Hon a L Cannan MHK Minister for the Treasury TYNWALD

Home , Bunscoill Ghaelgagh, Douglas South, Rushen (constituency)

February 2019

Q23 FOR WRITTEN ANSWER

The Hon. Member for Garff (Mrs Caine) to ask the Minister for the Treasury –

If he will publish all the budget bids received ahead of the 2019 and 2020 Budgets (a) approved and (b) not approved?

The numbers of bids received for the 2019 and 2020 budget, by Department or other body, are provided below

Details of approved bids are included in the respective Pink Book for each year, under each Department’s narrative

Approved/ Partial Number of Bids Not Approved Approval 19/20 20/21 19/20 20/21 19/20 20/21 Attorney General's Chambers 5 3 2 0 3 3 Cabinet Office 11 5 2 4 9 1 Clerk of Tynwald's Office 1 2 1 1 0 1 Communications Commission 1 1 1 1 0 0 Department for Enterprise 5 6 2 5 3 1 Department of Education, Sport and Culture 1 4 1 3 0 1 Department of Environment, Food and Agriculture 1 5 1 2 0 3 Department of Health and Social Care 2 8 2 6 0 2 Department of Home Affairs 10 14 7 4 3 10 Department of Infrastructure 8 17 2 11 6 6 Financial Intelligence Unit 1 1 1 1 0 0 Gambling Supervision Commission 2 1 2 1 0 0 General Registry 2 1 1 1 1 0 Information Commissioner's Office 1 1 1 0 0 1 Isle of Man Post Office 1 1 1 1 0 0 Manx Industrial Relations Service 1 1 1 1 0 0 Manx Museum and National Trust 3 2 2 2 1 0 Financial Services Authority 0 1 0 1 0 0 Treasury 5 7 5 4 0 3

Hon A L Cannan MHK Minister for the Treasury TYNWALD

February 2019

Q24 FOR WRITTEN ANSWER

The Hon. Member for Douglas South (Miss Costain) to ask the Minister for Health and Social Care –

What the total cost was of the Sir Jonathan Michael report broken down into its various components?

The total cost of Sir Jonathan Michael’s Independent Review of the Health and Social Care System was £906,039.32 during the period March 2018, when Sir Jonathan was appointed, to May 2019 when his Final Report was submitted to Tynwald.

The component costs are:

 £761,899.32 for external consultancy  £784.00 for catering  £143,356.00 for staff and other costs

Hon A L Cannan MHK Minister for the Treasury TYNWALD

February 2019

Q25 FOR WRITTEN ANSWER

The Hon. Member for Rushen (Mr Speaker) to ask the Minister for the Treasury –

What statutes, regulations, policies, procedures and guidance exist around procurement other than financial regulations; and where they are published?

The important Isle of Man legislation relating to procurement is:

 the Fair Trading Act 1996  the Bribery Act 2013  Customs & Excise and Income Tax legislation.

The principle and overarching policy in place in relation to Government procurement is the Isle of Man Government Procurement Policy (GD 2017/0026) which was presented to Tynwald in July 2017 at which it approved the key policy objectives of:

This policy is also published on Government’s Procurement Services website1 (managed by the Attorney General’s Chambers).

In accordance with this policy, Government’s forthcoming Tender Plans are published on the website2, along with the majority of current procurement opportunities - both ‘Quick Quotes’ (contracts >£10k <£100k) and Tenders (contracts >£100k).

Where appropriate, consideration and compliance is required in Government procurement to meeting the provisions of the Single Use Plastics Reduction Plan for Isle of Man Government, GD 2018/00463, which was approved by Tynwald in July 2018.

1 https://www.gov.im/about-the-government/offices/attorney-generals-chambers/civil-division/procurement- division/ 2 https://www.gov.im/categories/business-and-industries/expressions-of-interest/ 3 http://www.tynwald.org.im/business/opqp/sittings/Tynwald%2020162018/2018-GD-0046.pdf All such procurement opportunities are managed within the online procurement portal (https://in-tendhost.co.uk/iomg/aspx/Home) managed by the Attorney General’s Chambers.

Whilst ad hoc verbal guidance & support in relation to the use of the procurement portal is available from procurement services officers, in addition the following information & guidance is available online via the portal:

 Portal Privacy Notice  Standard Terms and Conditions for Goods and_or Services precedent (inc GDPR amends)  Supplier Instruction Notes - Completing Expression of Interest Stage  Supplier Instruction Notes - Sending Project Correspondence  Supplier Instruction Notes - Uploading Tender Return Documents  Supplier Instruction Notes - Resetting your Password and Adding or Removing a User  Supplier Instruction Notes - Adding further Business Classifications  Supplier Information for those responding to Quick Quotes and Tenders  Isle of Man Government Select Lists  Project Management and Consultancy Services - AFA Pack  Application for Admission - Select List for Cleaning  Application for Admission - Select List for Window Cleaner  A Guide to the Combined Tender Process  A Guide to the Tender Process  Combined Frequently Asked Questions  PQQ Frequently Asked Questions  Tender Appeals Procedure

Hon A L Cannan MHK Minister for the Treasury TYNWALD

February 2019

FOR WRITTEN ANSWER - 26

The Hon. Member for Onchan (Ms Edge) to ask the Minister for Policy and Reform –

What MARS, VARS and other redundancy scheme pay outs have been made since schemes were introduced, broken down by Departments, Government Offices or Board and budget utilised showing a) total number of applications accepted; b) grades of individuals; c) cost per employee group; d) Departments, Government Offices, Boards per application; e) salary savings; and f) pension savings?

I regret to advise that in the time available it has not been possible to provide the requested information. However, I will endeavour to do so as soon as reasonably practicable.

Please note that MARS and VARS are not redundancy payments. Question 27 TYNWALD

February 2020

The Hon. Member for Rushen (Mr Speaker) to ask H.M. Attorney General how many commercial contracts with commercial confidentiality clauses were entered into by Government Departments, Boards and Offices during the financial year 1 April 2018 to 31 March 2019; and how many of those contracts (a) with such clauses and (b) without such clauses were signed in the last three months of that financial year.

The standard contract template drafted by The Attorney General’s Chambers (AGC) is provided to Departments with guidance, which recommends consideration of confidentiality provisions and retention of clauses that are necessary and appropriate in the circumstances.

The following statistics have been provided to AGC by Finance Officers of the Department, Board or Office concerned. Where information is marked ‘To follow’, this will be forwarded as soon as it becomes available.

(a) (b)

Department/Board/Office How many with without commercial commercial commercial contracts were confidentiality confidentiality entered into clauses clauses between entered into entered into 1/4/2018 and between between 31/3/2019 1/1/2019 and 1/1/2019 and 31/3/2019 31/3/2019

Attorney General’s Chambers 0 0 0

Manx Industrial Relations Service 0 0 0

Financial Intelligence Unit 0 0 0

Department of Infrastructure 48 3 1

Department for Enterprise 52 2 17

Public Sector Pensions Authority 1 0 1

Department of Environment, Food & Agriculture To follow To follow To follow

Isle of Man Information Commissioner 0 0 0 General Registry 1 1 0

Department of Health & Social Care 14 5 1

Department of Home Affairs 2 0 0

Isle of Man Financial Services Authority 4 0 2

The Treasury 26 5 2

Manx Utilities Authority 81 4 11

Isle of Man Gambling Supervision Commission 1 0 0

Communications Commission 0 0 0

Department of Education, Sport & Culture To follow To follow To follow

Cabinet Office To follow To follow To follow

Isle of Man Office of Fair Trading To follow To follow To follow

Manx National Heritage 9 3 0

Road Transport Licensing Committee 0 0 0 Question 28 TYNWALD

February 2020

The Hon. Member for Rushen (Mr Speaker) to ask HM Attorney General in how many cases in each of the last five years has litigation taken place in relation to procurement contracts with a Government Department, Board or Office as (a) a claimant and (b) a defendant?

In relation solely to procurement contracts with a Government Department, Board or Office as (a) a claimant and (b) a defendant, one matter has resulted in litigation (court action) in the last five years in which an officer from the Attorney General’s Chambers has represented a Government Department.

This case in question was brought in 2018, serial number CHP 2018/102, being a doleance claim in which a Government Department was the respondent (defendant). The judgment in this case was delivered on 24th April 2019 and is published here: http://judgments.im/content/J2511.htm.

The Attorney General’s Chambers do not hold records of cases which may have been dealt with by lawyers external to the Attorney General’s Chambers.

It has not been possible to identify procurement disputes which solely relate to recovery of debt proceedings. In Tynwald

` February 2020

FOR WRITTEN ANSWER – Question 29

The Hon. Member for Rushen (Mr Speaker) to ask the Minister for Enterprise –

What plans Manx National Heritage has for the Barclay’s Bank site in Castletown?

______

The property is leased to Barclays who occupy the site. Manx National Heritage has no other plans at the present time. TYNWALD

February 2019

FOR WRITTEN ANSWER (30)

The Hon. Member for Onchan (Ms Edge) to ask the Minister for Education, Sport and Culture –

How much the student grant budget allocation and spend were for years 2017/18, 2018/19 and the current year to date?

ANSWER

Year to 31st January 2020 Net Expenditure Student Current Awards Budget Budget Actual Variance 2019-20 (YTD) £'000 £'000 £'000 % £'000 Student Grants Free School Meals 650 530 484 9% 46 Maintenance Grants 1,618 1,626 2,337 (44%) -711 Tuition Fees 8,591 7,559 6,867 9% 692 Student Loans -1,301 -1,301 -1,178 9% -123 Student Grants - total 9,558 8,414 8,510 (1%) -96

Year to 31st March 2019 Net Expenditure Student Current Awards Budget Budget Actual Variance 2018-19 £'000 £'000 £'000 % £'000 Student Grants Free School Meals 680 680 733 (8%) -53 Maintenance Grants 1,599 1,599 1,671 (4%) -72 Tuition Fees 8,663 8,663 8,294 4% 369 Student Loans -1,390 -1,390 -1,673 (20%) 284 Student Grants - total 9,553 9,553 9,024 6% 523

Net Expenditure Student Current Year to 31st March 2018 Awards Budget Budget Actual Variance 2017-18 £'000 £'000 £'000 % £'000 Student Grants Free School Meals 584 584 606 (4%) -22 Maintenance Grants 1,715 1,715 1,617 6% 98 Tuition Fees 8,795 8,795 8,504 3% 291 Student Loans -1,100 -1,100 -1,004 (9%) -96 Student Grants - total 9,994 9,994 9,723 3% 271 TYNWALD

February 2019

FOR WRITTEN ANSWER (31)

The Hon. Member for Onchan (Ms Edge) to ask the Minister for Education, Sport and Culture –

If he will report on his Department’s expenditure in the present year to date broken down by Division and by operational area within each Division?

ANSWER

An extract from the Department’s January 2020 financial report is attached. Whilst the Hon Member requested only expenditure, the report identifies this but also provides income data to provide as accurate picture as possible.

INTERNAL

The DepartmentDocument of Education Title goes Sport here and Culture Rheynn Ynsee, Spoyrt as Cultoor MonthSub -headingEnd Financial goes hereReport

for the Year Ended January 2020 Department name goes here

INTERNAL

Date if required goes here January 2020

(this page is intentionally blank)

INTERNAL

MONTH-END FINANCIAL REPORT FOR THE MONTH ENDED JANUARY 2020

Contents

2. EXECUTIVE SUMMARY ...... 2

2.1. OVERALL REVENUE POSITION ...... 2 2.2. PRIMARY SCHOOLS ...... 3 2.3. SECONDARY SCHOOLS...... 3 2.4. STUDENT AWARDS ...... 3 2.5. VILLA GAIETY ...... 3 2.6. NATIONAL SPORTS CENTRE ...... 3

3. DECISIONS REQUIRED ...... 3

4. REVENUE EXPENDITURE 2019-20 ...... 4

4.1. DEPARTMENT SUMMARY – NET EXPENDITURE BY DIVISION ...... 4 4.2. DEPARTMENT SUMMARY – ACCOUNT CLASSIFICATION ...... 6 4.3. DIVISIONAL SUMMARY – ACCOUNT CLASSIFICATION ...... 7 4.4. PRIMARY EDUCATION ...... 9 4.5. SECONDARY EDUCATION ...... 12 4.6. UNIVERSITY COLLEGE ISLE OF MAN ...... 14 4.7. STUDENT AWARDS ...... 15 4.8. PRIMARY MEALS ...... 15 4.9. YOUTH AND COMMUNITY SERVICES ...... 17 4.10. CORPORATE SERVICES ...... 17 4.11. INCLUSION AND SAFEGUARDING ...... 18 4.12. VILLA MARINA AND GAIETY THEATRE ...... 18 4.13. SPORT AND RECREATION ...... 18 4.14. TRAINING SERVICES AND CAREERS ...... 18

2. Executive Summary 2.1. Overall 2019-20 Revenue Position The DESC is showing a favourable variance of £566k to the end of January 2020. Secondary schools and UCM remain in a relatively healthy position. The Primary Education negative variance on net expenditure, is a result increased spending in January as schools financial crystallises ahead of year end. Student Awards will be subject of a fund reclaim of approximately £750k in relation to fund the part year increase in the level of maintenance grants which took effect from September 2019. The adverse variance within Primary school meals is wholly as a result of the NSC Café, the School meals element of the budget is in a favourable financial position, largely due to an increased uptake in the number of children choosing school meals. The National Sports Centre, continues to show a negative variance, the majority of which is as a result of the extended closure, of the wet side and more recently the leisure pool. We continue to monitor the position and work continues to minimise the impact, however, the centre will overspend by £400k. The Villa Marina and Gaiety Theatre will also end the year in a budget over-spend estimated to be £300k. Whilst this has been an extremely challenging year, underspends within tuition fees, UCM, EIS and Corporate Services should enable the Department to remain with budget for the 2019-20 financial year, however, it will be very close. 2020-21 will be even more challenging. The changes to student awards will result in this budget being fully committed once the full year impact of the maintenance grants is felt. 2.2. Challenges in the 2020-21 Financial Year Subject to Tynwald approval, the 2020 budget will provide for a 2% uplift in the Department’s employee cost budget the PSC award for 2020 is set (subject to March CPI) at 2.75%. The 2020 England and Wales teacher’s pay award will be at least 2.5%. This effectively leaves a shortfall of £500k which the Department must meet within its existing staffing budget. Obviously the outcome of the current teachers’ pay dispute will impact upon the Department even further. Whilst the changes to Higher Education at UCM are exciting and should result in significant economic benefit to the Island, in the short term to medium term it will impact upon revenue budgets within both UCM and Student Awards, again this will limit the Departments ability to cover overspends within other areas of the Department. Whilst the lost income following the closure of the NSC pool, will be lessened following the opening of the main pool, it will still impact upon the Department’s financial position in the first quarter of the 2020-21 financial year. The historic issues at the Villa Gaiety must also be addressed. It clearly important, the Department and budget holders, must ensure they operate within their allocated budget.

