Department of Education and Children
Rheynn Ynsee as Paitchyn
Service Delivery Plan 2015 to 2020
Contents
Page
Introduction by the Chief Executive Officer 3 Legal Authority 4 About Us 4 Organisation Structure 9 Key Challenges 10 Corporate Strategy Map 13 Corporate Strategy Map Critical Processes/Initiatives for 2015 - 20 17 Finance and Personnel for the 2015/16 Financial Year 43
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Introduction by the Chief Executive Officer
We live in a world that is changing rapidly, with the globalised economy creating opportunity, challenge and unpredictability. Emerging industries will generate jobs that do not exist yet and today's schoolchildren are likely to have multiple careers in their lifetimes.
Success in the 21st century will depend on young people's ability to be resourceful, adaptable, self-confident and innovative. It is therefore vital that we develop young learners accordingly and nurture skills that lay the foundation for lifelong learning.
Having responsibility for Manx Sport and Recreation, the Youth Service and Arts, the Department of Education and Children is also well placed to support health, creativity and wellbeing on the Island.
The Department’s strategic priorities for the next five years are set out in this document and will be reviewed annually. They support the Isle of Man Government’s three strategic imperatives:
balance the budget; protect the vulnerable; and grow the economy.
Our work also supports the Isle of Man Government’s Economic Strategy – Vision 2020.
I continue to be extremely grateful for the dedication and professionalism of the Department’s workforce. There are undoubtedly many challenges ahead, but I am confident that by working together we will be successful as we strive for excellence in all we deliver for the children, young people and indeed the wider community of the Isle of Man.
Ronald Barr Chief Executive Officer
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Legal Authority
As with other Departments of Government, the Department of Education and Children is constituted under the Government Departments Act 1987. Its main duties and responsibilities are set out in the Isle of Man Education Act 2001. The Education (Miscellaneous Provisions) Act 2009 contains some supplementary provisions and there is a raft of secondary legislation in the form of regulations, articles and instruments. In relation to the Sports Development Unit and the National Sports Centre, the relevant legislation is the Recreation and Leisure Act 1998.
About Us
Our vision is:
A world-class education system for all, underpinned by the Essentials for Learning Framework and providing educational experiences which inspire, engage and enable children to become successful motivated learners, confident individuals, responsible citizens and effective contributors to society. Believing every learner has the potential to achieve and providing diversity of opportunity to meet the needs of all learners. Educational provision aligned to the Island’s present and future skills needs, at the same time as equipping learners to compete in the global job market. High expectations of learners and staff and a commitment to excellent professional development and training. Children and young people experiencing a variety of activities in school which lead to their participation and engagement in positive activities out of school. Our premises used as shared learning spaces to facilitate and support lifelong learning in collaboration with local businesses and the wider community, engaging the whole community in learning. The lives of the people of the Isle of Man enhanced and enriched by improved health, wellbeing, confidence and self-esteem through accessible opportunities for regular, sustainable participation in sport, physical activity and the arts with a positive impact on the community and economy.
Our aspirations for children and young people are that they should be:
purposeful contributors to Isle of Man society confident and assured
successful learners people
responsible and aware individuals
happy and healthy
We recognise that we cannot meet this challenge alone and must work in partnership with all those who have a stake in the delivery of services to children and young people in the Isle of Man. Our stakeholders include all learners on the Isle of Man, parents, carers and the Government departments, agencies, charities, businesses and other bodies with whom we work in partnership. 4
The Department of Education and Children is part of Central Government and is accountable solely to Tynwald. The Minister for Education and Children, Honourable Mr Tim Crookall MHK, is the political head of the Department and is supported by Mr David Anderson MHK, Mr Geoff Corkish MBE MLC and Mr Tony Wild MLC. The Minister determines the policies of the Department and works in accordance with the Government Departments Act 1987.
The Chief Executive Officer is accountable to the Minister for the management and organisation of the Department of Education and Children. He heads a small Senior Leadership Team, who, along with Headteachers and the Principal of the Isle of Man College of Further and Higher Education, advise on policy formulation, implement the policies adopted and provide leadership and management to the staff. Our workforce comprises 1819 people (1483.31 full-time equivalents).
We have 5 secondary schools and 32 primary schools serving a pupil population of 11,756. In addition there are 1013 full-time and 2445 part-time students attending the Isle of Man College of Further and Higher Education and a further 1955 attending part-time adult community education courses. The College is an educational and cultural resource for the residents of the Isle of Man, providing a variety of teaching and learning methods and training opportunities to meet the needs and circumstances of all students.
We also provide a range of services, including:
Education Improvement Service
The Education Improvement Service is responsible for the quality assurance of education delivered through schools.
The Education Improvement Service Advisers have a monitoring and evaluation role, gaining an overview of the performance of schools and ensuring that the Department fulfils its responsibilities in relation to Section 50 of the Education Act 2001, which describes the arrangements for the inspection of schools. They shape thinking, generate ideas and lead working groups of practitioners to develop the direction, content and quality of the curriculum offered by schools.
Music, ICT, Manx and Health Education are also included within the Education Improvement Service.
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Services for Children
Services for Children work with other Government Departments and agencies to meet the Integrating Children’s Services and Safeguarding agendas. A range of targeted education support services is provided, as follows:
Pre-School Assessment Centre Education Support Centre Visual Support Service Hearing Support Service Educational Psychology Service Bilingual Service
Autism Support Special Units Staffing support for SEN pupils in mainstream classes
Corporate Services
Corporate Services cover a range of functions, including: business and financial planning; policy development and review; financial control and advice; supervision on financial administration; ensuring the Department fulfils its statutory obligations; research, development and progression of primary and secondary legislation; leading the Department’s re-structuring, redeployment and redundancy programme; leading the Department’s work with unions; student awards and student loans; lettings; School Governor and Education Council support and training; education projects; working with schools, pupils and their families to improve pupil attendance; licensing children appearing in entertainments; enforcing the Employment of Children Regulations; managing the Department’s work experience programme; managing endowment funds; providing transport for children with special needs and school swimming; managing the Isle of Man Children’s University; business continuity planning; insurance matters; handling complaints; arts development and Arts Council support; investigations; provision of advice on policies, procedures and legislation; arranging and advising at exclusion hearings and appeals in respect of pupil admissions and suspensions; and the provision of secretarial, counter and postal services.
Estates Services
The Department has a Director of Estates, who has a strategic role providing advice on property and land matters to the Department. He takes the lead on all capital schemes as project sponsor and provides the key interface with the Department of Infrastructure’s Estates Team, as expert client.
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Sports, Youth and Recreation Services
Sports, Youth and Recreation Services comprise Manx Sport and Recreation and the Youth Service.
Manx Sport and Recreation is responsible for the facilities, programmes and initiatives delivered by the National Sports Centre, the Sports Development Unit and IOM Sport. The Isle of Man Strategy for Sport, published in November 2014, has shaped the vision for much of the work over the next 5 to 10 years, with community participation and engagement, health and wellbeing and elite performance at the centre of its core aims. The National Sports Centre hosts a wide variety of sports and activities, attracting attendances of more than 655,000 each year and is the focal point for the development of sport on the Island as well as being a centre of sporting excellence and a unique community venue which improves the health and well-being for all ages and abilities of people. Manx Sport and Recreation delivers a range of initiatives which engage young people all over the island, providing opportunities for thousands of children to get involved and stay involved with sport for a lifetime. It also recognises that there will be certain individuals and groups in society who have found it difficult to access provision and thus there is a clear focus on early intervention to help and support specific target groups and to remove any barriers that may exist. IOM Sport helps many athletes realise their potential and supports them in their quest to become British, European, Commonwealth, World and Olympic Champions, ensuring that the ‘Isle of Man’ is promoted across the globe and inspiring the next generation of children to become active and involved in a wide variety of sports.
The Youth Service provides 102 youth club sessions from 65 different projects at 19 venues around the Island. The age range of membership is 8 to 18. The specialist activity and targeted work of the Youth Service includes dedicated facilities and activity programmes for example through the Youth Arts Centre, Ardwhallan Outdoor Pursuits Centre and the Youth Motor Project. These facilities work with young people using their interest in a particular activity to motivate, inspire, educate and challenge. They are all charities and operate in partnership with the Department. The Youth Service is also the operating authority for the Duke of Edinburgh Award Scheme on the Isle of Man.
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Education Council
There is a 15-member Education Council with an advisory role to the Department and a non- executive role in the overall running of schools and the Isle of Man College of Further and Higher Education. Our primary schools, secondary schools and the College of Further and Higher Education each has its own Governing Body, which includes at least one member of the Education Council.
Arts Council
There is an 8-member Arts Council which supports the work of local amateurs and professionals as well as visiting artists. It funds many organisations and offers advice and information to hundreds of people every year, encouraging and enabling participation and development in all aspects of the arts.
Isle of Man Sport
Isle of Man Sport also comprises 9 members and acts as an independent forum for the promotion and development of sports and recreation. It provides advice and expertise to the Department on all matters pertaining to sports and recreation on the Island.
Shared Services
Caretaking and Cleaning Services are provided by the Department of Infrastructure; Catering Services by the Department of Health and Social Care; Payroll and Creditors by Treasury; and HR, ICT Technical Support, Health and Safety, PR/External Communications and Training by the Cabinet Office. The Department liaises closely with the aforementioned Departments and the Cabinet Office in relation to the delivery of these services.
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Department of Education and Children
Organisation Structure
Hon Mr Tim Crookall MHK Mr Geoff Corkish MBE, MLC Mr David Anderson MHK Minister for Education and Children
Mr Tony Wild MLC
Professor Ronald Barr Chief Executive Officer
Director of Strategy and Director of Services for Corporate Services Director of Estates Director of Education Acting Head of Sport, Children Youth and Recreation Services Legal and Administrative Education Pre-School Services Improvement Assessment Centre Finance Youth Service Service Education Support Students Awards National Sports Centre Centre Lettings Sport Development Visual Support Service Transport Services Unit Hearing Support Investigations and IOM Sport Institute Peripatetic Teams: Service Projects IOM Sport ICT Educational IOM Children’s University Music Psychology Service Education Liaison Manx Bilingual Service Arts Development & Arts Health Education Autism Support Council Support Special Units Staffing support for SEN pupils in
Isle of Man College of Further mainstream classes 32 Primary Schools 5 Secondary Schools and Higher Education
9 School Governing Arts Council Isle of Man Sports Education Council Bodies
Key Challenges
In supporting Isle of Man Government’s key policy areas, the challenges we face are as follows:
Our Economy
We seek to support the Manx economy by equipping students with skills for life and the workplace. Our schools and the Isle of Man College of Further and Higher Education play a vital role in this regard. Our other provision, for example, the Pre-School Assessment Centre and Play and Youth Services, also make a significant contribution to young people’s development, the progress of the Manx economy and the quality of society. We continue to engage with the Department of Economic Development and local employers in identifying and addressing skill shortages.
