed as part of departments’ cash limits in 2016. The principle is that the first call on any emerging pressure or priority is from within the department itself. The DEL Contingency must only provide a short-term funding solution in order to allow a department some time, generally during the remainder of a financial year, to adjust its spending plans accordingly. The intention is that it should not provide a recurring source of funding for the remainder of the MTFP period. The Minister for Treasury and Resources, along with all other Ministers, is determined to ensure discipline and adherence to these principles is achieved, particularly when significant savings and efficiencies are being delivered across the States. P.72/2015.Amd(11), approved by the States Assembly during the MTFP debate on 6th – 8th October 2015, resulted in an increase to the net revenue expenditure limit for Education of £263,200 which is funded by a decrease in Central Contingency Allocations of an identical amount. The DEL Contingency

173 as therefore redced 26200 in 2016. his adstment to ontinenc has een reersed in 201 and a ontinenc of million is proposed for each of the ears 2012019. entral llocation ontinenc nnall anaed penditre is defined as ependitre hich cannot e controlled the department and here the inflences on the leel of ependitre are not predictale and tpicall sinificant demandled spendin sch as elfare enefits and pensions. ithin the tates of erse the ontinenc is set aside to proide a 2 continenc for n forecast ariations in ncome pport and other ta fnded enefits hich are in ecess of the 1 continenc proided for the ocial ecrit epartment ithin its annal cash limit. he leel of ncome pport and enefits is difficlt to forecast and sinificantl inflenced the performance of the econom. ariations in economic forecasts lead to different leels of enefit spendin. t a leel of 2 million the central continenc proides a frther 2 coer for this area of ependitre and or alternatiel proides some continenc for hiher edcation rants. his is another det here there cold e sinificant ncertaint oer the period of the 20162019 and is dependent on the policies adopted the oernment and niersities. n continenc det nspent at the end of a ear old normall e epected to e carried forard to proide frther continenc aainst ariations in ftre ears. onersel if forecasts ere sestin an oerspend that old eceed the continencies the oncil of inisters old need to consider fndin from other aailale continencies or if necessar consider a reallocation of eistin ependitre dets.

Use of 2016 underspend to be earmarked and carried forward he principle of nspent continenc ein carried forard is ein applied in 2016 here the ocial ecrit department at 1 are reportin a sinificant forecast nderspend. his means that as ell as an nderspend on the dets in ocial ecrit of almost million the ontinenc in 2016 ill not e reired. he oncil of inisters is proposin to earmar these sms amontin to 6 million to fnd the reired proisions for ontinenc in 2012019.

entral llocation estrctrin and edndanc roision he oncil of inisters proposes to comine the estrctrin and edndanc proisions hich ill proide reater fleiilit across lic ector eform initiaties. he oncil of inisters is also proposin to carr forard the nspent and ncommitted alance of redndanc proision from 2016 to redce the leel of allocation reired from ependitre limits for the ne oint proision in 201 to 2019. t is crrentl estimated that an element of the 22 million oriinall proided for edndanc ill e ncommitted at the end of 2016 de to redced leels of staff sains.

n the 201201 the estrctrin roision spported the final ear of the omprehensie pendin eie proramme and hase 1 – the ‘enabling’ stage of the lic ector eform proramme hich commenced in 2012. n this first phase the fnds ere sed predominatel to spport the indiidal orstreams of orforce odernisation eoernment and “Culture” which incorporated leadership, training and engagement. n the 20162019 the estrctrin roision is reired to maintain spport for in the second phase – the ‘implementation’ stage – and is reired for the folloin proects  o complete the orforce odernisation proect

174  o continue unding or eoernment initiaties – the proect is currentl unded up to , urther allocations will be reuired in and uture ears to delier the ull capabilit  o proide programme support or and  o proide a unding route or uture oluntar elease chemes and Compulsor edundancies i reuired.

he oluntar release scheme proides a mechanism or emploees who wish to olunteer to leae the organisation through redundanc or earl retirement to receie a redundanc pament or immediate pension. he scheme has been made aailable to all emploees in and . t is anticipated that uture use o such schemes would be more targeted throughout to ocusing on areas where redesign o serices are identiied that will add alue to the serices proided b the public sector. his ocused approach in partnership with our nions should reduce the need or compulsor redundanc and acilitate the achieement o the people saing targets or the period. he Council o inisters identiied million in and the tates agreed a urther million to be allocated in and million in to the central redundanc proision as part o the amendments to . ll redundanc applications receied are being considered irstl b department Chie icers and authorised where the business case demonstrates inancial iabilit. he current terms o the scheme and any future alterations require approval of the States’ Employment Board. Release of central unding or redundanc paments reuires authorit o the Chie ecutie, reasurer o the tates and the irector o uman esources. t the time o lodging the ddition million had been allocated rom the proision with urther sums to be committed in . epartments hae also identiied urther commitments or as part o their saings returns but at this stage the committed and estimated sums all short o the million set aside.