2.3. 2019-20 Primary Schools Five schools are currently showing overspends. Henry Bloom Noble is the result of outstanding staff supply reclaims. Bunscoill Ghaelgagh’s unfavourable variance is as a result of timing issues in relation to the spring term grant payment. I have not been notified of any issues that would prevent the primary schools from remaining within budget.

2.4. 2019-20 Secondary Schools RGS do have challenges to remain within budget, which apparently are as a result of excessive staffing levels. Whilst at this stage in the academic year it will be difficult to reduce staffing levels, where this is possible the school will make reductions, however, it must be acknowledged that sufficient staff savings cannot be made until the 2020 academic year. 2.5. 2019-20 Student Awards The increases in maintenance grants will have an adverse effect on this variance during the reaming months of the year. The additional costs incurred as a result of the changes will be covered by a Treasury contingency ring fenced for this purpose.

2.6. 2019-20 Villa Gaiety Following last year’s overspend we are working with VMGT to determine what action is required to significantly reduce the level of over spend. It must be acknowledged that the facility has, for a number of years experienced a number of financial challenges, some of the senior management team are only recently in post and it may take time to implement the necessary changes, however, work is continuing,

2.7. 2019-20 National Sports Centre Regular meetings are held with the NSC. A number of projects are currently being progressed to both further reduce costs, introducing a more flexible charging policy to increase users during quiet periods. A restructure of the cost centre structure will be implemented in the new financial year to ensure a clearer financial picture is available. The Pool closure will be prolonged to May, at the earliest, which will continue to exacerbate the situation. An overspend of £400k is anticipated.

3. Decisions Required To accept the Finance Report for the year to 31st January 2020

4. Revenue Expenditure 2019-20 4.1. Department Summary – Net Expenditure by Division

January 2020 Year to 31st January 2020 Previous Original Current Net Expenditure by Virement Year Actual Vote Budget Budget Actual Variance Budget Actual Variance Division YTD £'000 £'000 £'000 £'000 £'000 % £'000 £'000 £'000 % £'000 £'000

Primary Education 25,267 0 25,267 2,369 2,204 7% 165 20,644 20,663 (0%) -18 18,855

Secondary Education 29,779 0 29,779 2,527 2,485 2% 42 24,556 24,326 1% 229 22,401

University College IOM 11,319 0 11,319 940 841 10% 98 9,423 8,818 6% 605 7,295

Student Awards 9,558 0 9,558 1,476 1,667 (13%) -191 8,414 8,510 (1%) -96 7,497

Primary School Meals 626 0 626 93 19 80% 74 718 813 (13%) -96 -243

Youth and Community 933 0 933 78 67 14% 11 775 708 9% 67 770

Education Improvement 2,669 0 2,669 222 208 6% 14 2,224 2,015 9% 209 1,982

Corporate Services 13,212 0 13,212 440 471 (7%) -32 4,338 3,840 11% 498 3,305

Inclusion & Safeguarding 8,141 0 8,141 559 547 2% 11 7,008 7,019 (0%) -11 7,920

Villa Gaiety Complex 687 0 687 55 223 (306%) -168 566 1,010 (78%) -444 400

Sports (Inc Regional Pools) 3,938 0 3,938 366 460 (26%) -94 3,039 3,673 (21%) -635 3,898

Arts Council 22 0 22 2 0 99% 2 19 12 36% 7 3

Training Services 1,621 0 1,621 135 119 12% 16 1,351 1,100 19% 251 853

Total 107,773 0 107,773 9,261 9,313 (1%) -52 83,074 82,508 1% 566 74,937

Corporate Services, Secondary Education, 12.26% Villa Gaiety Complex, 27.63% 0.64% University College Primary School IOM, 10.50% Meals, 0.58% Student Awards, Arts Council, 0.02% 8.87% Youth and Community, 0.87% Primary Education, Inclusion & 23.44% Safeguarding,Education 7.55% Sports (Inc Regional TrainingImprovement, Services, 2.48% Pools), 3.65% 1.50%

January 2020 Year to 31st January 2020 Previous Original Current Virement Year Actual Gross Expenditure by Vote Budget Budget Actual Variance Budget Actual Variance YTD Division £'000 £'000 £'000 £'000 £'000 % £'000 £'000 £'000 % £'000 £'000

Primary Education 25,334 0 25,334 2,375 2,204 7% 170 20,700 20,663 0% 37 18,884

Secondary Education 31,842 0 31,842 2,651 2,709 (2%) -58 26,041 25,926 0% 115 24,082

University College IOM 12,925 0 12,925 1,073 1,017 5% 56 10,761 10,200 5% 561 8,922

Student Awards 9,717 0 9,717 1,480 1,667 (13%) -187 8,565 8,656 (1%) -91 7,619

Primary School Meals 2,356 0 2,356 196 228 (16%) -32 1,964 2,140 (9%) -177 -237

Youth and Community 994 0 994 83 68 18% 15 826 711 14% 115 795

Education Improvement 2,766 0 2,766 231 212 8% 19 2,304 2,079 10% 225 2,047

Corporate Services 13,395 0 13,395 455 477 (5%) -22 4,490 3,960 12% 530 3,508

Inclusion & Safeguarding 8,141 0 8,141 559 548 2% 11 7,008 7,036 (0%) -27 7,941

Villa Gaiety Complex 4,258 0 4,258 352 319 9% 33 3,542 3,628 (2%) -86 3,507

Sports (Inc Regional Pools) 5,467 0 5,467 493 474 4% 19 4,313 4,374 (1%) -61 3,562

Arts Council 22 0 22 2 0 99% 2 19 12 36% 7 3

Training Services 1,621 0 1,621 135 119 12% 16 1,351 1,100 19% 251 853

Total 118,839 0 118,839 10,085 10,042 0% 43 91,884 90,485 2% 1,398 81,485

January 2020 Year to 31st January 2020 Previous Original Current Virement Year Actual Income by Division Vote Budget Budget Actual Variance Budget Actual Variance YTD £'000 £'000 £'000 £'000 £'000 % £'000 £'000 £'000 % £'000 £'000

Primary Education 67 0 67 6 0 94% 5 56 1 99% 55 29

Secondary Education 2,063 0 2,063 124 224 (81%) -100 1,485 1,600 (8%) -114 1,681

University College IOM 1,606 0 1,606 134 176 (32%) -42 1,338 1,382 (3%) -44 1,626

Student Awards 159 0 159 4 -0 107% 4 151 146 3% 5 122

Primary School Meals 1,731 0 1,731 104 210 (102%) -106 1,246 1,327 (6%) -81 6

Youth and Community 61 0 61 5 0 91% 5 51 2 95% 49 24

Education Improvement 97 0 97 8 3 59% 5 81 64 20% 16 65

Corporate Services 183 0 183 15 6 60% 9 152 120 21% 32 203

Inclusion & Safeguarding 0 0 0 0 0 0% -0 0 16 0% -16 21

Villa Gaiety Complex 3,571 0 3,571 298 96 68% 202 2,976 2,618 12% 358 3,107

Sports (Inc Regional Pools) 1,529 0 1,529 127 14 89% 114 1,274 701 45% 573 -336

Total 11,066 0 11,066 824 729 12% 96 8,810 7,978 9% 833 6,549

4.2. Department Summary – Account Classification Original Current January 2020 Year to 31st January 2020 Previous Virement Budget Actual Variance Budget Actual Variance Vote Budget Year Actual £'000 £'000 £'000 £'000 £'000 % £'000 £'000 £'000 % £'000 £'000 YTD Operating Income 10,315 0 10,315 772 704 9% 68 8,172 7,372 10% 800 7,148 Other Non Trading Income 589 0 589 39 21 45% 17 504 471 7% 33 -784 Grant Income 0 0 0 0 0 0 0 54 -54 84 Third Party Contributions 161 0 161 13 4 73% 10 135 80 41% 55 101 Income - total 11,066 0 11,066 824 729 12% 96 8,810 7,978 9% 833 6,549 Wages And Salaries 79,274 0 79,274 6,653 6,679 (0%) -26 65,879 65,801 0% 78 60,329 Employee Transport & Subsistence 184 0 184 15 24 (53%) -8 154 146 5% 8 110 Training 343 0 343 29 22 24% 7 286 215 25% 71 176 Recruitment Costs 245 0 245 20 25 (22%) -4 204 220 (8%) -16 158 Agency Staff 37 0 37 3 8 (142%) -4 31 126 (305%) -95 47 Employee Costs - total 80,086 0 80,086 6,721 6,756 (1%) -36 66,556 66,508 0% 48 60,820 Structures 762 0 762 63 7 88% 56 635 332 48% 303 156 Energy Costs 2,583 0 2,583 258 288 (12%) -30 1,888 1,939 (3%) -52 1,838 Rent Rates & Water Charges 895 0 895 14 11 23% 3 867 921 (6%) -54 905 Fixtures And Fittings 75 0 75 6 4 39% 2 62 62 0% 0 108 Cleaning And Waste Disposal 66 0 66 6 11 (95%) -5 55 74 (34%) -19 53 Grounds 93 0 93 8 7 13% 1 77 70 10% 7 66 Other Premises Expenses 110 0 110 9 0 100% 9 92 0 100% 92 -110 Infrastructure Expenses - total 4,582 0 4,582 364 327 10% 37 3,675 3,398 8% 278 3,015 Public Transport Costs 333 0 333 28 114 (312%) -87 277 242 13% 35 117 Vehicle Repairs & Maintenance 9 0 9 1 0 100% 1 7 1 88% 7 5 Vehicle Running Costs 3 0 3 0 0 46% 0 3 1 78% 2 0 Transport Expenses - total 345 0 345 29 114 (298%) -86 288 245 15% 43 122 Services 3,630 0 3,630 344 163 52% 180 2,752 2,541 8% 210 2,800 Furniture 97 0 97 8 -1 115% 9 81 49 40% 32 20 Materials 4,509 0 4,509 376 361 4% 15 3,757 3,135 17% 622 2,149 Expenses 963 0 963 87 70 19% 17 790 614 22% 176 511 Equipment 311 0 311 26 24 8% 2 259 465 (79%) -206 357 Printing, Stationery, Office Expenses 174 0 174 15 12 20% 3 145 173 (19%) -28 174 Communications & Computing 55 0 55 5 3 44% 2 46 44 5% 2 59 Advertising Publicity Marketing 200 0 200 17 11 32% 5 167 139 17% 28 170 Supplies And Services - total 9,939 0 9,939 876 643 27% 233 7,996 7,160 10% 837 6,241 Reimbursements Internal Funds 0 0 0 0 -4 4 0 0 -0 0 Grants And Subsidies 15,214 0 15,214 2,096 2,206 (5%) -110 12,409 12,436 (0%) -27 10,738 Other Costs 960 0 960 0 0 0 960 740 23% 220 551 Loan Charges 7,713 0 7,713 0 0 0 0 0 0 0 Transfer Payments - total 23,887 0 23,887 2,096 2,201 (5%) -105 13,369 13,176 1% 193 11,290 Department Net Expenditure 107,773 0 107,773 9,261 9,312 (1%) -51 83,074 82,319 1% 755 75,320

4.3. Divisional Summary – Account Classification

Current January 2020 Year to 31st January 2020 Previous

Category Budget Budget Actual Variance Budget Actual Variance Year Actual

£'000 £'000 £'000 % £'000 £'000 £'000 % £'000 £'000YTD

Primary Education Income -67 -6 -0 94% -5 -56 -1 99% -55 -29 Employee Costs 23,218 2,127 2,020 5% 107 18,916 18,812 1% 105 16,992 Infrastructure Expenses 1,134 84 120 (43%) -36 914 911 0% 2 944 Supplies and Services 982 164 69 58% 95 870 940 (8%) -70 948 Transfer Payments - Grants 0 0 -4 4 0 0 -0 0 Primary Education - total 25,267 2,369 2,204 7% 165 20,644 20,663 (0%) -18 18,855

Secondary Education Income -2,063 -124 -224 (81%) 100 -1,485 -1,600 (8%) 114 -1,681 Employee Costs 27,372 2,323 2,444 (5%) -121 22,697 23,238 (2%) -542 21,384 Infrastructure Expenses 1,319 106 103 3% 3 1,044 1,047 (0%) -3 955 Transport Expenses 162 13 16 (21%) -3 135 95 29% 40 107 Supplies and Services 2,989 208 145 31% 64 2,165 1,538 29% 627 1,617 Transfer Payments - Grants 0 0 0 0 0 7 -7 18 Secondary Education - total 29,779 2,527 2,485 2% 42 24,556 24,326 1% 229 22,401