With a view to better meeting the needs of the Island’s community and economy, we are broadening learning pathways, with increased foundation and vocational options for 14 year olds; extending the Higher and Further Education offers; and improving the quality and range of provision for those with additional and complex needs attending the Isle of Man College of Further and Higher Education.
Our secondary schools face challenges in the recruitment of high calibre teachers in core subjects for which there are national shortages. Given the age profile of our workforce, we also face challenges in relation to succession planning, particularly securing future leadership. Our current leadership and management programmes to help develop future school leaders are to be replaced with a full master’s degree programme from September 2015. This programme will be available to aspiring leaders in primary and secondary schools and at the Isle of Man College of Further and Higher Education.
There is unprecedented reform taking place in secondary schools and at the Isle of Man College of Further and High Education. Following consultation, it was decided that the main qualification for 14-16 year olds in the Island’s schools should be the International GCSE. There will also be a limited number of subject entries in WJEC GCSEs. The transition from existing courses will take place as GCSEs change in England, taking until 2019 to complete. A levels have returned to linear courses and, beginning in 2015 in some subjects, the AS level will be decoupled from A level in a reform that will take until 2020 to complete. In addition, the range of vocational qualifications for 14 to19 year olds is undergoing substantial reform.
Environment and Infrastructure
In light of the financial pressures, capital schemes must be carefully prioritised and the minor capital programme carefully targeted. The most recent capital schemes to be completed have been the Ballakermeen High School’s Dining and Post 16 Extension Scheme and the Isle of Man College of Further and Higher Education’s William Kennish Engineering Centre and Advanced Manufacturing Training Centre.
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We are presently moving forward with a number of further infrastructure projects, including a Kitchen and Dining Room Scheme at Queen Elizabeth II High School, new construction crafts facilities at the Isle of Man College of Further and Higher Education and the new Henry Bloom Noble Primary School on Westmoreland Road in Douglas. With the sale of the Nunnery, there is also a need to relocate the Education Support Centre to suitable new premises, with a view to moving Higher Education provision from the Nunnery to Glencrutchery, where it will be part of the Isle of Man College of Further and Higher Education’s campus.
Good Government
We keep our staffing structures, legislation, policies, procedures and systems under regular review with a view to maintaining responsive, cost effective services. Work is underway on a new Education Bill, to be supported by new secondary legislation which will modernise the legislative framework within which the Department operates and we have recently reviewed, revised and tested our Business Continuity Plan.
We carefully monitor budgets and regularly review our risk registers. Each year we are required to produce a Statement of Internal Control, which is subject to audit, to ensure accuracy and compliance with the Corporate Governance Code.
Income and Expenditure
For all off-Island undergraduate and postgraduate degree courses, students are required to make an annual contribution of £2,500 towards their tuition fees. Where the student/contributors’ total gross income exceeds £100,000 per annum, an additional contribution is required. This means-tested contribution is set at 35% of that part of gross income above £100,000 to a maximum contribution of £6,500 per student. There is provision to give loans in respect of some or all of the non-means tested element of the tuition fees contribution.
Our budget for 2015/16 is £90.5 million, which is an increase of £0.3million from the £90.2 million budget set for 2013/14. After taking into account an increase of £1.4 million for the Department’s capital loan charges, the Department’s budget has, in effect, been reduced by £1.1 million.
Transfers from the Department of Education and Children to other departments to provide an expanded range of shared services, including estates management and catering, account for £0.2m of the reduction. The remaining £0.9 million has been saved as a result of a third cohort of students making the universal contribution to their higher education tuition fees, which was agreed by Tynwald in 2013.
Welfare Reform and Wellbeing
We are contributing to the Isle of Man Strategy for Children and Young People and we are also involved in implementing the action plan in response to the Children’s Services Inspection Report.
With Manx Sport and Recreation and Arts now based with the Department, there are opportunities to improve the health and wellbeing of children, young people, the Department’s workforce and indeed the broader Isle of Man community. Also to increase the opportunities for looked after children, those with disabilities and those from socio-economic affected backgrounds.
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Balance the Budget
We face a conflict between the financial year, running April to March, and the academic year, running from September to July. Financial commitments in place in September, in terms of staffing and services, must extend until the end of the academic year. As a consequence, economies resulting from the Budget in February cannot be introduced until September, leaving the Department of Education and Children less time than other departments to achieve savings.
We have been proactive in meeting our cost savings targets and introduced our Restructuring, Redeployment and Redundancy Programme in the academic year 2007/08. Since then, in addition to staffing savings achieved by natural wastage, we have handled 197 redundant posts, securing redeployment for 142 of those affected.
Since 2010, we have reduced expenditure by over £4 million and have absorbed cost increases amounting to over £7.7 million.
Front-line posts have been protected as far as possible; but there has nevertheless been a need for a small reduction in the number of teachers. As a result, the Island’s schools no longer have a more favourable pupil:teacher ratio than UK schools, with the associated challenge of maintaining and, where possible, raising standards, whilst dealing with a rise in the pupil population and an increase in the number of children with emotional and behavioural difficulties. There have also been increases in the number of children for whom English is an additional language and those with special educational needs, particularly those with complex needs, requiring more intensive support in terms of staffing and resources.
We are implementing a cost improvement programme which will involve a detailed review of all services and functions to ensure that resources are appropriately targeted and inform decision making in relation to further possible efficiencies.
Strategic Priorities
The Department’s Corporate Strategy Map for 1 April 2015 – 31 March 2020 is overleaf. For each of the critical processes/initiatives there is a project team or individual responsible for delivery and the activities to be undertaken between 1 April 2015 and 31 March 2020 are set out on pages 17 to 42.
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DEPARTMENT OF EDUCATION AND CHILDREN CORPORATE STRATEGY MAP – 2015 TO 2020
ISLE OF MAN GOVERNMENT’S AGENDA FOR CHANGE
Government Strategic Grow the Economy Balance the Budget Protect the Vulnerable priorities to which we will contribute:
OUR VISION
A world-class education system for all, underpinned by the Essentials for Learning Framework and providing educational experiences which inspire, engage and
enable children to become successful motivated learners, confident individuals, responsible citizens and effective contributors to society. Believing every learner has the potential to achieve and providing diversity of opportunity to meet the needs of all learners. Educational provision aligned to the Island’s present and future skills needs, at the same time as equipping learners to compete in the global job market. High expectations of learners and staff and a commitment to excellent professional development and training.
Children and young people experiencing a variety of activities in school which lead to their participation and engagement in positive activities out of school. Our premises used as shared learning spaces to facilitate and support lifelong learning in collaboration with local businesses and the wider community, engaging the whole community in learning. The lives of the people of the Isle of Man enhanced and enriched by improved health, wellbeing, confidence and self-esteem through accessible opportunities for regular, sustainable participation in sport, physical activity and the arts, with a positive impact on the community and economy.
OUR KEY STAKEHOLDERS
LEARNERS PARENTS & OUR EMPLOYEES OTHER THE PRIVATE THE THIRD SECTOR THE ISLE OF MAN CARERS GOVERNMENT SECTOR COMMUNITY BODIES
OUR KEY CHALLENGES
Budget Constraints Recruitment Legislation Raising Standards Information Management Strategic Partnerships Making the necessary savings The recruitment of secondary Modernising the legislative Achieving higher standards Obtaining the data we need Working with other but limiting the impact on teachers for subjects in framework within which we within existing resources at and sharing our data with Government departments and front line services. respect of which there are operate. the same time as other Departments and agencies, the private and shortages throughout the accommodating rises in the agencies where necessary. third sector in maximising the British Isles. pupil population and those use of resources. with additional support needs.
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OUR SPECIFIC OBJECTIVES
1 2 3 4 5 6
To deliver consistent high quality, To equip learners with skills for life To protect the vulnerable, intervening To support the economy by meeting the To recruit, retain and develop a high To operate within the budget available, creative, inspirational and innovative and the workplace and develop a early to support children and young present and future skills needs of performing workforce delivering high make optimum use of available learning and teaching via delivery community of healthy, active and people at risk, meeting individual needs employers, including the skills required quality learning, teaching, education resources and demonstrate value for models which ensure learning pathways. engaged individuals, with a positive and improving social inclusion. to enable new business and emerging support services, sports and arts money. This will include joint
impact on the quality of life on the economic sectors to develop on Island. provision within allocated manpower. commissioning where appropriate. Island and its economy.
Outcomes: 1.1 2.1 3.1 4.1 5.1 6.1 Appropriate 14-19 qualifications in Learners accessing a broad range Earlier intervention and prevention. Local skills needs met as A high performing, committed Value for money achieved across all place on the Isle of Man. of development opportunities and Respect for all learners and ensuring confirmed by the DED and workforce delivering high quality areas of the Department’s work. High standards of achievement activities both in and outside of the achievement of individual employers. education and support services. Required cost saving targets met and learning demonstrated by school. potential, with individual and personal Manx students competing The DEC being an employer of with minimal impact on learning validated SSRE, external Improvements in the health and education plans in place leading to the successfully in the global job choice. and teaching. examination results and vocational wellbeing of the people of the Isle best possible outcomes for those with market. Optimum workforce deployment Legislation, policies and procedures success measured against of Man. additional support needs. HE, FE and vocational offers within allocated manpower. in place that meet the Department’s appropriate benchmarks. Improved economy and quality of Safe and supportive learning extended targeting the Island’s Effective continuing professional current and future requirements. Successful, motivated learners life on the Island. environments provided. present and future skills needs. development programme in place, Optimum use made of premises and reporting positively on learning Confident, resilient responsible Vulnerable children, young people and Learning pathways broadened linked to latest research and good technology. experiences. young people able to make their families/guardians reporting through increased foundation and practice to improve outcomes for Empowering and efficient systems Increased involvement with informed choices about their positively on the targeted support vocational options for those aged learners. and processes in place. education and training Post-16. future careers and lifestyles. received. 14. Staff committed to personal and Effective partnership working taking Reduction in NEETs. Employers reporting positively on Safeguarding and child protection An increase in the number of professional development. place. The Essentials for Learning skills and attitudes of young responsibilities discharged in a timely, students successfully studying HE Potential successors developed for all Capital and minor capital Framework fully embedded. people entering the workplace. effective way, as demonstrated by qualifications wholly or partially on key posts. programmes meeting prioritised Continuity of learning across all Reduction in NEETs. case reviews. Island. Leavers reporting positively on their needs. key stages. An increase in the number of More young people with additional The arts recognised as employment experience. Agreed, shared vision of high learners engaging in leadership, support needs having clearly defined contributing to the Island’s A healthy workforce and a reduction quality education. mentoring, volunteering and learning pathways. economy and its identity both in staff absence. creative activity. Effective partnership working nationally and internationally. Increased engagement in sport, arrangements supporting children and physical activity and the arts. young people with disabilities and their Increased number of Manx families. athletes competing on the world Improved transitions across schools, stage and helping promote the the College and services. Isle of Man. An increase in the number of those in vulnerable groups engaged in positive activities out of school. Improved social inclusion.
