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Information and public services for the Island of Jersey

L'înformâtion et les sèrvices publyis pouor I'Île dé Jèrri

Chief Minister's Department: Business Plan 2014

Information about the publication of Ministerial Decisions

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demonstrating that good governance, and clear lines of accountability and authority, are in place around decisions-making – including the reasons and basis on which a decision is made, and the action required to implement a decision
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A decision made 31 January 2014:

Decision Reference: MD-C-2014-0011
Decision Summary Title :	Business Plan for the Chief Minister’s Department: 2014		Date of Decision Summary:	31st January 2014
Decision Summary Author:	Project & Research Officer		Decision Summary: Public or Exempt? (State clauses from Code of Practice booklet)	Public
Type of Report: Oral or Written?	Written		Person Giving Oral Report:	N/A
Written Report Title :	Business Plan for the Chief Minister’s Department: 2014		Date of Written Report:	31st January 2014
Written Report Author:	Chief Executive Officer		Written Report : Public or Exempt? (State clauses from Code of Practice booklet)	Public
Subject: Business Plan for the Chief Minister’s Department 2014
Decision(s): The Chief Minister approved the 2014 Business for the Chief Minister’s Department.
Reason(s) for Decision: To set out the departmental business objectives and programme of work for 2014.
Resource Implications: As defined within the Business Plan.
Action required: The Business Plan is to be published in hardcopy and online on the States of Jersey website. The Business Plan is also to be forwarded to the Corporate Services Panel for its information.
Signature:		Position: Chief Minister
Date Signed:		Date of Decision (If different from Date Signed):

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Chief Minister's Department: Business Plan 2014

CONTENTS

CHIEF MINISTER’S FOREWORD 2

SECTION 1 3

Introduction by the Chief Executive 3

Structure, Principles and Values 6

SECTION 2A – SUMMARY OF KEY OBJECTIVES AND PRIORITIES 7

SECTION 2B – KEY OBJECTIVES, KEY PERFORMANCE 10

INDICATORS, KEY RISKS

Central Policy Unit

External Relations and Constitutional Affairs

Law Draftsman

Information Services

Human Resources

SECTION 3 – RESOURCES 34

CHIEF MINISTER’S FOREWORD

In 2014, the Department will continue to deliver the priorities approved by the States in the Strategic Plan. I am pleased with the progress made in 2013 and intend to build on these achievements during 2014. It is worth singling out a few issues in more detail:

Major cross-departmental policies are now being coordinated by a new Social Policy Unit. This unit has helped to develop the alcohol and licensing policy and the new Charities Law, and has supported the creation of new co-ordinating groups, like the Adults Policy and Housing Strategy Groups.
Safeguarding boards for children and adults have been established. This work was coordinated by the Social Policy Unit in partnership with the relevant departments, and will help to protect vulnerable people in our island from harm.
We have launched a long term planning framework to coordinate major policies across the organisation for the next twenty years and beyond. Preparing for Our Future will provide a foundation for Ministers to determine how all our policies can support the balance we set between economic, community and environmental goals.
The Control of Housing and Work law has been introduced, enabling States Departments to share data and work more effectively together. The law puts us in a stronger position to implement the population policies that support our Island and its economy.
Unemployed Islanders are being helped into work through training and support, and licences for migrant workers are being limited, as we strive to get more people into employment.
We are making progress on the work to develop a more flexible and efficient public sector that delivers excellent service at good value. There are a number of different strands to the reform programme:
- Staff are being trained to come up with new ways to deliver services, using the business process Lean
- E-government will be introduced across the organisation, with pilot programmes currently testing new digital services. 2014 will see more integrated online services and better public access to government information
- Workforce Modernisation is reducing the number of different pay structures across the organisation and reviewing policies for different pay groups. We have already agreed updated policies on maternity and paternity leave, adoption leave, special leave and flexible working. Working in partnership with trade union representatives we are aiming to reduce 76 employment policies to around 35.
In 2013, the States Assembly agreed to establish the new position of Minister for External Relations. This post will support work to increase the recognition of Jersey’s international identity and to develop positive relations with other jurisdictions.
We are bringing constitutional affairs and the mechanics of justice together under the Director for External Relations and Constitutional Affairs, and in 2014 will start by reviewing access to justice in our Island.

This is a list of achievements to be proud of. Our task in 2014 is to continue in this positive vein, delivering the services Islanders rightly expect of us.

Senator Ian Gorst

Chief Minister

SECTION 1

INTRODUCTION BY THE CHIEF EXECUTIVE

The Chief Minister’s Department is structured as indicated below with two separate Accounting Officers:

1. Chief Executive

• Central Policy Unit

• Reform Programme Office

• Law Draftsman’s Office

• Information Services

• Human Resources

• Financial Services

2. Director of External Relations and Constitutional Affairs

• UK, European and International relations support for the Chief Minister, Minister for External Relations and other Ministers;

• Policy advice and implementation to support the Chief Minister’s responsibility within the executive branch of government for policy and resources in relation to the overall justice system, safeguarding human rights, external data protection issues, legal services, constitutional reform and strengthening democracy.

The Department will continue to deliver and develop its services to the public and other States Departments in line with its twin objectives of improving quality and efficiency.

Looking forward, the core projects and issues for each area of the Department over the 12 months are:

Central Policy Unit

The Strategic Plan approved in 2012 will drive the department’s policy programme for 2014. In support of this, the way policy is developed and monitored will be reviewed and enhanced to ensure appropriate co-ordination and sound performance management, including use of statistical data, tools and quality economic advice.

In addition, there are a wide range of policies under development within the Chief Minister’s Department, most of which will culminate in 2014; most notably, population policies, charities legislation, social housing regulation and a wider housing strategy, and enhancement of alcohol and licencing policies. In addition, the systems and policies of the Population Office will continue to be developed to regulate inward migration, and to provide a spine for data management across the States working in conjunction with the Information Services Department and in support of the reform programme.

Alongside this, work will continue on the development of a sustainable long term planning process. This will enable informed and co-ordinated policy development and planning, supported by performance management tools, over time and into the long term.

Reform Programme Office

During 2014, the Department will continue to lead a programme of Public Sector Reform and develop wide-ranging policies and plans to modernise and prepare the organisation to meet the challenges of the future.

