Statistics Jersey Annual Report 2025

CONTENTS

Foreword by the Chief Statistician ..................................................................................... 2 2025 Highlights ................................................................................................................ 4 A look at Statistics Jersey ................................................................................................. 8

Role of the Chief Statistician.......................................................................................... 8 Accountable Officer and Framework Agreement ........................................................... 8 Role of Statistics Jersey ................................................................................................. 9

Our structure ................................................................................................................ 10 Professional standards .................................................................................................. 11 The Jersey Statistical System ........................................................................................ 12 Our vision, purpose and values ..................................................................................... 15 Performance report .......................................................................................................... 16 Our strategy ................................................................................................................. 16 Performance analysis .................................................................................................... 17 Key Performance Indicators (KPIs) ................................................................................. 18 Risk management ......................................................................................................... 27

A look ahead to 2026 .................................................................................................... 30 Key streams of work ................................................................................................. 30 Accountability report ....................................................................................................... 31 Governance roles and responsibilities............................................................................ 32 The Chief Statistician ................................................................................................ 32 Statistics Council ...................................................................................................... 32 Finance overview .......................................................................................................... 34 Income ..................................................................................................................... 34 Expenditure .............................................................................................................. 34 Employee report ........................................................................................................... 36 Pay scales and remuneration ..................................................................................... 36 Gender balance ......................................................................................................... 36 Employee engagement and wellbeing ....................................................................... 37

Use of contractors and consultants ........................................................................... 39 Sustainability report ...................................................................................................... 40

Transport and carbon emissions................................................................................ 40

FOREWORD

BY THE CHIEF STATISTICIAN

This is my second Annual Report and the first relating to a period after the amendments to the Statistics and Census (Jersey) Law came into effect in February 2025. The law amendments improved both the independence and accountability of the Chief Statistician role.

The law amendments required me to lodge with the States Assembly, through the Chief Minister, a first list of Tier 1 Statistics relating to the outputs of Statistics Jersey. This was done in November 2025. But I first had to update the Code of Practice for Tier 1 Statistics to use for the Tier 1 assessment; the code update was completed in September 2025. In line with the requirements of the law,

the Statistics Council were briefed and given the opportunity to comment on both documents.

Consequently, during 2025 I had a significant focus on improving the governance arrangements after Statistics Jersey became an Arm's Length Body. These have included a quarterly governance board, a fuller range of Key Performance Indicators (11 rather than just 1 previously); formalised risk management for Statistics Jersey rather than just individual projects; and more tracking of things such as continuous professional development, paper usage, and CO2 emissions from staff travel. A Framework Agreement with the Chief Officer of the Cabinet Office was agreed and signed during the year.

Launching of the new stats.je website Statistics Jersey | The National Statistical Office for Jersey, was a major development during 2025. This helps reinforce the independence of Statistics Jersey; incorporates good practice from other National Statistics Offices; and better enables us to display charts and data. The new website has had great feedback from users both within and outside government and is a springboard for further improvements planned for 2026. Alongside the new website we launched a new family of logos for Statistics Jersey; the Jersey Statistical System; and Tier 1 Statistics.

Moving from gov.je to stats.je email addresses also helps reinforce our increased independence. I and my team have helped induct the members of the new Statistics Council, briefing them on the Statistics Law; the work of Statistics Jersey; and the work of the wider Jersey Statistical System.

Following a States Assembly Members amendment, the Business Tendency Survey was reinstated in September 2025 after a year's gap caused by budget reductions during 2024 R-Chief-Statistician- discontinuance-of-statistical-reports-SJ20240918. pdf. We took this opportunity, in consultation with economist colleagues and the Fiscal Policy Panel (FPP), to review and update the content of the survey to better meet FPP needs.

A further States Assembly Member proposition during 2025 reinstated funding for the Jersey Opinions and Li festyle Survey to revert to an annual cycle rather than the two-yearly schedule envisaged following budget reductions.

Sharing of new administrative (admin) data sources with Statistics Jersey enabled us to continue our strategy of making greater use of such data in our statistical outputs. This included acquiring information from Customs and Immigration on people with short-term work permits to enable us to publish in September 2025 the first analyses of the number of migrants on such work permits. We also took the opportunity to introduce dashboards on our new website with population and migration statistics, to support self-service by users.

We produced the first admin data based experimental earnings report in its current form, incorporating Income Tax Installment Scheme (ITIS) data, which was published on the same day

as the Average Earnings Index results in August 2025. In future, there is the potential to replace the compulsory Annual Earnings Survey with such admin data based reporting. This would reduce the burden on the around 500 current employers selected for the survey, but would require changes to social security legislation.

Rented Dwelling Li cencing data was acquired during 2025 to produce the first statistics on the number and proportion of landlords by number of properties they owned, which was published in the Q4 2025 House Price Index.

We have aspirations to acquire additional admin data during 2026, in particular pensions and benefits values, along with data from Income Tax returns. These could be used to supplement the next Li ving Costs and Household Income Survey (an income and expenditure survey) and pave the way for production of income distribution stats based on admin data.

support to Jersey students. In addition, Statistics Jersey for the first time had a UK Civil Service Statistician Fast Streamer (the UK government graduate development scheme for statisticians) assigned to us for six months from September 2025. They started the development work for Output Area statistical geographies which, when launched, should allow more data from across government to be published on a consistent lower level of geography than is possible at the moment.

During 2025 I and my leadership team have had a focus on professional development of our team. Team members have undertaken modules in the Master's (MSc) in Data Analytics for Government at Southampton University, as well as online versions from the University of Glasgow. I and two of my team attended the two-yearly International Statistical Institute conference in The Hague in October 2025, which is the premier international gathering of official statisticians.

Finally, I am proud that the annual BeHeard survey As in previous years, Statistics Jersey took a two- for 2025 gave very strong results for Statistics week Trident student, and a six-week summer  Jersey, indicating World Class engagement with intern as part of the wider Government of Jersey  the team, and World Class leadership.

Ian Cope

Chief Statistician

2025 PERFORMANCE HIGHLIGHTS

ACCESSIBILITY

Statistics Jersey improved the accessibility and presentation of statistics through the launch of

its independent website Statistics Jersey | The National Statistical Office for Jersey in May 2025. The new site provides interactive charts and dashboards, clearer access to key indicators, improved navigation and an email notification service that users can sign up for to be alerted when statistical releases are published.

Further improvements to the accessibility of statistical data were delivered through:

• The introduction of topic pages pulling together the latest data on a topic

• Increased use of infographics and interactive dashboards

• Publication of simplified youth- friendly' summaries as well as short explanatory videos, all designed to help users quickly understand key messages and insights.

These new formats were used alongside core statistical reports, ensuring that detailed information remained available for those who need it.

Together, these developments demonstrate Statistics Jersey's continued commitment to trustworthy, high-quality and accessible statistics that meet user needs and maximise public value.

STRENGTHENING INDEPENDENCE AND ACCOUNTABILITY

Amendments to the Statistics and Census

(Jersey) Law 2018 came into force on 21 February 2025, formally establishing Statistics Jersey as

an independent States Body and strengthening the independent statutory role of the Chief Statistician and their position as head of the Jersey Statistical System.

Legislative reforms marked the start of a new phase of organisational development for Statistics Jersey. A programme of work was launched during 2025 to strengthen governance, transparency and assurance arrangements.

In response to the legislative changes, a formal Framework-agreement has been drafted between the Cabinet Office and the Chief Statistician, clearly setting out respective roles and responsibilities. This is on the new Statistics Jersey website.

During the year, the Chief Statistician's Code of Practice for Tier 1 Statistics Jersey Code of Practice for Tier 1 Statistics | Statistics Jersey was published, and the first Li st of Tier 1 Statistics was prepared by the Chief Statistician; presented to the Chief Minister; and presented by him to the States Assembly on 19 November 2025 R-164-2025.pdf.