Critical Processes/Initiatives: 1.1A 2.1A 3.1A 4.1A 5.1A 6.1A 1. Progress 14-16 qualification 1. Work closely with employers to 1. Further develop special needs 1. Improve links between education 1. Regularly review staffing structures to 1. Implement a Cost Improvement reform establishing an IGCSE ensure that clear vocational provision at the Isle of Man College. and employers and take account ensure optimum workforce deployment Programme. core, additional GCSEs and pathways will be available within 2. Review and revise the legislation of employers’ views in shaping the and make judicious use of the 2. Progress a new Education Bill and vocational pathways to prepare 16 the curriculum for young people related to additional support needs curriculum. Restructuring, Redeployment and supporting secondary legislation. year olds for the next stage of aged 14 plus allied to a Careers and support this with a clear code of 2. Further develop HE provision at Redundancy Programme, with the 3. Undertake a review of Department education or employment Education and Guidance practice and quality assurance the Isle of Man College. priority being to minimise the impact on policies and procedures to ensure (OE5.3). Framework and improved work process. 3. Further develop FE provision at teaching and learning. consistency with the new Education 2. Develop improved benchmarking experience opportunities 3. Contribute to joint planning and joint the Isle of Man College. 2. Improve the rigour with which legislation and address any policy against KS2 performance with a especially for sixth form students implementation of the Strategy for 4. Broaden learning pathways, with performance management/appraisal gaps. focus on KS2 – KS4 value added (OE6.2). Children and Young People 2015 - increased foundation and schemes are implemented and address 4. Develop and implement an measures as the most appropriate 2. Engage with local businesses and 2020. vocational options for 14 year olds any issues of underperformance in a Accommodation Strategy to way to benchmark student the wider community to support 4. Scope the requirements and at the Isle of Man College timely manner. maximise the use of performance during examination students through mentoring, implement a comprehensive integrated (OE6.1). 3. Continue to implement the Succession accommodation. 14
reform. flexible use of schools’ facilities service for children with disabilities in 5. Contribute through the arts to Management Strategy. 5. Improve financial compliance and 3. Continue to develop engagement and the promotion of lifelong conjunction with partners across growing the Island’s economy 4. Deliver the best possible professional monitoring. with the Essentials for Learning learning. Government departments and recognising the importance of arts development and training within 6. Set savings/value for money targets Framework. 3. Improve pupil attendance. agencies. and culture in developing the available resources encompassing a for all staff as part of 4. Target English and Maths as 4. Increase the number of Manx 5. Improve the joint co-ordination of Island’s identity both nationally wide variety of delivery models. appraisal/performance critical to a sound education. athletes competing on the world educational support to looked after and internationally. 5. Actively manage staff attendance and management. 5. Introduce more robust quality stage to help promote the Isle of children. promote wellbeing. 7. Introduce a new student awards assurance processes for schools Man. 6. Contribute to improving social database to handle both student and the College to drive up 5. Implement a Health and Wellbeing inclusion amongst vulnerable children award applications and loans in line standards. Strategy for those individuals who and young people. with the GTS Digital Strategy. 6. Further develop ICT’s critical role require an early intervention 7. Develop early intervention 8. Improve the use of IT and digital in teaching and learning, including programme using sport, exercise programmes targeting children and services to improve customer the delivery of virtual education. and physical activity. young people at risk. services for MSR facilities and 7. Ensure continuity of learning for 6. Increase the number of young 8. Contribute to improving the quality of programmes in line with the GTS pupils by improving key people using sport and recreation safeguarding procedures and Digital Strategy. transitions and ensuring the to further their education and processes. 9. Assist the regional swimming pools experience of pupils is continuous training. 9. Maintain youth work provision, to operate efficiently and maximise as they move between key stages 7. Increase levels of physical activity targeting vulnerable groups. the usage of facilities, particularly in their education. and engagement in sports clubs. 10. Develop an NSC membership package for specific target groups. 8. Build capacity within educational 8. Support young people to develop to increase the number of people 10. Ensure the NSC maintains its status settings by engaging practitioners creative transferable skills so they using the facilities and ensure that the of registered ‘Excellent’ by the UK in ‘action research’ type can contribute fully to the scheme is accessible to specific target Quality External Benchmark Scheme approaches and develop an economy and community. groups in society. (Quest). agreed shared vision of high 9. Seek ways through the arts to 11. Provide and promote opportunities in 11. Work with shared services to ensure quality education. raise the quality of the Island’s support of public services to offer satisfactory service standards are architecture and built creative activities which promote maintained. environment. mental and emotional wellbeing 12. Establish the resources necessary in 10. Ensure a legacy from the Island of especially to disadvantaged or socially order to ensure increased Culture 2014 to provide a excluded groups or communities. engagement in the arts. beneficial economic and social 13. Establish and deliver the Capital impact through arts and culture. Programme. 14. Prioritise and establish the annual Minor Capital Programme in conjunction with the DOI.
Contributing to the following Isle of Man Government Agenda for Change priorities:
Help more young people to Help more young people to Help more young people find Energise the Island’s ability Create a smaller, simpler Create a smaller, simpler find employment. find employment. employment. to innovate and create our Government. Government. Broaden the school curriculum Broaden the school Improve focus on the customer. future industries. Cut employment costs. Cut employment costs. to provide more opportunities curriculum to provide more Make sure the protection of the Help more young people to Reduce bureaucracy and improve Reduce bureaucracy and for applied and vocational opportunities for applied and most vulnerable remains a high find employment. transparency. improve transparency. learning. vocational learning. priority for Government. Improve focus on the Demonstrate the behaviours we Prioritise the schemes in the Acknowledge and promote Acknowledge and promote Plan for the opportunities and customer. value in our staff, including capital programme which the economic value of our the economic value of our challenges posed by our rising life Acknowledge and promote innovation, empowerment, further develop our sports, arts, culture and sports, arts, culture and expectancy which will significantly the economic value of our courage to challenge and a focus infrastructure and support heritage. heritage. change the nature of our society. sports, arts, culture and on service. economic development. Improve focus on the Improve focus on the Define those services which will heritage. Tackle any culture of blame and Make sure town and country customer. customer. be universal to all and ensure encourage a pragmatic approach planning supports our Make sure the protection of they are high quality while being to risk. economic development. the most vulnerable remains realistic about what we can Promote the value and a high priority for afford. Key public services will utilisation of our amenity, Government. continue to be free at the point of culture and landscape Plan for the opportunities and delivery. resources. challenges posed by our rising Promote the value and utilisation Acknowledge and promote the life expectancy which will of our amenity, culture and economic value of our sports, significantly change the landscape resources. arts, culture and heritage. 15
nature of our society. Define those services which Promote the value and will be universal to all and utilisation of our amenity, ensure they are high quality culture and landscape while being realistic about resources. what we can afford. Key public services will continue to be free at the point of delivery.
Contributing to the following themes in Isle of Man Government’s Economic Strategy - Vision 2020:
Tech Isle Destination Island Destination Island Tech Isle Destination Island Tech Isle Manufacturing Centre of Isle of Enterprise Manufacturing Centre of Manufacturing Centre of Excellence Excellence Excellence Destination Island Destination Island Destination Island Isle of Enterprise Isle of Enterprise Isle of Enterprise
Enablers Across All Areas:
Communication Effective Change Management New Education Act and Subordinate Legislation Engagement of Stakeholders Treasury and CoMin Support Project Planning Adequate Budget Allocation Technology
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CORPORATE STRATEGY MAP CRITICAL PROCESSES/INITIATIVES
Actions Current Situation Benchmark Key Performance Indicators Target Dates 1.1A1: Progress 14-16 qualification reform establishing an IGCSE core, additional GCSEs and vocational pathways to prepare 16 year olds for the next stage of education or employment (IOM Gov target OE5.3) Plan and implement an all-Island training day for Understanding of IGCSE syllabus is limited Performance evaluated IGCSE forming the basis of over 70% of April 2015 secondary schools, in preparation for a move to and insufficient to deliver new specifications. against that of comparable GCSE entries IGCSE framework. jurisdictions.
Ensure an additional closure day to enable schools Closure day successfully planned and Sept 2015 to prepare for the change to IGCSE. undertaken
Continue to use subject network meetings for Subject network meetings support July 2017 discussions with teachers related to implementation implementation of the new framework.
Create structures which enable schools to share Information about new specifications July 2017 resources and support materials, as they move to shared with all schools common curricula. 1.1A2: Develop improved benchmarking against Key Stage 2 performance with a focus on Key Stage 2 – Key Stage 4 value added measures as the most appropriate way to benchmark student performance during examination reform Introduce KS2-KS4 progress measures to raise Not in place. Results in comparable Achievement measures included within July 2015 aspirations. jurisdictions. School Self Review and Evaluation commentaries in all five secondary schools.
Expand the moderation teams for English and Moderation teams are presently composed of Moderation teams include secondary July 2015 maths such that they include colleagues from the primary practitioners. practitioners. secondary sector.
Deliver training for school staff on the principles Different perspectives on the role and nature Training delivered. July 2016 of assessment and the moderation process. of assessment in different phases.
Revise moderation support materials such that they extend to Level 8. Materials go to Level 8 in English and Level 6 Materials produced. July 2016 in maths. Expand moderation activities, such that they include English and maths at Key Stage 3. Moderation teams focus only on primary Moderation is consistent across primary July 2017 schools. and secondary phases.
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Actions Current Situation Benchmark Key Performance Indicators Target Dates 1.1A3: Continue to develop engagement with the Essentials for Learning Framework Develop ‘case studies’ as a result of self- Essentials for Learning framework established Increased use of ‘case studies’ to share July 2016 evaluation and monitoring activities and share but not always seen as directly relevant to practice. these on the E4L wiki. work of all schools and some loss of momentum since launch. Identify themes from the agreed shared vision Themes agreed and working parties Dec 2015 statement and create working parties to make established policy recommendations based on the themes.
Monitor the curriculum of schools, using the SSRE Curriculum regularly evaluated. Ongoing framework, to evaluate how closely it links with the principles of E4L. 1.1A4: Target English and Maths as critical to a sound education Continue to monitor results for English and maths, Performance in reading, writing and maths Results in comparable Improvements to results in maths and July 2015 holding schools to account where there appear to at Key Stage 2 improving. Improvements to jurisdictions. English. be weaknesses in performance. maths attainment at GCSE.