An important part of our work will be to improve the transparency of government decisions and continue to increase public engagement in the development of policy. This includes co-ordinating the development of an implementation plan for the Freedom of Information legislation approved by the States in 2011, subject to resources being made available.

Emergency Planning

The Emergencies Council will continue to lead a programme of improvements to the emergency planning and management structures and processes supported by the Emergency Planning Board, chaired by the Chief Executive.

Law Drafting

The Law Draftsman’s department is a vital service providing the legislative framework within which the States operates and services are provided. The Law Draftsman’s department has taken on an additional permanent member of staff to help deliver the legislation required to support initiatives to grow the economy and protect jobs.

Information Services

Information Services (IS) delivers focused technology solutions to its customer departments. Alongside this delivery (through embedded Business Support Groups) the function manages frameworks for corporate information, applications and infrastructure.

The IS strategy is to deliver the technology elements for e-government whilst also streamlining States infrastructure. The priority for the MTFP period is to support the delivery of CSR savings and the new Strategic Plan objectives across the States where these are dependent on technology solutions.

Key activities in the MTFP period are:

Upgrade of PC office information systems
Consolidating existing data centres
Streamlining the support model for corporate systems and services
Supporting projects to improve finance and HR systems and processes
Continuing the development of web services and more citizen services online.

Human Resources

Human Resources (HR) core purpose is to provide strategic and transactional people management support to States Departments to deliver their departmental and CSR objectives.

In order to fulfil this accountability, the function has a number of key activities to deliver in the MTFP period:

Completion and implementation of the Terms and Conditions of Service Review
Provide Organisational Development and Performance Management improvements
Upgrade or replace the Human Resources Information Systems (HRIS)
Reshape HR to support the future structure of the States organisation
Provide a Workforce Plan and Talent management process focussing on supplying successful local candidates for key roles.

In financial terms, much of HR’s funding for training and organisational development has come in previous years from non-recurring sources. This MTFP seeks to provide the appropriate balance of substantive and project funding for the function by 2015.

External Relations and Constitutional Affairs

During 2013, the importance of UK, European and international affairs was recognised by the establishment and appointment of a Minister for External Relations. Under these new arrangements, during 2014, the Department will seek to continue to protect Jersey’s unique constitution and autonomy; to promote Jersey’s international identity and good reputation as a responsible country committed to the rule of law, international standards and respect for internationally recognised human and labour rights; to develop Jersey’s competitive position in the global economy; and to promote Jersey’s cultural identity abroad.

Also during 2013, the States Assembly confirmed that the Chief Minister is responsible within the executive branch of government for policy and resources in relation to the overall justice system, the Legislation Advisory Panel, safeguarding human rights, data protection, legal services, constitutional reform, and strengthening democracy. During 2014, the focus of policy development will include the completion of the Machinery of Government Review in partnership with the Privileges & Procedures Committee and the Chairmen’s Committee, initiating a review of Access to Justice in Jersey and issuing a green paper regarding the establishment of a Judicial Services Commission.

Financial Services

Following the jurisdictional review undertaken by McKinsey, the importance of the finance industry was recognised by the transfer of the Financial Services Department from Economic Development Department to the Chief Ministers Department.

Under these new arrangements, the Department will seek to continue to protect Jersey’s unique constitution and autonomy; to promote Jersey’s international identity and good reputation as a responsible and well regulated jurisdiction for international financial services, committed to the rule of law, and meeting international standards; develop Jersey’s competitive position in the global economy; support the development of appropriate legislation and policy for the international financial industry; and promote the financial services industry.

John Richardson

Chief Executive

The Ministerial Team

Chief Minister: Senator Ian Gorst

Deputy Chief Minister: Senator Ian Le Marquand

Minister for External Relations: Senator Sir Philip Bailhache

Assistant Chief Minister (Policy) Senator Paul Routier

Minister with concurrent responsibility for Financial Services Senator Philip Ozouf

Our Structure

Our Guiding Principles

We will provide strong leadership
We will value our community
We will promote fairness and responsibility

Our Values:

Customer Service – we will put the customer at the heart iof everything we do

Pride – we take pride in delivering an effective public service for Jersey

Efficiency – we relentlessly drive out waste and inefficiency

Honesty and Integrity – we will always be fair and honest and act with integrity

Continuous Improvement – we constantly look for ways to improve what we do and are flexible and open to change

Working Together – we will achieve success in all we do by working together

Section 2A - Summary of Key Objectives and Priorities 2013 to 2015

CHIEF MINISTER

AIM:

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

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

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

● conduct external relations to further develop Jersey’s international standing and strengthen business and cultural links which benefit Islanders.

SUMMARY OF KEY OBJECTIVES AND KEY PERFORMANCE/SUCCESS CRITERIA

CHIEF EXECUTIVE

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

Success criteria:

(i) A robust framework in place with clear processes defined for developing and co-ordinating and communicating policy to deliver the Strategic Plan and to achieve a balance of economic, social and environmental objectives;

(ii) Housing Strategy developed and agreed;

(iii) Co-ordinated long term (15+ years) socio/economic/environmental policy plan produced as a blueprint for the future.

Strategic Plan Reference:

- The Vision: A safe and caring community; A strong and sustainable economy; Preparing for the future; Protecting the environment; A highly skilled workforce

- The Priorities: Get People into Work; Manage Population Growth and Migration; House Our Community; Promote Family and Community Values; Reform Health & Social Services; Reform Government & the Public Sector; Develop Long-term Planning

Objective 2: An efficient and effective public sector fit for the purpose of delivering the Council of Ministers’ strategic vision and priorities.

Success criteria:

(i) Continued focus on delivering essential services through the prioritisation of budgets and manpower in accordance with strategic priorities;

(ii) Agreed model for reformed public sector based on service redesign, workforce modernisation and cultural change;

(iii) Public services matched to affordability and public expectation.

Strategic Plan Reference:

- The Vision: Preparing for the future; A highly skilled workforce

- The Priorities: Reform Government & the Public Sector; Develop Long-term Planning

Objective 3: Decision-making improved and debate better informed through the provision of accurate and timely professional advice and information.