The Chief Statistician established the Statistics Jersey Governance Board, which meets quarterly, to strengthen organisational and compliance oversight activities, improving processes for monitoring performance, risk management, professional development oversight and sustainability monitoring.

IMPACTFUL PUBLICATIONS

During 2025 Statistics Jersey published 25 reports which included:

• core economic indicators such as the Retail Price s Index (RPI), which informs state pension adjustments and private and public sector pay decisions

• updated population estimates based on admin data, as well as a separate report analysing inward migrants, looking at their characteristics and experiences over the last six years.

• new statistical outputs covering overall earnings and the gender pay gap

•

the 2025 Jersey Opinions and Li festyle Survey, in a new more accessible online format

These publications have been widely cited in the media, making the headlines on numerous occasions. They have also been referenced

in the States Assembly and used by businesses and citizens alike for informed decision-making.

2025 PERFORMANCE HIGHLIGHTS

PROFESSIONAL GROWTH AND STRATEGIC PLANNING

In 2025, Statistics Jersey continued to invest in staff development, recognising that skilled and confident analysts are key to producing high-quality statistics. Of the 19 team members, around half are in the early stages of their careers. They and others are being supported to build their expertise through MSc-level modules in Government Statistics and other relevant courses.

In 2025, Statistics Jersey introduced formal monitoring of CPD participation. This provides assurance that all Statistics Jersey employees are engaging in an appropriate balance of development activities aligned with professional objectives and organisational priorities.

In 2025, Statistics Jersey staff engaged in a broad range of Continuing Professional Development (CPD) activities, including:

• 13 modules of the postgraduate MSc

in Data Analytics for Government were

attended by six members of Statistics

Jersey at either the University of

Southampton or (remotely) at Glasgow

University POSTGRADUATE

• Three other team members attended  DATA ANALYTICS

the 65th World Statistics Congress in  MODULES ATTENDED The Hague in October to help Statistics  BY SIX STATISTICS Jersey keep up to date with international

statistical developments relevant to  JERSEY STAFF

Jersey

• Delivery of, and participation in seven internal to Statistics Jersey knowledge sharing sessions in areas such as demographics, administrative data, project management, and survey improvements. Statistics Jersey staff also attended the wider programme of Analyst Network lunch and learns.

A LOOK AT STATISTICS JERSEY

Statistics Jersey is the National Statistics Office for Jersey, established under the Statistics and Census (Jersey) Law 2018. Amendments to the Law, agreed in 2024, have further strengthened our independence, formally designating the Chief Statistician as a corporation sole and Statistics Jersey as a Schedule 6 other States body'.

The Chief Statistician leads Statistics Jersey, which produces island-wide social, population and economic statistics. Appointed under the Law, the Chief Statistician operates independently on professional matters, taking decisions on data collection, statistical methods and publication without external direction or influence.

The Chief Statistician has a dotted-line' responsibility for professional standards and the career and professional development for the statisticians and analysts in other public authorities that produce statistics.

As Head of the statistical profession across the Jersey Statistical System (JSS), the Chief Statistician is also responsible for:

• supporting statisticians and analysts in public authorities to uphold high professional standards, including promoting compliance with the Code of Practice for Tier 1 Statistics

• coordinating professional development across the statistical profession, and supporting access to appropriate professional training

• upholding the professional independence of the Jersey Statistical System

ROLE OF THE CHIEF STATISTICIAN The Chief Statistician also acts as the

Government's Chief Advisor on statistics.

Working through Statistics Jersey, the Chief Statistician is responsible for:

ACCOUNTABLE OFFICER AND

• Producing statistical reports on Jersey's  FRAMEWORK AGREEMENT economy, population and social issues that are

relevant and valuable to a wide range of users  The Chief Statistician is supported by an

to support informed decision-making. Users  Accountable Officer in the Government of Jersey include Ministers; Scrutiny; States Assembly  Cabinet Office to ensure appropriate stewardship members; colleagues across government;  of public resources. The Accountable Officer is businesses; charities; the media and individual  responsible for the propriety, regularity and value Islanders for money of Statistics Jersey's financial and

administrative arrangements, while respecting and

• Supporting the development of public policy  protecting the professional independence of the and the effective delivery of public services  Chief Statistician in statistical matters.

through the provision of accurate, timely and

objective data This separation of responsibilities ensures that

decisions relating to statistical methods, content

• Promoting efficient use of data across the  and publication remain solely within the remit public sector by coordinating statistical activity  of the Chief Statistician, while the Accountable

and minimising unnecessary duplication in data  Officer provides assurance to the States Assembly collection and the Chief Minister on the effective use of public

funds and compliance with the Public Finance Law and relevant financial and administrative controls.

In 2025, a formal Framework-agreement was drafted and signed between the Chief Officer of the Cabinet Office and the Chief Statistician to clearly define respective roles and responsibilities.

The amendments to the Statistics Law introduced a new budgetary mechanism to enable the Chief Statistician to set out, formally and transparently, the funding requirements for Statistics Jersey's core business and for specific projects and developments. This represents an important step in transparency of financial decision making in respect of Statistics Jersey consistent with its independent status.

The Government Budget 2026 process during 2025 was the first time that these new mechanisms were put into practice. The Chief Statistician formally presented Statistics Jersey's funding required for business-as-usual to the Chief Minister on 4 July 2025, along with two business cases for:

• Funding for the additional administrative requirements introduced by the amendments to the Statistics Law (such as this annual report), and

• Funding of the Li ving Costs and Household Income Survey (LCHIS) to start in spring 2027

Neither business case was supported, although it was agreed that the LCHIS should be run starting in spring 2027, and a business case for the LCHIS should be submitted to the 2027-2030 Government Budget process. In the meantime, the costs of

the survey would be treated as a pressure on the Cabinet Office budget.

The Corporate Services Scrutiny Panel proposed this States Assembly | P.70/2025 Amd.(18). amendment to the 2026-29 Government Budget, to provide funding in support of the additional administrative requirements that come with the Statistics Law

amendments. This proposition was debated on 11 December 2025 and was lost 25 votes to 18.

ROLE OF STATISTICS JERSEY

The primary role of Statistics Jersey is to support the Chief Statistician in delivering their statutory responsibilities. All employees of Statistics

Jersey operate under the full direction of the

Chief Statistician and are employed under the Employment of States of Jersey Employees (Jersey) Law 2005.

HOW WE WORK

Statistics Jersey:

• publishes key statistics on Jersey's economy and population, including inflation, earnings, house prices, migration and census results

• conducts regular surveys, including the Annual Business Survey; the (annual) Average Earnings Survey; the (quarterly) Business Tendency Survey; the (annual) Jersey Opinions and Li festyle Survey; the (two-yearly) Jersey Children and Young People's Survey; the five-yearly Li ving Costs and Household Income Survey; and the ten-yearly Census

• makes use of existing administrative data wherever possible to reduce duplication and respondent burden

Our statistical reports:

• are free and publicly available online

• are published at 10:00am on weekdays, in line with the schedule set out in the official Release calendar | Statistics Jersey

• are not shared outside of Statistics Jersey prior to publication

A LOOK AT STATISTICS JERSEY

OUR STRUCTURE

At the end of 2025, Statistics Jersey comprised 19 employees including: the Chief Statistician; 3 Principal Statisticians; and 15 other permanent members of staff.

Statistics Jersey staff members were organised across five specialised teams, each with a distinct area of focus:

• Economic statistics team  

Conducts mandatory and voluntary business surveys and analyses administrative data to produce key economic indicators.

• Social statistics team

Runs household and school-based surveys

to explore social trends, lifestyle choices, and public opinion. It also manages the Island Outcome Indicators.

• Development and large projects team

Leads innovation in data collection and analytical methods and manages major surveys like the Census and the Li ving Costs and Household Income Survey.

• Li nked administrative data team

Uses administrative records to generate robust statistics on Jersey's population and develops and supports infrastructure for both population and economic administrative data database integration of population and economic statistics.