Engage additional specialist advice and support Specialist advice accepted by schools July 2017 for colleagues in secondary schools, to support and effective in improving learning and improving practice in English and maths. teaching. 1.1A5: Introduce more robust quality assurance processes for schools and the College to drive up standards Develop clearer guidance for the External Advisers Quality assurance is different across phases Quality assurance Clear advice document produced. July 2015 to Performance and Pay Sub-committees, in order and is seen, by some schools, as distinct from arrangements in to enable them to carry out their roles more their ongoing school improvement priorities. comparable jurisdictions. effectively.
Explore the suitability of the ‘Schools Partnership Recommendation made about use of July 2015 Programme’ (from CfBT) as an appropriate Schools Partnership Programme. structure for school self-review on the Isle of Man.
Produce a document outlining proposals to Discussion document circulated to December improve quality assurance processes and discuss school leaders. 2015 this with school leaders.
Review and revise the School Self Review and Framework reviewed and revised. July 2016 Evaluation framework.
Develop the role of secondary advisers, such that New role established for secondary July 2017 they undertake more of a ‘Link Adviser’ role. advisers.
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Actions Current Situation Benchmark Key Performance Indicators Target Dates 1.1A6: Further develop ICT’s critical role in teaching and learning including the delivery of virtual education In partnership with schools and the IOM College, Previous strategy ending. ICT Strategy rolled out and July 2015 develop and rollout a new ICT Strategy. implemented in schools.
Continue to offer focused direction and input on Considerable training centrally on ICT but Evaluate performance Learning and teaching rated as good or July 2016 the use of ICT and how it can improve pedagogy limited impact in classrooms. against response of better in the majority of schools comparable jurisdictions
Develop and roll out a sustainable e-Safety Policy. Some schools tackling e-Safety well but e-Safety Policy rolled out and response is inconsistent. Initial contact with implemented in schools. July 2015 other agencies (Police). All schools following prescribed Ongoing procedures in dealing with incidents Continually work with schools and industry to ensure an appropriate IT Curriculum is delivered Ongoing within schools.
Develop and utilise new data analysis tools as New data analysis tools developed and July 2017 differential in approaches increases between the in use. UK and IOM. 1.1A7: Ensure continuity of learning for pupils by improving key transitions and ensuring the experience of pupils is continuous as they move between key stages in their education Review the experience of pupils who have Effective transitional arrangements in some Evaluate performance Feedback actioned and the majority of Dec 2015 undertaken the transition from Key Stage 2 to 3 regions but not all. Difficulties experienced by against that in comparable pupils reporting that their learning and provide feedback to schools. primary schools that send children to more jurisdictions. experience was a continuous one than one secondary school. between phases.
Continue to work with cluster groups to develop All pupils reporting that their learning July 2017 more consistency across phases, resulting in a experience was a continuous one smoother transition for pupils. between phases. 1.1A8: Build capacity within educational settings by engaging practitioners in ‘action research’ type approaches and develop an agreed shared vision of high quality education Continue to promote, through CPD for senior Limited use of ‘action research’ by some CPD opportunities developed Dec 2015 leaders, self-evaluation and action research as key practitioners and not seen as integral to tools for school improvement. school improvement agenda.
Explore the idea of ‘Associate Link Advisers’ in Associate Link Advisers taking part in July 2016 primary schools. some Link Visits.
Share ‘agreed shared vision’ with all schools. Vision statement shared and themes July 2015 Identify key themes that emerge from the vision identified. statement.
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Actions Current Situation Benchmark Key Performance Indicators Target Dates Develop small working parties to research each of Working parties established and July 2016 the themes and make recommendations for recommendations made. implementation. 2.1A1: Work closely with employers to ensure that clear vocational pathways will be available within the curriculum for young people aged 14 plus allied to a Careers, Education and Guidance Framework and improved work experience opportunities especially for sixth form students (IOM Gov target OE6.2) Introduce schools to a wider range of vocational Limited range of different vocational awards Proportion of vocational Training taken up by all 5 schools. July 2015 qualifications including the Scottish framework. offered. Some collaboration between schools pathways offered to and the Isle of Man College. students. Support schools and the Isle of Man College in Entitlement increased and agreed by all July 2015 agreeing an appropriate vocational entitlement for stakeholders. pupils aged 14-16.
14-19 Consortium to continue to monitor the Provision of vocational pathways July 2017 provision of vocational pathways and provide monitored and vocational offer to guidance on ways to improve the vocational offer students further improved. to students. 2.1A2: Engage with local businesses and the wider community to support learners through mentoring, flexible use of school facilities and the promotion of lifelong learning Expand links with employers to provide improved School buildings are used for some lettings Increase in the number of employers July 2017 opportunities for young people. but under-utilised. Still some community willing to provide support for learners. ‘apprehension’ about contact with schools. Review use of school buildings by the community Review undertaken and opportunities July 2017 and identify opportunities for increased use for increased use identified, encouraging lifelong learning. encouraging lifelong learning. 2.1A3: Improve pupil attendance Increase awareness of the importance of pupil No formal arrangements in place to highlight 80% attendance trigger for 50 minute interactive workshops for May 2015 attendance, through the delivery of workshops for the importance of pupil attendance with intervention. pupils piloted in 2 schools and an pupils and attendance at open evenings and the pupils and parents. evaluation undertaken with a view to provision of information for parents. 10 Fixed Penalty Notices rolling out to other schools if issued in 2014. successful.
The importance of pupil attendance Ongoing promoted with parents, through input to open evenings and provision of attendance information.
Work with schools to identify the causes of Intervention is presently reactive rather than Needs of schools identified in relation Ongoing absences and promote high levels of pupil proactive. Referrals are made when a child to the provision of targeted support attendance. or young person has less than 80% with pupil attendance. attendance
Produce a monthly report showing referrals to the There is monthly reporting on pupil Monthly reports produced and Ongoing Education Liaison Officers in order that attendance but this lacks detail. preventative work appropriately 20
Actions Current Situation Benchmark Key Performance Indicators Target Dates preventative work can be most effectively prioritised. prioritised.
Work in partnership with staff in other Divisions Some joined up working taking place at Proactive work being done with families Ongoing within the Department and staff within other present. and multi agencies improving Departments and agencies in supporting children, attendance and the life chances of young people and their families where school children and young people. attendance is an issue. Improved pupil attendance and a January reduction in Fixed Penalty Notices. 2016 2.1A4: Increase the number of Manx athletes competing on the world stage to help promote the Isle of Man Use private sector funding to deliver a 3 year Funding proposals have been circulated to 60 - 100 young athletes on a 2016 – 19 programme of support for talented junior sports sponsors – the programme requires £20,000 programme receiving support and people (U-16s). per year for 3 years. services to give them the best possible chance of becoming an elite sports Increase the profile of the work of IOM Sport and Additional £15,000 raised in sponsorship to person. particularly the Sport Institute’s services to assist IOM Sport Aid support athletes. increase private sector funding to support more talented athletes.
Maintain the number of Manx athletes on world Manx athletes on world class programmes 17 athletes on world class Number of athletes on world class 2015 - 20 class programmes. across 5 sports. programmes. programmes maintained. 2.1A5: Implement a Health and Wellbeing Strategy for those individuals who require an early intervention programme using sport, exercise and physical activity Provide a case for additional resources from the A proposal has been submitted to the DHSC 1 Adult Co-ordinator A re-branded and new delivery April 2016 DHSC to assist the DHSC to achieve its aims of demonstrating how an early intervention currently in place funded mechanism ‘Healthy4Life’ to increase prevention and early intervention to reduce the and prevention strategy using MSR by DHSC. levels of physical activity, weight loss burden on the long term health budget – using commissioned services could assist deliver 30 referrals per month to and improved quality of life and social physical activity as a tool to improve health and this outcome. be seen (actual number well-being outcomes for: wellbeing. received is approx. 80) Children and young people Families 1 part time Fit4Future co- Adults (IOM Government ordinator working with 60 employees) children. The elderly 2.1A6: Increase the number of young people using sport and recreation to further their education and training Work in partnership with the IOM College and A sub-group has been established with staff A BTEC Level 3 Diploma in Sport/ Sept 2015 Youth Services to increase the number of from across the organisation to plan for Outdoor/Recreation established with a vocational Sport and Recreation FE courses on the future provision. multi-agency delivery team. Isle of Man.
Deliver a Leadership Programme to pupils in Year Annual programme established in July each 35 young leaders and 4 40 new Young leaders trained and July 2015 11 year with support thereafter. NEETS have conducted 709 delivering/volunteering in the voluntary hours and community and delivering over 1,000 assisted with a staff cost hours per year 21
Actions Current Situation Benchmark Key Performance Indicators Target Dates saving. Use sport as a vehicle to assist young people who Arrangement to be established with the Referral pathway established. July 2015 may be disengaged in mainstream education. Youth Justice Team with a referred pathway into sport and recreation. 2.1A7: Increase levels of physical activity and engagement in sports clubs Deliver high quality PE & Games in primary Funding the Community Coach Programme 22 schools involved with a Continuation of the community coach Sept 2015 schools with established links into community in the long term will be challenging, given £40,000 subsidy per year programme with attendances of: sport (school – club links). budget constraints. from the MSR budget. Extra curriculum sport 11,800 Festivals 3,000 Manx Youth Games 12,000 School Holiday Programmes 9,000
Grow participation and retention in Sports Clubs 8% growth of new Maintain growth at 8% in Year 1. Apr 2016 around the Island. members of sports clubs (community key sports).
Ensure opportunities exist for engagement in SEN coaching programme in primary and Children’s Services Curriculum 3,000 sport regardless of age, ability, postcode and secondary schools. currently funding school Festivals socio-economic influences. based SEN PE & Games.
Passport to Sport Programme (People with 207 current users. 220 Passport to Sport holders and 10% April 2016 disabilities). increased attendance.
Delivery of a wide range of initiatives and Initiatives and programmes delivered. 2015/16 programmes which aim to target those who may not have opportunities to participate otherwise.
Improve and develop coaching and teaching. IOM Sport funded coaching programme is 16 coaches identified from several June 2015 planned which will have some benefits for sports and 1 secondary school with PE secondary school teachers. teachers involved in the initial programme.
4 specialist workshop / training events 2015 – 17 open for any coach/ teacher to attend.