Success criteria:

(i) States assisted to meet its objectives through the provision of sound advice;

(ii) Ministerial decisions supported by robust evidence;

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

(iv) Structures in place to ensure proper governance processes and information management;

(v) Successful implementation of Freedom of Information arrangements;

Strategic Plan Reference:

- The Vision: A safe and caring community; A strong and sustainable economy; Preparing for the future

- The Priorities: Get People into Work; Manage Population Growth and Migration; Promote Family and Community Values; Develop Long-term Planning

Objective 4: Population levels that achieve a balance between economic growth and the additional demand migration places on accommodation, infrastructure and resources Success criteria:

(i) Revised migration/population policy agreed by the States

(ii) Improved mechanisms in place to control population

Strategic Plan Reference:

- The Vision: A safe and caring community; A strong and sustainable economy; Preparing for the future; Protecting the environment; A highly skilled workforce

- The Priorities: Get People into Work; Manage Population Growth and Migration; House Our Community; Develop Long-term Planning

EXTERNAL RELATIONS AND CONSTITUTIONAL AFFAIRS

Objective 5: Jersey’s international responsibilities fulfilled and beneficial relations advanced with the United Kingdom, other countries and International organisations

Performance/success criteria:

(i) International obligations met;

(ii) Relevant international conventions and bi-lateral agreements are ratified/extended, recognising Jersey’s autonomy and commitment to international standards;

(iii) Close relationship with the UK maintained and our unique constitution and autonomy protected;

(iv) Strengthened international relations and partnerships, supporting new and existing business and cultural links which benefit Islanders.

Strategic Plan Reference:

- The Vision: A safe and caring community; A strong and sustainable economy; Preparing for the future

- The Priorities: Get People into Work; Manage Population Growth and Migration; Develop Long-term Planning

Financial Services

Objective 6: Maintain and support the growth of financial services sector capacity.

Performance/success criteria:

(i) Development of both existing (UK/EU) and new markets in line with the strategy agreed following the jurisdictional review.

(ii) Alignment of Jersey Finance Ltd, the Jersey Financial Services Commission and Government operating within a set of common objectives.

(iii) Contribute to increasing the speed of legislative development alongside the Law Officers Department.

(iv) Maintain Jersey’s international profile as a transparent and cooperative jurisdiction.

Strategic Plan Reference:

- Vision: A strong and sustainable economy

- Priority: Get People Into Work

SECTION 2B - KEY OBJECTIVES, KEY PERFORMANCE INDICATORS, KEY RISKS

*Key Objective as agreed by the States in the 2012 Annual Business Plan (see Section 2A)