• Jersey statistical system support team Supports public authorities in producing and publishing high-quality statistics, promoting consistency, transparency, and collaboration across Jersey's statistical community.

Our structure can be seen below in the following organisational chart:

Chief Statistician

Principal Statistician Principal Statistician Principal Statistician

Economic Social Statistics Statistics

Team Team

5 Headcount 4 Headcount

Development Li nked

and Large Administrative Projects Team Team

2 Headcount 3 Headcount

JSS Support Team

1 Headcount

(Learning and Development Lead)

PROFESSIONAL STANDARDS

JERSEY CODE OF PRACTICE FOR TIER 1 STATISTICS

Under the original provisions of the Statistics and Census (Jersey) Law 2018, responsibility for developing a Code of Practice for Official Statistics sat with the Statistics Users Group. In practice, this resulted in the publication of two separate codes:

• Code of Practice for Statistics (2019), intended to guide the production of statistics by all public authorities; and

• a Code of Practice for Official Statistics (2019), which applied solely to Statistics Jersey, as it was the only body authorised to produce Official Statistics under the original legislation.

Amendments to the Statistics Law which came into force in February 2025 placed a statutory duty on the Chief Statistician to develop and publish a Code of Practice for Tier 1 Statistics, and to uphold professional statistical standards across the Jersey Statistical System.

In 2025, the Chief Statistician merged and updated the two existing codes into a single Jersey Code

of practice for Tier 1 statistics. The Code must be adhered to by all public authorities producing and disseminating Tier 1 statistics and should, as far as practicable, be followed by public authorities producing other statistics.

Following consultation with the Statistics Council and Statistics and Analytics Departmental Leads, as required by the Statistics Law, the revised Code was agreed and published on 5 September 2025. The Code is founded on the core principles of trustworthiness, quality and value, which together underpin confidence in the production and dissemination of Tier 1 statistics.

These principles ensure that statistics:

• meet the needs of users

• are produced, managed and disseminated to high professional standards

• are clearly, transparently and objectively explained

Only Statistics Jersey will be producing Tier 1

statistics initially. The Code therefore also sets out five priorities for all producers of statistics, including those who are not producing Tier 1 statistics:

• ensuring that statistics and analyses add value and are of appropriate quality

• the publication of public authority statistics

• pre-announcement of statistical releases through the official release calendar

• prompt notification to users of errors and revisions

• clear separation of statistical press releases and reports from ministerial or policy commentary

TIER 1 STATISTICS

Under the law amendments, Tier 1 statistics refer to the most critical statistical reports that are essential for understanding Jersey's economic, demographic, social, and environmental situation. According to the Law, a statistical series qualifies as Tier 1 if it:

• is produced by a public authority

• is essential for critical decision-making

• holds high public interest

• meets expectations of impartiality and statistical quality

PROFESSIONAL STANDARDS

JERSEY CODE OF PRACTICE FOR TIER 1 STATISTICS

• requires long-term data continuity calendar | Statistics Jersey and are produced and

• allows for international comparability disseminated in accordance with the Code of

• is developed, produced and disseminated  Practice. The first Tier 1 Statistics report to include according to the standards set out under the  this identification was the December 2025 RPI Law report, published on 30 January 2026.

The Chief Statistician is responsible for advising on whether a statistical series produced within the Jersey Statistical System meets the professional standards to qualify as Tier 1 statistics. The Chief Statistician must also publish a release calendar for Tier 1 statistics and is empowered to suspend the publication of any Tier 1 statistic that fails to comply with the Code until compliance is restored.

In 2025, the Chief Statistician developed the first list of Tier 1 statistics. Under the transitional arrangements for the Statistics Law amendments, the first list was restricted to statistical reports from Statistics Jersey.

The first list was presented to the States Assembly by the Chief Minister as a report on 19 November 2025. All Statistics Jersey Tier 1 statistics published after this date are clearly identified as such within the relevant statistical reports and in the Release

THE JERSEY STATISTICAL SYSTEM

Li ke many other jurisdictions, Jersey has a decentralised statistical system. Under the recent amendments to the Law, the Jersey Statistical System (JSS) comprises Jersey public authorities that collectively produce, manage, and disseminate statistics on the economic, demographic, social and environmental situation in Jersey.

Data analysts and statisticians across the JSS not only provide critical data for operational management but also produce key statistics and insights relevant to their areas.

The structure of the JSS and how Statistics Jersey fits in, can be seen below:

Public Accountability

States Assembly
through Chief Minister

The Jersey Statistical System

Professional Independence

Chief Statistician

Public and

Statistics

Users Input

Other Producers of Statistics

Statistics

Council Statistics Producers in National Office for Statistics Public Authorities

Statistics Jersey

Statistics Jersey engages regularly with the Statistics and Analytics Departmental Leads (SADLs) across public authorities, holding meetings three times a year. In 2025, these three sessions included updates on recruitment, learning and development, relevant technology and the implications of the 2025 approved amendments to the Statistics and Census (Jersey) law.

Statistics Jersey also maintains the Analytics Network (ANet), a platform for sharing knowledge, posing questions, and building community among data professionals. ANet hosts both virtual and in-person events. ANet held their first in-person

hackathon in 2025, bringing together analysts and datasets from across the Government of Jersey to explore the potential of connecting datasets by smaller area geography. Virtual sessions covered topics such as careers and apprenticeships, project management skills, and team show and tells from the geospatial team and from the Children, Young People, Education and Skills informatics team.

The table below shows the number of people primarily working as statisticians and analysts in each department as at end December 2025 including the total number of posts, and the number filled or vacant.

PROFESSIONAL STANDARDS

JERSEY CODE OF PRACTICE FOR TIER 1 STATISTICS

As part of the Statistics Law amendments, the  Chief Statistician is required to produce a Jersey  Statistical System strategy that aligns with  

the government's Common Strategic Policy.  Such a strategy would mark a significant step  toward establishing a system-wide vision for the  broader network of statistical producers. Whilst  substantive work on such a strategy will be a  2026 activity, early work was started during 2025  to capture any data strategies already in place  within departments. Statistics Jersey has also  begun assessing risks that apply across the Jersey  Statistical System.

STATISTICS PRODUCERS' GROUP

As required by amendments to the Statistics  Law, in 2025, the Chief Statistician established  the Statistics Producers' Group (SPG) as a key  component of the Jersey Statistical System. The  Group met for the first time in May, with a second  meeting held in October.

The SPG provides a formal forum to promote  coordination, consistency and continuous  improvement across statistics produced by public  authorities.

The Group's core functions include:

• coordinating the production and release of  statistics, including Tier 1 statistics

• sharing professional practice and  methodological approaches to improve quality  and coherence

• supporting the development and maintenance  of the official release calendar

• contributing to the development of the  statistical work programme

• identifying opportunities to improve the  relevance, accessibility and value of statistics  for users

OUR VISION, PURPOSE AND PRINCIPLES

OUR VISION OUR PURPOSE

Government,  Our purpose is to businesses, and  produce high-quality the public have the  statistics on Jersey's independent, reliable  people and economy

that:

statistics and advice

on Jersey's people  •  Tell a story about life and economy that  In Jersey

they need from us to  •  Support decision help them shape the  making by Islanders Island's future.

• Assist public policy making and the delivery of public services

• Make best uses of existing data held by public authorities to avoid duplication

In addition, Statistics Jersey:

• Runs the ten-yearly census

• Promotes publication of data by public authorities, along with high standards in the production and reporting of such statistics

• Supports the professional development of the statistical and analyst profession within government

PUBLIC SECTOR VALUES

We are respectful

We care about people as individuals and show respect for their rights, views and feelings.

We are better together

We share knowledge and expertise, valuing the benefits of working together.

We are always improving

We're continuously developing ourselves and our services to be the best they can be for Jersey.

We are customer focused

We're passionate about making Jersey a better place to live and work for everyone.

We deliver

We are proud of Jersey as a place and are passionate about shaping and delivering great public service.