University College IOM Income -1,606 -134 -176 (32%) 42 -1,338 -1,382 (3%) 44 -1,626 Employee Costs 10,680 890 863 3% 27 8,900 8,743 2% 157 7,793 Infrastructure Expenses 855 68 28 59% 40 704 482 32% 222 332 Transport Expenses 1 0 0 83% 0 1 0 92% 1 0 Supplies and Services 1,379 115 123 (7%) -8 1,149 967 16% 182 784 Transfer Payments - Grants 9 1 3 (330%) -2 8 8 (10%) -1 12 University College IOM - total 11,319 940 841 10% 98 9,423 8,818 6% 605 7,295

Student Awards Income -159 -4 0 107% -4 -151 -146 3% -5 -122 Transfer Payments - Grants 9,717 1,480 1,667 (13%) -187 8,565 8,656 (1%) -91 7,619 Student Awards - total 9,558 1,476 1,667 (13%) -191 8,414 8,510 (1%) -96 7,497

Primary School Meals Income -1,731 -104 -210 (102%) 106 -1,246 -1,327 (6%) 81 -6 Employee Costs 1,390 116 126 (9%) -10 1,158 1,252 (8%) -93 -86 Infrastructure Expenses 110 9 4 54% 5 92 23 75% 68 -96 Supplies and Services 856 71 98 (37%) -27 714 865 (21%) -152 -55 Primary School Meals - total 626 93 19 80% 74 718 813 (13%) -96 -243

Youth and Community Income -61 -5 -0 91% -5 -51 -2 95% -49 -24 Employee Costs 844 70 65 8% 5 703 652 7% 51 706 Infrastructure Expenses 50 4 2 42% 2 39 31 22% 9 56 Supplies and Services 48 4 0 93% 4 40 19 53% 21 24 Transfer Payments - Grants 52 4 0 100% 4 43 9 80% 34 9 Youth and Community - total 933 78 67 14% 11 775 708 9% 67 770

Educational Improvement Income -97 -8 -3 59% -5 -81 -64 20% -16 -65 Employee Costs 2,338 195 194 1% 1 1,948 1,855 5% 93 1,742 Infrastructure Expenses 10 1 2 (179%) -2 7 10 (29%) -2 0 Transport Expenses 14 1 0 100% 1 12 0 100% 12 10 Supplies and Services 404 34 16 53% 18 337 215 36% 122 294 Educational Improvement - 2,669 222 208 6% 14 2,224 2,015 9% 209 1,982

total 7

… Divisional Summary continued

Current January 2020 Year to 31st January 2020 Previous

Category Budget Budget Actual Variance Budget Actual Variance Year Actual

£'000 £'000 £'000 % £'000 £'000 £'000 % £'000 £'000YTD

Corporate Services Income -183 -15 -6 60% -9 -152 -120 21% -32 -408 Employee Costs 1,804 27 141 (430%) -115 1,751 1,431 18% 320 1,312 Infrastructure Expenses 27 2 1 57% 1 23 37 (64%) -15 41 Transport Expenses 20 2 3 (61%) -1 17 9 45% 8 6 Supplies and Services 512 49 50 (2%) -1 414 374 10% 40 545 Transfer Payments - Grants 3,319 375 282 25% 93 2,286 2,109 8% 177 2,193 Transfer - Loan Charges 7,713 0 0 0 0 0 0 0 Corporate Services - total 13,212 440 471 (7%) -32 4,338 3,840 11% 498 3,689

Inclusion & Safeguarding Income 0 0 -0 0 0 -16 16 -21 Employee Costs 7,895 538 542 (1%) -4 6,807 6,895 (1%) -88 7,814 Infrastructure Expenses 54 5 3 41% 2 41 41 (1%) -0 38 Supplies and Services 193 16 3 81% 13 160 99 38% 61 89 Inclusion & Safeguarding - 8,141 559 547 2% 11 7,008 7,019 (0%) -11 7,920

Villa Gaiety Complex total Income -3,571 -298 -96 68% -202 -2,976 -2,618 12% -358 -3,107 Employee Costs 1,663 139 126 9% 13 1,386 1,331 4% 55 1,127 Infrastructure Expenses 348 27 26 4% 1 284 307 (8%) -23 175 Transport Expenses 2 0 0 100% 0 1 0 100% 1 -2 Supplies and Services 2,245 187 168 10% 20 1,871 1,991 (6%) -120 2,206 Villa Gaiety Complex - total 687 55 223 (306%) -168 566 1,010 (78%) -444 400

Sports & Recreation Income -1,529 -127 -14 89% -114 -1,274 -701 45% -573 336 Employee Costs 2,784 288 228 21% 60 2,207 2,216 (0%) -9 1,970 Infrastructure Expenses 674 58 38 36% 21 528 508 4% 20 570 Transport Expenses 146 12 95 (684%) -83 122 140 (15%) -19 0 Supplies and Services 297 25 -30 220% 54 247 126 49% 121 -218 Transfer Payments - Grants 1,567 110 143 (30%) -33 1,209 1,384 (14%) -175 1,240 Sports & Recreation - total 3,938 366 460 (26%) -94 3,039 3,673 (21%) -635 3,898

Arts Council Employee Costs 1 0 0 83% 0 1 0 75% 1 1 Supplies and Services 2 0 0 100% 0 1 12 (834%) -11 0 Transfer Payments - Grants 20 2 0 100% 2 17 0 100% 17 2 Arts Council - total 22 2 0 99% 2 19 12 36% 7 3

Training Services Employee Costs 98 8 8 (0%) -0 82 83 (1%) -1 65 Supplies and Services 33 3 0 91% 3 28 14 48% 13 5 Transfer Payments - Grants 1,490 124 111 11% 13 1,242 1,003 19% 239 783 Training Services - total 1,621 135 119 12% 16 1,351 1,100 19% 251 853

107,773 9,261 9,313 (1%) -52 83,074 82,508 1% 566 75,321

4.4. Primary Education

Primary Schools - Variance against Year to Date Budget £60,000 £55,000 £50,000 £45,000 £40,000 £35,000 £30,000 £25,000 £20,000 £15,000 £10,000 £5,000 £0 (£5,000) (£10,000) (£15,000) (£20,000)

(£25,000)

Jurby

Sulby

Laxey

Dhoon

Arbory

Rushen

Onchan

Foxdale

Michael

St Johns St

Andreas

Braddan

Marown

Ballaugh

St Marys St

Ballasalla

Vallajeelt

Willaston

Kewaigue

Ashley Hill Ashley

St Thomas St

Victoria Rd Victoria

Ballacottier

Anagh Coar Anagh

Manor Park Manor

Cronk Y Berry Y Cronk

Scoill yn Jubilee yn Scoill

Phurt Le Moirrey Le Phurt

Peel Clothworkers Peel

Bunscoill Rhumsaa Bunscoill

Henry Bloom Noble Bloom Henry Bunscoill Ghaelgagh Bunscoill

Current January 2020 Year to 31st January 2020 Net Expenditure by Primary School Budget Budget Actual Variance Budget Actual Variance £'000 £'000 £'000 % £'000 £'000 £'000 % £'000 Bunscoill Rhumsaa DFM - Expenses & Staff Cover 177 15 37 (157%) -23 146 239 (63%) -93 Staffing and Building Costs 1,860 176 136 23% 40 1,504 1,391 7% 113 Bunscoill Rhumsaa 2,037 190 173 9% 17 1,650 1,630 1% 20 Anagh Coar DFM - Expenses & Staff Cover 44 4 13 (253%) -9 37 71 (92%) -34 Staffing and Building Costs 510 48 37 22% 10 414 373 10% 40 Anagh Coar 554 51 50 2% 1 450 444 1% 6 Andreas DFM - Expenses & Staff Cover 43 4 6 (73%) -3 35 37 (4%) -1 Staffing and Building Costs 403 34 35 (2%) -1 334 326 2% 8 Andreas 446 38 41 (9%) -3 369 363 2% 7 Arbory DFM - Expenses & Staff Cover 62 5 17 (220%) -12 51 60 (16%) -8 Staffing and Building Costs 590 53 41 24% 13 483 465 4% 17 Arbory 653 59 58 2% 1 534 525 2% 9 Ashley Hill DFM - Expenses & Staff Cover 86 7 15 (109%) -8 71 118 (65%) -47 Staffing and Building Costs 904 80 59 27% 21 742 646 13% 96 Ashley Hill 990 87 74 16% 14 813 764 6% 49 Ballacottier DFM - Expenses & Staff Cover 104 12 15 (22%) -3 79 120 (51%) -41 Staffing and Building Costs 911 83 79 5% 4 741 696 6% 45 Ballacottier 1,014 95 94 1% 1 820 816 1% 4 Scoill yn Jubilee DFM - Expenses & Staff Cover 136 11 7 36% 4 113 104 8% 9 Staffing and Building Costs 1,293 110 108 2% 2 1,070 1,043 3% 27 Scoill yn Jubilee 1,429 121 115 5% 6 1,183 1,147 3% 37

Current January 2020 Year to 31st January 2020 Net Expenditure by Primary School Budget Budget Actual Variance Budget Actual Variance £'000 £'000 £'000 % £'000 £'000 £'000 % £'000 Ballasalla DFM - Expenses & Staff Cover 39 3 7 (107%) -3 32 43 (31%) -10 Staffing and Building Costs 450 43 35 19% 8 364 339 7% 25 Ballasalla 490 46 41 10% 5 396 381 4% 15 Ballaugh DFM - Expenses & Staff Cover 27 2 2 9% 0 22 21 6% 1 Staffing and Building Costs 306 26 27 (3%) -1 254 255 (0%) -1 Ballaugh 333 28 29 (2%) -1 276 276 0% 0 Braddan DFM - Expenses & Staff Cover 56 5 14 (211%) -10 46 91 (96%) -44 Staffing and Building Costs 569 52 40 23% 12 464 409 12% 55 Braddan 625 56 54 4% 2 511 500 2% 11 Cronk Y Berry DFM - Expenses & Staff Cover 114 9 23 (145%) -14 94 121 (28%) -26 Staffing and Building Costs 1,090 94 87 7% 6 899 832 7% 67 Cronk Y Berry 1,204 103 110 (7%) -7 993 953 4% 41 Dhoon DFM - Expenses & Staff Cover 33 3 2 48% 1 27 18 33% 9 Staffing and Building Costs 295 25 25 (2%) -1 244 236 3% 8 Dhoon 328 28 27 3% 1 271 254 6% 17 Henry Bloom Noble DFM - Expenses & Staff Cover 124 10 43 (326%) -33 103 222 (115%) -119 Staffing and Building Costs 1,150 116 81 30% 34 916 820 10% 96 Henry Bloom Noble 1,275 126 125 1% 1 1,019 1,042 (2%) -23 Foxdale DFM - Expenses & Staff Cover 33 3 -2 176% 5 28 29 (4%) -1 Staffing and Building Costs 357 34 27 21% 7 287 290 (1%) -2 Foxdale 390 37 25 33% 12 315 318 (1%) -4 Jurby DFM - Expenses & Staff Cover 27 2 10 (362%) -8 22 49 (116%) -26 Staffing and Building Costs 384 40 31 24% 10 303 269 11% 34 Jurby 412 42 41 3% 1 325 318 2% 7 Kewaigue DFM - Expenses & Staff Cover 47 5 -2 142% 7 38 22 40% 15 Staffing and Building Costs 430 36 37 (2%) -1 357 340 5% 17 Kewaigue 477 41 35 14% 6 394 362 8% 32 Laxey DFM - Expenses & Staff Cover 68 6 12 (122%) -7 56 18 68% 39 Staffing and Building Costs 659 63 55 12% 8 532 545 (3%) -13 Laxey 727 68 68 1% 1 588 563 4% 25 Manor Park DFM - Expenses & Staff Cover 46 6 10 (69%) -4 34 52 (52%) -18 Staffing and Building Costs 459 41 32 21% 9 375 343 8% 31 Manor Park 505 47 42 10% 5 409 395 3% 14 Marown DFM - Expenses & Staff Cover 63 5 5 6% 0 53 49 7% 4 Staffing and Building Costs 590 53 51 4% 2 483 482 0% 1 Marown 654 58 56 4% 3 535 531 1% 5 Michael DFM - Expenses & Staff Cover 42 3 6 (61%) -2 35 25 28% 10 Staffing and Building Costs 439 43 37 14% 6 353 354 (0%) -1 Michael 481 46 42 8% 4 388 379 2% 8 Onchan DFM - Expenses & Staff Cover 141 12 21 (71%) -9 115 156 (35%) -41 Staffing and Building Costs 1,219 124 97 21% 27 969 935 4% 34 Onchan 1,360 136 118 13% 18 1,084 1,091 (1%) -6