CHIEF MINISTER’S POLICY UNIT

Budget: £2,689,100

1. BP Ref	2. Objective/Action		3. Key Performance Indicators		4. Target		5. Imp Year	6. Key Risk	7. *Key Objective
Chief Executive’s Office Budget: £1,614,400
Communications and Ministerial Support
1	Increase the engagement of Islanders in policy-making through an effective and meaningful consultation process		% of significant new policies go out to consultation, using consultation guidelines		100%		On-going	Departments need to understand importance of following consultation guidelines Staff turnover means regular advice on running a consultation is needed	1,2
2	Advise the Council of Ministers and departments on how best to communicate the development of new policies		Attend regular Council of Ministers briefings Develop strategies and provide advice on communicating policies		Provide support as required 100%		On-going	Requires consistent communication between departments and Comms Unit Ministers may not see value of advice	1,2
3	Develop and monitor use of new communication channels		Public engagement with social media channels and response to new methods of communicating information				On-going	Inadequate and delayed response to comments and queries on social media sites	1,2
4	Develop the role of the communications network to encourage coordinated, consistent messages and to share important information on policy changes and reform which will affect all staff. The network will also enable the regular sharing of best practice on consultation and communication.		Ensure Communications Unit is aware of all major States communications Communications issues to be discussed at CMB meetings Communications skills are included in staff training Staff understand and are prepared for reform and the introduction of new policies (such as FOI) Improved public participation in consultation processes Turnout at Communications Network meetings		100% Monthly Comms training offered through HR programme of courses Increased participation 90%		On-going	Guidelines may not be adopted by departments Staff may stick to tried and trusted methods, which do not reach all sections of the community Departments may not involve Comms Unit early enough in the consultation process	1,2
5	Provide support to the Chief Minister, Council of Ministers, and Corporate Management Board, and facilitate engagement with the Comité des Connétables on matters relating to the States and the Parishes		CoM agendas and papers issued Quality Assurance and recording of Ministerial decisions Drafting of answers to States Written and Oral Questions Drafting of briefing papers on forthcoming Projets CMB agendas and papers issued		5 working days before COM meeting Weekly By Thursday before States sitting As required 5 working days before meeting		On-going	Questions not focussed or cross departmental lead to delays or un-co-ordinated response Papers delayed distribution due to late arrival of papers from departments	1,2
Strategic Planning
6	Develop a new integrated Strategic Objective hierarchy defining primary and delivery objectives in support of the Strategic Goals set out in the Long Term Planning Framework		Primary Objectives defined for each Strategic Goal Delivery Objectives defined for each Primary Objective Alignment with ROLE performance review model defined and delivered		New strategic objective hierarchy in place by October 2014		2014	Resource capacity within departments to support strategy mapping	1,2,3
7	Develop a process to facilitate cross-functional consideration of policies, strategies and initiatives to ensure that their contribution and impact is fully understood and aligned to long term strategic goals		Best practise review of policy alignment tools completed Local model developed and tested Policy alignment process implemented		New policy alignment process in place by October 2014		2014	Process perceived as a layer of compliance rather than an opportunity for different policy makers to exchange ideas in relation to delivery of Strategic Goals	1,2,3
8	Develop a new integrated performance system to: a) monitor progress towards, and achievability of, key strategic outcomes and b) assess the contribution and effectiveness of delivery strategies and policies towards strategic outcomes		Outcome indicators for each Strategic Objective and linked Primary Objectives agreed Output indicators for Delivery Objectives agreed Performance reporting format and processes agreed		New performance system in place by October 2014		2014	Capacity and capability of corporate systems to monitor required data Data quality and governance	1,2,3
9	Develop, coordinate and collate a Strategic Assessment to help CMB and CoM fulfil their strategic planning responsibilities by identifying: a) Jersey’s current performance in relation to the Strategic Goals identified in the Long Term Plan b) Emerging issues and challenges for consideration in the planning process		Delivery team established Format, content requirements and reporting processes agreed Review and audit arrangements agreed Progress/achievability rankings agreed Document collated for presentation to incoming States Members in October 2014		Strategic Assessment completed by October 2014		2014	Capacity and capability of corporate systems to monitor required data Data quality and governance	1,2,3
Social Policy Unit
10	Support development and growth of Third Sector organisations in Jersey		Charities Law drafted and debated Compact between SoJ and Third Sector adopted SoJ employee volunteering scheme		End Q3 2014 End Q1 2015 End Q4 2014		2014-15	States election Lack of Departmental consensus on Compact HR resource availability to support ESV	1,3
11	Children, Young People’s and adults policy: ensure cross departmental policies are aligned and advanced, particularly in relation to children and adults with a special need.		UNCRC extended to Jersey On-going delivery of Children and Young people’s strategic framework including development of enhanced monitoring system Development of strategic framework for adults with a special need, including those with a disability Delivery of community transport project		January 2014 Ongoing (monitoring system end January 2014) End Q2 2014 Ongoing		2014	Lack of resources to drive forward co-ordination of children’s and adults framework resulting in loss of engagement. Transport: lack of participation by SoJ Departments as not central to their objectives.	1,3
12	Support and enhance safeguarding arrangements for children and adults		Provision of corporate support to Adult and Children’s Safeguarding Partnership Boards		Ongoing			Inappropriate levels of political engagement damages independence of safeguarding function and Chair
13	Complete and deliver Alcohol and Licensing Strategy		Policy Group operational Alcohol and Licensing Strategy adopted by States Assembly Framework Licensing Law debated		January 2014 End Q2 2014 End Q2 2014		2014	Failure to maintain political conensus	1,3
14	Continue to develop a range of other social policies, including around living wage assessment, community transport, etc.		Living Wage: development of assessment framework Review of access to states services by newly arrived migrants		End Q2 2014 End Q3 2014		2014	Access to resources and specialist knowledge/skills
Strategic Housing Unit
15	Develop Draft Cross–Tenure Housing Strategy (for debate in 2015)		Background papers completed Consultation paper published		End Q2 2014 End Q4 2014		2014	Uncertainty over population policy direction States elections	1,2
16	Introduce Regulation for Social Housing		Lodge R&P		Feb 2014
17	Produce “pathway” document outlining policies to secure good quality private rental accommodation, including working with Public Health Department		Present Report		End 2014
18	Introduce scheme for the protection of deposits of private sector tenants, and other mechanisms to improve landlord and tenant relations		Lodge Regulations		Q2 2014
19	Draft legal framework for affordable housing sales		Revised law written and lodged		End Q3 2014		2014	Law drafting time not available	1,2
20	Review fiscal policy options (Land/development tax) within T&R led review		Working part established Report completed		Start Q1 2014 End Q3 2014		2014	States elections	1,2,3
Economics Unit
21	Improve policy development across the States by providing timely and sound written/verbal economic advice to the Council of Ministers and all States Departments on all aspects of macro and micro economic policy.		Timely and sound written/verbal economic advice provided on all aspects of economic policy States policy supports States economic objectives		Requirements of Departments met Advice delivered on time		On-going	Quantity/timing of requests outstrips resources	1,2
22	Work with the Economic Development Department to continue to develop and implement the States’ Economic Growth and Diversification Strategy: support on-going development and assessment of underlying strategies such as Enterprise Strategy and inward investment policy undertake economic assessment of applications to Innovation Fund and fulfil place on the Board provide timely advice on all policy to ensure that it is consistent with economic growth, job creation, higher productivity, low inflation and improved competitiveness continue to assist EDD in evaluation of existing policies against objectives Advise on Strategic Transport issues		Economic Development receives sound and timely advice to assess the impact of policy on these objectives Implementation of agreed measures leading to: Higher real economic growth Improved productivity Increased tax receipts Employment of local people		As required Applications to Innovation Fund assessed in timely manner		Ongoing	Advice not sought at right time Global/Eurozone economic conditions work against measures taken in Jersey EDD do not engage unit in evaluation process	1,2
23	Advise the Treasury and Resources Department on development of tax and spending policies that are consistent with the States’ economic objectives of growth, job creation, low inflation, and in line with latest FPP advice. Provide analysis to support the development of income tax forecasts		Annual Budget proposals consistent with economic objectives Other tax and spending policies support economic objectives FPP recommendations reflected in policies Income Tax Forecasting Group receives appropriate analysis		Analysis and advice provided at key times such as during development of Budget proposals and during financial forecasts process		On-going	T&R do not engage with unit at right time Global/Eurozone economic conditions work against measures taken in Jersey Data limitations lead to inaccurate forecasts	1,2
24	Promote wider understanding of the Jersey economy and outlook by: Regularly analysing economic trends and outlook for the Jersey economy for the Council of Ministers and States Depts Publish a bi-annual Economic Outlook that includes inflation forecasts		Regular analysis of the Jersey economy and economic trends through publication of Economic Outlook Produce inflation forecasts		Advice and forecasts delivered on time Economic Outlook published 2 times a year		On-going	With limited resources unable to undertake key pieces of analysis Data limitations/global uncertainty reduce accuracy of forecasts	1,2
25	Act as the Fiscal Policy Panel’s secretariat and assist them in undertaking economic analysis for their reports and consistent with them meeting their remit.		FPP reports published on time and meetings/visits meet their requirements Economic analysis provided to meet FPP needs		FPP fulfil remit in line with new legislation		On-going	With limited resources unable to provide appropriate level of support	1,2,3
26	Work with the States Chief Statistician to develop a work programme to undertake productivity research and additional analysis to better understand Jersey economy wide and sectoral productivity performance and inform policy development.		Work programme established with agreed timescales and deliverables		By June 2014		On-going	Not enough resources to deliver additional work programme and associated outputs.	1,2,3
27	Work with other departments, including States Chief Statistician to gather additional information on the barriers to participation of key target groups within the population.		Additional information gathered to inform policy and future work programme established		End of 2014		On-going	Not enough resources to undertake additional analysis and other work takes resources/priority.	1,2,3
28	Establish in conjunction with the Social Security Department what information exists on the interaction of tax and benefit system and whether more analysis should be undertaken to inform policy development.		Discussions initiated with key officers at Social Security Department.		By June 2014		2014	Other more pressing priorities mean work does not get due attention.	1,2
29	In conjunction with the Strategic Housing Unit, develop a work programme to identify barriers to the timely supply of housing to meet demand, and measures where States policies to improve affordability can be improved		Work programme developed		End of 2014		2014	Insufficient evidence base to establish work programme Other work given higher priority	1,2
Population Office
30	Enhance and review processes supporting the Control of Housing & Work Law; including The implementation of robust compliance and enforcement procedures and Mechanisms to deliver the “Interim Population Policy”, subject to approval Deliver integration with a wider range of departmental database to support completeness and accuracy and customer experience		Review law / regulations to ensure appropriate level of enforcement rights for officers Implementation of recommendations of review of processes Improve standards of customer service and accuracy Achievement of Strategic objectives on immigration and population		July 2014 Attain 99% accuracy rate for data collected and cards issued. Immigration limited in line with States objectives, including around employment and housing		2014	Variations in economic climate / systems / volumes of applications.	1,4
31	Support Ministers and manage the operation of Housing and Work Advisory Group		Understood and agreed mode of operation. Frequent & quorate meetings Questions, briefings, advice provided to time / satisfaction of Ministers.		12 or more meetings in year with appropriate attendances.		2014	Other ministerial commitments	1,2,4
32	Lodge Interim Population Policy		To schedule		Lodge end Jan Debate end April		2014	Lack of consensus
Statistics Unit
33	Support economic policy development by producing high quality economic data, particularly measurement of real term economic growth/decline		Data produced and published to pre‑announced release timetable		100% released to schedule		2014	Businesses unwilling to respond to voluntary surveys. Data quality (accuracy and coverage) of Dec 2013 and Jun 2014 Manpower Surveys under CHWL	3
34	Support social and environmental policy development by producing timely data on social and environmental issues		Run and publish 2014 annual social survey (JASS) Publish: Housing Affordability study Jersey Better Life Index		Run in summer 2014; publish in Q4 2014 Publish by Q2 2014		2014 2014		1,3
35	Support strategic policy development and decision-making processes		Ongoing analysis, facilitated by: population model household spending and income data Start running 2014/15 Household Spending & Income Survey Publish annual update of population and net migration		As requested by departments Start Q2 2014 Publish in June 2014		2014 2014/5 2014	Meeting urgent/high priority issues of departments. Data quality of Dec 2013 Manpower Survey under CHWL	1,3,4
36	Provide support to the independent Statistics Users Group		Quarterly meetings		4 meetings per calendar year		2014
Emergency Planning
37		Support & maintain the EC/EPB resilience structures by: Maintaining impetus and encourage collaboration between partners in the resilience community across working groups Review of Emergency Powers and Planning (Jersey) Law 1990		Report findings to EPB and EC Make recommendations to the Emergencies Council		EPB Quarterly EC Biannually Qtr 4	2014	Revision of priorities due to unexpected events Stakeholder engagement Revision of priorities due to unexpected events Stakeholder engagement	1,2 8
38		Enhance emergency preparedness, knowledge, training and skills by developing roles and responsibilities of stakeholders:		Deliver exercises to validate the Island ‘Emergency Reception Centre’s Plan’ and Ports of Jersey Emergency Plan for Elizabeth Terminal Deliver multi agency ‘Tactical and Strategic ’ Incident Command Training Run accountable log keeping refresher training Deliver a Communications ‘Interoperability’ study day / table top exercise Support the appointment of the SOJ Business Continuity Manager and delivery of a Business Continuity Strategy and Framework for the States of Jersey Deliver an exercise to validate the ‘Kosangas ‘on site and ‘off site’ Emergency Response Plan Collaborate with the Prefecture de la Manche Nuclear Exercise (TBC)		Qtr 2 Qtr 3 Qtr 2/3 Qtr 2/3 Qtr 1 Qtr 3 tbc	2014	Revision of priorities due to unexpected events Stakeholder engagement	1,2 8