PERFORMANCE REPORT OUR STRATEGY

In early 2025, Statistics Jersey established five strategic objectives to provide a clear and coherent framework for setting priorities and shaping future activity. These goals were included in the Chief Statistician's first annual report, for 2024, published in July 2025. For the first time in 2025, progress was monitored through clearly defined KPIs and targets aligned with the strategic priorities, with regular updates reviewed by the Governance Board.

Towards the end of 2025, it was agreed to introduce a sixth strategic objective: preparing for the 2031 Census. Given the scale and complexity of the work required, it was recognised that preparation for the Census warranted its own dedicated priority within the strategic framework.

The Statistics Law amendments also require the Chief Statistician to produce a Statistics Jersey Output Plan aligned to the government's Common Strategic Policy. Whilst this cannot be finalised until the next CSP has been produced, early work was

started on a first Output Plan, designed to translate the strategic goals into tangible, deliverable actions. Given the preparation needed for a 2031 Census during the term of the next government, it makes sense to plan out to 2032. Planning activities will continue during 2026.

The Output Plan will be published following

the release of the new Government's Common Strategic Priorities, ensuring strong alignment between Statistics Jersey's objectives and those of the wider public sector.

STATISTICS JERSEY STRATEGIC OBJECTIVES

ENHANCE INDEPENDENCE AND ACCOUNTABILITY

Update the legislative framework and strengthen governance and reporting practices to safeguard Statistics Jersey's independence, ensure alignment with international standards, and reinforce public trust in statistics.

IMPROVE DISSEMINATION OF STATISTICS

Improve dissemination practices to ensure that statistics and insight are easily accessible and discoverable.

MAKE INCREASING USES OF ADMINISTRATIVE DATA

In accordance with requirements of the Statistics Law, invest

in the systems and people to make increasing use of existing administrative data held by public authorities to improve the quality, granularity and frequency of statistics and reduce the survey burden on businesses and households.

MODERNISE STATISTICAL METHODOLOGIES

Update statistical methods and adopt modern technologies

to ensure the continued production of high-quality, reliable, and timely statistics, for example in the calculation of the Jersey Retail Price Index.

INVEST IN CAREER AND PROFESSIONAL DEVELOPMENT

Support the professional development of Statistics Jersey employees through funding and supporting specialist training in official statistics and analytics for government.

Support statisticians and analysts across public authorities by implementing a structured framework

for recruitment, career progression, and professional development.

PREPARE FOR THE 2031 CENSUS

Make preparation for the 2031 Census to ensure a high-quality, efficient, and cost-effective operation. Key activities include applying lessons from 2021, modernising methods and systems, evaluating the use of administrative data, engaging stakeholders, securing funding and resources, and ensuring compliance with the Statistics and Census (Jersey) Law 2018.

PERFORMANCE ANALYSIS

In 2024 Statistics Jersey had only one key performance indicator (KPI) which was that 100% of statistical reports should be released on time. In 2025, Statistics Jersey introduced a performance framework designed to align measurable KPIs and targets with strategic objectives. This framework enables a structured approach to tracking progress against eleven KPIs in 2025, with performance monitored quarterly by the Statistics Jersey Governance Board.

The following sections present our performance against the agreed 2025 KPIs and targets. This is followed by a summary of our activity under each strategic objective, highlighting key achievements in 2025 and outlining priorities for the year ahead.

KEY PERFORMANCE INDICATORS (KPIS)

ENHANCE INDEPENDENCE AND ACCOUNTABILITY

Update the legislative framework and strengthen governance and reporting practices to safeguard Statistics Jersey's independence, ensure alignment with international standards, and reinforce public trust in statistics.

WHAT HAVE WE DONE?

During 2025 we have:

• Framework Agreement – agreed between the Chief Statistician and the Cabinet Office Chief Officer

• Statistics Council - supported their establishment

• Statistics Jersey Governance Board - set up and meets quarterly

• Risks - documented risks and are actively managing them

• Code of Practice – published updated code in line with law amendments

• Tier 1 Statistics initial list – published in line with the law amendments

• Statistics Producers Group – established and met twice

• Strategy for the Jersey Statistical System – started early work

• Launched new Statistics Jersey website – enhanced independence

• Brand identity – created and launched a family of logos for Statistics Jersey, the Jersey Statistical System, and Tier 1 Statistics.

WHAT MORE DO WE NEED TO DO?

In 2026, we are committed to building on our progress in this area through:

• Planning: We will continue structured planning sessions and start to develop the first Statistics Jersey Output Plan, aligned with the term of the forthcoming Common Strategic Policy (CSP).

• Strategy for the Jersey Statistical System: We will start to develop the first Strategy for the Jersey Statistical System, in line with the obligations set out in the revised legislation.

• Enhanced Oversight and Monitoring: We will further strengthen our monitoring and evaluation activities, with a particular focus on continuing professional development (CPD) and sustainability.

IMPROVE DISSEMINATION OF STATISTICS

Improve dissemination practices to ensure that statistics and insight are easily accessible and discoverable.

WHAT HAVE WE DONE?

During 2025 we made significant strides in improving the accessibility and presentation of statistics in Jersey. Key accomplishments include:

• New website: Launched the new Statistics Jersey website, enhancing the accessibility and visual presentation of our data for a broader audience.

• Innovative data presentation: Delivered statistics and insights in a variety of engaging formats, including interactive dashboards, dynamic charts, infographics, short-form videos, and youth-friendly web summaries.

• Pre-announcement: Pre-announcement of publication dates promotes greater public trust. During 2025 Visit Jersey started pre-announcing their publication dates. This is in addition to Statistics Jersey, Public Health, and People Services who already pre-announce their statistical releases.

• Proactive Notifications: Introduced a subscription-based notification feature, enabling users to receive alerts when new statistics are published.

• Localised Insights: Continued to enhance the Parish Profiles series, presenting clear and accessible summaries of demographic, social, and housing data by parish for example the Jersey Children and Young People's Survey 2024: Analysis by Parish

ST OUEN TRINITY ST MARTIN Most likely to feel they Most eager Highest proportion

have a meaningful voice to express attending fee-paying

in their community their opinion schools (51%)

ST HELIER
Highest linguistic diversity - 41% not speaking English exclusively at home

ST BRELADE Highest proportion

meeting recommended physical activity levels (27%)

WHAT MORE DO WE NEED TO DO?

As part of our ongoing commitment to improve dissemination of statistics, our priorities for the coming year include:

• Reporting online: Move regular statistical reports from static PDFs to online web reports which can contain interactive content (charts and dashboards) and comply with web accessibility standards.

• Social Statistics data: Modernise our social statistics data infrastructure by migrating datasets into a structured SQL database, creating a single, robust source of truth that improves data quality, efficiency of statistical production and analysis, and supports production of self-service dashboards for users.

• Improved self service: Increase the range of self-service statistical products available on the website, including dashboards and data explorer tools, enabling users to access and interrogate data directly, meeting more information needs through self-serve channels and reducing reliance on the User Requested Data process.

• User Requested Data: In support of the principle of Equality of Access' we will during 2026 publish User Requested Data analyses directly on the Statistics Jersey website.

• More publication of departmental statistics: The Chief Statistician encourages departments to proactively publish statistics which are available internally and not rely on data being made available through Freedom of Information requests. This is supportive of workstream two of the Interim report of the Review of the Freedom of Information (Jersey) 2011 Law R-138-2025.pdf

• Improved communication: Providing support to government departments and external public authorities to improve how they share and communicate statistical insights

• User needs: Working with the new Statistics Council and users to identify data gaps and emerging requirements

• Statistical Geographies: Develop statistical Output Areas to support greater publication of data from public authorities at smaller areas whilst preserving confidentiality

MAKE INCREASING USES OF ADMINISTRATIVE DATA

In accordance with requirements of the Statistics Law, invest in the systems and people to make increasing use of existing administrative data held by public authorities to improve the quality, granularity and frequency of statistics and reduce the survey burden on businesses and households.