Increase attendances at the NSC each year. Current annual attendances Annual attendances of 675,000. March 2020 at 656,000. 2.1A8: Support young people to develop creative transferable skills so they can contribute fully to the economy and community Assess and plan for arts provision across schools, A post is being created which offers a Creation of a post to co-ordinate school July 2015 in further education and in lifelong learning promising graduate work experience in activities. programmes. events management, PR & Marketing. 22
Actions Current Situation Benchmark Key Performance Indicators Target Dates
Support the provision of a wide range of activities The completion of an evaluation of the Increase in the number of young July 2015 to ensure children and young people have the Island of Culture initiative will inform the people joining community arts and opportunities to take part in art and culture at a direction of funding towards supporting culture projects, clubs and associations ‘grass roots’ level. ‘grass roots’ activities. following participation in activities at school.
Develop a Work Experience Scheme for 16-18 On hold pending recruitment of a new STEM Increase in the number of young Sept 2015 year olds providing opportunities within the Manx coordinator. people gaining employment after creative industries. becoming involved in a work experience programme in the creative industries.
Audit arts facilities within secondary schools. To be progressed once a student placement Audit of arts facilities completed. Sept 2015 has been arranged. 2.1A9: Seek ways through the arts to raise the quality of the Island’s architecture and built environment Develop and lead a Public Art Strategy in Initial draft strategy prepared for Public Art Strategy published and Sept 2015 consultation with other bodies. consultation. implemented.
Develop a programme of commissioning in all of Two pieces of public art commissioned Ongoing the art forms. per annum.
Use commissioning as a way of developing a A creative network for the built Ongoing distinctive national culture. environment in place. 2.1A10: Ensure a legacy from the Island of Culture 2014 to provide a beneficial economic and social impact through arts and culture Evaluate the impact and legacy of Island of Evaluation survey is ongoing which will Evaluation of Island of Culture 2014 July 2015 Culture 2014 now and on an ongoing basis. include a Manx Audience Insight completed. component. Manx Insight Survey to support July 2015 audience development.
Develop the partnerships established for Island of Established partnerships with the Ongoing Culture to augment Arts Council resources. private sector developed to mutual benefit.
Design and implement a new bursary scheme for Setting up of the bursary scheme is still Bursaries awarded to talented Ongoing talented young people seeking development ongoing although two awards have been individuals. through vocational training and education in the made. arts.
Give a voice to the young people of the Isle of The Youth Arts Forum has been set up. Successfully functioning Youth Arts Ongoing Man allowing them to taking charge of where they Forum. want the arts to go in the future. 23
Actions Current Situation Benchmark Key Performance Indicators Target Dates 3.1A1: Further develop special needs provision at the IOM College Review current special needs provision at the IOM Within Centre - emphasis through Within Centre - provision Review undertaken and audit June 2016 College, mainstream as well as that delivered assessment of life and work skills validated assessed by Essential Skills completed. within the Annie Gill Centre. Audit provision for by Mencap, English Speaking Board, - benchmarked every year which off-Island placements have been sought. Chartered Institute of Environmental Health, by external verifier (ex- St Johns First Aid Extension of these skills OFSTED inspector learning Post 18 (up to 25) through part time disability specialist) from provision. the UK and MENCAP – Cross-College support for mainstream annual reports available. students who have a range of needs Retention & achievement (dyslexia, dyspraxia, autism, learning data recorded and difficulties and disabilities). monitored for all College Close collaborative working with other courses. Island agencies.
Identify opportunities for the expansion of on- Presently considering programme expansion Some UK colleges provide Opportunities for expansion identified. March 2017 Island provision, including an on-Island residential to Entry 3/NVQ 1 catering qualifications. level 1 access to a range of aspect. Initial work being undertaken to establish a mainstream provision. College radio station (to further develop collaboration, communication and organisational skills).
Residential aspect currently a week on an Part of Essential Skills annual basis for life skills – not care respite assessment. purposes. (Multiple weeks provision has been offered in the past.)
Develop a plan for the expansion of Post 16 Ongoing development of a range of UK framework used by Plan produced, including full costings. June 2017 provision for those with additional and complex nationally recognised qualifications (OCR) special needs colleges. Increase in the range and choice of needs and improving transition from schools to available to those with additional and provision for those with additional and the College for those with additional and complex complex needs. complex needs. Improved transition needs. arrangements in place.
Implement expansion and improved transition There is a substantial transition plan in place Plan implemented. 2017 - 2019 plan. to meet the needs of young people transferring to College available through the 2 year schools’ links taster programme. Increased collaborative working with Department of Health & Social Care services.
Monitor and review. Ongoing monitoring and review built into Annual review and action Review undertaken and any further Dec 2019 24
Actions Current Situation Benchmark Key Performance Indicators Target Dates College QA. planning actions required identified. 3.1A2: Review and revise the legislation related to additional support needs and support this with a clear code of practice and quality assurance Determine provisions to incorporate into Key DEC stakeholders briefed. A new Arrangements in Staff, parents/carers and other Ongoing legislation. framework has been outlined to include the comparable jurisdictions. stakeholders contribute to the Education Bill, the Equality Bill and a new development of the new framework. Code of Practice. This project needs to work Draft Code of Practice. in parallel with the developments across Code of Practice drafted. March 2016 Children’s Services to provide a more Deliver training on Continuum of Need integrated approach to supporting children, Training delivered within the DEC re May 2015 (Thresholds). young people and families – one child, one new Continuum of Need (Thresholds). team, one plan. Continuum of Need in place and being June 2015 There is concern re possible disparities used across services. between the Children and Young Person’s Act, the Education Bill and the Equality Bill. Thresholds more widely understood by Oct 2015 designated child protection staff in education.
Deliver training on single assessment process Training delivered re single assessment Oct 2015 (NARRATES) across the DEC. process (NARRATES).
Develop more robust quality assurance processes Joint SfC/EIS meetings initiated with quality Quality assurance Improved understanding between EIS July 2015 (See also 1.1A5). assurance on the agenda. arrangements in and SfC re inclusion quality assurance comparable jurisdictions. and respective roles and responsibilities Review of QA arrangements and research (which will inform future review of continues (England and elsewhere). SSRE).
Four quadrant model being developed to Examination dataset reviewed to May 2015 include quantitative data, qualitative data, ensure that additional support needs stakeholder perspectives and frontline staff and looked after children data is perspectives. included.
Four quadrant model in place Mar 2016
Inclusion Quality Mark being trialled. Inclusion Quality Mark pilot reviewed. Oct 2015 3.1A3: Contribute to joint planning and joint implementation of the Strategy for Children and Young People 2015 - 2020 Provide high quality services with clearly defined Key areas for action have been identified Comparable local Children and young people are healthy Ongoing outcomes for children and young people. including improving early identification and jurisdictions. and achieving, safe, resilient and Work in partnership with families to help them intervention, improving support for children positively engaged in their community. achieve the best they can for their children. with disabilities and developing creativity and innovation through strong collaborative Ensure children and young people are safe from leadership. harm and are able to build resilience to overcome 25
Actions Current Situation Benchmark Key Performance Indicators Target Dates inequalities.
Promote the wellbeing of children and young people. 3.1A4: Scope the requirements and implement a comprehensive integrated service for children with disabilities in conjunction with partners across Government departments and agencies Bring together a multi-agency group with clear Improving multiagency working for children Comparable local Multi agency group in place with terms April 2015 terms of reference. with disabilities and their families was jurisdictions. of reference agreed by relevant identified as required through a self-review governance structure. process prior to the Inspection of Children’s Hold a Joint Commissioning Development Day to: Services. This view was confirmed by the Development day held. April 2015 Scottish Care Inspectorate in 2014. build a shared sense of direction across System wide definitions in place. Sept 2015 partner agencies; understand how integrated care might work Shared sense of direction across Sept 2015 better; and agencies. agree roles/responsibilities in making it happen.
Consult with children and young people, parents/carers and staff.
Compile a dataset.
Produce a report for Children’s Services Report submitted to Children’s Services Sept 2015 Partnership for their approval of the way forward. Partnership for approval.
Staff, parents/carers and other Dec 2015 stakeholders contributing to the development of services.
Effective partnership working March 2016 arrangements in place to support families and children with disabilities. Timely access to support, a choice of Sept 2016 services and effective transitions to adult services. 3.1A5: Improve the joint co-ordination of educational support to looked after children Reconvene the Educating Looked After Children Approximately 10% of Improved educational outcomes for Ongoing Group to determine how to improve educational Looked After Children children and young people who are outcomes. achieve 5 A*- Cs at GCSE looked after. (or equivalent) including English and maths. 26
Actions Current Situation Benchmark Key Performance Indicators Target Dates 3.1A6: Contribute to improving social inclusion amongst vulnerable children and young people Improve the number of opportunities for children Targeted programmes in place at 14% and 10% increase in Increased levels of physical activity and April 2016 and young people who are socio-economically Manor Park and Willaston Schools. levels of physical activity to engagement in sport for young people excluded. recommended amount from identified areas. (WHO).
Young People in difficult circumstances referred Referrals from Team Around the School and 14 referrals received to Increased number of referrals and April 2016 into Sport and Youth programmes to help improve Family Project in place. date. improved outcomes for 25% of young their lives. people referred. Jan 2016 Agreements established with the Youth Agreements in place. Justice Team to use MSR as a referred pathway for those young people who have ‘lost their way’. 3.1A7: Develop early intervention programmes targeting children and young people most at risk Develop early interventions: Projects underway that use the early Team Around the School Families and Schools Together Project Oct 2015 Team Around the School intervention model to divert young people and Family Project involved in more primary schools. Team Around Listening Service from more complex and costly interventions in 20 interventions. the School and Family Project rolled out Emotional Health and Wellbeing and improve outcomes in school. Developing across the Island. model of interagency working and engaging 3rd and voluntary sectors as partners. Listening service in 4 Listening Service joined up and Sept 2015 secondary schools. following an agreed model/format that includes collection and presentation of data and supervision practice.
Support for Bridge the Gap DEC/Charity June 2015 partnership. Youth Worker in hospital funded by charity.
Improve transition pathways for 16 year olds. Youth Service has knowledge, skills and Weekly contact with 1000 Apprentice programme for Ardwhallan, Sept 2015 relationships with young people struggling 16 to 18 year olds. Soundcheck and Youth Arts Centre with transitions at age 16. funded by donations/grants.
Develop new learning pathways and raise Outdoor education, youth arts and motor Open Awards QCF Schools making more use of learning Sept 2015 achievement levels for young people less likely to project have been delivering accredited L1 accredited provider. opportunities and facilities available achieve through the summative assessment and L2 programmes. 18 units delivered in through the Youth Service. process. 2014/15.