REFORM PROGRAMME OFFICE

Budget: £232,900 + £150,000 funded from CSR restructuring provision

1. BP Ref	2. Objective/Action	3. Key Performance Indicators	4. Target	5. Imp Year	6. Key Risk	7. *Key Objective
39	The Public Sector Reform Programme: Ensure Programme Manager Office in place to effectively manage PSR programme Develop and maintain programme plan Manage the restructuring provision budget Identify, manage and mitigate risks to the Reform Programme	PMO in place Regular updates to Programme Board All business requests from budget reviewed to ensuring appropriate approvals expenditure audited Report to the Programme Board	Monthly 100% 100% Monthly	On-going		2

BP Ref

Objective/Action

Key Performance Indicators

Target

Imp

Year

Key Risk

*Key Objective

The Public Sector Reform Programme:

Ensure Programme Manager Office in place to effectively manage PSR programme
Develop and maintain programme plan
Manage the restructuring provision budget
Identify, manage and mitigate risks to the Reform Programme

PMO in place
Regular updates to Programme Board

All business requests from budget reviewed to ensuring appropriate approvals
expenditure audited
Report to the Programme Board

Monthly

100%

100%
Monthly

On-going

HUMAN RESOURCES

Total Budget £5,361,100

BP Ref

Objective/Action

Key Performance Indicators

Target

Imp

Year

Key Risk

*Key Objective

1. Foundations – Getting the Basics right

HR Operating Model

HR Programme Office

HR Communication and Engagement

HR BP Model

HR Analytics

HR Data Integrity

Resourcing

HR Succession Plan

HR Talent Management

Induction

Review and implement fit for purpose HR Operating Model to deliver strategic and operational plan

On review, introduction of HR Service Proposition (SLA’s/KPI’s)

Set up and Implement formal governance structure and reporting mechanisms

Develop HR brand and value proposition (Services)

Develop internal communication capability for delivery through HRBP

Review and re-calibrate service provision

Introduce BP toolkit

Develop and refine model

Introduction of core HR Management Information to Business areas on a monthly basis (People Dashboard)

Develop and refine service proposition

Develop bespoke reporting capability

Implement data cleanse programme of work as a key dependency to HR Transformation Programme

Review of all current resourcing based activity organisationally

Create resourcing strategy

Deliver resourcing strategy

Deliver pilot for HR department

Deliver pilot for HR department

Review, develop and implement new induction programme

Phase 1 – Q1

Develop – Q1

Deliver – Q2

Phase 1 – Q1

Phase 2 - Q2

Q2/3

Start Q1 – ongoing through 2014

Q3/4

Phase 1 Q2

Design Q1

Deliver Q2/3

2014

Senior Leadership change

Budget

HR capability and capacity

Department buy-in

2;5

Focus on HR providing a consistent and professional service across all departments