Current January 2020 Year to 31st January 2020 Net Expenditure by Primary School Budget Budget Actual Variance Budget Actual Variance £'000 £'000 £'000 % £'000 £'000 £'000 % £'000 Peel Clothworkers DFM - Expenses & Staff Cover 149 12 21 (74%) -9 123 180 (46%) -57 Staffing and Building Costs 1,297 120 103 14% 17 1,054 1,002 5% 52 Peel Clothworkers 1,446 132 124 6% 8 1,177 1,182 (0%) -5 Phurt Le Moirrey DFM - Expenses & Staff Cover 55 4 13 (179%) -8 45 85 (88%) -40 Staffing and Building Costs 569 51 41 19% 10 467 411 12% 56 Phurt Le Moirrey 624 55 54 3% 2 512 496 3% 16 Rushen DFM - Expenses & Staff Cover 105 11 11 (1%) -0 83 77 7% 6 Staffing and Building Costs 899 78 70 10% 8 741 689 7% 53 Rushen 1,004 88 81 9% 8 824 766 7% 58 St Johns DFM - Expenses & Staff Cover 51 4 4 6% 0 41 50 (22%) -9 Staffing and Building Costs 551 47 41 14% 7 453 428 6% 26 St Johns 601 52 45 14% 7 495 478 3% 17 St Marys DFM - Expenses & Staff Cover 90 7 21 (183%) -13 74 80 (8%) -6 Staffing and Building Costs 852 74 62 16% 12 704 681 3% 23 St Marys 942 81 83 (2%) -2 778 762 2% 16 St Thomas DFM - Expenses & Staff Cover 33 3 2 26% 1 27 26 3% 1 Staffing and Building Costs 305 28 25 10% 3 248 244 2% 4 St Thomas 337 31 27 11% 3 275 270 2% 5 Sulby DFM - Expenses & Staff Cover 53 4 4 16% 1 44 36 16% 7 Staffing and Building Costs 513 48 42 12% 6 416 402 3% 13 Sulby 565 52 46 12% 6 459 439 4% 20 Vallajeelt DFM - Expenses & Staff Cover 71 6 9 (51%) -3 59 66 (13%) -8 Staffing and Building Costs 662 57 57 (0%) -0 547 517 6% 30 Vallajeelt 733 62 66 (5%) -3 606 583 4% 23 Victoria Rd DFM - Expenses & Staff Cover 87 7 13 (79%) -6 72 97 (36%) -26 Staffing and Building Costs 825 73 64 13% 9 676 624 8% 53 Victoria Rd 912 80 77 4% 4 748 721 4% 27 Willaston DFM - Expenses & Staff Cover 67 6 5 6% 0 56 99 (77%) -43 Staffing and Building Costs 683 64 52 18% 12 554 505 9% 48 Willaston 750 70 57 17% 12 609 604 1% 5 Bunscoill Ghaelgagh School Grant and Devolved 362 112 3 97% 109 352 371 (5%) -19 Budget Bunscoill Ghaelgagh 362 112 3 97% 109 352 371 (5%) -19 Primary Central Central - Supply Costs 608 49 125 (156%) -76 483 940 (95%) -457 Primary Central 608 49 125 (156%) -76 483 940 (95%) -457 Primary Education - total 49,318 4,641 4,158 10% 483 40,322 39,446 2% 877

4.5. Secondary Education

Secondary Schools - Variance against Year to Date Budget £225,000 £200,000 £175,000 £150,000 £125,000 £100,000 £75,000 £50,000 £25,000 £0 (£25,000) (£50,000) (£75,000) (£100,000) (£125,000) (£150,000)

(£175,000)

BHS

RGS

QEII CRHS SNHS

Secondary - Salaries Year to Date Secondary - Books and Materials YTD

6,500,000 400,000 6,000,000 350,000 5,500,000 300,000 5,000,000 Actual 250,000 4,500,000 Actual 200,000 4,000,000 Budget Budget 3,500,000 150,000 3,000,000 100,000 2,500,000 50,000 BHS CRHS QEII RGS SNHS BHS CRHS QEII RGS SNHS

Secondary - Buildings and Utilities YTD Secondary - School Operating YTD

350,000 250,000 300,000 200,000 250,000 Actual Actual 200,000 150,000 150,000 Budget 100,000 Budget 100,000 50,000 50,000 BHS CRHS QEII RGS SNHS BHS CRHS QEII RGS SNHS

Special Needs Unit YTD School Meals YTD (Income) - Lettings YTD

25,000 125,000 100,000 20,000 100,000 75,000 15,000 75,000 50,000 10,000 50,000 5,000 25,000 25,000 0 0 0

Actual Budget Actual Budget Actual Budget

Current January 2020 Year to 31st January 2020 Net Expenditure by Secondary Budget Budget Actual Variance Budget Actual Variance School £'000 £'000 £'000 % £'000 £'000 £'000 % £'000 Ballakermeen Salaries 7,552 643 638 1% 5 6,262 6,241 0% 21 Building & Utilities 369 31 28 9% 3 289 327 (13%) -37 Books & Materials 101 8 10 (15%) -1 84 108 (28%) -23 School Operating 421 20 19 5% 1 234 219 6% 15 School Meals -18 9 -19 305% 28 36 25 32% 12 Lettings -61 -4 -2 42% -2 -44 -59 (33%) 15 Special Needs Unit 30 3 3 (11%) -0 25 11 57% 14 Ballakermeen - total 8,394 711 677 5% 34 6,886 6,871 0% 15 Castle Rushen Salaries 3,851 328 353 (8%) -26 3,191 3,197 (0%) -5 Building & Utilities 200 16 18 (13%) -2 158 116 27% 42 Books & Materials 190 16 14 12% 2 158 108 32% 50 School Operational 229 13 3 75% 9 139 83 41% 57 School Meals 59 12 -7 161% 20 84 17 79% 67 Lettings -15 -1 -4 (376%) 3 -11 -15 (43%) 5 Special Needs Unit 2 0 0 (20%) -0 1 -2 237% 3 Castle Rushen - total 4,514 384 377 2% 7 3,722 3,504 6% 218 Queen Elizabeth II Salaries 3,769 320 316 1% 4 3,129 3,093 1% 36 Building & Utilities 143 12 13 (9%) -1 112 108 4% 5 Books & Materials 204 17 41 (139%) -24 170 87 49% 83 School Operational 137 7 5 26% 2 80 63 21% 17 School Meals 90 14 -6 140% 19 106 61 42% 45 Lettings 0 0 -6 6 0 -27 27 Special Needs Unit 0 0 1 -1 0 -1 1 Queen Elizabeth II - total 4,344 370 364 1% 5 3,598 3,384 6% 214 Ramsey Grammar Salaries 4,582 389 422 (9%) -34 3,802 3,929 (3%) -127 Building & Utilities 197 15 14 5% 1 158 177 (12%) -19 Books & Materials 126 10 5 51% 5 105 63 40% 42 School Operational 123 4 11 (158%) -7 52 120 (131%) -68 School Meals 39 11 -11 201% 22 69 50 27% 19 Lettings -17 -1 0 100% -1 -12 -14 (14%) 2 Special Needs Unit 0 0 0 0 0 -3 3 Ramsey Grammar - total 5,051 428 442 (3%) -14 4,173 4,322 (4%) -149 St Ninians Salaries 6,066 517 558 (8%) -40 5,028 5,359 (7%) -331 Building & Utilities 413 32 29 11% 3 329 329 0% 0 Books & Materials 475 40 -11 128% 51 395 91 77% 304 School Operational 261 13 14 (8%) -1 151 100 33% 50 School Meals 75 17 -16 195% 33 113 34 70% 79 Lettings -109 -7 -3 57% -4 -79 -71 10% -8 Special Needs Unit 0 0 0 -0 0 -2 2 St Ninians - total 7,179 612 571 7% 41 5,938 5,841 2% 97 Secondary Central

Central - Supply Costs 298 23 53 (136%) -31 239 405 (69%) -166 Secondary Central - total 298 23 53 (136%) -31 239 405 (69%) -166 Secondary - total 29,779 2,527 2,485 (136%) 42 24,556 24,326 1% 229

4.6. University College Isle of Man Current January 2020 Year to 31st January 2020 Net Expenditure University College Budget Budget Actual Variance Budget Actual Variance Isle of Man £'000 £'000 £'000 % £'000 £'000 £'000 % £'000 Income Tuition & Exam Income -972 -81 -125 (54%) 44 -810 -847 (5%) 37 Income - total -972 -81 -125 (54%) 44 -810 -847 (5%) 37 Further Education Art Design & Media 481 40 37 8% 3 401 400 0% 1 General Education 845 70 67 5% 4 704 640 9% 64 UCM - Keyll Darree 1,169 97 83 15% 15 974 952 2% 22 Education, Health & Care 549 46 55 (20%) -9 457 536 (17%) -79 Further Education - total 3,044 254 241 5% 13 2,537 2,527 0% 9 Community Education Adult Community Education 154 13 11 13% 2 128 101 21% 27 Foundation Learning 470 39 46 (17%) -7 391 463 (18%) -72 Student Services 286 24 26 (8%) -2 238 237 0% 1 Community Education - total 910 76 83 (9%) -7 758 801 (6%) -43 Vocational Training Construction 1,146 95 97 (1%) -1 955 965 (1%) -10 Engineering 1,121 93 93 0% 0 934 932 0% 2 Hairdressing & Beauty Therapy 517 43 43 1% 0 431 445 (3%) -13 Hospitality, Catering & Restaurant 501 42 29 30% 12 418 307 26% 110 Vocational Training - total 3,285 274 262 4% 12 2,738 2,649 3% 89 Higher Education Business, Professional & Manage’ 582 49 -7 114% 55 485 2 100% 483 Digital Enterprise 982 82 119 (46%) -37 819 1,162 (42%) -343 Education & Staff Development 55 5 3 40% 2 46 45 2% 1 UCM - Business Development Unit 80 7 5 18% 1 67 56 16% 11 Higher Education - total 1,700 142 121 15% 21 1,416 1,266 11% 150 Full Cost Courses Full Cost Courses -13 -1 -5 (339%) 4 -10 -30 (190%) 20 Full Cost Courses - total -13 -1 -5 (339%) 4 -10 -30 (190%) 20 Contracted Educational Services UCM - Prison Education -18 -1 7 554% -8 -15 -63 (333%) 49 UCM - Salvation Army 0 0 -1 33169% 1 0 2 (3750%) -1 UCM - 14-19 Recharge -1 -0 0 100% -0 -1 0 100% -1 UCM - Early Years Training Centre -0 -0 0 100% -0 -0 0 100% -0 UCM - Cost Reimbursement 52 4 -5 218% 9 44 -25 157% 68 UCM - IT Training for Government -7 -1 -2 (152%) 1 -6 -2 63% -4 Contracted Educational - total 26 2 -1 162% 3 21 -89 516% 110 Driving Test Theory Driving Test Theory -35 -3 -1 64% -2 -29 -59 (105%) 30 Driving Test Theory - total -35 -3 -1 64% -2 -29 -59 (105%) 30 Resource Centres Library 114 9 31 (225%) -21 95 171 (80%) -76 Cross College IT 107 9 9 4% 0 89 145 (62%) -56 UCM - Media Services Unit 270 23 12 46% 10 225 153 32% 72 Resource Centres - total 491 41 52 (26%) -11 409 469 (15%) -60 Refectory Refectory 103 9 -4 143% 12 86 35 59% 51 Refectory - total 103 9 -4 143% 12 86 35 59% 51 Central Administration Salaries 1,317 110 119 (8%) -9 1,098 1,218 (11%) -121 M.I.S. 11 1 1 24% 0 9 6 33% 3 Exams 141 12 7 43% 5 118 140 (19%) -23 Office Operation 108 9 3 62% 6 90 71 21% 19 University Fees 180 15 11 30% 5 150 12 92% 138 Central Administration - total 1,757 146 140 4% 6 1,464 1,448 1% 17 Facilities Management Facilities - Building & Utilities 876 69 29 58% 40 721 499 31% 222 Facilities - Lettings 145 12 49 (302%) -37 121 145 (20%) -24 Facilities Management - total 1,021 81 78 5% 4 842 644 23% 198 University College IOM - total 10,864 902 800 11% 102 9,044 8,414 7% 630

4.7. Student Awards Current January 2020 Year to 31st January Net Expenditure Student Awards Budget Budget Actual Variance 2020Budget Actua Variance £'000 £'000 £'000 % £'000 £'000 £'000l % £'000 Student Grants Free School Meals 650 72 73 (1%) -1 530 484 9% 46 Maintenance Grants 1,618 546 892 (63%) -346 1,626 2,337 (44%) -711 Tuition Fees 8,591 859 696 19% 163 7,559 6,867 9% 692 King Williams Bursaries 0 0 0 0 0 0 -0 Student Loans -1,301 0 6 -6 -1,301 - 9% -123 Student Grants - total 9,558 1,476 1,667 (13%) -191 8,414 8,5101,178 (1%) -96 4.8. Primary Meals

Current January 2020 Year to 31st January 2020 Net Expenditure Primary School Budget Budget Actual Variance Budget Actual Variance Meals £'000 £'000 £'000 % £'000 £'000 £'000 % £'000 Central Meals 255 21 16 26% 6 213 201 5% 12 Anagh Coar Meals 7 1 2 (75%) -1 9 16 (80%) -7 Andreas Meals 5 1 2 (54%) -1 7 1 87% 6 Arbory Meals 10 2 -0 121% 2 14 11 19% 3 Ashley Hill Meals 15 3 1 53% 2 20 11 45% 9 Ballacottier Meals 15 3 -2 162% 5 20 20 0% 0 Ballasalla Meals 6 1 1 42% 0 8 11 (43%) -3 Ballaugh Meals 4 1 1 (32%) -0 6 11 (93%) -5 Braddan Meals 8 2 0 100% 2 11 23 (101%) -12 Bunscoill Rhumsaa Infants 18 3 4 (9%) -0 25 -45 285% 70 Bunscoill Rhumsaa Juniors 13 2 -3 228% 6 17 55 (215%) -37 Cronk Y Berry Meals 19 4 -2 151% 6 26 41 (54%) -14 Dhoon Meals 4 1 0 65% 1 6 5 19% 1 Foxdale Meals 5 1 -0 122% 1 7 8 (15%) -1 Henry Bloom Noble Meals 24 5 -3 159% 7 32 30 7% 2 Jurby Meals 3 1 -0 107% 1 5 -17 485% 22 Kewaigue Meals 6 1 -3 316% 4 9 20 (137%) -12 Laxey Meals 11 2 -1 152% 3 15 28 (84%) -13 Manor Park Meals 6 1 2 (76%) -1 8 10 (27%) -2 Marown Meals 10 2 -1 159% 3 14 16 (17%) -2 Michael Meals 7 1 -0 128% 2 9 13 (41%) -4 Onchan Meals 9 2 4 (121%) -2 12 -18 250% 30 Peel Clothworkers Meals 15 3 -3 223% 6 20 44 (115%) -23 Phurt Le Moirrey Meals 24 5 -3 167% 8 33 48 (43%) -14 Rushen Meals 28 5 -1 125% 7 38 8 78% 30 Scoill Yn Jubilee Infants 9 2 -1 160% 3 12 13 (5%) -1 Scoill Yn Jubilee Juniors 18 3 1 78% 3 24 18 25% 6 St Johns Meals 7 1 0 74% 1 10 1 84% 8 St Marys Meals 15 3 2 19% 1 20 16 18% 4 St Thomas's Meals 4 1 -1 209% 1 5 -3 158% 8 Sulby Meals 9 2 -1 151% 3 12 18 (56%) -7 Vallajeelt Meals 12 2 1 69% 2 17 31 (84%) -14 Victoria Rd Meals 15 3 0 91% 3 20 18 12% 3 Willaston Meals 11 2 -1 143% 3 15 14 4% 1 NSC Cafe 0 0 9 -9 0 138 -138 626 93 19 80% 74 718 815 (14%) -97