Develop learning opportunities in the outdoors, Ardwhallan has increased its offer by 50% 8 young people studying at L3 Extended Diploma delivered. Sept 2015 involving the Youth Service, the Isle of Man over past 3 years. It has provided courses degree level since 2012/13. 2 apprentices engaged. College and Manx Sport and Recreation. and opportunities that have given young L1 and L3 programmes 8 assistant instructors trained. people access to HE courses and jobs in the delivered. Sponsorship to cover costs of assistant outdoor activity sector. instructor programme. 27
Actions Current Situation Benchmark Key Performance Indicators Target Dates 3.1A8: Contribute to improving the quality of safeguarding procedures and processes Better equip universal services to recognise Youth clubs and projects can be the eyes 2800 young people attend Thresholds more widely understood July 2015 neglect and abuse and have an appropriate way and ears of early interventions. They can youth clubs and projects amongst level 1 staff. to raise concerns. notice things that are not right and can each week. The customer support young people and signpost them to profile is skewed toward Referral process and opportunities to July 2015 other services. Recent UK enquiries into CSE the more disadvantaged access help and support are more and other abuse has highlighted that and vulnerable young widely known. universal services, including youth services, people in the community. have seen and reported issues, but they Youth Service staff are also Referrals from L1 and 2 staff handled in Ongoing have not been taken seriously. There has actively involved in the an appropriate manner. been a level of ‘mistrust’ between agencies. multi-agency Team Around the School and Family Project. Support and contribute to Safer Communities Group activities in relation to:
E-safety Contribution to strategy, particularly in Training for staff in Youth Young people involved in shaping Dec 2015 relation to teenagers. Service programme. strategy and policy.
Young Drivers Initiative – Motor Meet Key partner with DHA, Police and voluntary Activities in Douglas and Increase in opportunities for young Ongoing sector. Ramsey. 140 young people drivers to improve skills. Programme involved. available in South and West. Engagement of young people. Contribution from third/voluntary sector.
Child Sexual Exploitation (CSE) Contribution to strategy, particularly in Assumption that CSE is Young people aware of reporting Feb 2016 relation to teenagers. associated with particular procedures and available help and ethnic communities. Risk of support and engaged in shaping these teenagers not being taken services. seriously when they report abuse.
Safeguarding Training and support for third 4 sessions a year being delivered to L1 35 Youth Service and third Profile of the Safeguarding Children Ongoing and voluntary sector. workers/volunteers in Isle of Man sector staff trained. Board, particularly in relation to broader Government and third sector during Advice and support on safeguarding concerns, raised amongst evenings and weekends, at times to suit safeguarding issues given staff and young people. staff. to the third sector. 3.1A9: Maintain youth work provision targeting vulnerable groups Universal open access provision target outcomes Youth Officers are measuring progress in 48% of all clubs and Evidence of anti-social behaviours being that focus pro-social behaviours. open access clubs and projects against an projects open on Friday challenged. outcomes framework that prioritises pro- and Saturday nights. Evidence of working with police and social behaviours. parents. 28
Actions Current Situation Benchmark Key Performance Indicators Target Dates Evidence of young people being Develop staff training/mentoring/support to deal Friday and Saturday night particularly Detached work provision in diverted from anti-social behaviours. with challenging behaviours. challenging for staff. 12 to 16 year olds South, East and West. Increased numbers of staff with skills to engaged in risk taking behaviours. Increased deal with challenge. use of ‘legal highs’. Outcomes, progress and supporting April 2016 evidence recorded.
Seek greater community engagement. Develop a Youth Service Higher Level Options Review The following projects are Partnership model (IOMG working with May 2015 Public Social Partnership model as described in and Agenda for Change recognises the established as charities: charitable organisations) more clearly the Scope of Government documentation. opportunities that could spring from the Ardwhallan; defined. Seek charitable status for various clubs and public/social partnership model. Kenyon’s Youth Café; projects. Every £1 invested by Isle of Man Ramsey Young Peoples Services improved or existing costs to April 2016 Government could be increased by providing Partnership; DEC reduced. a vehicle for more active engagement with Soundcheck; the community. Ardwhallan Outdoor Pursuits Youth Arts Centre; and Increased number of adults and young April 2018 Centre and the Soundcheck Project have Youth Motor Project. people working together to improve already raised funds to create apprentice opportunities. posts. Additional resources secured. Ongoing
Increase participation in the Duke of Edinburgh’s Award recognised by employers and wider 800 young people per year Maintained level of participation and Oct 2015 Award Scheme. community as increasing employability skills. involved. 10,000 hours improved conversion rate. volunteering.
Increased recognition for growing voluntary Voluntary contribution growing slowly. Voluntary contribution Accredited learning in volunteering. June 2016 contribution made by young people and adults. Contributions coming from young people growing at 2% a year. Young people entered into awards e.g. wanting to help with running projects for Accounts for 16% of face- Young Citizen. younger children and from adults who are to face work. prepared to invest time in helping to raise funds.
Young people, staff and families involved in Youth Survey, pilot projects – Families and Bi-annual survey. Families Inspection action plan outcomes. Ongoing helping to shape services. Schools Together Project and Team Around and Schools Together Evidence from Children’s Services the School and Family Project. Project in Willaston School, Partnership/Safeguarding Children Support to Safeguarding Children Board – Team Around the School Board action plans. voice of young people. and Family Project in Focus groups for Safeguarding Children Inspection action plan 3.7. Ballakermeen High School Board. and feeder primary schools. Specialist groups e.g. Schools and young people’s Oct 2015 LGBT, VIP Council, involvement in shaping the examples of good practice. Safeguarding Children Board Business Plan.
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Actions Current Situation Benchmark Key Performance Indicators Target Dates Youth Survey 2015 with more than Nov 2015 2000 responses.
Evidence from the Team Around the July 2015 School and Family Project and Families and Schools Together Project evaluations. 3.1A10: Develop an NSC membership package to increase the number of people using the facilities and ensure that the scheme is accessible to specific target groups in society Deliver a competitive membership package for Membership package pricing agreed 100 new memberships (around £40,000 July 2015 customers to make best use of the NSC Facilities. including discount for early promotion offer income). and for 60plus age group.
Review other pricing options and packages A range of options considered, April 2016 for NSC membership in the future, including: particularly for specific target groups. Families Post referrals / disabilities 16-18 year olds in education
Review and re-model the pricing structure of the The current pricing structure is complex and Consistent pricing structure in place Oct 2016 NSC in line with the strategic aims of the Strategy requires simplifying in preparation for an on- which supports early intervention and for Sport. line solution. prevention. 3.1A11: Provide and promote opportunities in support of public services to offer creative activities which promote mental and emotional wellbeing especially to disadvantaged or socially excluded groups or communities Identify and remove barriers to inclusion and A pilot scheme providing creative workshops Increased opportunities for socially Ongoing evaluate Government data to direct resources to to people suffering from mental health issues excluded groups to participate in disadvantaged groups. was a great success and will be repeated. creative activities.
Support the delivery of low cost creativity Increase in the number of people with Ongoing programmes and provide and promote health issues who experience an opportunities to engage in creative activities improved quality of life as a result of which promote physical, mental and emotional participating in a creative programme. wellbeing.
Support arts and creativity as delivery methods Creative workshops delivered with the April 2015 for relevant, agreed public services by agreeing Mental Health Service. suitable pathways for arts engagement e.g. within healthcare and the criminal justice system etc. 4.1A1: Improve links between education and employers and take account of employers’ views in shaping the curriculum Second a member of staff to chair the work of the Two effective Employability Conferences held Chair appointed and the work of the July 2015 Employability Working Group. and a number of sector skills groups in place. Employability Working Group progressing.
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Actions Current Situation Benchmark Key Performance Indicators Target Dates Continue to support the work of the sector skills All 5 secondary schools Increased level of satisfaction reported July 2018 groups, seeking advice on how to better fully engaged in the by employers about the suitability of synchronise the work of schools and the process. school leavers for vacancies. expectations of employers. 4.1A2: Further develop HE provision at the Isle of Man College Analyse overlap of HE provision across the Island. The Isle of Man College currently delivers University internal QA and Analysis completed. Sept 2016 several full-time and part-time degrees external examiner reports. Liaise closely with a broad range of stakeholders, through the University of Chester and including schools and other public and private reducing provision through Liverpool John HE provision delivered in Stakeholder engagement achieved. March 2017 sector providers, to improve engagement in the Moores University. It also delivers an other Island communities. expansion of HE in a co-ordinated way. expanding Work-Based and Integrative Studies (WBIS) framework. Develop a plan for the expansion of HE at the Isle The cost of such delivery if Plan produced, including full costings. Sept 2017 of Man College site, linking with projected Other HE provision is offered through other it were to take place in the increase in pupil numbers and changes to providers, for example the Learning, UK or elsewhere. employment patterns. Education and Development Section of the Office of Human Resources and the Open Liaise with HE partners. University.
Expand the HE offer. Increase in the range and choice of on- Sept 2018 Island HE provision.
Monitor and review. Review undertaken and any further Jan 2020 actions required identified. 4.A3: Further develop FE provision at the Isle of Man College Review existing FE offer at the Isle of Man College Some areas of duplication. Offer provided in other Review completed, areas of duplication Dec 2015 against both the current provision made by Island communities. and areas for development identified. schools and wider Government priorities and initiatives.
Develop a plan for the improvement of the FE Range and nature of offer Plan produced, including full costings. March 2016 offer at the Isle of Man College to complement provided in other similar the school offer, reduce duplication and provide sized rural communities in increased opportunities for young people. UK.
Liaise with FE partners. Feedback from links with IOM employers and sector Expand FE offer. lead organisations to Increase in the range and choice of FE Sept 2016 ensure offer meets local provision. economic needs. Monitor and review. Review undertaken and any further Jan 2019 actions required identified.
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Actions Current Situation Benchmark Key Performance Indicators Target Dates 4.1A4: Broaden learning pathways, with increased foundation and vocational options for 14 year olds at the Isle of Man College (OE6.1) Liaise closely with schools to outline a vocational All 5 Secondary schools are engaged with Schools in some urban Vocational entitlement established. May 2015 entitlement for all 14-16 year olds and identify the the Isle of Man College on a range of areas of England have rationale for provision on school/Isle of Man vocational courses but this varies from shared access to the College sites. school to school. Through the 14-19 facilities of a local FE Consortium, a working group is progressing centre and this is a part of Work with Department officers in investigating the the further expansion of programmes and the curriculum offer. In Analysis of the appropriateness of the Jan 2016 appropriateness of the Scottish Vocational development of specialist workshop based non-urban areas vocational Scottish Vocational Framework Framework for the Island. vocational qualifications at the Isle of Man offers are made across a undertaken and informed decision College. wider base of courses than made. is currently offered on the Isle of Man.
Extend the vocational offer. Increase in the range and choice of Jan 2016 applied/vocational courses available to schools.
Map vocational pathways to ensure there are Analysis of vocational pathways Dec 2015 appropriate developmental pathways from confirming improved developmental vocational awards offered in schools. opportunities for the majority of areas.