Carry forward of uncommitted sums he Council o inister is proposing to earmar the uncommitted redundanc unding at the end o and carr this orward to reduce the reuired ependiture allocation or the estructuring and edundanc roision in uture ears.

Central llocation – a, C and ororce odernisation roision s part o the ublic ector eorm programme, the ororce odernisation proect continues to be deeloped in partnership with rade nions. t will delier an improed, more productie and sustainable public serice b uniing at least pa groups o the wororce onto a single reward ramewor with the same emploee terms, conditions and policies that are air, transparent, and it or the uture, thus proiding eual pa or wor o eual alue and enabling well designed obs to be managed through an improed perormance culture that proides organisational leibilit and supports continual serice redesign. he introduction o modern reward structures reuire unding in order to acilitate emploees moing onto their new terms and conditions whilst maintaining serices and redesigning the organisation. roision is made or pa or in addition to the awards agreed or but we need to continue the polic o pa restraint, to help eep the public sector pa bill within the agreed limits and support inestment in our strategic priorities. his polic will need to be maintained or the period o this plan and will contribute signiicantl to the spending targets. a restraint is an important element

175 of the total savins delivery required to alance the oos and provide fundin required for the essential investment in health and education. he ne ERS RE scheme as open to ne starters from anuary and to eistin staff from . he increased employer contriutions for ne starters are included from and the full employer costs of the ne scheme ill e phased in at million p.a. over years from . rovision is also proposed for the increases in the cost of the ERS pre det over the period .

entral llocation Economic and roductivity roth radon rovision he estalished the Economic and roductivity roth radon rovision E hich is desined to support ne initiatives that ill have a positive impact on economic and productivity roth ut cannot e funded from ithin eistin udets. o qualify for fundin from the E proposals must e capale of offerin cost effective demonstrale impacts in terms of economic roth andor increases in productivity alonside a stron rationale for overnment intervention. inancial manaement of the allocations is throuh the inister for reasury and Resources suect to oversiht and recommendations from the Economic olicy olitical versiht roup E – a suroup of the ouncil of inisters. urther details of the rovision ere made availale to States memers in . or to ein supportin economic and productivity roth has commenced in roust overnance procedures have een estalished and a proect manaer has een appointed to manae the allocation process and or ith departments ho are preparin applications for the rovision. So far applications are in varyin staes of development and are currently ein revieed y the E. he proposals ein revieed y inisters entail diital sills courses to respond to an identified shortae of locally qualified orers in the diital sector measures to enhance the capacity of the iital ersey u to provide coorin facilities and a proposal to enale the sland to respond to the threats and opportunities presented y chanes to European data protection leislation. endin ids include funds to implement the outcomes of a revie of the ompetition and Reulatory rameor in ersey and the vie of rofessor Sir ohn icers conductin the revie is that ”Conducting competition and regulatory policy well is hard, but the economic benefits can be sustantial. hope this revie ill help ersey continue to improve hat its institutions do so that residents and businesses can benefit from a more efficient and effective economy”. set fundin levels for the E at m in and envisaed similar levels of fundin for . hilst a numer of orthhile proposals are ein developed the volume and quantum of applications has een loer than initially anticipated hen the E as first proposed. t this stae is appears unliely that the m availale in ill e fully allocated durin the year. t has also een reconised that the est economic outcomes may e achieved y preservin capacity to fund eistin economic initiatives Proposals to use this funding to mitigate the economic impacts of the UK’s withdrawal from the EU ould potentially fit the scope for this fundin. he ouncil of inisters concluded that a proposal to protect from an element of savins the ase udets of the Eternal Relations epartment and the iital nnovation inancial Services and Competition Team within Chief Minister’s Department was likely to offer better support for the economy than liely ne initiatives from these areas. t as similarly reconised that the roth id in respect of the implementation of the cinsey recommendations as ell alined ith the criteria of the E and should e prioritised over any ne ids. s a result of this eercise the current eperience of volume of ids and the pressures on ependiture limits the ouncil of inisters is proposin that the E rovision e used to fund the items descried.