Current January 2020 Year to 31st January 2020 Income & Expenditure by Primary Budget Budget Actual Variance Budget Actual Variance School Meals £'000 £'000 £'000 % £'000 £'000 £'000 % £'000

Primary Schools

Income Meals-Paid Meals -1,165 -63 -180 (187%) 117 -804 -992 (23%) 188 Income Meals-Special Functions -160 -9 0 100% -9 -110 -136 (23%) 26 Income Meals-Free reclaim -44 -2 -5 (118%) 3 -30 -38 (23%) 7 Employee Costs-Civil Service 118 10 10 1% 0 98 87 12% 12 Employee Costs-Whitley Council 1,023 85 96 (12%) -10 853 958 (12%) -105 Employee Costs-Mileage 21 2 1 42% 1 17 6 65% 11 Employee Costs-Employee Training 10 1 0 43% 0 8 3 65% 5 Infrastructure Expenses-Energy Costs 3 0 0 29% 0 3 1 65% 2 Infrastructure Expenses-Cleaning 71 6 4 35% 2 59 20 65% 39 Infrastructure Expenses-Pest Control 4 0 0 100% 0 3 1 65% 2 Supplies & Services-Equip' Contract 0 0 0 100% 0 0 0 (24%) -0 Supplies & Services-Equip' Other 60 5 1 88% 4 50 62 (24%) -12 Supplies & Services-Equip' Repair 34 3 4 (42%) -1 28 35 (24%) -7 Supplies & Services-Consumables 22 2 3 (63%) -1 19 23 (24%) -4 Supplies & Services-Provisions 2 0 0 100% 0 1 2 (24%) -0 Supplies & Services-Food-For Resale 609 51 74 (46%) -23 508 627 (24%) -119 Supplies & Services-Mat-Cater 0 0 0 100% 0 0 0 (24%) -0 Supplies & Services-Clothing & Uniform 5 0 0 82% 0 4 5 (24%) -1 Supplies & Services-Stationery 1 0 0 100% 0 1 1 (24%) -0 Supplies & Services-Duty Meals 11 1 2 (154%) -1 9 11 (24%) -2 Supplies & Services-Miscellaneous 0 0 0 100% 0 0 0 (24%) -0 Primary Schools - total 626 93 10 90% 83 718 677 6% 41 National Sports Centre Café

Employee Costs-Whitley Council 250 21 19 8% 2 208 200 4% 9 Supplies & Services-Consumables 3 0 0 100% 0 3 2 19% 0 Supplies & Services-Equipment-Other 30 3 0 96% 2 25 27 (10%) -2 Supplies & Services-Equip'-Contract 2 0 1 (493%) -1 2 1 41% 1 Supplies & Services-Equip' Main 1 0 0 100% 0 1 0 50% 0 Supplies & Services-Equip' Repair 1 0 0 100% 0 1 1 8% 0 Supplies & Services-Consumables 4 0 1 (130%) -0 3 3 3% 0 Supplies & Services-Provisions 5 0 0 100% 0 4 4 (8%) -0 Supplies & Services-Food 60 5 12 (139%) -7 50 57 (13%) -7 Supplies & Services-Clothing & Uniform 1 0 0 100% 0 1 0 66% 1 Supplies & Services-Stationery 1 0 0 58% 0 1 0 54% 0 Supplies & Services-Streamline 3 0 0 (13%) -0 3 2 2% 0 National Sports Centre Café - total 0 -0 9 (228%) -9 -0 138 271% -138

4.9. Youth and Community Services Current January 2020 Year to 31st January 2020 Net Expenditure Youth & Budget Budget Actual Variance Budget Actual Variance Community Service £'000 £'000 £'000 % £'000 £'000 £'000 % £'000 Salaries 785 65 64 2% 1 654 646 1% 9 Staff Related Expenses 7 1 0 100% 1 6 2 66% 4 Building & Utilities 50 4 2 42% 2 39 31 22% 9 Furniture & Equipment 22 2 0 100% 2 18 10 43% 8 Lettings -1 -0 0 100% -0 -0 -0 88% -0 Duke Of Edinburgh 1 0 -0 530% 0 1 2 (73%) -1 Training Courses 11 1 1 15% 0 9 9 0% 0 Adventure - Education 8 1 0 100% 1 6 0 96% 6 Holiday Venture Scheme -10 -1 0 100% -1 -8 0 100% -8 Youth Grants 52 4 0 100% 4 43 9 80% 34 Other Expenses 8 1 0 69% 0 7 -0 102% 7 Youth & Community - total 933 78 67 14% 11 775 708 9% 67 4.10. Education Improvement Service

Net Expenditure Education Current January 2020 Year to 31st January 2020 Budget Actual Variance Budget Actual Variance Improvement Service Budget £'000 £'000 £'000 % £'000 £'000 £'000 % £'000 ICT 5 0 0 95% 0 4 1 65% 3 YYC/PML & Lang Centre 2 0 1 (780%) -1 2 2 (38%) -1 Primary Initiatives 16 1 5 (252%) -3 14 21 (55%) -8 Manx Culture & Hist 32 3 2 37% 1 26 19 25% 6 Curriculum Development 70 6 2 72% 4 58 39 34% 20 Manx Language 265 22 25 (15%) -3 220 221 (0%) -1 Healthy Futures 7 1 0 79% 0 6 1 84% 5 Music Service 685 57 54 5% 3 571 538 6% 32 Advisory Team 1,001 83 78 6% 5 834 792 5% 42 CPD for Teachers 60 5 6 (24%) -1 50 47 7% 3 Schools Exp Difficulties 52 4 6 (38%) -2 43 46 (7%) -3 English as Additional Lan 298 25 22 9% 2 248 221 11% 26 Monitoring & Inspection 80 7 4 43% 3 66 27 59% 39 Projects & New Develop 99 8 2 71% 6 82 39 53% 44 Education Improvement - total 2,669 222 208 6% 14 2,224 2,015 9% 209 4.11. Corporate Services Current January 2020 Year to 31st January 2020 Net Expenditure Corporate Budget Budget Actual Variance Budget Actual Variance Services £'000 £'000 £'000 % £'000 £'000 £'000 % £'000 Legal & Admin 1,668 139 91 34% 48 1,390 1,224 12% 166 Endowments & Trusts 0 0 0 -0 0 -6 6 Miscellaneous Grants 60 5 10 (100%) -5 50 10 80% 40 Emergency Planning 2 0 0 100% 0 2 2 (5%) -0 Finance Section 478 40 74 (85%) -34 398 439 (10%) -41 Capital Project Admin 50 4 5 (10%) -0 42 40 4% 2 Lettings -143 -12 -6 49% -6 -119 -51 57% -68 Central School Costs 0 0 0 -0 0 25 -25 Old School Costs 0 0 1 -1 0 5 (1571%) -5 Loan Charges 7,713 0 0 0 0 0 0 Pre-School Credits 3,009 120 272 (126%) -152 1,986 2,099 (6%) -113 2019 Pay Awards Provision 702 100 24 76% 76 501 53 89% 448 Payroll Suspense 0 0 -0 0 0 -0 0 Suspense 0 0 -1 1 0 -189 189 Integrated Children’s Services 310 255 0 100% 255 300 0 100% 300 Fostering and Adoption Panel 1 0 0 100% 0 1 0 100% 1 Corporate Services - total 13,849 652 471 28% 181 4,550 3,651 20% 899

4.12. Inclusion and Safeguarding Current January 2020 Year to 31st January 2020 Net Expenditure Inclusion and Budget Budget Actual Variance Budget Actual Variance Safeguarding £'000 £'000 £'000 % £'000 £'000 £'000 % £'000 Central Special Needs 1,020 85 70 18% 15 846 686 19% 160 PSAC 277 23 31 (33%) -8 231 291 (26%) -61 Psychology 297 25 24 2% 0 248 226 9% 22 Education Support Centre 598 50 48 4% 2 499 505 (1%) -7 Sensory Impairment - Auditory 295 25 32 (30%) -7 245 278 (13%) -32 Sensory Impairment - Visual 128 11 14 (28%) -3 106 134 (26%) -28 Pathway for Children 156 13 14 (11%) -1 130 139 (7%) -10 Primary Schools 2,820 193 161 17% 32 2,422 2,811 (16%) -389 Secondary Schools 2,349 118 139 (18%) -21 2,113 1,795 15% 319 Further Education 202 17 15 14% 2 169 154 9% 14 Inclusion and Safeguarding - 8,141 559 547 2% 11 7,008 7,019 (0%) -11 total 4.13. Villa Marina and Gaiety Theatre

Net Expenditure Villa Marina and Current January 2020 Year to 31st January 2020 Budget Actual Variance Budget Actual Variance Gaiety Theatre Budget £'000 £'000 £'000 % £'000 £'000 £'000 % £'000 Villa Gaiety - Administration 818 68 64 5% 4 682 671 2% 11 Building Ops - Maintenance 635 51 59 (17%) -9 523 525 (0%) -2 Entertainment -825 -69 57 183% -126 -688 -385 44% -303 Bars -140 -12 16 234% -27 -117 31 127% -148 In House Operations -169 -14 5 134% -19 -141 -100 29% -41 Colonnade Arcade and Gardens -67 -6 -1 81% -5 -56 -48 14% -8 Friends of the Gaiety and Heritage 0 0 -1 1 0 -3 3 Central Technical Services 305 25 18 27% 7 254 213 16% 41 Youth Arts Centre 87 7 1 85% 6 72 65 10% 7 Soundcheck 43 4 4 (17%) -1 36 41 (15%) -5 Villa Marina and Gaiety - total 687 55 223 (306%) -168 566 1,010 (78%) -444 4.14. Sport and Recreation

Net Expenditure Sports and Current January 2020 Year to 31st January 2020 Budget Actual Variance Budget Actual Variance Recreation Budget £'000 £'000 £'000 % £'000 £'000 £'000 % £'000 Swimming Pool Deficiencies 1,572 110 143 (29%) -32 1,213 1,384 (14%) -170 National Sports Centre 1,271 164 142 14% 23 913 1,363 (49%) -451 Sports Development 1,138 95 173 (82%) -78 948 929 2% 19 Satellite Areas -43 -4 3 180% -6 -36 -3 92% -33 Sports and Recreation - total 3,938 366 460 (26%) -94 3,039 3,673 (21%) -635 4.15. Training Services and Careers

Net Expenditure Training Services Current January 2020 Year to 31st January 2020 Budget Actual Variance Budget Actual Variance and Careers Budget £'000 £'000 £'000 % £'000 £'000 £'000 % £'000 Careers Wages & Salaries 98 8 8 (0%) -0 82 82 (0%) -0 Employee Transport & 0 0 0 0 0 1 -1 SubsistenceMaterials 3 0 0 79% 0 2 2 (0%) -0 Expenses 31 3 0 95% 2 25 13 48% 12 Printing Stationery & Office 0 0 0 0 0 -1 1 Expenses Careers - TOTAL 131 11 8 23% 3 109 97 11% 12 Training schemes Skills Development Scheme 700 58 14 75% 44 583 436 25% 148 UCM Fees 250 21 75 (261%) -54 208 285 (37%) -77 Gereral Vocational Training 200 17 0 100% 17 167 111 33% 56 VTFSS 340 28 21 25% 7 283 170 40% 113 Training schemes - TOTAL 1,490 124 111 11% 13 1,242 1,003 19% 239 Training and Careers - total 1,751 146 128 12% 18 1,460 1,196 18% 263 Training and Careers - total 1,751 146 128 12% 18 1,460 1,196 18% 263

TYNWALD February 2019

FOR WRITTEN ANSWER (32) The Hon. Member for Arbory, Castletown and Malew (Mr Moorhouse) to ask the Minister for Education, Sport and Culture – How much revenue was generated in each of the past 60 months by the National Sport Centre from a) all swimming and related activities; and b) access to the leisure pool?