Monitor and review. Review undertaken and any further Jan 2019 actions required identified. 4.1A5: Contribute through the arts to growing the Island’s economy recognising the importance of arts and culture in developing the Island’s identity both nationally and internationally Improve our international reputation. Working in partnership with the DED to Anholt GfK-Roper Nations Improvement in the Isle of Man’s Dec 2015 statistically monitor the importance of Brands Index (NBI). overall score on the Anholt GfK-Roper cultural identity to business, tourism and the Nations Brands Index (NBI). visitor economy.
Collaborate with Culture Vannin and Manx Working with Culture Vannin to develop a A programme of joint projects or events Dec 2015 National Heritage to promote and develop the showcase for the Year of the Isle of Man developed with Culture Vannin and/or culture of the Isle of Man and its people both and Cornwall in Lorient, Brittany in August Manx National Heritage. nationally and internationally. 2015.
Develop a plan to benefit from cultural offerings Working with the organisers of the Isle of Contribution made to the development Dec 2015 elsewhere in the British Isles, paying particular Man Film Festival to develop links with other of a strategy to support the Island’s attention to: a) North West region; b) other Celtic festivals through contacts such as Mark involvement in the evolution of film and nations and c) Cities of Culture. Kermode. digital media, working in partnership with the Department of Economic Development.
Encourage those who are competing and I Love Culture Show to be repeated The introduction of an annual event July 2015 32
Actions Current Situation Benchmark Key Performance Indicators Target Dates performing off-Island or have achieved notable biennially. An alternating biennial event is that showcases creative activities and success to see themselves as ambassadors for the still being considered. individual successes. Isle of Man. 5.1A1: Regularly review staffing structures to ensure optimum workforce deployment and make judicious use of the Restructuring, Redeployment and Redundancy Programme, with the priority being to minimise the impact on teaching and learning Continue the Department’s Restructuring, Ninth successive year of the Department’s Changes to structures implemented. September Redeployment and Redundancy Programme to Restructuring, Redeployment and each year. achieve the staffing savings required for each Redundancy Programme has just academic year. commenced. Required headcount and cost savings Ongoing achieved and the majority of those in redundant posts redeployed. Redundancy only very much a last resort.
No successful Employment Tribunal Ongoing claims made.
Positive feedback from stakeholders on December the Department’s handling of each each year. year’s cycle of the Restructuring, Redeployment and Redundancy Programme.
No or minimal impact on learning and Ongoing teaching. 5.1A2: Improve the rigour with which performance management/appraisal schemes are implemented and address any issues of under-performance in a timely manner Through training, advice and moderation ensure The Pay Policy for Teachers and revised In the UK schools operate Moderation confirming consistency in Ongoing that the Pay Policy for Teachers supported by the Policy for Appraising Teacher Performance their own individual pay both the setting of objectives and pay revised Policy for Appraising Teacher Performance were implemented in September 2015. and appraisal policies. On decisions across the Island. are applied effectively and that fair and consistent the Island the Department pay decisions are taken. Moderation arrangements are in place but is the employer and restricted to the setting of objectives in the therefore these policies 2014/15 academic year. Moderation will must be applied also cover pay decisions moving forwards. consistently across the Island. Training has been provided for all of those involved in the process.
Ensure that the requirements of the performance There are performance For civil servants the Schemes fairly and consistently applied. Ongoing management/appraisal schemes for other staff management/appraisal schemes in place for Department’s data can be No successful appeals. groups are met. lecturers, education support staff and civil benchmarked against that servants. for other Government 33
Actions Current Situation Benchmark Key Performance Indicators Target Dates departments, boards and offices.
Address underperformance. Regular training sessions provided for SSRE, service and function reviews Ongoing headteachers and other senior managers as indicating optimum performance. well as Governors on dealing with discipline and capability to ensure understanding of roles and responsibilities in tackling both underperformance and misconduct. 5.1A3: Continue to implement the Succession Management Strategy Continue the actions set out in the strategy. Succession Management Strategy in place and Potential internal successors identified Ongoing recently reviewed and revised. for all key posts likely to become available.
Annually review the strategy in light of changing Current and relevant strategy in place. Ongoing workforce data, skills needs and Department priorities. 5.1A4: Deliver the best possible professional development and training within available resources encompassing a wide range of delivery models Improve professional development opportunities Good CPD is provided for some groups but Increased CPD opportunities for July 2016 for secondary school leaders. tends to have limited impact on outcomes for secondary school leaders established. children and young people. Not always evaluated in relation to the impact in schools. Offer increased opportunities for cross-phase Greater proportion of cross-phase CPD July 2016 training. opportunities.
Review the use and purpose of subject network Clear aims and structure for subject July 2016 meetings. network meetings established. 5.1A5: Actively manage staff attendance and promote wellbeing Continue to support the Isle of Man Government Termly absence statistics for all areas of the 9.1 days lost per FTE in the Benchmark not exceeded in relation to Ongoing Management of Sickness Absence Policy and Department’s operations shared with all UK public sector the number of days lost per FTE. Guidance. schools, the Isle of Man College and services enabling attendance level comparisons.
Training sessions delivered on Managing Absence, Resilience, Mindfulness, and the Role of the Occupational Health Service.
Partnership working with the Occupational Health Service including encouraging early intervention through self-referral to the OHS, self-referral to physiotherapy, OHS management referral, self-referral to the Healthy Worker Course and automatic 34
Actions Current Situation Benchmark Key Performance Indicators Target Dates referral for all those with Bradford Factor scores of 1000 plus.
Sports Development assisting in improving staff health and wellbeing by promoting physical activity for staff through an extension of the pilot scheme to July 2016, self-referral and preventative work being undertaken with 8 primary schools and 1 secondary school. 6.1A1: Implement a Cost Improvement Programme Review services and functions to ensure that To date costs saving targets have been met, Reviews completed on all services and Sept 2015 funding is targeted appropriately and all areas are but greater detail is now required in order to functions, with potential future cost working as efficiently as possible. inform decision making and ensure greater savings identified. efficiencies. Analysis undertaken. Dec 2015
Funding targeted in the right areas and Ongoing at the right level. 6.1A2: Progress a new Education Bill and supporting secondary legislation Develop a new Education Bill and supporting Drafting instructions nearing completion. Draft Bill issued for consultation. Target secondary legislation. dates to be First Reading. set once a slot in the Royal Assent obtained. Legislative Programme Appointed Day Order made. has been allocated. Supporting regulations and orders in place. 6.1A3: Undertake a review of Department policies and procedures to ensure consistency with the new Education legislation and address any policy gaps Undertake a policy and procedure review with Policies and procedures in place supporting Review undertaken. Target date reference to the new Education Act. the current legislation, but a new Education to be set Bill is being progressed. once a slot in the Legislative Programme has been allocated for the Education Bill. Policies and procedures in place which Ongoing 35
Actions Current Situation Benchmark Key Performance Indicators Target Dates underpin the new Education Act and supporting secondary legislation. 6.1A4: Develop and implement an Accommodation Strategy to maximise the use of accommodation Collect/collate data on usage of schools, Isle of 32 primary schools, 5 secondary schools and Schools can be Detailed analysis of key areas for May 2015 Man College, special needs facilities, kitchens, the Isle of Man College operated across 45 benchmarked against identification of areas where efficiency youth and community centres, and miscellaneous sites. 8 separate youth centre buildings and DfE/DEC suitability/ of use should be improved or properties/land holding; collect cost/ energy other operational properties, landholdings sufficiency standards. replacement/disposal considered. usage data; produce high level usage review and leases. Currently focusing on eastern report. secondary provision and HE/Isle of Man College. Establish an Accommodation Strategy Working Accommodation Strategy developed by March 2016 Party to establish data on future rolls/pan-Island the Working Party, approved and capacity and catchment area changes required to implementation commenced. maximise efficient use of existing capacity and inform future capital programme development. 6.1A5: Improve financial compliance and monitoring Develop more robust finance compliance and Financial monthly reporting is robust Full compliance with IOM Effective testing programme in place. Ongoing monitoring functions. however a greater emphasis is required on Government Financial testing financial compliance. Regulations and Department policies. 6.1A6: Set savings/value for money targets for all staff as part of appraisal/performance management Every member of staff to be given responsibility All staff encouraged in identifying where Cost savings/value for money Ongoing for making savings/achieving value for money possible savings can be achieved and/or evidenced via appraisal and within their work areas. value for money improved. performance management targets achieved. 6.1A7: Introduce a new student awards database to handle both student award applications and loans in line with the GTS Digital Strategy Provide detailed system requirements to GTS for At present all applications are made on CRM specification/requirements April 2015 incorporating into the preferred software solution, paper and require manual acknowledgement finalised and supplied to GTS. Microsoft Dynamics Customer Relationship and inputting into the existing Student Management (CRM). Awards system. Loans are administered via an Excel spreadsheet system set up in 2014- 15.
Develop Achieve Forms online application process CRM has been selected as the preferred Online application system tested and May 2015 for 2015-16, thus ensuring all required software solution, as it is already in use signed off. information is provided prior to submission, within Isle of Man Government, so is automatic acknowledgement of submission plus a economic to implement with existing Online applications implemented. June 2015 reference number for enquiries. support available. In “stock” form, it provides a close match with our requirements and is to be customised to Test and develop new CRM system in conjunction provide a full match. Initial build available for testing. Sept 2015 with GTS. Final build tested and signed off. Jan 2016 36
Actions Current Situation Benchmark Key Performance Indicators Target Dates Develop and deliver training for staff. Staff training completed. April 2016
Implement new CRM system. System implemented. May 2016 6.1A8: Improve the use of IT and digital services to improve customer services for MSR Facilities and programmes/initiatives in line with GTS Digital Strategy Establish an online booking system / portal for Need established and partnership work to Online booking system in place. Nov 2015 MSR and Youth Service activities and be undertaken with GTS in making the programmes. detailed business case.
Collect sufficient data and evidence to improve The current resident discount scheme is An updated/replacement scheme in July 2016 reporting and decision making with a new outdated and requires a review and possible place including a reward system/card database system within MSR. replacement. for those who use the facilities regularly. 6.1A9: Assist the regional swimming pools to operate efficiently and maximise usage of the facilities, particularly for specific target groups Communicate the strategic aims of the External QLM audits on the regional pools Savings realised as a result of shared 2015/16 – Department with particular reference to a number have been conducted and reports submitted services from DoI and joint purchasing, 2019 of target groups using the regional pool facilities. demonstrating effectiveness and value for maintenance etc. along with the money with areas for improvement possible introduction of an all-Island actioned. leisure rate.