WHAT HAVE WE DONE?

Over the past year, we continued to improve and strengthen the infrastructure and governance needed to produce timely and reliable statistics from administrative data sources:

• Admin data integration: Integrating administrative data from organisations into the population admin data ecosystem, to enhance cross-cutting social and economic insights, and improve consistency across outputs

• Role-based permissions: We have started to implement improved role-based permissions, to ensure high security and confidentiality practices can continue to be maintained into the future.

• DPIA: The Admin Data team's Data Protection Impact Assessment (DPIA) has been updated to reflect the inclusion of additional data and to make it easier to incorporate additional datasets in future, such as household and income statistics, and geographically based outputs.

• New datasets: New data sources have been added to the population and migration estimation process. This has allowed improved residency estimates and new statistics on population and migration by work permit status

• Experimental series: An experimental earnings report has been produced, applying updated methodology originally developed for gender pay gap analysis

WHAT MORE DO WE NEED TO DO?

To build on our progress made in leveraging administrative data, our priorities for 2026 include:

• Population projections: Update methods and publish up to date population and household projections out to 2080

• Role based permissions: Complete the work on role based permissions

• Data sharing: Sign off governance requirements to agree transfer of personal tax data that will facilitate statistical reporting at household

level, and the production of household income statistics

• New admin data sources: Integrate new admin data sources, particularly from Andium homes, to support the work to produce household level statistics. Agree new Data Sharing Agreement with Social Security to share pensions and benefits data with Statistics Jersey

• Census 2031: Identify the scope and quality of admin data that is likely to be achievable by 2029/30 and how it can contribute to the 2031 Census

• Output Areas: Finalise geographical statistical Output Areas, and include geographical analysis within the population and migration estimates reporting schedule

MODERNISE STATISTICAL METHODOLOGIES

Update statistical methods and adopt modern technologies to ensure the continued production of high-quality, reliable, and timely statistics, for example in the calculation of the Jersey Retail Price Index.

WHAT HAVE WE DONE?

Over the past year, Statistics Jersey has achieved substantial progress in enhancing the methodology and processes underpinning the Retail Price s Index (RPI) and the Li ving Costs and Household Income Survey (LCHIS).

Retail Price s Index (RPI) enhancements

• Basket of goods: The RPI basket was updated using expenditure data from the 2021 to 2022 Li ving Costs and Household Income Survey, ensuring it more accurately reflects current household spending patterns.

• Methods review: A comprehensive review of the RPI was undertaken, as its methodology had remained largely unchanged for twenty years. As a result, updated approaches for fresh produce and used cars were introduced in March 2025.

• RPI database: Work continued to move the RPI from a series of linked spreadsheets to a modern database infrastructure, reducing the risks of human error and improving the storage, management and analysis of price data.

• Mobile collection app: A new mobile application was successfully implemented, replacing the paper-based price collection by RPI field staff. This has improved data quality, removed manual data entry, and modernised field operations.

• Analysis app: A new back-end analysis system was developed to improve the efficiency of price data processing and analysis. This has enabled automated data validation and quality checks, and more efficient imputation.

Li ving Costs and Household Income Survey (LCHIS) developments

The Li ving Costs and Household Income Survey is an income and expenditure survey used to provide information on income distribution, expenditure patterns, and to ensure that the RPI continues

to reflect up-to-date spending patterns. It was

run every five years from 1998, except during the pandemic. The last survey took place between October 2021 and November 2022.

• Methods review: A comprehensive review of the LCHIS was undertaken to modernise methods, improve data quality, and reduce the burden on respondents.

• Review survey design: Survey design improvements were explored, with a focus on reducing survey length; increasing response rates; and considering the potential use of admin data sources for income.

• Other countries: Practices in other jurisdictions were researched, including the use of incentives and alternative data collection techniques.

• Update questionnaire: The household laptop questionnaire content was reviewed to ensure continued relevance and usability.

• Spending diary: Respondents complete a two- week spending diary. Improvements were made to the design to make it easier for respondents to provide quality data.

• Assess admin data: An initial study compared 2021 to 2022 survey-reported income with administrative records for the same period to assess the quality of both survey and admin data.

MODERNISE  STATISTICAL  METHODOLOGIES

WHAT MORE DO WE NEED TO DO?

Building on this momentum, further developments are planned to enhance the quality of Jersey's price and household statistics.

Next Steps for RPI:

• Go-live: Complete operational testing and go fully live with the new price collection app during 2026.

• New system review: Identify any minor system changes to improve efficiency of the production process.

Next Steps for LCHIS:

• Funding: Secure funding for the survey to start in March 2027. This will either be, as agreed with the Chief Minister and Chief Officer for the Cabinet Office during the 2025 Statistics Jersey budget assessment process, a business case submitted as part of the Government Budget 2027 process or securing funding from within the Cabinet Office budget envelope.

• Admin data: Once admin data on income and benefits/pensions has been shared by other departments, assess potential for use during the 2027/28 LCHIS – for instance in quality assurance.

• Spending diary: Finalise the redesign of the spending diary after testing and user feedback.

• LCHIS database: Update the LCHIS diary database, aligning it with the latest COICOP standards, a UN Statistics Division developed international classification system to categorize household consumption expenditure.

INVEST IN CAREER AND PROFESSIONAL DEVELOPMENT

Support the professional development of Statistics Jersey employees through funding and supporting specialist training in official statistics and analytics for government.

Support statisticians and analysts across public authorities by implementing a structured framework for recruitment, career progression, and professional development.

WHAT HAVE WE DONE?

In 2025 we made good progress towards our long-term commitment to professional excellence, consistency, and the growth of analytical talent across Jersey's public sector:

• Statistical Data Control (SDC): We developed and rolled out across the whole of Government of Jersey two e-learning modules on Statistical Disclosure Control.

• Leadership: Strengthened leadership capacity, with employees participating

in targeted leadership development programmes.

• SADLs: Cross-government forum for Statistics and Analytics Departmental Leads (SADLs) met three times, enabling collaboration on key areas such as professional standards, technology adoption, and career development.

• The first was a short awareness raising module designed for anyone in government.

• The second module consists of three twenty-minute more advanced sessions aimed at statisticians and analysts in government to provide practical help when applying SDC.

• Formal qualifications: Supported Statistics Jersey staff to undertake modules in the MSc in Data Analytics for Government at both the University of Southampton (in person) or University of Glasgow (remote).

WHAT MORE DO WE NEED TO DO?

To build on the progress made in professional development, our priorities for 2026 include:

• Professional Development Framework: We will improve signposting to relevant training and development opportunities for Statistics Jersey officers, with a particular focus on early-career statisticians, with a view to sharing such guidance with the wider data analyst profession

•

• Learning and Development: Organised

eight virtual knowledge-sharing events

and one in-person data hackathon event to bring data analysts and data from across  •

public authorities together.

• Ran a member survey: of the Analytics

Network (ANet) to establish how best to

support their professional development.

•

• Micro-assignments: Supported ANet

members by facilitating micro-assignments – short-term placements in another team/ department to support that team and gain new experience.

Manager workshops: Develop and begin to roll out manager workshops on using the professional development framework

Micro-assignments: Move from a facilitation model to providing tools to enable managers across the Analytics Network to self-organise micro- assignments

Learning and Development: Continue to deliver a programme of relevant lunch and learn events and one in-person event for the Analytics Network

PREPARE FOR THE 2031 CENSUS

Make preparations for the 2031 Census to ensure a high-quality, efficient, and cost-effective operation. Key activities include applying lessons from 2021, modernising methods and systems, evaluating the use of administrative data, engaging stakeholders, securing resources, and ensuring compliance with the Statistics and Census (Jersey) Law 2018.

Article 8 of the Statistics and Census (Jersey) Law 2018 requires that: "The Chief Statistician must take a census to gather the data relating to the population of Jersey required by Schedule 3 at whatever interval the Chief Statistician considers appropriate." The next Jersey Census is due in 2031.