Provide the basics that underpin the Public Sector Reform Programme

2. Workforce Modernisation:- Creating the Landscape for Change

Job evaluation

Reward

Competency Framework

Terms & Conditions and Policy modernisation

Performance management (Performance, development and reward)

Talent management

Succession Planning

Pensions

Establish a framework for a discrimination proof JE system
Using the HSSD work force as a pilot evaluate a range of roles focussing on Nursing and AHP roles to establish validity of approach

Integrated reward framework in HSS, to form the basis of a States wide reward framework
Executive Reward review and recommendations

Competency framework linked to the reward and performance management framework

Suite of modern terms and conditions and policies based on best practice and compliant with current and predicted future employment legislation.

Develop a performance management framework linked to reward which supports organisational performance

Deliver Talent management strategy and implementation plan

Deliver Succession Planning strategy and implementation plan

Contribute to the Pension work stream for the reform of pension arrangements across the Public Sector

In line with project plan

2013/

2015 - See programme plans

Trade union and line mgt engagement
Time & resources financial and people
MTFP 1 constraints
Change fatigue
Suitable technology platform
Capability
Financial capacity of the States of Jersey
Resistance by CMB.to proposals from Departments and staff
Poor metrics and data
Financial constraints
Resistance by Key Officers
Difficulties in agreeing target areas for implementation
Resistance by senior management to a coordinated approach;
lack of data on needs

To deliver the Public Sector Reform agenda

3. Increasing Service Efficiency - Changing the Way We Work

Lean

People System Replacement Project (HRIS)

Learning and Development

Workforce Planning

Share point

Deliver Lean programme across all departments in line with programme plan
Develop Lean Academy
Develop Lean capability within HR to support delivery of working changes and process improvements in:
- BST
- Health HR
- Embedded HR

Deliver in line with Programme plan
Joint tender with payroll project
Review governance structure and implement new structure
Re-plan and integrate timelines (if in line with recommendation)

Deliver Learning and Development Strategy and implementation plan
Review and develop Leadership and Management Development programmes at all levels

Develop workforce planning capability (initial focus on Health)

Development and implementation of Share point in HR

Q1-4

Q1-3

Q1-4

Q1-3

Q2-4

Q1-2

2014-2015 (see programme plans)

Staff resistance; behavioural and cultural opposition. Lean not widely understood and/or accepted by staff or management. Funding not forthcoming.

Workforce planning not seen as relevant or achievable; little buy-in from Departments

Little recognition of the need for such a programme; funding dries up; low engagement and behavioural change from those on programme.
Releasing staff from day job demands
Time and resource

2;5

Public Sector Reform through continuous change

External/Mandatory

Legislation

Diversity

Wellbeing

Deliver compliant policies and awareness communication for impending or emerging legislation including:
- Race Discrimination
- Family Friendly Legislation

Freedom of Information – contribute to the delivery of FOI within the scope of the HR function in line with project plan

Review, develop and deliver learning interventions to support the delivery of Discrimination legislation

Development and implementation of a Wellbeing strategy aligned to Health and Safety initiatives

Q1-4

Review Q1

Develop Q2

Deliver Q2/3

Develop Q2

Deliver Q3-4

Conflict with other initiatives

Time

Budget

Resource

Compliance with external and mandatory legislative or regulatory changes

INFORMATION SERVICES DEPARTMENT (ISD)

Budget: £10,175,000

1. BP Ref	2. Objective/Action	3. Key Performance Indicators	4. Target	5. Imp Year	6. Key Risk	7. *Key Objective
41	A common, efficient user support framework: Windows 7 and Office 2010 rolled out . Microsoft Windows 8 and Office 2014 roll out plan and feasibility study carried out Review Service Desk to improve efficiency and customer service Implementation of mobile working service including the use of secure access from Laptops/Mobile devices to the States of Jersey network through wireless technology (Wi-Fi).	Replacement programme completed Identify critical applications that need remediation. Improved service delivery and customer satisfaction Robust, secure and scalable solution found and implemented	Q3 2014 Q4 2014 Q1 2014 Q3 2014	2014	Technical compatibility and use of leading-edge technology Security issues may cause delays	2,3
42	A technology infrastructure that supports the delivery of public services: Implementation of a cost effective and shared corporate storage solution Implementation of the replacement Voice over IP (VoIP) telephone system Consolidation of physical servers into virtual servers programme	Solution Implemented No disruption to critical services. 75% virtual servers	Q4 2014 2015 Q4 2014	2014-15	Supplier experience of delivery of government solution to ensure security of data. Security or technical issues prevent migration of data Delays because of resources of supplier or other priorities	2,3
43	A web platform to support the transition to e-Government: A redesigned www.gov.je site that reflects current best practice, meets accessibility standards, and works well on smartphones and tablets The www.mygov.je customer portal enhanced to increased adoption, with easier registration and login and providing new online transactions A standard approach to accepting online payments including debit/credit cards and direct debits and the ability to send transaction data to finance systems for reconciliation A standard approach for departments to launch e-forms, including integration with back-end systems	15% increase of pageviews Independent verification that W3C WAI ‘AA’ accessibility standard met. Independent verification that usability has improved. Sitemorse benchmark at least 9.0 (out of 10) 1,000 new users Standards created At least 3 instances of ePayments live Standards created At least 15 eForms live	Q3 2014 Q3 2014 Q2 2014 Q2 2014	2014	Some 3rd party functionality may not meet accessibility standards or work on smartphones Budget/resource allocated may be insufficient Consultants may recommend complete redevelopment Varying departmental processes and systems may prevent creation and adoption of a standardized process for e-Payments across the SoJ	2,3
44	Architecture and Standards: Clear and concise IS technical standards developed, agreed and published All new systems are assessed against existing functionality and information/data held elsewhere	Technical standards published and communicated Governance process in place	Q1 2014 Q1 2014	2014	Delays due to other priorities Lack of integrated approach to new system design and development	2,3
45	Application Management: Delivery of application and technical architecture for common processes for procure to pay, HR lifecycle and service to cash Development of middleware capability for integration of departmental and enterprise applications Strategies and lifecycle plans for all major line-of-business applications Framework for consistent business relationship management	In place and used by all departments In place and in use for core interfaces Strategies developed and communicated Departmental IS Strategies developed and communicated	2015 Q4 2014 Q4 2014 Q4 2014	2014-15	Lack of integrated approach to new system design and development	2,3
46	Information Management and governance of enterprise information: Maturation of Data Management framework for using, maintaining and sharing basic demographic data. Implement Data Security policies, guidelines and procedures for internal and external sharing of States of Jersey data Information Management preparedness for the implementation of the Freedom of Information (Jersey) Law 2011 which will come in force on 1 January 2015 Expand work on the Tell Us Once Framework in order to improve the using, maintaining and sharing citizen data	Review and implement lessons learned from data framework developed in 2013 Policies, guidelines and procedures completed and implemented Freedom of Information training for States of Jersey employees Maturation of Tell Us Once framework used by the Migration and Population Control project Improved integrity of data used to compile unique citizen profile	Q4 2014 Q4 2014 Q4 2014 Q4 2014 Q4 2014	2014-15	Lack of understanding that data is a business asset Resistance to data usage cultural change Incomplete staffing of the Information Management team Data owners not empowered or encouraged to explore data sharing opportunities within and outside of the States of Jersey Miss opportunity to include the awareness and the discussion of Information Management in the eGov, Public Sector Reform and Lean initiatives	2,3