ANSWER Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Admissions - Pool 2015 26,549 24,569 13,719 24,015 29,975 23,343 20,322 22,649 17,371 20,914 25,725 35,540 2016 16,559 12,327 17,723 17,466 40,893 17,567 29,958 11,540 14,762 21,869 22,355 56,181 2017 18,711 16,151 25,258 16,532 23,434 32,246 21,786 26,689 12,115 15,442 44,030 29,988 2018 24,441 10,060 11,563 21,719 21,021 5,905 121 8,068 1,216 19,447 21,614 23,175 2019 481 691 123 441 1,877 24,346 9,322 36,487 8,326 224 588 185 Admissions - Pool 86,740 63,798 68,141 80,173 117,200 103,406 81,268 89,296 53,791 77,896 114,312 145,068 Swimming Lessons 2015 21,905 19,864 6,664 21,361 7,478 19,760 17,282 14,865 20,639 10,542 20,425 20,617 2016 23,053 11,850 15,555 23,990 10,968 12,555 24,735 16,742 19,527 21,582 14,205 22,074 2017 13,860 22,543 17,648 21,036 12,271 18,651 21,783 17,930 15,119 15,000 23,994 58,076 2018 14,202 15,478 23,183 16,483 59 7,417 12,441 5,366 5,562 17,861 14,768 22,066 2019 5,064 8,027 4,800 6,369 5,009 13,645 9,867 14,185 11,142 8,197 5,949 8,601 Swimming Lessons 78,084 77,761 67,849 89,239 35,786 72,028 86,108 69,088 71,989 73,182 79,340 131,434 Sales of Other Items 2015 5,045 4,947 2,341 4,934 6,487 8,224 4,445 4,601 2,120 4,406 3,339 6,655 2016 4,842 2,685 4,346 4,763 9,921 5,948 7,997 3,272 4,127 7,962 5,645 4,160 2017 4,277 3,654 5,078 3,760 5,137 8,817 5,092 4,015 3,408 4,095 7,122 7,366 2018 4,708 2,949 2,877 5,298 26 1,759 1,138 1,117 559 4,924 4,541 4,723 2019 127 498 615 132 1,999 4,658 802 813 1,479 516 413 1,462 Sales of Other Items 19,000 14,732 15,257 18,888 23,570 29,406 19,475 13,818 11,694 21,904 21,059 24,366 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Health Suite 2015 15,547 18,924 12,032 19,094 12,422 19,440 16,246 18,715 13,086 9,199 7,303 26,740 2016 17,625 16,721 19,415 18,201 19,523 8,682 23,973 15,018 18,953 20,100 15,612 25,976 2017 16,120 23,534 22,493 20,634 15,997 23,534 23,102 18,905 18,362 32,595 22,280 24,366 2018 910 3,725 4,927 19,134 17,947 17,944 19,121 15,727 74,123 21,578 20,743 15,997 2019 11,659 17,057 13,025 12,457 15,487 19,532 13,628 15,394 16,324 16,656 12,027 22,130 Health Suite 61,862 79,961 71,892 89,519 81,377 89,132 96,070 83,758 140,848 100,128 77,965 115,208

It is not possible to identify Leisure Pool user separately. The Health suite has been included as membership subscriptions enable user to use the Gym and Pool. IN TYNWALD

February 2020

FOR WRITTEN ANSWER – QUESTION 33

The Hon. Member for Douglas South (Miss Costain) to ask the Minister for Environment, Food and Agriculture –

How much coal and coal related products, a) by volume and b) by value, were being commercially imported in each of the last 3 years for re-sale locally?

Government does not hold this data. The last available data is from 2005 when 3,070 tonnes of coal and coal related products were imported. This was significantly lower than the 8,844 tonnes imported in 2000.

Page 1 of 1 IN TYNWALD

February 2020

FOR WRITTEN ANSWER – QUESTION 34

The Hon. Member for Douglas South (Miss Costain) to ask the Minister for Environment, Food and Agriculture –

How many households are using coal and coal related products for heating and cooking?

In the 2011 census, 885 households reported using coal/solid fuel as the primary source of heating in their homes. In the 2018 Household Condition survey, out of a sample of 932 private sector homes, only 4 of these properties reported using solid fuel as their primary source of heating. It is not possible to differentiate the use of coal and solid fuel (i.e. wood and wood related products) in households. None of DoI’s housing stock of 1,213 dwellings have solid fuel as a primary source of heating.

Furthermore, some homes may use coal and solid fuel as a secondary heating source i.e. open fires, log burners, biomass boilers etc. Households using coal and coal related products for heating will be able to switch to using alternative solid fuel sources such as wood and wood related products.

Government does not hold data on households using coal and coal related products for cooking.

Page 1 of 1 IN TYNWALD

18th February 2020

FOR WRITTEN ANSWER – QUESTION 35

The Hon. Member for Douglas South (Miss Costain) to ask the Minister for Environment, Food and Agriculture –

How much central heating oil, by a) volume and b) value, was commercially imported in each of the last 3 years for re-sale locally?

This date is presented in the table below:

Year Heating Oil (litres) Estimated Value 2017 44,110,598 £21,878,857 2018 46,119,178 £26,749,123 2019 43,759,974 £25,380,785

Page 1 of 1 IN TYNWALD

18th February 2020

FOR WRITTEN ANSWER – QUESTION 36

The Hon. Member for Douglas South (Miss Costain) to ask the Minister for Environment, Food and Agriculture –

How many a) households and b) businesses are using oil for central heating?

a) It is not possible to give an exact number of households as customers purchase heating oil from more than one supplier. Based on data provided in 2019 from the local petroleum suppliers it is estimated there are 17,287 households using oil for central heating.

b) Government does not hold this data. However, based on data provided in 2019 from the local petroleum suppliers it is estimated that approximately 10% of the volume of heating oil is used in commercial properties (which includes government properties).

Page 1 of 1 IN TYNWALD

18th February 2020

FOR WRITTEN ANSWER – QUESTION 37

The Hon. Member for Douglas South (Miss Costain) to ask the Minister for Environment, Food and Agriculture –

What action is planned, with what timescales, to: a. ban the commercial advertising for sale of fossil fuels; b. ban i) the importation of coal and coal products, and ii) the importation of central heating fuel oil; and c. ban new build houses and properties with i) open hearth domestic fires, ii) flues for cookers and stoves burning coal and coal related products, and iii) flues for boilers burning central heating fuel oil?

In January this year Tynwald agreed the Isle of Man Government Action Plan for Achieving Net Zero Emissions by 2050. This is an ambitious first phase of climate action informed by Professor James Curran’s independent report. The Government Action Plan outlines 60 actions that can be commenced as soon as possible to ensure that we are reducing our emissions in line with the target of net zero emissions by 2050 which the Chief Minister made a commitment to in May last year.

Emissions from residential sources (predominantly heating homes and cooking) accounted for over 35% of Isle of Man greenhouse gas emissions in 2017, and reducing the use of fossil fuel heating is acknowledged as a priority.

In the Government Action Plan there is a commitment to ban the use of fossil fuel heating appliances in new build properties by 2025, and to set a date by which to ban the replacement of heating with fossil fuel oil boilers.

A key component of the Government Action Plan is to improve our understanding of the social and economic impacts of climate actions proposed by Professor James Curran in his report. One important area where people will be directly impacted by climate action will be in the transition away from the use of fossil fuels in home heating.

Further research will be needed to understand the implications of additional bans on fossil-fuel heating, for example coal. This knowledge can then inform realist targets that both meet our commitments to reach net zero by 2050 and ensures that the transition away from all fossil fuels is fair and doesn’t impact disproportionately on the more vulnerable members of our society, and that the business affected are given appropriate notice. This work will form part of the research and development work for phase 2 of the Government Action Plan.

To answer the questions specifically:

Page 1 of 3 What action is planned, with what timescales, to: a. ban the commercial advertising for sale of fossil fuels;

There is no specific action planned at the moment to ban the commercial advertising of the sale of fossil fuels, but there is an action in the Government Action Plan to build awareness and skills for contractors in low carbon heating options which will help the public to make lower carbon choices when they replace their fossil fuel heating systems in future. Future strategies for reducing domestic use of fossil fuels will be developed over the next year to inform Phase 2 of the Government Action Plan. b. ban i) the importation of coal and coal products,

There is no specific action planned for banning the importation of coal and coal products. New build homes will not be able to use coal-fired heating appliances once the ban on fossil-fuel heating is implemented, by 2025. Additional measures to address the emissions associated with coal will need to be considered in Phase 2 of the Government Action Plan.

and ii) the importation of central heating fuel oil;

A ban on the importation of fossil-fuel based central heating fuel oil has not been considered in Phase 1 of the Government Action Plan. It will not be possible to build new homes that are heating using fossil fuel oil by 2025 and there is a commitment to set a date to ban the replacement of existing heating systems with fossil fuel oil system. Options to facilitate the transition away from fossil fuel heating oil will need to be considered for the Phase 2 plan.

Carbon neutral fuel oil based on renewable sources (biofuels) might in the future represent one of the options for sustainable alternatives to fossil fuel heating oil, so importation of this category of heating oil would not necessarily need to be restricted to reduce emissions. c. ban new build houses and properties with i) open hearth domestic fires, There is not currently a plan to specifically ban open hearth domestic fires, but as explained earlier, effective measures to reduce emissions from all domestic fossil fuels will be considered in Phase 2 of the Government Action Plan. ii) flues for cookers and stoves burning coal and coal related products

There is no current plan to ban flues for coal cookers and stoves, but action to reduce emissions associated with the use of coal for heating and cooking will need to be considered in future.

Page 2 of 3 and iii) flues for boilers burning central heating fuel oil? The ban on fossil fuel boilers would include flues for boilers burning fossil fuel central heating oil outlined above.

Additional information:

In terms of other measures to assist in the transition away from domestic use of fossil fuels, the Government Action Plan includes a series of 5 actions associated with raising awareness on climate change and inform changes to ensure the 2050 net zero emissions goal is reached. These include a public information and engagement campaign, improved information resources, community events and focus groups to inform the phase 2 Action Plan.

An important consideration in the move away from the domestic use of fossil fuels will be the impact on the most vulnerable people in our community. An action in the Government Action Plan is to develop a strategy for “just transition” to support all sectors of society to make the necessary change and to prevent exclusion or disadvantage through change.

Page 3 of 3 IN TYNWALD

February 2020

FOR WRITTEN ANSWER 38

The Hon. Member for Rushen (Mr Speaker) to ask the Minister for Health and Social Care –

How the acuity of patient need is calculated; and how it informs the ratio of staff to patients on all wards?

The acuity of patient need is currently calculated through professional judgement, the results of which then determine the ratio of staff to patient need. Professional judgement in relation to measuring patient acuity and staff ratios is considered the nearest to gold standard.

Ward sisters are responsible for such calculations and they can take advice from Heads of Nursing.

Whilst the evidence base for use of safer staffing tools is weak the appetite for formal systems and tools exists.

The Director of Nursing is currently sourcing a safer staffing tool licence for use in Adult Inpatient Wards.

Such tools will always be used in conjunction with professional judgement.

Reference: Griffiths et al (2019). Nursing workload, nurse staffing methodologies and tools: A systematic scoping review and discussion. International Journal of Nursing Studies. www.elsevier.com/ijns

-Ends-

Page 1 of 1 IN TYNWALD

February 2020

FOR WRITTEN ANSWER 39

The Hon. Member for Rushen (Mr Speaker) to ask the Minister for Health and Social Care –

What the recommended number of community nurses for the Island’s population is; whether this will change in light of integrated care; and how many are in post?

There is not a recommended number based on population, this has been looked at many times in the UK under the “safe staffing” remit, with there never being a definitive answer.

It depends on other services available, as in the UK there are many services provided separately from those of community nursing (walk in centres, IV teams, tissue viability teams, lower leg treatment rooms etc.). On the island all of those functions are undertaken by the Community Nursing service.

There should be no reason to believe integration in its current form (Western Project) will require more community nurses, but if more service are offered at or closer to home, rather than in the hospital setting, staffing levels would be re-evaluated based on the needs of the additional community based services offered.

We have 44.5 WTE community nurses (mix of all grades) this is made up of 53 people (full and part time team members) in 5 teams across the Island and 9 specialist nurses based in a community setting.

-Ends-

Page 1 of 1 IN TYNWALD

FEBRUARY 2020

FOR WRITTEN ANSWER 40

The Hon. Member for Rushen (Mr Speaker) to ask the Minister for Health and Social Care –

Other than the Sir Jonathan Michael Review, what other reviews have been undertaken during 2019 that now need to have recommendations or outcomes commented on?

In the year 2019, there were three reviews of function within the Department. Two of which were in Nobles and one of Manannan Court.

The Department commissioned the North of England NHS Commercial Procurement Collaborative (NOECPC) to undertake a high-level review of the current arrangements in place for the procurement and sourcing of temporary workers for Isle of Man Hospitals. The latest progress update follows:

Positional Statement in respect of the draft review and 18 recommendations issued by the North of England Commercial Procurement Collaborative in August 2019.

R1. Use the Agency Diagnostic Tool to carry out a full internal review of their current arrangements. Internal Audit are progressing this and the report is in draft and awaiting review by the Chief Auditor.

R2. Agree ceilings for agency rates and agree a formal executive level sign off procedure for all breaches. Ceilings for agency rates have been agreed.

R3. Undertake a full establishment review. On hold at the moment due to on-going work with PiP and transformation.

R4. Engage with current agencies, improve management and agree SLAs and KPIs. This is pending some information from the Attorney Generals Chamber before we go out to tender, pending the Regulation of Care Act being passed by

Page 1 of 12 Tynwald March/April 2020. Any KPIs will be identified and driven from a review of SLAs.

R5. Introduce target and ceiling rates for agency doctors with agreed override authorisation protocols. Rates agreed. Override processes involve the Chief Operating Officer (doctors) or Director of Nursing (nurses).

R6. Adopt a formal mechanism to ensure high priced agency doctor bookings are reviewed and challenged ahead of agreeing any extensions. High priced bookings are now reviewed / challenged with the Workforce Expenditure Panel (WEP).

R7. Introduce routine monitoring and reporting of compliance against leave timescales for medical staff and put measures in place to remedy non- compliance. Monitoring and reporting now addressed at WEP.