WHAT HAVE WE DONE?

No work to prepare for the 2031 Census was carried out during 2025

WHAT MORE DO WE NEED TO DO?

• Options analyses: Develop options for a 2031 Census, including an online first traditional census; relying only on admin data; or a hybrid mix of admin data and a large compulsory survey

• Costs: Start to consider costs of various census options

• International comparison: Compare and contrast Jersey options against approaches used in other jurisdictions including Guernsey, Isle of Man, and the UK

• Assess impacts: Consider the impact on weighting of JOLS and the LCHIS were there not to be a full census to weight survey results to

• Raise awareness: Start to inform the new Council of Ministers; States Assembly members; and the Statistics Council about the 2031

Census

RISK MANAGEMENT

Over the past year, significant progress has been made in how Statistics Jersey identifies, assesses, and manages risks. During 2025, we maintained a comprehensive organisational risk register that captures risks that could significantly impact the reputation of Statistics Jersey; the Chief Statistician or the wider statistical system; or their ability to deliver outputs or projects.

In 2025, Statistics Jersey identified and managed fourteen key risks covering a range of areas including (but not limited to):

• Skills and capacity within the Statistics Jersey team

• Meeting and managing the rising demand for data and analysis

• Reliance on external service providers

• Inadequate response rates to key household surveys

• Understanding the needs of statistics users

• Changes or discontinuation of administrative data sources

Each risk is systematically assessed for its potential impact and likelihood of occurrence, resulting in an overall risk score. Decisions on how to manage each risk are taken by senior leadership and may include:

• Accepting the risk without intervention

• Implementing targeted mitigations

• Escalating the risk to Government of Jersey risk registers or to the Accountable Officer

When it is decided to treat the risk with targeted mitigations, the risk is reassessed post-treatment to understand how its profile has changed.

Risks are reviewed at least quarterly by our Governance Board. This ensures all risks are actively monitored, reviewed, re-assessed and, where appropriate, escalated. Regular review cycles

allow us to assess the effectiveness of mitigation measures and adapt to new or shifting risk dynamics.

In addition to organisation-wide risk management, team-level and project-level risks as well as issues continue to be tracked via dedicated logs.

Risk category Description Mitigations Pre- Post-

mitigation mitigation Skills and  Around half of all  •  Support early-career  12 9

capacity Statistics Jersey  staff through structured

team members are  development

relatively new to

• Ensure project planning

their career which

considers team capacity

could result in

undue pressure on  •  Promote a balance between

more experienced  workload and professional

team members. development

• Enable staff to rotate across functions to build resilience and share expertise

RISK MANAGEMENT

Risk category Description Mitigations Pre- Post-

mitigation mitigation Demand for  Demand for  •  Develop and communicate  12 6

statistics statistics often  work plans that align our

exceeds the  strategic priorities and those

capacity of the  of the CSP

team to deliver;

• Record and assess all

failure to manage

requests for additional

user expectations

statistical outputs against

could result in

these plans

dissatisfaction

amongst  •  Employ effective

stakeholders and  prioritisation and clear

lack of trust in  stakeholder communication

statistical outputs. to guide decisions and

manage expectations

Administrative  There is a risk  •  Embed notification clauses  16 9 data sources that changes,  in data sharing agreements,

discontinuation, or  particularly for Tier 1

non-compliance  statistics

with data sharing

• Hold regular meetings with

agreements for

data providers to monitor

administrative

risks and future changes

data sources could

undermine the  •  Integrate data validation into

quality, frequency,  routine processes to detect

or detail of  and address anomalies early

Statistics Jersey's

outputs.

Understanding  The Statistics  •  Support the Statistics  16 8 user needs Council has a  Council through induction,

responsibility to  helping them to understand

understand user  their statutory role

needs, however

• Engage regularly with the

it is a relatively

Statistics Council Chair

new body, and

so may not yet  •  Support joint engagement

understand Jersey  with users, especially those

user needs. outside of government

• Consider whether a Stats Jersey or Stats Council (or joint) user needs survey might have value at some point in the future

Risk category Description Mitigations Pre- Post-

mitigation mitigation Outdated  There is a risk that  •  Incorporate international  12 6

methods and  failing to keep  standards into planning and

statistical methods  prioritisation

systems and IT systems up

• Develop a plan of methods

to date and aligned

and systems updates

with international

best practice  •  Ring-fence time for staff

could compromise  to stay informed through

the quality  webinars and updates

and timeliness

• Engage with island

of outputs,

counterparts and those in

potentially

the ONS

reducing

stakeholder

confidence in Tier

1 statistics.

Reliance   Statistics Jersey  •  Formalise Government of  8 6 on external  relies on internal  Jersey support services

and external  through the Framework

providers service providers  Agreement

for essential  •  Maintain positive

functions such  relationships with key

as HR, finance, IT

and website and  Goparvtners ternment and eo enable early xternal

app development.  identification of risks and

There is a risk that  issues

poor support,

provider failure,  •  Ring-fence non-staff'

or loss of funding  funding to ensure service

could disrupt core  continuity

operations and/ •  Progress plans to bring

or impact on the  critical services in-house

delivery of key  over time

statistical outputs.

Survey  Declining  •  Ring-fence contingency  12 9 response  response rates  funding for additional survey

to key household  rounds and marketing

rates surveys, driven  •  Progress 2027 plans to

by survey fatigue  improve LCHIS response

and growing public

disengagement,  rparates thrticipant incough higher entives

pose a risk to data

quality, potentially  •  Streamline data collection

undermining the  processes

credibility and  •  Expanded use of

usability of key  administrative data to ease

statistical outputs. respondent burden

• Improve opportunities for online and app-based data provision.

A LOOK AHEAD TO 2026 KEY STREAMS OF WORK

Alongside the business-as-usual production of statistical reports and analyses, Statistics Jersey is progressing several key workstreams aimed at enhancing the quality, scope, and efficiency of statistical outputs:

1. Administrative data

Work will continue to secure additional administrative datasets and to develop the methodologies and database infrastructure needed to maximise their value. In particular, we are developing data shares with Social Security and Revenue Jersey to support production of household statistics; income distribution analyses; and the next Li ving Costs and Household Income Survey.

2. Retail Price s Index (RPI) redevelopment Building on progress made in 2025, the redevelopment of the RPI system will go fully live during early 2026.
3. Preparation for the Li ving Costs and Household Income Survey (LCHIS) Planning is underway for the next iteration

of the Li ving Costs and Household Income Survey to run from spring 2027, subject to funding as part of the Government Budget. This major survey has been carried out every five years since at least 1998 (apart from during the pandemic) and the last survey was in 2021 to 2022. Preparation activities will include updating the spending diary and assessing opportunities to supplement survey questions with administrative data, potentially improving the quality of statistics and reducing the

burden on respondents in future.

4. Jersey Opinions and Li festyle Survey (JOLS) As with previous election years, at the request of the States Greffe, questions will be included on voting in the 2026 JOLS, which will go live immediately after the election. The focus for JOLS is to continue to make the data easier to access and self-serve.

5. Planning for the 2031 Census

Censuses for Jersey have been carried out at least every ten years since 1821, except during the Occupation. Censuses were carried out five-yearly between 1951 and 2001, even with censuses in 1986, 1989 and 1991.

In June 2025, the United Nations adopted a resolution urging Member States to conduct

at least one population and housing census under the 2030 World Population and Housing Census Programme between 2025 and 2034.

The Statistics and Census (Jersey) Law 2018 requires the Chief Statistician to "take a census to gather the data relating to the population of Jersey required at whatever interval the Chief Statistician considers appropriate." and "For

the purposes of a census, the Chief Statistician must, as often as the Chief Statistician considers appropriate, analyse and link data collected for administrative purposes already in the possession of [Statistics Jersey] or readily obtainable by it."

Decisions on the scope and cost of the 2031 Census will need to be taken during the term of the 2026-2030 government. Planning for a 2031 Census will need to start well in advance. Research on options for the 2031 Census will start during 2026 and will include assessing the potential for using administrative data to complement traditional census questions.