176 The remit of the EPDP already etends to assist initiatives that arise in response to ET and if reuired funding can be transferred from other contingencies to support these initiatives as well as from EPDP. Central llocation – Earmarked Provision for initiatives to support vulnerable children s part of the overall review of growth reuirements by departments a number of pressures were identified in respect of investment in initiatives that support vulnerable children including  dditional capacity in the aw fficers’ Department, Children’s and Family division;  Continued development of family centres and early intervention initiatives  Development of the outh Enuiry ervice  dditional child protection officers and other enhancements to work on safeguarding  upport towards a seual assault referral centre  Continuing development of support for preschool special needs children, and  ulfilling the commitment to the critical days agenda a twenty point action plan has been drawn up which includes initiatives to improve antenatal preparation, perinatal mental health care and early literacy. There are also plans to promote breastfeeding and a public health campaign to focus on avoiding alcohol during pregnancy. These initiatives include currently undelivered recommendations arising from previous reportsinspections. The need for any additional future investment will be assessed once the ndependent ersey Care nuiry has made its final report and recommendations. Use of Carry orwards The planned carry forward of funding of contingencies for ME, edundancy and estructuring and reducing the sum available for EPDP over the period, contribute to enabling ependiture to be met within the limits set by the tates ssembly, and for growth allocations to be increased for above previous plans. nnual ME Contingency would have to be reinstated in however EPDP funding was always intended to be limited to the current period and it is anticipated that lesser sums would be provided for future reform programmes, given what will be delivered by the end of this MTP period.

The operation and management of central contingencies is covered by inancial Directions which reuire all departments, in the first instance, to demonstrate that contingency reuests cannot be funded from within eisting cash limits. business case is then submitted, with the support of the ccounting fficer, for consideration by the Treasurer of the tates. The Treasurer will advise the Minister for Treasury and esources who in turn will consult the Council of Ministers before making a decision on the allocation of funds. ll central contingency allocations are recorded in a formal and public Ministerial Decision. Central contingency allocations are reported to the Council of Minsters as part of uarterly financial monitoring reports and to the tates as part of the halfyearly udget Management eport.

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lthoh roth or and is alloated to departments, the intention is to se a entral roth alloation or and as part o the proposals or the F ddition his old e consistent with provisions in the “Finance Law” and the principles adopted in MTFP 2013 Central roth is separately proposed ithin the F ddition roposition

Central roth ill provide an important part o the Conil o inisters ontineny plannin and allo the level o additional ndin and roth envisaed or and to e areed in the annal dets or and

he Central roth ill e proposed on the asis that the savins tarets andor proeted inome levels are ahieved either savins or inome oreasts ail to reah the proposed tarets the level o additional ndin ill need to e revisited he total spendin limits or the or years annot e eeeded, other than in eeptional eonomi or environmental irmstanes, and the inanial position needs to e roadly alaned y

ertain element o the additional ndin is the rerrent ll year eet o proposals rom and these amonts are proposed to e inorporated into and ase ash limits his is partilarly the ase ith the dation proposals and an element o the ealth ndin ter adstin or these amonts the proposed level o additional ndin to e held as entral roth old e million in and a rther million in

Chanes areed in F ddition deate he tates reeted the proposed ealth hare hih reslted in the ithdraal o the proposed F transers and redtions in ealth ependitre o million or to he Conil o inisters has ommitted nderspends to e arried orard or ealth ependitre and intends to or ith departments to identiy sstainale ependitre measres to replae the million pa ependitre hih as dependent on the F transers in and he levels o health entral roth in and old e revieed alonside the proposals or the million sstainale ependitre measres ahead o the drat det

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180 States Trading Operations

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182 183

184 185

186 Department for Infrastructure Jersey Car Parking

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188 Jersey Car Parking

Purpose

Responsible for the administration, management, financing, development and maintenance of public parking places.

Responsibilities

 Provision of public parking facilities;

 Policing of public parking areas.