R8. Introduce a culture of check and challenge for timesheets indicating hours above rostered hours. There is now an established procedure whereby all timesheets indicating excess hours are returned to the originator for additional LRQs to be submitted. R9. Agree rate reductions (doctor pay rate AND agency fee) for all agency doctor non-residential on-call duties. These are now being challenged directly by the TSO with an expected reduction of 50% of the total charge rate for on-calls.

R10. Introduce a cascade structure for vacancy releases and approach agencies to understand the potential for rate reductions in return for advanced visibility. A Tiering structure is in place to ensure best value for money. However, as bank doctors are normally cheaper than Agency staff, we do email the Bank Doctors in the first instance and only turn to Agency if necessary.

R11. Carry out a full review of individual bank doctor rates. We have a meeting with HR on the 20th January to discuss changes in bank contracts. Additionally, we are exploring the reduction of non-residential on- call rates, unpaid breaks and free accommodation outside of the agreed protocols.

R12. Investigate and remedy as necessary claims of overtime being paid to bank workers.

Page 2 of 12 Weekly report of all bank overtime is sent to the Director of Nursing and Heads of Nursing. There will need to be a contractual change for this to be implemented and there are concerns that complete withdrawal of overtime availability may reduce our bank establishment.

R13. Complete the roll-out of the E-Rostering system and investigate the benefits of Bank Staff adoption. Due to be completed for Bank Doctors once all Employee Online accounts are added to HealthRoster.

R14. Investigate resource requirements to enable doctors to be moved to the E-Rostering system. Resources identified (Care Group Business Managers) who are now adding all bank doctor shifts to HealthRoster.

R15. Introduce a formal vacancy reduction programme with regular updates to the board. Work on-going to identify variances between establishment and PiP positions. A full review of PiP has been asked for by the Executive Team.

R16. A Temporary Staffing Policy should be agreed and embedded within the organisation. Policy written and awaiting executive sign off.

R17. Introduce a reporting dashboard to enable the key metrics associated with variable pay expenditure to be communicated regularly to board members. Certain KPIs are now being reported at WEP (savings on non-paid breaks, break glass cases etc.) A full reporting dashboard is still to be completed. R18. Consider the adoption of a multiple workstream approach to reducing variable pay expenditure utilising the additional resources referenced in this report to support and inform these workstreams.

A full review has been undertaken of the terms of reference and required attendees at WEP (particularly at clinical levels). New policies written and awaiting formal ratification. Prior Information Notice now with the Procurement team for replacement of the E-Rostering system.

Professor Dickinson undertook a review of the nursing care and service provision on Manannan Court’s Harbour Suite, Isle of Man. This was concluded in September 2019. An update of progress was given to the Social Affairs policy Review Committee in February this year and is detailed below:

Page 3 of 12 Key Themes from Review  Ensuring a clearly defined and explicit separation of managerial and clinical leadership roles. The recent resignation of the Manannan Court Service Manager, whilst regrettable has afforded the opportunity to review the existing managerial and clinical leadership functions to reflect the above recommendation. A revised management and leadership structure has been agreed with clearly defined and explicit roles and responsibilities. The most fundamental of changes is the introduction of a modern matron role within Manannan Court. The core focus of this role would be on driving quality ensuring that assessment , planning and evaluation is both evidenced based and consistent with best practice. A key focus would be the review of existing systems enabling the effective transition of patient care between community and inpatient care. It is envisaged that initial tasks would be introduction of the safe wards protocol and developing collaborative relationships with the care safety and quality team, this to ensure that performance is measurable and subject to regular audit. The previous service manager role included both clinical and managerial responsibility leading to a blurring of roles, this being a phenomenon identified within Dr Dickinson’s report dated. The introduction of the modern matron role above will enable the Inpatient Manager to focus on managerial leadership, including a particular focus on performance management, resource management, managerial supervision and service development. Job descriptions for both roles have been written and have undergone evaluation and grading. It is anticipated that both will be advertised in the coming days.

 The implementation of the Safe wards Model. The previous service manager had commenced a programme of work to establish the safe wards model within Manannan Court. The ambiguity or the role however, did not maximise opportunity to promote, monitor and galvanise the approach. As indicated above the newly developed modern matron role will be intrinsic to the realisation of the safe wards model. The care safety and quality team will work in collaboration with the modern matron and inpatient manager providing both support and oversight.

 Risk Management and Care Planning The Mental Health Service has recently invested in the Dices Risk Management system. This evidenced based approach utilises a variety of assessment tools to support the formulation of a robust risk management

Page 4 of 12 plan. Training is mandatory for all mental health clinical professionals with inpatient staff being prioritised to undertake the training. It is recognised that the existing electronic care planning template is not recovery focussed and fails to maximise the opportunity for collaborative care planning. Ward based professionals are currently exploring alternative care planning tools.  Physical Health Assessment A Registered General Nurse has been recruited to undertake Physical Health screening and assessment within Manannan Court, this includes access to ECG and phlebotomy. This approach supplements existing physical health assessment undertaken at point of admission by nursing and medical staff. In addition to the above patients are offered smoking cessation by an in reach specialist. Ward staff are also supported through access to a dedicated specialist mental health pharmacist and visiting mental health dietician.  Therapeutic Engagement and Observation The Therapeutic Engagement and Observation policy version 6 was ratified on the 06/12/19. This reviewed policy now provides nursing staff the autonomy to review and amend observation levels based on presentation, history and risk. The care safety and quality team undertake regular external audits to monitor compliance against the policy.  Staffing Ratios and staff rotation. Staffing ratios have been maintained at the levels reported within Dr Dickinson’s report. The mental health service is actively recruiting registered mental health nursing staff in order to fill vacancies and reduce reliance on agency staff. It is positive to report that incidences of higher level observations have reduced significantly in recent months. Affording staff the opportunity of rotation both internally and off island remains a key priority. The mental health service is currently in discussion with colleagues from South West London & St George's MH Trust with a view to accessing reciprocal rotation and training opportunities.  Bed Occupancy Bed occupancy levels continue to exceed the target of 85%. The Mental Health Service are employing a variety of strategies to support more effective patient flow, these include:-  review of the existing round process to support multi-disciplinary decision making  Restructuring of the existing Crisis Response Home Treatment Service to enable a greater focus on gatekeeping and home treatment as a viable alternative to psychiatric admission.

The third Review was undertaken by the Royal College of Emergency Medicine (RCEM)

Page 5 of 12 The Terms of Reference (TOR) for the visit were: 1. To provide advice on redesign and remodelling of the department 2. To provide recommendations on workforce planning and development 3. Review aspects of the nursing model relating to professional development, and extended roles 4. Review the MIU in Ramsey 5. Advice on adoption of KPIs / audit apart from 4-hour performance.

Although the Department has started work on some of actions, the recommendations will be monitored and managed through the Urgent Care Transformation Programme. A dedicated resource has been seconded to lead this work as part of the Transformation Programme. The recommendations are themed on the terms of reference and follow:

Design recommendations

Process of Design

1. Use an architect well versed in ED design, the operational processes within the ED and demand analysis. 2. Consider your processes before attempting to design and if required redesign or develop them e.g. rapid assessment, streaming at the front door or the identification of the potential infectious patients. Ensure the processes are the best they can be and reflect the needs of patients and the requirement to deliver flow through the ED. The design must facilitate the delivery of these processes and so must follow the process. 3. Define the level of quality you wish the design to deliver and ensure it is financed to deliver that. 4. Engage with all disciplines, specialities and grades of staff as well as the full spectrum of patients managed within the ED in order to acquire a detailed picture of what could be improved within the department and what would enhance the experience of staff working within the ED and patients being assessed within the ED. A organisation-wide workshop to consider the emergency care pathway is often a valuable approach to engaging staff in considering processes and re-design. It is important to also liaise with colleagues in other emergency services to understand their perspective. 5. Cherish strong clinical engagement and provide dedicated time for this. Invite staff to challenge design adjacencies and re-think clinical support spaces.

Page 6 of 12 6. Use demand, at least 10 years into the future, and the daily maximum (peak activity, not the mean) attendances to inform the design. Consider the number of patients arriving and the length of stay within the ED to determine the number of cubicles required. Consider variations in seasonality, population growth and the type of patients you anticipate e.g. older patients, patients with behavioural problems within the design. 7. Develop a shared understanding of the metrics that will be used to judge the ED and the emergency medicine service and ensure the facility facilitates have effective delivery of processes against these key metrics and standards.

Space

1. Describe the purpose and function of each space, interrogate what services are to be delivered and how these will be experienced by patients. For instance, if you consider the potentially infectious patient, how do staff identify them? How do they promptly isolate them? Currently there is no process or isolation suite to enable staff to do this safely so this functionality needs to be built into both standard operating procedures and the design.

2. Consider how you can provide for the major patient groups that exist in your demographic, for example, the older person, those with mental health or behavioural problems, paediatric (and adolescent) patients or those with bariatric requirements. Use national recommendations to guide such facilities. I would suggest it is useful to visit departments who have successfully designed for specific patient groups. 3. Define patient streams and waiting spaces with greater functional intent. This might include acuity adaptable rooms or the use of chair centric strategies. Design in new flows (as well as process) such as same day emergency care (SDEC) to ensure efficient flow and meet new UK targets (if you wish to align to these). If streaming to a primary care service is likely to be introduced the assessment areas at the walk in entrance need to support this development. 4. Limit patient flow through the ED to those who need to be within the ED; patients requiring access to other departments will need alternative routes into the hospital that avoid the ED walk in entrance. 5. Design in safety at every opportunity. For instance - infection control such as built in whole room decontamination, privacy for

Page 7 of 12 patients through the use of 100% single patient rooms, quiet space for staff to think and process complex information, sufficient work areas for documentation to avoid the risks associated with cramped work space. Review your incident and risk registries to ensure these are mitigated for within the design. 6. Consider how the topology can be designed to deliver efficient patient flow, minimise staff travel, maximise staff interaction with patients, enhance staff resilience and maximise the flexibility to accommodate future growth. 7. Build in facilities known to reduce delay such as formal point of care labs or pneumatic tube system, 24-hour stocking within rooms. 8. Consider the requirement for disaster preparedness and if necessary, build into the design. 9. Design an adequate storage space for equipment and corridor space. Avoid reducing this space in order to reduce cost. Ensure modern approaches to stores, medicines and linen management are considered.

People

1. Improve staff experience through an understanding of ergonomics and human factors to fully appreciate clinical functionality. 2. Review signage and how patients can be informed of their journey as they pass through the ED. 3. Consider space and equipment requirements for designing the best in rest facilities, changing rooms and teaching spaces for staff. Do not be tempted to reduce investment in these as an approach to reducing cost.

Final Points

1. Once the above has been considered the team must prepare an accurate brief for the chosen architect. The multidisciplinary team must continue to work closely with the design team. 2. In the final stages of design, but before sign off, test room designs in a mock up to ensure it works and delivers anticipated requirements. 3. Carefully consider the planning and use of decant, temporary space to ensure service continuity throughout the build or refurbishment.

Medical workforce recommendations

Page 8 of 12 Despite there being a significant increase in attendances over the last few years there has not been an associated increase in medical staffing.

• The junior tier is vulnerable given its reliance on F3 doctors prepared to work a highly antisocial rota. The latter is unsustainable: RCEM would recommend a minimum of 8 people manning a 24/7 rota for short periods, and 12 in the longer term

• The middle tier appears relatively robust (compared with similar sized units elsewhere), however it is reliant entirely on Specialty doctors/non- training grades at this level. RCEM guidance states that 12 middle grade doctors are required to run a sustainable 24/7 middle grade rota.

• RCEM guidelines for consultant/equivalent grades of staff are currently undergoing revision. The historical number advised for a small unit would be a minimum of 10 WTE consultants. Development of roles and consideration of sustainability suggest that a higher number of Senior Decision Makers will be required in the longer term. The department is clearly a long way short of this. o Two consultants do not currently hold CCTs in EM. It would be more usual practice for consultant positions to be held as locums until eligibility for CCT is established.

Although recruitment and retention is likely to remain challenging, ensuring that there is sustainable permanent medical staffing is essential. The key F3 and Middle Grade tiers require nurturing and development, since these are the areas of greatest current vulnerability. Strategic and persistent expansion of the consultant tier will be required. This can all be approached in a number of ways and typically means different things to different individuals. However, in small EDs it usually requires tailoring posts and development plans to each individual. Examples include:

• Portfolio careers for more senior doctors

• Less than full time working

• Supporting those in (or developing towards) Associate Specialist posts to act as senior decision makers, potentially on the consultant rota

• Exploring CESR programs with, if necessary, training rotations off the island

Page 9 of 12 • Development of a thriving education and governance program with full engagement of all tiers of staff.

• Obtaining training approval would clearly be beneficial.

Given difficulties with medical recruitment, and lack of development of alternative workforce roles, there is an opportunity to actively develop a more balanced workforce.

• There is a nurse consultant, who the review team were unable to meet, and two Advanced Nurse Practitioners. There is also an established Physician’s Associate role within the department, however at present this is limited to one individual.

• Advanced nursing roles are currently focussed on more traditional nurse practitioner roles that have been developed to ensure that there is coverage of minor injuries presentations. With the developments around integration of unscheduled health services on the Island there is an opportunity to grow a tier of advanced clinical practitioners (ACPs) able to deliver clinical care either within or outside the hospital environment.

• The challenge here will be to provide effective 24/7 coverage in community as well as the ED or Urgent Treatment Centre. Typically, a 24-hour team working in one environment needs a minimum of 11 individuals, but to cover multiple sites would require a greater number. However, RCEM would recommend pursuing this option in order to provide a sustainable service moving forward.

• Consideration of the development of paramedic / physiotherapist ACPs, and ED based pharmacists should be considered.

