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00:02:10 - 00:03:28 Digital Jersey: Demonstrating Value for Money
Digital Jersey details how it provides a return on taxpayer investment. The organization showcases its success in attracting supplementary funding from the private sector and its commitment to efficient cost management.
00:02:10 - 00:02:17
so I think one of the things that we can do for value for money is, because we are arm's length, we're able to raise money from industry as well
00:02:29 - 00:02:41
we can add to that, so we make the taxpayer funding go further because we actually have the ability to raise, we raise on average about 25% of our taxpayer funding. We raise from industry as well.
00:03:13 - 00:03:28
We manage our costs, so we've reduced our senior headcount fairly significantly over the last few years, our overall headcount by about 15%. So we're very careful what we do with our money there, so we deliver more from less in that sense
00:08:13 - 00:11:26 Digital Jersey's Strategic Evolution Since 2014
The CEO recounts Digital Jersey's strategic journey from its beginnings in 2014. It details how original blueprints were adjusted based on input from government and the sector, resulting in a renewed emphasis on wider economic influence and the growth of expertise.
00:08:31 - 00:08:38
there was a very strong message from the minister at the time, from government that the strategy wasn't working, it was the wrong strategy.
00:09:02 - 00:09:21
So we actually published a new We actually published a new strategy at the end of 2015 going to 2016 with the backing of government. What I would say, because I looked at this There were lots of things, and in some ways Digital Jersey I think was a bit like a startup, they pivot.
00:09:47 - 00:10:04
So that is why not only did we agree a new plan for digital Jersey going forward, but we split responsibilities, because actually we recommended the formation of what was then called the digital policy unit. He said government needs to take responsibility for policy. regulation, legislation around digital.
00:10:21 - 00:10:38
If we look at what we've evolved since, you know, what Digital Jersey then did was Jersey Coders, we've had the courses since. You look at where it's gone to now with F1 in schools or STEM racing as it's called now We have still carried on looking at how do you get school kids interested in technology and the role there.
00:10:52 - 00:11:21
so growing number of jobs supporting local companies bringing it in with investment But one of the things that I think was missing, because this isn't a function government historically done, is technology is both a vertical in the economy, but it's also a horizontal. So the importance of helping every other economic sector of Jersey using technology, whether that is fintech and financial services, agri-tech in agriculture, even tourism. that wasn't being performed as a function, so we have performed that as well.
00:20:04 - 00:22:57 Digital Jersey's Role in Cyber Security and AI
Digital Jersey explains its role in promoting cyber security and artificial intelligence. Cyber security is handled by other government bodies, with Digital Jersey acting as a liaison with industry. For AI, a council has been formed with key stakeholders to develop a coordinated plan for Jersey to become a rapid adopter, particularly in public sector and financial services.
00:20:38 - 00:20:56
So for example, they focused on cyber security, GDPR the information commissioner setting up this cyber Jersey Cyber Security Center. So one of the reasons you don't see us making it a big part of what we do and promote is because other parts of government are doing that
00:20:49 - 00:21:14
So one of the reasons you don't see us making it a big part of what we do and promote is because other parts of government are doing that, so we don't duplicate We are the liaison with industry because of the membership on cyber security. We promote what is happening, whether that's events, whether that's communicating to our members about new law changes, consultations and things like that, so we act as a conduit for industry but we don't duplicate what they're doing.
00:21:16 - 00:21:47
AI is a bit different, so what we've announced today it's just gone out is we've formed what we call the JZAI council We've been doing some work since the beginning of the year with outside expertise, we have Professor Dame Wendy Hall on our board, who's the UK representative on the UN advisory panel, she co wrote the Theresa May government AI strategy. She's on our board, we've also worked with a professor Professor Alan Brown. We've looked at Jersey, we have identified the big opportunities are public sector and financial services for AI.
00:21:41 - 00:21:58
we have identified the big opportunities are public sector and financial services for AI. We formed an AI council which comprises Jersey Finance, the Jersey Financial Services Commission, the Information Commissioner, the Jersey AI Forum and the IOD, and government.
00:21:58 - 00:22:12
Government are represented as well. That is about a coordinated plan for how Jersey becomes a rapid adopter of AI with a particular focus, not exclusively, but a particular focus on financial services. And how would you folks ask them?
00:29:53 - 00:30:09 Tracking Decisions and Actions Effectively
The speaker details the procedure for documenting and monitoring crucial decisions and actions. It emphasizes consistent interaction with government representatives and the distribution of board meeting minutes and materials.
00:29:53 - 00:29:58
so government take notes of the partnership meetings, send them to us for agreement with actions, and we follow it up.
00:30:06 - 00:30:09
and government get a copy of the board pack, minutes of previous meetings, and things like that.