ACCOUNTABILITY REPORT

GOVERNANCE ROLES AND RESPONSIBILITIES

THE CHIEF STATISTICIAN

In 2025, Statistics Jersey entered a new phase of organisational development, marked by strengthened independence and accountability. Amendments to the Statistics and Census

(Jersey) Law 2018 formally established the Chief Statistician as a Corporation Sole, granting the role legal authority to act independently on behalf of Statistics Jersey. This change elevated the position from a primarily professional leadership role to one of formal legal accountability.

The amended Law enshrines the professional independence of the Chief Statistician, explicitly stating:

• "The Chief Statistician must not be directed on how any of the Chief Statistician's functions are to be carried out."

• "The States must respect, uphold and defend the independence of the Chief Statistician."

These legislative protections reinforce the Chief Statistician's role as the authoritative source of statistics in Jersey, free from political or external influence.

As a result of the 2025 reforms, the Chief Statistician now holds:

These changes signal a significant shift in how statistics are governed in Jersey, reinforcing the integrity, transparency, and impartiality of the Jersey Statistical System.

STATISTICS COUNCIL

The 2025 legislative amendments established the Statistics Council - Jersey's new independent oversight body for statistics, replacing the former Statistics Users Group. This important development reinforces the Island's commitment to transparent, high-quality, and user-focused statistical oversight.

The Council is tasked with advising public authorities on the production, use, quality, relevance and integrity of the statistics produced by them; to promote professional standards; and to gather and present the needs of users.

The Statistics Council was formed from mid-2025. Throughout the latter half of 2025, the Chair of the Statistics Council and the Chief Statistician met regularly to discuss strategic issues, including mechanisms for better understanding and responding to user needs.

• full strategic and operational autonomy,

including oversight of risk and internal

governance Statutory Functions of the Statistics Council

• legal responsibility for publishing an Annual  Under the revised legislation, the Council has a Report to the States Assembly formal mandate to:

• a duty to produce an Output Plan that

• advise public authorities on the production,

aligns with the Government's Common

communication, and use of statistics Strategic Policy while preserving statistical

independence •  provide guidance specifically on Tier 1

• responsibility for delivering a five-year strategy  statistics, which are deemed essential for

for the Jersey Statistical System public policy and decision-making

• authority to enter into contracts and make  •  raise and publish concerns about data quality, operational decisions independently reliability, and potential misuse

• act as a forum for public and stakeholder engagement on statistical matters

• review and consult on Statistics Jersey's Output Plan, Annual Report, and the five-year strategy for the Jersey Statistical System

• provide advice on the appointment of the Chief Statistician

FURTHER INFORMATION ON THE STATISTICS COUNCIL

Further information about the Statistics Council is on their web page The Statistics Council and in their first annual report for 2025.

FINANCE OVERVIEW

Statistics Jersey operates within the financial governance framework set out in the Public Finances (Jersey) Law 2019 and the accompanying Public Finances Manual. Its budget forms part of the broader Government of Jersey Budget, and its income and expenditure were reported through the Government of Jersey Annual Report and Accounts for 2025.

Throughout 2025, Statistics Jersey's financial management remained subject to oversight and scrutiny by the Accountable Officer within the Cabinet Office, ensuring continued adherence to government-wide financial controls and reporting standards.

While recent legislative reforms have strengthened Statistics Jersey's operational independence, core financial support continues to be provided by the Government of Jersey under the terms of the Framework Agreement. This includes access to central financial systems, support services, and participation in monthly budget holder reviews, ensuring both accountability and alignment with wider public finance practices.

INCOME

While Statistics Jersey is permitted to generate income through external data collection and analysis projects, capacity to undertake activities outside of its core outputs and development work remains limited. In 2025, Statistics Jersey generated £5,000 in income for carrying out the Telecoms Survey for the Jersey and Guernsey Competition Regulatory Authorities.

EXPENDITURE

Expenditure by Statistics Jersey consists primarily of:

• Pay costs, including employee salaries and pension contributions

• Non-pay costs, including operational expenses (e.g. for running surveys); professional services (e.g. website development), and training.

In 2025, 85% of Statistics Jersey's expenditure was on employee costs. The remainder covered items such as:

• Printing and postal costs for business and household surveys such as the Annual Business Survey, the Annual Earnings Survey and the Jersey Opinions and Li festyle Survey

• Travel, accommodation and education costs for team members participating in professional training, particularly those undertaking modules in the MSc in Data Analytics for Government at the University of Southampton

• Small amounts of consultancy support, for instance to develop software in support of the Retail Price Index price collection.

Statistics Jersey's financial data is compiled by Finance Business Partners within the Treasury and Exchequer Department. The summary below aligns with the figures reported in the Government of Jersey's Annual Report and Accounts for 2025.

STATEMENT OF COMPREHENSIVE NET EXPENDITURE

In 2025, Statistics Jersey recorded a total net expenditure of £1.899 million, representing an underspend of £95,000 against its approved budget.

The underspend on employee costs (£68,000) was small, at 4% of total budgeted cost. This was due to vacancies, including delays in filling the new Business Tendency Survey post and lower spend on temporary staff. Similarly, a cautious approach to non-essential spending resulted in an underspend of £27,000 on other operating expenses, equivalent to 9% of the budget.

EMPLOYMENT STRUCTURE

All staff within Statistics Jersey are employed by the States Employment Board (SEB) under the Employment of States of Jersey Employees (Jersey) Law 2005. As civil servants, they are subject to the same terms and conditions as other public sector employees, including adherence to the Government of Jersey's values, employment policies, and civil service codes of conduct.

As at the end of 2025, Statistics Jersey employed 18 staff members, excluding the Chief Statistician, representing a full-time equivalent (FTE) of 17.2. The headcount of 18 staff members reflects a net increase of one full-time permanent post compared to 2024.

The additional position, created within the Economic Statistics team, enabled the reinstatement of the quarterly Business Tendency Survey, which had been stopped in 2024 due to budgetary reprioritisation.

In addition, one staff member previously on a temporary contract in 2024 was appointed to a permanent role in 2025.

There were no leavers from Statistics Jersey during 2025, with a turnover rate of 0%.

PAY SCALES AND REMUNERATION

Statistics Jersey staff are employed under the Government of Jersey Civil Service pay framework, which ensures remuneration is transparent, role- based, and subject to regular review. The pay system supports fairness, progression, and the recognition of individual performance.

In addition to the base salary, all employees benefit from a comprehensive employment package, including:

• Public sector pension scheme contributions

• Annual leave entitlements

• Access to structured training and development opportunities

• Progression through pay scales, subject to performance and promotion

As of 31 December 2025, the team comprised the Chief Statistician, three Principal Statisticians, and 15 other permanent employees, with pay grades ranging from Civil Service Grade 7 to Tier 2.

The Chief Statistician holds a Tier 2 position, which in 2025 corresponded to a salary band of £122,500 to £172,500.

The total staffing cost for Statistics Jersey in 2025 was £1.614m, an increase of 7.3% compared to 2024, reflecting both pay rises and the addition of an extra post.

The pay ratio between the highest- and lowest- paid permanent employee was 4.1 to 1.0.

GENDER BALANCE

At the end of 2024 Statistics Jersey had a 50:50 gender balance. The recruitment of one additional staff member during 2025 has shifted the gender distribution at the end of 2025 to be 53% male (10 of 19 staff) and 47% female (9 of 19 staff). This reflects the organisation's strong track record in maintaining gender parity within a highly technical and specialised workforce.

At the most senior grades (Grade 14 and above), the gender split was evenly balanced at 50:50.