BP Ref

Objective/Action

Key Performance Indicators

Target

Imp

Year

Key Risk

*Key Objective

A common, efficient user support framework:

Windows 7 and Office 2010 rolled out

Microsoft Windows 8 and Office 2014 roll out plan and feasibility study carried out

Review Service Desk to improve efficiency and customer service

Implementation of mobile working service including the use of secure access from Laptops/Mobile devices to the States of Jersey network through wireless technology (Wi-Fi).

Replacement programme completed

Identify critical applications that need remediation.

Improved service delivery and customer satisfaction

Robust, secure and scalable solution found and implemented

Q3 2014

Q4 2014

Q1 2014

Q3 2014

2014

Technical compatibility and use of leading-edge technology

Security issues may cause delays

2,3

A technology infrastructure that supports the delivery of public services:

Implementation of a cost effective and shared corporate storage solution

Implementation of the replacement Voice over IP (VoIP) telephone system

Consolidation of physical servers into virtual servers programme

Solution Implemented

No disruption to critical services.

75% virtual servers

Q4 2014

2015

Q4 2014

2014-15

Supplier experience of delivery of government solution to ensure security of data.

Security or technical issues prevent migration of data

Delays because of resources of supplier or other priorities

2,3

A web platform to support the transition to e-Government:

A redesigned www.gov.je site that reflects current best practice, meets accessibility standards, and works well on smartphones and tablets

The www.mygov.je customer portal enhanced to increased adoption, with easier registration and login and providing new online transactions

A standard approach to accepting online payments including debit/credit cards and direct debits and the ability to send transaction data to finance systems for reconciliation

A standard approach for departments to launch e-forms, including integration with back-end systems

15% increase of pageviews

Independent verification that W3C WAI ‘AA’ accessibility standard met.

Independent verification that usability has improved.

Sitemorse benchmark at least 9.0 (out of 10)

1,000 new users

Standards created

At least 3 instances of ePayments live

Standards created

At least 15 eForms live

Q3 2014

Q3 2014

Q2 2014

Q2 2014

2014

Some 3rd party functionality may not meet accessibility standards or work on smartphones

Budget/resource allocated may be insufficient

Consultants may recommend complete redevelopment

Varying departmental processes and systems may prevent creation and adoption of a standardized process for e-Payments across the SoJ

2,3

Architecture and Standards:

Clear and concise IS technical standards developed, agreed and published

All new systems are assessed against existing functionality and information/data held elsewhere

Technical standards published and communicated

Governance process in place

Q1 2014

Q1 2014

2014

Delays due to other priorities
Lack of integrated approach to new system design and development

2,3

Application Management:

Delivery of application and technical architecture for common processes for procure to pay, HR lifecycle and service to cash
Development of middleware capability for integration of departmental and enterprise applications
Strategies and lifecycle plans for all major line-of-business applications
Framework for consistent business relationship management

In place and used by all departments

In place and in use for core interfaces

Strategies developed and communicated
Departmental IS Strategies developed and communicated

2015

Q4 2014

Q4 2014

Q4 2014

2014-15

Lack of integrated approach to new system design and development

2,3

Information Management and governance of enterprise information:

Maturation of Data Management framework for using, maintaining and sharing basic demographic data.

Implement Data Security policies, guidelines and procedures for internal and external sharing of States of Jersey data

Information Management preparedness for the implementation of the Freedom of Information (Jersey) Law 2011 which will come in force on 1 January 2015

Expand work on the Tell Us Once Framework in order to improve the using, maintaining and sharing citizen data

Review and implement lessons learned from data framework developed in 2013

Policies, guidelines and procedures completed and implemented

Freedom of Information training for States of Jersey employees

Maturation of Tell Us Once framework used by the Migration and Population Control project

Improved integrity of data used to compile unique citizen profile

Q4 2014

Q4 2014

Q4 2014

Q4 2014

Q4 2014

2014-15

Lack of understanding that data is a business asset
Resistance to data usage cultural change

Incomplete staffing of the Information Management team

Data owners not empowered or encouraged to explore data sharing opportunities within and outside of the States of Jersey

Miss opportunity to include the awareness and the discussion of Information Management in the eGov, Public Sector Reform and Lean initiatives