00:31:41 - 00:32:32 Aligning Efforts with Island Economic Outcomes
The speaker explains how the organization's initiatives support island outcomes and indicators, particularly economic ones, given its role as an economic development agency funded by the economy department.
00:32:00 - 00:32:05
We focus on the economic outcomes, rather than trying to do everything.
00:32:10 - 00:32:14
so As we get a new minister and a new government, we have a discussion about what the priorities are.
00:32:24 - 00:32:32
We focus on what the economy department priorities are, because they are providing our funding So what data or KPIs do you use to demonstrate this impact?
00:32:47 - 00:33:52 Measuring Impact: KPIs for Digital Economy Value
A discussion of the key performance indicators (KPIs) used to demonstrate impact, primarily focusing on membership growth and retention as proxies for delivering value to the digital economy.
00:32:47 - 00:32:56
Our membership growth, and the reason for that is because that demonstrates that the industry believes we're doing a good job, because they're prepared to pay us.
00:33:01 - 00:33:12
We focus both on growth of number of members and also on retention, because obviously that's also important to demonstrate long-term commitments and alignment with our goals.
00:33:31 - 00:33:39
We've actually hit closer to 8% growth this year, so we probably need to set ourselves a stretch target for next year, because we do seem to be able to continue to grow our membership.
so I think one of the things that we can do for value for money is, because we are arm's length, we're able to raise money from industry as well
we can add to that, so we make the taxpayer funding go further because we actually have the ability to raise, we raise on average about 25% of our taxpayer funding. We raise from industry as well.
We manage our costs, so we've reduced our senior headcount fairly significantly over the last few years, our overall headcount by about 15%. So we're very careful what we do with our money there, so we deliver more from less in that sense
there was a very strong message from the minister at the time, from government that the strategy wasn't working, it was the wrong strategy.
So we actually published a new We actually published a new strategy at the end of 2015 going to 2016 with the backing of government. What I would say, because I looked at this There were lots of things, and in some ways Digital Jersey I think was a bit like a startup, they pivot.
So that is why not only did we agree a new plan for digital Jersey going forward, but we split responsibilities, because actually we recommended the formation of what was then called the digital policy unit. He said government needs to take responsibility for policy. regulation, legislation around digital.
If we look at what we've evolved since, you know, what Digital Jersey then did was Jersey Coders, we've had the courses since. You look at where it's gone to now with F1 in schools or STEM racing as it's called now We have still carried on looking at how do you get school kids interested in technology and the role there.
so growing number of jobs supporting local companies bringing it in with investment But one of the things that I think was missing, because this isn't a function government historically done, is technology is both a vertical in the economy, but it's also a horizontal. So the importance of helping every other economic sector of Jersey using technology, whether that is fintech and financial services, agri-tech in agriculture, even tourism. that wasn't being performed as a function, so we have performed that as well.
So for example, they focused on cyber security, GDPR the information commissioner setting up this cyber Jersey Cyber Security Center. So one of the reasons you don't see us making it a big part of what we do and promote is because other parts of government are doing that
So one of the reasons you don't see us making it a big part of what we do and promote is because other parts of government are doing that, so we don't duplicate We are the liaison with industry because of the membership on cyber security. We promote what is happening, whether that's events, whether that's communicating to our members about new law changes, consultations and things like that, so we act as a conduit for industry but we don't duplicate what they're doing.
AI is a bit different, so what we've announced today it's just gone out is we've formed what we call the JZAI council We've been doing some work since the beginning of the year with outside expertise, we have Professor Dame Wendy Hall on our board, who's the UK representative on the UN advisory panel, she co wrote the Theresa May government AI strategy. She's on our board, we've also worked with a professor Professor Alan Brown. We've looked at Jersey, we have identified the big opportunities are public sector and financial services for AI.
we have identified the big opportunities are public sector and financial services for AI. We formed an AI council which comprises Jersey Finance, the Jersey Financial Services Commission, the Information Commissioner, the Jersey AI Forum and the IOD, and government.
Government are represented as well. That is about a coordinated plan for how Jersey becomes a rapid adopter of AI with a particular focus, not exclusively, but a particular focus on financial services. And how would you folks ask them?
so government take notes of the partnership meetings, send them to us for agreement with actions, and we follow it up.
and government get a copy of the board pack, minutes of previous meetings, and things like that.
We focus on the economic outcomes, rather than trying to do everything.
so As we get a new minister and a new government, we have a discussion about what the priorities are.
We focus on what the economy department priorities are, because they are providing our funding So what data or KPIs do you use to demonstrate this impact?
Our membership growth, and the reason for that is because that demonstrates that the industry believes we're doing a good job, because they're prepared to pay us.
We focus both on growth of number of members and also on retention, because obviously that's also important to demonstrate long-term commitments and alignment with our goals.
We've actually hit closer to 8% growth this year, so we probably need to set ourselves a stretch target for next year, because we do seem to be able to continue to grow our membership.