ALL EMPLOYEES

FEMALE 2025 MALE FEMALE 2024 MALE

47% 53% 50% 50%

TOTAL 19: 9 FEMALES, 10 MALES

SENIOR LEADERSHIP TEAM

FEMALE 2025 MALE FEMALE 2024 MALE

50% 50% 50% 50%

TOTAL 4: 2 FEMALES, 2 MALES

EMPLOYEE ENGAGEMENT AND  •  Colds, coughs, and flu – 35% of all sick days WELLBEING •  Anxiety and stress – 27% of all sick days

Statistics Jersey is committed to fostering a healthy, engaged, and resilient workforce. As civil servants, employees have access to a range of Government of Jersey wellbeing services, including Occupational Health, the Employee Assistance Programme (EAP), and health surveillance initiatives. Staff also take part in community engagement, volunteering and social events, which contribute positively to wellbeing and help strengthen community ties.

In 2025, Statistics Jersey employees collectively recorded 77 sick days, equating to an average

of 4.1 days per employee, up from 3.0 days per employee in 2024. The Government of Jersey average sick days per person during 2025 was 9.7 days per employee, up from 8.8 in 2024.

The most frequently reported reasons for absence by Statistics Jersey staff were:

While seasonal illness contributed to the increase, the organisation acknowledges the significant proportion of absences due to anxiety and stress'. In response, several proactive steps were taken in 2025 to support employee wellbeing, including:

• Aligning team capacity more closely with workloads

• Involving staff more actively in project planning

• Better pacing of training and Continuous Professional Development activities, along with tracking of CPD to ensure all staff are receiving development opportunities.

These initiatives aim to create a more sustainable work environment and reduce workplace-related stress.

EMPLOYMENT STRUCTURE

EMPLOYEE ENGAGEMENT

Since 2020, Statistics Jersey has participated in the Government of Jersey's BeHeard'

staff engagement survey, an independently administered tool by Best Companies, designed to gather confidential insights into employees' experiences, satisfaction, and perceptions of organisational culture.

The survey produces a Best Companies Index (BCI) score for each participating department and public body. The BCI score is a recognised and benchmarkable measure of employee engagement on a scale from 0 to 1,000 and is derived from employee responses across eight key engagement factors: Leadership; My Manager; My Company; Team dynamics; Personal Growth; Wellbeing; Fairness; and Giving Something Back.

STATISTICS JERSEY BCI SCORE: 2023 TO 2025

In June 2025, Statistics Jersey achieved a BCI score of 757.7, placing us within the World-Class' category, and marking a significant improvement from scores recorded in both 2023 and 2024. Statistics Jersey's upward trend in engagement reflects strong leadership, a collaborative team environment, and investment in professional development.

In addition, the BeHeard survey allows all eligible managers to see how they scored in four key behaviour areas: motivates'; considers'; converses'; and cares'. Statistics Jersey likewise recorded a World-Class score on these measures.

These results reflect Statistics Jersey's commitment to creating a high-performing and supportive workplace.

475 600 659.5 696.5 738

Statistics Jersey BCI score: 2023 to 2025

USE OF CONTRACTORS  AND CONSULTANTS

Statistics Jersey engages external contractors  

and consultants when specialist expertise or  independent insight is required for work beyond our  core functions.

In 2025, examples included the development of  youth-friendly media products to help translate  complex statistical findings into accessible content  for younger audiences, as well as the development  and hosting of Statistics Jersey's standalone website.

All external engagements are undertaken in  accordance with Government of Jersey procurement  guidelines and are only pursued when:

• The required skills are not available in-house

• The work falls outside the scope of Statistics  Jersey's core competencies and responsibilities

• An independent perspective is essential to  ensure objectivity or credibility

• External support offers a cost-effective and  time-efficient solution for specialist or temporary  needs

During 2025 total expenditure on outsourced service  solutions was £137,000. Budget reductions made  during 2024 kicked in during 2025 and 2026 which  meant that whilst Statistics Jersey had budget for  posts in 2025 these were not affordable in 2026  

or beyond and had to be cut early. This provided  

a one-off opportunity to invest during 2025.  

Around £75,000 was spent developing apps for  

RPI data collection (replacing pen and paper) and  for automation of RPI calculations. An additional  £30,000 was spent during 2025 on the new Statistics  Jersey website. The residual was primarily spent on  support for implementation of the Statistics Jersey  Law amendments, including production of a first  Chief Statistician Annual Report.

These targeted engagements enabled Statistics  Jersey to deliver key objectives efficiently while  maintaining focus on its core outputs.

SUSTAINABILITY REPORT

Statistics Jersey plays a key role in supporting the Government of Jersey's long-term sustainability ambitions, particularly through tracking progress toward sustainable wellbeing, a core principle of the Island's strategic planning framework.

The Government's long-term vision is outlined in Future Jersey, which sets out what Islanders want Jersey to be like by 2037. To measure progress towards this vision, the Island Outcome Indicators provide a structured set of metrics aligned with three core pillars: community, economy, and environment.

Statistics Jersey supports the tracking of sustainable wellbeing through the Island Outcome Indicators by:

• Advising on the selection of relevant and meaningful outcome measures

• Producing and maintaining the data that underpins the indicators

• Reporting on progress through statistical dashboards

TRANSPORT AND CARBON EMISSIONS

Statistics Jersey remains committed to minimising its environmental impact and promoting sustainable working practices. The organisation recognises its main environmental impacts arise from air travel, paper usage, and digital data storage.

Statistics Jersey does not own or lease any vehicles, and business travel for meetings within Jersey is minimal. Most internal and external meetings are conducted online or hosted at central, walkable locations, with many staff commuting using active transport such as walking or cycling.

Through this work, Statistics Jersey ensures that

decision-makers have access to trusted, timely,

and relevant data to guide policy that supports

long-term wellbeing for all Islanders.

NG Built Learn and

BEI environment grow

LL Health and E wellbeing

W Natural

L environment A

T

Safety and EN ISLAND security

NM OUTCOME

O Sustainable INDICATORS Vibrant and RI resources inclusive

V community

N

E

Jobs and Affordable productivity living growth Business

environment

 WELLBEING

AIR TRAVEL AND EMISSIONS TRACKING

In 2025, Statistics Jersey began formally tracking

its carbon emissions from air travel, particularly for attendance at professional development courses and international conferences. Emissions were calculated using the International Civil Aviation Organization's (ICAO) Carbon Emissions Calculator, providing a reliable and consistent approach to carbon measurement.

In 2025:

• Four employees travelled to the UK to attend modules as part of the MSc in Data and Analytics for Government at the University of Southampton, along with other specialist training courses.

• The Chief Statistician and two other Statistics Jersey team members attended the International Statistics Institutes World Statistics Congress in The Hague, supporting career development and international engagement.

In total, air travel in 2025 generated 1,350 kg of CO emissions.

To reduce its carbon footprint, Statistics Jersey is now encouraging staff to take advantage of remote learning options where appropriate. Two team members have started MSc modules online through the University of Glasgow, rather than travelling to in-person equivalents at the University of Southampton.

PAPER USAGE

In 2025, Statistics Jersey also began tracking paper usage as part of its sustainability efforts. This included:

• Internal printing, recorded via the Statistics Jersey office printer system

• External printing, such as bulk production of large-scale survey forms and envelopes

Total paper usage for 2025 was 146,000 equivalent sheets[1]. The Jersey Opinions and Li festyle Survey (JOLS) accounted for two-thirds (67%) of Statistics Jersey's paper usage during 2025, with business surveys (Annual Business Survey; Average Earnings Survey, and Business Tendency Survey) accounting for 27% of paper usage. Office based usage accounting for just 6% of total paper usage.

The approximately 4,000 randomly selected households for JOLS were initially sent just a letter with a QR code to encourage online response,

with paper questionnaires only sent on request or if a response was not received after two weeks. Monitoring usage provides a baseline for reducing future paper consumption through encouraging respondents to JOLS and other surveys to respond online.

This structured approach reflects Statistics Jersey's commitment to measuring and managing its environmental impact.

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[1]. Equivalised to 80 gsm paper. The paper used for survey and envelope printing is heavier and is factored up accordingly.