Regular meetings established with Evidenced success of early intervention 2015 - 19 representatives from the regional pools to and prevention by regional pools in line discuss a range of options and strategies to with the Strategy for Sport, with support efficiencies, value for money and particular reference to people with early intervention and prevention. disabilities, the elderly and those with poor health and wellbeing. 6.1A10: Ensure the NSC maintains its status of registered ‘Excellent’ by the UK Quality External Benchmark Scheme (Quest) 2 day assessments to be undertaken every two Next assessment due 2015/16. Registered ‘Excellent’. Maintain’ Excellent’ registration. Nov 2015 years to identify areas of best practice against and every 2 other UK centres in addition to finding areas for years continuous improvement. thereafter.
Develop and maintain a Service Improvement Plan in place which includes the July 2015 Plan for the NSC based on internal and external following: audits with identified improvement areas. Marketing and Research Programme Development Staff Training and Education Employee Engagement Health and Safety Customer Care The Environment
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Actions Current Situation Benchmark Key Performance Indicators Target Dates 6.1A11: Work with shared services to ensure that satisfactory service standards are maintained Work with the Cabinet Office, Department of On 1 April 2014 responsibility for health and Level and standard of Effective service level agreements in Ongoing Health and Social Care and the Department of safety, PR/external communications, training services prior to 1 April place and satisfactory levels and Infrastructure and negotiate effective service level and ICT technical support transferred to the 2014. standards of services maintained. agreements for each shared service. Cabinet Office, catering to the Department of Health and Social Care and caretaking and cleaning services to the Department of Infrastructure.
Service level agreements are not yet in place. 6.1A12: Establish the resources necessary in order to ensure increased engagement in the arts Promote and support Island-wide arts venues, Funding strategy is about to be drafted. Funding strategy that increases July 2015 artistic community and organisations. transparency and structures the funding required supporting the artistic community implemented.
Assist individual creative practitioners whether Student placement approved. Register of local artists compiled. Dec 2015 amateur or professional.
Use technology to support better delivery of A new website is being developed which will Website developed offering a one-stop July 2015 services and reduce bureaucracy. replace both Island of Culture.im and the Arts shop for arts and culture in the Isle of Council at gov.im. Man.
Encourage the people of the Island to enjoy the The development of a website offering a Improved access to information about July 2015 arts, whether through attendance or participation. one-stop shop for arts and culture in the Isle community groups involved in arts and of Man will improve access to information culture. about community groups involved in arts and culture.
Encourage and assist improved audience Student placement approved to assist with A marketing strategy developed and Oct 2015 development for Isle of Man venues. planned activities. implemented that increases communication with new and existing audiences.
Develop and support initiatives to increase Exhibitions/performances which can be Dec 2015 participation and raise the profile of creativity in presented in at least two venues, one the Isle of Man. on Island and one elsewhere (short tours) developed and supported.
Develop the use of and access to the Arts The use of the loan collection Sept 2015 Council’s contemporary art loan collection. supported, events co-ordinated and the work of the Arts Council promoted.
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Actions Current Situation Benchmark Key Performance Indicators Target Dates Provide a sound and sufficient infrastructure for Facility audit of resources available Dec 2015 the arts in the Island. across the Island undertaken and a map of current local arts infrastructure produced. 6.1A13: Establish and deliver the Capital Programme Isle of Man College Construction Crafts and Engineering Phase 2 Construction Crafts: Under construction stage I4. Completion on programme/budget and April 2015 Complete construction. successful phased operation. Henry Bloom Noble Primary School Complete construction. Under construction stage I4. Completion on programme/budget. July 2016
Satisfactory operation of new school. Successful fit-out, decant from existing Sept 2016 schools and operation. QEII High School Kitchen/Dining Scheme Complete construction. Under Construction stage I4. Satisfactory operation of new kitchen March 2015 from Easter 2015 onwards.
Construction completed; overall Aug 2015 completion on programme/budget.
Satisfactory operation of enlarged Sept 2015 dining hall. St Mary’s RC School Extension Confirm need - establish feasibility study and Funding provision for design progression in Business case approved. Sept 2015 business case. 2014/15 – project on hold. Progress design. Design progressed to D1 stage. March 2016
Approval at Tynwald to progress to site. April 2017 Management of Hazardous Materials Ph2 Confirm proposed scope/agree with the Column 2 funding provision in place Construction completed; overall March 2016 Department of Infrastructure. completion on programme/budget.
Progress design / tender. Undertake works. Covered Play and Teaching Areas Establish proposed Phase 3 schemes / schools. Funding provision for design and Business case approved. April 2016 construction in 2017/18. Progress design/procurement. Approval at Tynwald to progress May 2017 procurement for summer 2017 erection. Nunnery Relocation Relocate from the Nunnery. The Nunnery is occupied by the Isle of Man Vacant possession of the Nunnery. July 2015 College (HE); Culture Vannin (former MHF)
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Actions Current Situation Benchmark Key Performance Indicators Target Dates and Centre for Manx Studies within the stable buildings. The Department of Infrastructure’s Operations Easter Playing Field Maintenance Team also use the area as their base. All these functions/tenants will require suitable relocation to achieve vacant possession.
Currently targeting moving the Education Support Centre from Glencrutchery to a suitable new location (Phase 1), and the relocation of the Nunnery HE provision to Glencrutchery (Phase 2), where it will be part of the Isle of Man College campus. Onchan Primary School Extension/Redevelopment Confirm need - establish feasibility study and Funding provision for design progression Business case approved; construction Sept 2016 business case. from 2017/18 on; construction funding funding to be re-established in pink provision for scheme will need to be re- book. established. Progress design. Design progressed to D1 stage. March 2017 Approval at Tynwald to progress to site. June 2018 Scoill yn Jubilee Extension Redevelopment Confirm need – establish option appraisal / Funding provision for design progression of Business case approved; construction Sept 2016 feasibility studies for the development of this split separate schemes at Ballaquayle and funding to be re-established in pink site school. Murray’s Road, is included from 2018/19 on; book. construction funding provision for schemes Progress design. will need to be re-established. Design progressed to D1 stage. March 2018
Approval at Tynwald to progress to site. June 2019 Isle of Man College HE Expansion Confirm need – will come from separate HE Funding provision for design progression is Business case approved; construction Sept 2016 strategy review; establish feasibility study and included from 2017/18 on; construction funding to be re-established in pink business case. funding provision for scheme will need to be book re-established. Progress design. Design progressed to I2/I3 stage. March 2018
Approval at Tynwald to progress to site. June 2018 Willaston Primary School Extension Confirm need - establish feasibility study and Funding provision for scheme will need to Business case approved; funding to be Sept 2016 business case. be re-established. re-established in pink book
Progress design Design progressed to I2/I3 stage. March 2018
Approval at Tynwald to progress to site. June 2018 40
Actions Current Situation Benchmark Key Performance Indicators Target Dates Disability Access Works Establish proposed Phase 3 schemes/schools with Funding provision for design progression is Business case approved; funding to be March 2017 the Department of Infrastructure. included from 2017/18 on; construction re-established in pink book. funding provision for scheme will need to be Progress design. re-established. Design progressed to I2/I3 stage. March 2018
Approval at Tynwald to progress. June 2018 School Security Confirm need - establish feasibility study and Funding provision for design progression is Business case approved. March 2017 business case. included from 2017/18 on; construction funding provision is included over 2018/19 Progress design. and 2019/20. Design progressed to I2/I3 stage. March 2018
Approval at Tynwald to progress to site. June 2018 NSC Floating Floor Replacement Confirm need - establish feasibility study and Funding provision for design progression is Business case approved; construction March 2017 business case. included in 2018/19; construction funding funding to be re-established in pink provision for scheme will need to be re- book. established. Progress design. Design progressed to I2/I3 stage. March 2018
Approval at Tynwald to progress to site. June 2018 NSC Flumes Replacement Confirm need - establish feasibility study and Funding provision for design progression is Business case approved; construction March 2017 business case. included in 2018/19; construction funding funding to be re-established in pink provision for scheme will need to be re- book. Progress design. established. Design progressed to I2/I3 stage. March 2018
Approval at Tynwald to progress to site. June 2018 NSC Synthetic Pitch Replacement Confirm need - establish feasibility study and Funding provision for design progression is Business case approved; construction March 2017 business case. included in 2018/19; construction funding funding to be re-established in pink provision for scheme will need to be re- book established. Progress design Design progressed to I2/I3 stage. March 2018
Approval at Tynwald to progress to site June 2018 6.1A14: Prioritise and establish the annual Minor Capital Programme in conjunction with the Department of Infrastucture Minor Capital 2015/16 - Education (£2.15m) Agree schemes/scope with the Department of Draft list close to agreement but still to Overall completion on Sept 2015 Infrastructure and school/Isle of Man College end confirm briefs/feasibility schemes. programme/budget and successful to March users. opening - phased handovers. 2016
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Actions Current Situation Benchmark Key Performance Indicators Target Dates Minor Capital 2015/16 - Sports and Recreation (£550,000) NSC (£400,000) Draft under discussion with NSC/ Overall completion on March 2016 Agree schemes/scope with NSC/Department of Department of Infrastructure. programme/budget. Infrastructure.
Regional pools (£150,000) Discussion yet to commence. Overall completion on March 2016 Agree schemes/scope with regional programme/budget. pools/Department of Infrastructure. Minor Capital 2016/17 to 2019/20 - Education (£8m) Agree schemes/scope with Department of Overall completion on March 2020 Infrastructure and schools/IOM College end users. programme/budget and successful opening - phased handovers. Minor Capital 2016/17 to 2019/20 - Sports and Recreation (£1.6m) NSC (£1.2m) Overall completion on March 2020 Agree schemes/scope with NSC/Department of programme/budget. Infrastructure. Regional pools (£400,000) Overall completion on March 2020 Agree schemes/scope with Regional programme/budget. Pools/Department of Infrastructure.
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Net Expenditure Budget
2015-16 Primary Education £21,700,000 Secondary Education £25,480,000 Isle of Man College of Further and Higher Education £8,883,000 Universities etc. Awards £10,855,000 Youth & Community Services £888,000 Education Improvement Service £2,310,000 Services for Children £8,572,000 Central £7,826,000 Sports and Recreation + Facility Support £3,906,000 Arts Council £98,000 Total Net Revenue Budget £90,518,000
Personnel Budget
2015-16 PCM Posts (fte) Primary Education 405.10 Secondary Education 464.50 Isle of Man College of Further and Higher Education 188.60 Universities etc. Awards 3.50 Youth & Community Services 11.60 Education Improvement Service 35.50 Services for Children 131.10 Central 27.70 Sports and Recreation + Facility Support 57.20 Arts Council 2.00 Subtotal 1326.70 Non-PCM Posts 120.90 Contract Posts 14.40 TOTAL 1462.00
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