2017-19 Change Projects

Strategic Projects Start Year Council Priority Goal

Deliver the refurbishment of Sand St Car Park Sustainable Public to improve the amenity and extend the life of 2016-17 Finances, Improve 10, 11 the structure St Helier

Deliver the refurbishment of Green St Car Sustainable Public Park to improve the amenity and extend the 2017 Finances, Improve 10, 11 life of the structure St Helier

Deliver the refurbishment of Minden St Car Sustainable Public Park to improve the amenity and extend the 2017 Finances, Improve 10, 11 life of the structure St Helier

Sustainable Public Implement lift replacement programme in 2017-18 Finances, Improve 10, 11 multi-storey car parks St Helier

Sustainable Public Work with Andium Homes to deliver Ann 2018-19 Finances, Improve 10, 11 Court Car Park St Helier

Deliver the refurbishment of Patriotic St Car Sustainable Public Park to improve the amenity and extend the 2018 Finances, Improve 10, 11 life of the structure St Helier

189 Financial Narrative

Following the amalgamation of the Transport and Highways and Engineering divisions, the Jersey Car Parking trading operation will form closer links with the newly expanded “Transport” directorate. Subject to negotiations with the Minister for Treasury and Resources it is proposed that the Financial Return currently remitted to the States Consolidated Fund will over time be reduced with any additional income being used by the Department for Infrastructure to fund sustainable transport projects and initiatives, continuing the remit previously agreed by the States in 2004 (P.147/2004 refers) and 2010 (P.104/2010 refers). Following the unanimous adoption of P140/2015 (“Concessionary Bus Fares for the Disabled discussions with Liberty Bus”) in February 2016 the department has been investigating the potential introduction of a scheme to assist disabled persons with their transport needs. The proposition requests the Minister for Infrastructure to present a report to the States by September 2016 and this will be lodged separately from the MTFP2 Addition document. However, as the proposed funding mechanism for such a scheme is from excess income generated by Jersey Car Parking trading operation, this element of the proposal is included within this document to permit the scheme to be adopted and funded. The MTFP Addition has now been agreed and it is envisaged that the concessionary travel pilot scheme will be introduced in early 2017 and will be valid until the end of 2019, to coincide with the end of the period covered by the current MTFP. In early 2019, there will be a review of the pass in order to assess the extent to which it is meeting the transport needs of Jersey residents with a disability. Continuation of the scheme will be dependent upon the States agreeing on the benefits of the scheme for 2020 and beyond.

In addition to the above, and to secure appropriate funding for sustainable transport initiatives and unavoidable non-staff inflationary pressures such as the Bus contract and other transport related issues, it is proposed, subject to negotiation with the Minister for Treasury and Resources, to phase out the financial return credited to the consolidated fund over the period 2017 – 2019. As these requirements are the responsibility of the Department for Infrastructure and the States have previously given their approval that excess income from car parking can be used to fund transport initiatives, it is proposed that funding from the Trading Fund is allocated to the department and reflected as income of the transport division.

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194 Department for Infrastructure Jersey Fleet Management

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196 Jersey Fleet Management

Purpose

Responsible for the acquisition, maintenance, servicing, fuelling, garaging and disposal of vehicles and mobile plant on behalf of the States.

Responsibilities

 Provide the States with a fleet of vehicles fit for purpose at the best possible whole life costs;

 Provide cost effective fuel and workshop services for States fleet vehicles;  Provide all States departments with fleet accident claims administration.

2017-19 Change Projects

Strategic Projects Start Year Council Priority Goal

Manage significant vehicle asset disposals Sustainable Public resulting from Departments’ actions in 2017-19 11 Finances support of reduced budgets in MTFP 2

197 Financial Narrative

e serice reies eing unertaen across te tates of erse result in a perio of uncertaint for erse leet anagement n it as agree tat oul e responsile for managing te fleet across te pulic sector oeer uncertaint oer eter serices ill continue e outsource reconfigure or cease as meant tat in te last ear feer replacement eicles ae een ougt t is possile tat oer te coming perio more eicles an euipment ill ecome surplus to reuirements or ma e incorporate in outsourcing arrangements ile tis coul result in saings for te raing peration in te longer term consieration of appropriate leels of resource reuire to maintain te tates fleet coul result in a cange of irection for t ma e restructure or it ma aopt alternatie usiness moels ncrease orsop capacit coul see serices eing offere to oter pulic entities suc as parises or een some of te commercial operators unertaing significant contracts on ealf of te tates is also reieing te functions it operates te efficienc of te orsop an procurement operations an te management of te traing operation s te future reuirements of te tates ecome clear tis reie ill continue to eole to meet serice nees

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