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DRAFT Departmental Operational Business Plans DRAFT Departmental Operational Business Plans DEPARTMENTAL OPERATIONAL BUSINESS PLANS 2020 Business Plan Foreword Foreword From ensuring Islanders have access to the health and care services they need, making a positive difference every day to the lives of children and providing the right environment for our economy and businesses to grow, the public sector’s work touches everyone in Jersey. Since setting out a long-term vision in March 2018 to modernise and improve Jersey’s public services, we have made significant progress towards achieving that vision. Much of our success is down to the hard work and commitment of colleagues across all departments and services. The changes we are making are also equipping colleagues with Charlie Parker the capability and capacity to plan for the long term. Chief Executive Our ‘One Front Door’ at La Motte Street has provided a central service hub for customers. We have robust improvement plans in place for Children’s and Mental Health services. We have transformed our Treasury and Exchequer service, creating a unified finance team working for the whole of the Government. And we have made significant progress in restructuring our organisation to be more joined-up, delivering a modern, efficient and cost-effective public service. I am extremely proud that departments have, for the first time, produced a family of Business Plans that are published together, in a consistent format with clear strategies for improving cross- government working. These new Departmental Operational Business Plans are a crucial element of the Strategic Planning Framework, which brings together the ambitions of a new long-term Island Plan and the programmes and priorities set out in our new Government Plan. They bring to life what we do on a day-to-day basis. They set out the service improvements and innovations that connect the Government's high-level priorities to service and team objectives. And they translate the Council of Ministers’ priorities set out in the Common Strategic Policy, and activities detailed in the Government Plan 2020-23, into actionable tasks and measurable activities against which we can be held to account. More importantly, these new Business Plans provide the information that the States Assembly and Islanders need to understand how and what departments will be delivering for Jersey and establish a firm foundation from which we can build and improve the performance of the public sector for the future. Charlie Parker Chief Executive Officer and Head of the Public Service 2 Business Plan Contents Contents Introduction 4 Chief Operating Office 6 Children, Young People, Education and Skills 46 Customer and Local Services 93 Growth, Housing and Environment 114 Health and Community Services 156 Justice and Home Affairs 215 Office of the Chief Executive 257 Treasury and Exchequer 297 Strategic Policy, Performance and Population 341 3 Business Plan Introduction The Strategic Framework and Departmental Operational Business Plans The Strategic Framework The Strategic Framework brings together short-term, medium-term and long- term planning and is underpinned by the Jersey Standard, which will measure and drive our performance. The Strategic Framework is important, because many of the activities that we need to deliver, in order to progress towards the sustainable economic, social, environmental and cultural well-being of current and future generations of Islanders, will only bear fruit over a timeline that stretches long into the future, and well beyond the four-year term of a Council of Ministers. STRATEGIC FRAMEWORK Sets out the long-term community vision expressed by Islanders. Sets out the high-level priorities of the Government of Jersey during this term of office Sets out the activities to be delivered and associated GOVERNMENT PLAN income and expenditure to deliver the Government of 2020-23 Jersey’s priorities over the next four years Translate the activities set out in the Government Plan DEPARTMENTAL OPERATIONAL into actionable departmental tasks and measurable BUSINESS PLANS 2020 activities, together with accompanying detail of a wider set of services and deliverables MY CONVERSATION Links individual performance and development goals MY GOALS to departmental service objectives and deliverables The new corporate performance framework, which THE JERSEY STANDARD reports on progress against key outcomes for Jersey Departmental Operational Business Plans The Departmental Operational Business Plans translate the activities set out in the Government Plan 2020-23 into actionable tasks and measurable activities, together with accompanying detail of a wider set of services and deliverables. They transform words into actions and measure the impact of actions on outcomes. Through the Business Plans, service improvement and innovation activities are articulated and can be communicated both throughout the department 4 Business Plan Introduction but also, very importantly, across the whole organisation. This creates a key connection between the Government’s high-level priorities and service and team objectives, which then act as a starting point for individual employee appraisal conversations (My Conversation, My Goals). Business Plans show good business management. They provide transparency for Ministers, States Members, Scrutiny and the public on how taxpayers’ money is used and accounted for. The Business Plans are intended to set out a detailed business plan for the following year together with an outline of aims and objectives for the following three years. They are therefore aligned with the Government Plan cycle and provide accompanying detail of a wider set of services and deliverables to the Government Plan. The Business Plans will be updated annually. The Business Plans will be used on a regular basis at senior leadership level to review progress made against the departmental objectives and to share the learning of good progress and challenges within and across departments to support the development of a learning organisation. The production and use of Business Plans is a key item in the Annual Governance Review. This contributes to the Corporate Governance Report and forms part of the Annual Report and Accounts, ensuring Accountable Officers are compliant with the Public Finance Law. Directors General, as Accountable Officers for their department, are responsible for signing-off the Business Plans, having consulted with the Chief Executive Officer as Principal Accountable Officer. Directors General also have a responsibility to ensure that Ministerial policy direction is properly reflected in the Business Plans, and that Minister(s) are properly informed regarding the functions for which they are responsible, having due regard for any requirements set out in the Public Finances Manual. The Business Plans assist Accountable Officers in demonstrating compliance with their responsibilities, for example, as set out in, among other things, the Public Finances (Jersey) Law 2019, Public Finances Manual and the States of Jersey Law 2005. In particular, the Principal Accountable Officer is answerable to the Public Accounts Committee, and is accountable to the Council of Ministers, for the performance of his functions. Accountable Officers are also answerable to the Public Accounts Committee for the performance of their functions. 5 Business Plan Chief Operating Office Chief Operating Office 6 Business Plan Chief Operating Office Contents Contents Foreword 8 Department overview 9 Objectives for 2020 16 Key Projects and Service Improvements 19 planned for 2020 - 2023 Operating context 26 Engaging islanders and local communities 34 Delivery assurance and reporting controls 35 Measuring progress against deliverables 37 plannedfor 2020 Key Performance Indicators (KPI) – Monitoring 45 service performance 7 Business Plan Foreword Foreword I am pleased to present the Business Plan for the Chief Operating Office (‘COO’), which includes Modernisation and Digital, People and Corporate Services and Commercial Services as well as two cross government programmes. The mission of COO is to ‘enable and to protect the Government of Jersey’ and our plan covers how we will do this in the coming years. After years of sustained underinvestment, this plan is backed by a significant and essential investment in COO. An effective COO provides the foundations for delivering the Government’s priority of Modernising Government. This modernisation will mean more efficient, effective and better value services and infrastructure, alongside John Quinn long-term strategic and financial planning to serve our Director General Islanders better. The COO will enable this transformation within the Government of Jersey through the provision of new technology to enable new ways of working, by engaging colleagues differently and through changes to our commercial approach. By embedding these fundamentals, we will enable the rest of government to achieve their transformations and, at the same time, succeed in achieving the £100m efficiencies target by the end of 2023. Building strong technology, people and commercial foundations is going to be an exciting and demanding time for COO; but we have great people across our teams, who I know will respond positively to the challenge. John Quinn Director General 8 Business Plan Department Overview Department Overview Department: Chief Operating Office (COO) Services covered: Modernisation and Digital, People and Corporate Services and Commercial Services Director General: John Quinn Minister(s): Chief
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