2,3

LAW DRAFTSMAN

Budget: £1,011,200

1. BP Ref	2. Objective/Action	3. Key Performance Indicators	4. Target	5. Imp Year	6. Key Risk	7. *Key Objective
47	An effective law drafting service	Accurate prioritisation of drafting projects across States (including projects required for implementation of the Comprehensive Spending Review)	Quarterly	On-going	Lack of information from departments about forthcoming projects and departmental priorities	2,3
		Projects drafted without delays on the part of the draftsman	As per schedule	On-going	Insufficient drafting resource to respond to multiple sets of instructions received at the same time; sponsor delivers incomplete, unclear or inaccurate instructions that impede progress	2,3
		Drafting projects completed in accordance with timetable agreed by draftsman and all other agencies involved	As per schedule	On-going	Lack of resource, as above; delays on part ofsponsor or other agencies involved in delivery of project.	2,3
		Deliver draft legislation that meets the needs of the sponsor in language that is clear and unequivocal	Ongoing	On-going	Sponsor delivers instructions that are misleading or does not adequately review drafts	2,3
48	Maintenance of Revised Edition of the Laws of Jersey	An update to the Revised Edition, and any corrections, completed annually	Revised edition updated to 1st January each year	On-going	Software failure Withdrawal of administrative support by JLIB	2,3
48	Maintenance of Revised Edition of the Laws of Jersey	Maintain the Laws in Force area of the jerseylaw website	Legislation to be uploaded and indexes updated as soon as possible after enactment	On-going	Software failure	2,3

EXTERNAL RELATIONS AND CONSTITUTIONAL AFFAIRS

Budget: £2,053,600

1. BP Ref	2. Objective/Action	3. Key Performance Indicators	4. Target	5. Imp Year	6. Key Risk	7. *Key Objective
49	International obligations met: Annual Report to the States Assembly on International Conventions and Agreements	Report presented	by Q4 2014	2014 BAU	Lack of available resources to prepare and present Report	1,6
50	Complete follow-up assessment by MONEYVAL of compliance with Financial Action Task Force (FATF) recommendations	Follow-up assessment conducted by Council of Europe MONEYVAL	By Q3 2014	2014 Change	Insufficient resources to complete IMF recommendations before follow-up assessment	1,6
51	Continued implementation of UN sanctions and EU restrictive measures	All relevant sanctions are implemented as required	100% of relevant sanctions	2014 BAU	Lack of available resources to maintain timely implementation	1,6
52	Provision of the periodic reports required by key treaty bodies for treaties extended to Jersey	Periodic reports e.g. on ILO conventions, Chemical Weapons Convention, Convention on Biological Diversity etc.	As required	2014 BAU	Lack of available resources to prepare reports	1,6
53	Relevant international conventions and bi-lateral agreements are ratified/extended, recognising Jersey’s autonomy and commitment to international standards Continue with active programme of seeking international trade, transparency and tax agreements	Number of agreements signed or ratified	Increased	2014 BAU	Lack of capacity to negotiate sufficient agreements	1,6
54	Seek extension of the UN Convention on the Rights of the Child (UNCRC)	Progress of UNCRC extension	Extension of UNCRC is brought closer to being achieved	2014 BAU	Necessary changes to Jersey laws are not implemented in a sufficiently timely manner	1,6
55	Close relationship with the UK maintained and our unique constitution and autonomy protected Establish fully functioning London Representative Office	London office fully up and running Maintain positive engagement with UK political parties	By Q1 2014 Ministerial attendance at UK Party Conferences	BAU 2014 Change 2014 BAU	Matching expectations with MTFP resourcing available. Lack of Ministerial capacity to accommodate the necessary time commitment	1,6 1,6
56	Strengthened international relations and partnerships, supporting new and existing business and cultural links which benefit Islanders Maintain an active programme of inward official visitors and outbound missions	Active programme of visits	As required	2014 BAU	Insufficient resources to mount a successful programme	1,6
57	Establish new joint Channel Islands French representative office in Caen	Chanel Islands representative office established	During 2014	2015 Change	Insufficient resources to meet expectations	1,6
58	Machinery of Government reviewed and improvements proposed where necessary	Proposals brought to States Assembly in partnership with PPC	By Q1 2014	2014 Change	Insufficient resources to mount a successful programme	1,7
59	Review of access to justice in Jersey is initiated and interim report completed	Interim report developed and issued for wider consultation and discussion	Interim report issued by Q3 2014	2015 Change	Insufficient resources to mount a successful programme	1,7
60	Green paper developed regarding a Judicial Appointments Commission	Green paper proposals developed and issued for wider consultation and discussion	Green paper issued by Q2 2014	2015 Change	Insufficient resources to mount a successful programme	1,7

Financial Services

Budget: £1,029,700

1. BP Ref	2. Objective/Action	3. Key Performance Indicators	4. Target	5. Imp Year	6. Key Risk	7. *Key Objective
61	Development of both existing (UK/EU) and new markets in line with the strategy agreed following the jurisdictional review.	Business development events held in target jurisdictions. Volume of business coming to the island from new markets.	by Q4 2014	2014	Insufficient funds to develop all markets Business does not flow to Jersey Economic conditions does not facilitate growth	1,6
62	Alignment of Jersey Finance Ltd, the Jersey Financial Services Commission and Government operating within a set of common objectives.	All parties are aligned	Q1 2014	2014	Common objectives are not agreed	1,6
63	Contribute to increasing the speed of legislative development alongside the Law Officers Department	Legislation setting timetables are in line or better than comparable jurisdictions	Q4 2014	2014	Legislation is delayed due to external factors	1,6
64	Maintain Jersey’s international profile as a transparent and cooperative jurisdiction	Recognised by international governments or international bodies as meeting international standards	As required	2014	Necessary changes to Jersey laws are not implemented in a sufficiently timely manner Changes to international standards impact business volumes	1,6

SECTION 3 - RESOURCES

The Department’s financial priorities for the Medium Term Financial Plan:

to deliver the final tranche of its overall 10% CSR savings target in 2013
to secure sufficient recurring resources for Human Resources function to improve the operational support it provides to Departments and to make it ready to support the organisation through a programme of Public Sector Reform
to place International Affairs on a sound financial footing following its development over the last 4 years from Fiscal Stimulus and other non-recurring funding. This will allow the Minister for External Relations to plan ahead and build long term international relationships with secure funding for its programmed activities.

CHIEF MINISTER’S DEPARTMENT BUSINESS PLAN 2014

The table below shows the growth funding proposed by the Department during the 2013 to 2015 MTFP period to address these priorities, together with the proposed funding source:

Proposed Funded from Growth

Proposed Funded from Central Contingencies

Proposed Funded from Restructuring Provision

Transferred to central growth allocations

CSR Restructuring funding has been allocated to fund resources required to be in place for the next three years to support the reform agenda. 2 HR staff and 2 CSR staff are currently being funded from this source as they have been supporting the CSR programme to date. The additional HR team is needed to support the organisational development work associated with the reform agenda.

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