• RCEM did not explore opportunities to integrate primary care clinicians into the ED workforce.

Nursing workforce and model

Nursing workforce recommendation

There are no concrete recommendations for nurse staffing levels in ED, although generally accepted standards would suggest one nurse in charge at all times, one nurse per 1-2 patients in resus (however in a one bedded resus, would need one nurse plus a backup / relief), and one nurse to every 4 majors patients (again in a stand-alone 4 bedded unit, need a backup / relief). This would suggest that the department has

Page 10 of 12 inadequate numbers of nurses and HCAs available except perhaps during the period where there are seven nurses working, albeit with a single HCA. Overnight and early morning nursing adequacy will depend on boarding levels.

Other workforce recommendation

RCEM would recommend that the departmental management and administrative support be reviewed with this information in mind.

MIU Recommendations

• The MIU is clearly a valuable resource with a committed nursing workforce. Ideally this unit could be developed to provide a more comprehensive service with on-site general practitioners and extended radiology access. This may relieve pressure on the main ED. The current NHS specifications for an urgent care centre may provide a useful point of reference. • There would likely be merit in setting up rotations between the ED and MIU for nurse practitioners, particularly as the tier develops. • The MIU should have reception cover whilst open to maximise the efficiency of the nurses. • The development of telemedicine links, along with some simple improvements such as those suggested by the nurses when the review team met them, would both improve quality of care, and show value / respect for the MIU nursing team.

Quality indicator recommendations

• The Isle of Man is in the fortunate position of being able to describe its own quality metrics. RCEM would currently recommend that the 4-hour standard be maintained at least until the NHS in England has concluded its review and RCEM has formulated a position on the outcome. Consideration should be given to measuring the aggregated patient delay, and using it to support flow improvements. • Other focused flow and process metrics may be useful in improvement efforts, particularly time to initial assessment and time to see a doctor: given what the review team have heard about the waiting room. Another metric that may help around flow in this ED’s case is the time from a patient being ready for admission (defined by the EM team), and them being admitted.

Page 11 of 12 • The review team would strongly recommend that efforts to use metrics are focused around collaborative methodology, and that the problem of ED and hospital crowding be framed as a system-wide issue and not one solely for the ED. A culture where perceived bullying is unacceptable, and any attempts to manipulate data, should not be supported.

-Ends-

Page 12 of 12 IN TYNWALD February 2020

FOR WRITTEN ANSWER 41

The Hon. Member for Rushen (Mr Speaker) to ask the Minister for Health and Social Care –

What option there will be to opt out of information sharing between his Department and other bodies, and between Noble’s and Mental Health; and what impact assessment has been done of the implications?

Information sharing is an important part of current business as usual care delivery and the implementation of an integrated care record as it makes it easier for health and social care professionals to work together in order to improve care decisions by allowing secure, relevant and proportionate access to complete and accurate health and care information.

It means that those involved in a person’s care can see relevant information about their diagnosis, treatment and care, so the patient or service user can receive support which is more closely tailored to their needs. The patient or service user can opt out of sharing completely or to specific service areas if they wish, consent to share is captured at presentation which allows the patient or service user full control of who can and cannot view their information.

There are occasions when patient or service user information may be shared without consent, this is called ‘best interest’ and made by a relevant care professional who will record in the patient or service users record the determination, this would be the impact assessment based on each individual case.

Under certain circumstances, the disclosure of medical or social care information will be shared if it is required by law.

Pursuant to the Applied GDPR, Data Protection Impact Assessments are conducted, for example, the implementation of the integrated care record taking into account whether any processing, either on its own or combined with other factors, is likely to result in a high risk to the rights and freedoms of individuals. -Ends-

Page 1 of 1 IN TYNWALD

February 2020

FOR WRITTEN ANSWER 42

The Hon. Member for Onchan (Ms Edge) to ask the Minister for Health and Social Care –

What type of lease he intends to put in place for the new Private Patient wing?

The Department is undertaking a competitive dialogue procurement approach to secure a third party provider to deliver a range of private healthcare services. Therefore, as part of this exercise, the type of contract for the use of the Private Patient Unit based at Noble’s Hospital will be negotiated as part of the procurement exercise.

-Ends-

Page 1 of 1 IN TYNWALD

February 2020

FOR WRITTEN ANSWER 43

The Hon. Member for Onchan (Ms Edge) to ask the Minister for Health and Social Care –

Which services his Department contracts out, broken down by service; who provides each service and how much is budgeted for each?

Please find attached an excel spreadsheet which details a number of procured services which the Department contracts out. Included within the spreadsheet is the following information:

 Directorate (service area)  Contract/Supplier  Service or Product (provided)  Purpose (of the contract)

The Department has not in the time available to answer this Question been able to undertake any meaningful assessment of the competing considerations relating to disclosure of individual budgeted amounts for each contract and/or service area, as would fall for consideration were an FoI request to be made for the information for the subject in question.

Budgeted amounts often have a similar degree of sensitivity to contract payments when it comes to future negotiations and commissioning services. It should also be noted that budgeted amounts may apply at the level of a broad service area or for particular services within a service areas or at both levels. Budgeted sums may also cover a number of contracts that need to fit together or which cross-over to other service areas. Budgets also change, according to demand and prioritisation of service provision.

Page 1 of 2 In light of the information provided, the Department would be happy to consider any specific requests for further information whether as to budgeted or contract amounts in relation to particular contracts and service areas.

-Ends-

Page 2 of 2 Directorate Contractor/Supplier Service or Product Purpose Contract Start Contract End No. of Years Contract General Notes Notice Date Date Status Period DHSC Datix Limited Datix - Safety & Quality Risk Management System Safety & Quality Risk Management System 16/04/2018 15/04/2028 10 Current Sole supplier FD8 12 DHSC Finance Chain System C Escrow Agreement System C Escrow Agreement Current £507 paid in Op DHSC Egton Medical Information Systems EMIS Mobile Working GP Services 01/12/2014 30/11/2019 5 Current Expenditure DHSC Egton medical Information Systems EMIS Web - Community and Mobile Com nursing, Hospice, Child & Fam services etc 28/09/2017 27/09/2022 5 Current Annual cost year 1 DHSC Fingerprint Medical Sterile Services Dept at Noble's Hospital 01/01/2014 01/01/2019 5 Current Contract 30 days DHSC CleverMed BadgerNet Hosted management service for NeoNatal care for Paediatric unit 01/09/2015 01/09/2020 5 Current contract 3 months DHSC Egton Medical Information Systems EMIS Web GP system 01/12/2014 30/11/2019 5 Current contract 90 days DHSC AQL Messaging service Doctors Messaging Services Current Previously paid in DHSC Genial Genetic Solutions TO BE COMPLETED Current 16/17 £3125 paid DHSC CoAcs Ltd MI Databank Licence renewal MI Databank Licence renewal 19/01/2019 Current 16/17 budget of DHSC EMEA NCC Group Hospital systems escrow Expired Wrien DHSC BT N3 Link COIN managed Rental - N3 BT 01/04/2015 31/03/2018 3 Current Invoiced monthly. DHSC EMIS (Formerly Ascribe Ltd) Ascribe Pharmacy System Hospital pharmacy software 01/01/2015 01/07/2020 Current Contract DHSC Haemonetics Limited Blood Track Blood track management system 01/03/2017 28/02/2018 1 Current Contract DHSC Harlow Printing Limited iGrow Child health monitoring/measurement system 02/06/2017 01/06/2020 3 Current Copies of signed no notice DHSC Hicom Technology Diamond Diabetes Annaul maintenance for sql version of diamond diabetes register 01/09/2017 31/08/2018 Current £1995 paid from DHSC ICNet International Limited ICNet Infection Control Software 14/01/2010 13/01/2021 7 Current Contract 120 days DHSC Idox Health (Formerly Blithe Computer Poppy Prescription Admin system for Drug and alcohol team 05/11/2014 04/11/2019 5 Current Contract 3 months DHSC HSCIC (UK Health and Social Care Spine 2 Spine 2 Capital Charges 25/08/2014 28/03/2018 4 Current Quarter payments DHSC IBM United Kingdom Limited ServiceSuite ServiceSuite - Noble's Hospital 07/01/2018 Current New agreement DHSC Irisoft Limited Support for Colposcopy system Support for Colposcopy system Current Contract DHSC Manx Telecom Trading Limited N3 Link Part of N3 link ethernet 10mb cronk coar/service care package Expired Budget of £7200 DHSC Liquid Logic Liquid Logic early help modules and business objects universe 20/05/2020 Current contract DHSC Merck Sharp and DOHME Limited MSDI MSDi software - analysis/reporting against FHSA database 08/07/2013 Expired Agreement signed DHSC Mersey Internal Audit Agency Clinical Coding Resource Contractual supply of clinical coding trainer/resource 27/11/2017 31/03/2018 0.5 Current Supply of resource None DHSC MISL Ltd document scanning contract with DHSC document scanning contract with DHSC Expired DHSC contract 120 days DHSC NHS Digital NHAIS Exeter System Exeter support and maintenance 01/04/2015 31/03/2020 5 Current 5 year UK terms DHSC Patientrack (UK) Limited Track and trigger Track and trigger for patient monitoring 01/04/2015 01/04/2020 5 Current Contract 120 days DHSC Pharmaceutical Press BNF on Formulary Complete BNF on formulary copmlete annual internet subscription renewal Current 16/17 £3030.25 Acute Philips Healthcare Cardio echo management system Storage and management of all Cardio Echo Test 15/12/2016 14/12/2021 5 Current Contract 30 days DHSC Savant Limited Pulse Pathology - Blood. Covers support of Alpha Server and Pulse system. 01/04/2001 Perpetual Contract 120 days DHSC SDI USA Inc Annual support for PAS terminal emulator licences Annual support for PAS terminal emulator licences Current £2270.67 paid DHSC Servelec Healthcare Limited RIO Software Electronic Patient REcord 10/09/2017 09/09/2019 2 Current Contract 6 months DHSC Stanley Security Solutions Ltd Bluesky messaging for the Blick Pager Interface between Blick Paging and Patient track 01/04/2015 31/03/2020 5 Current Contract Acute System C Healthcare Ltd Medway Medway 15/05/2015 15/07/2020 5 Current S&M expected DHSC Taunton and Somerset NHS Trust Somerset Cancer Register Cancer Register 01/05/2015 31/03/2019 3 Current Contract 6 months DHSC Trisoft Theatreman Theatre patient management 01/11/2014 01/11/2019 5 Current Contract 90 days DHSC Unisoft Computers Limited Unisoft Endoscopy reporting tool Unisoft Endoscopy reporting tool Expired 16/17 £6412.50 in DHSC InterSystems MSM Unix MSM Unix annual support - links between systems such s PAS (origin Sco Mumps) 01/08/2015 31/07/2016 1 Expired Contract DHSC Warwick International Computing Systems OPAS Occupational Health System Current Contract Acute 4S Information Systems Ltd Dawn Rheumatology Enables the establishment of an efficient, effective and safe way of managing 01/09/2013 31/08/2023 10 Current Contract 60 Days DHSC Activus Kofax DME DME and KOFAX capture for Med Records 16/07/2018 Current Contract DHSC Allocate Software PLC Health Roster DHSC Health rostering system 30/05/2014 30/05/2019 5 Current Contract 90 Days DHSC Forestfield Software Dietplan annual s & m for Dietplan 6 Current £130 paid against DHSC Advanced Health & Care Ltd Prism Prism Software Support 31/03/2018 Current Contract DHSC Benchmarker Limited Benchmaker Laundry Management Software Sofrware maintenance and support 30/09/2018 Current £1627.50 paid as DHSC Edenhouse Solutions business objects annual maintenance 22% of licence? business objects annual maintenance 22% of licence? 11/12/2018 Current £3749.39 paid DHSC CliniSys Solutions Ltd Clinisys Diagnostic Intelligence Path Lab Analyser application 01/12/2013 31/01/2018 Perpetual Contract DHSC Datasym UK Ltd Menumark Menumark and cookchill costs 31/08/2018 Current 16/17 DHSC BigHand UK Healthcare Nuance Dragon, Smartphone Integration and Analytics Digital Dictation - started as Pilot for AGC and purchase order raised, then rolled out 01/01/2016 31/12/2018 1 Current Being untangled DHSC EIDO Healthcare Inform4u/Informed (clinical governance) 12/07/2013 11/07/2018 2 Current Second year paid Acute Opcare Limited Provision of Orthotics and Prosthetics services Initial assessment and provision of prosthesis with ongoing maintenace, repair and 01/01/2017 31/12/2021 5 Current 120 days Acute Opcare Limited Wheelchair and Specialist Seating Services Assessment for and provision of mobility equipment and associated services 01/09/2016 31/08/2019 3 Current Can be extended 9 months Acute Flybe Limited Patient transport Provision of a return air service for patients and associated passengers 01/02/2018 31/01/2021 3 Current 120 days Acute Computer Cab (Liverpool) Limited Patient Transport Transfer of patients between ports, hospitals and hotels in UK 27/03/2017 26/03/2022 5 Current Only parally 90 days Acute Diamed (GB) Limited (A subsidiary of Bio- Provision of a Blood Group Analyser Supply, installation and maintenance of blood group analysing equipment 30/11/2017 29/11/2022 5 Current Five year Acute Royal Liverpool and Broadgreen University Provision of cervical cytology services Screening and testing of and reporting on cervical cytology specimens with 01/06/2018 31/05/2023 5 Current 120 days Acute Abbott Laboratories Limited Analyser maintenance and reagents Maintenance and supply of reagents for the Abbott Architect Analyser 31/10/2017 Expired Abbo ref. 90 days Acute Agilent Technologies LDA UK Limited Autostainer maintenance Maintenance of the Agilent Autostainer 01/01/2017 Current Acute Agilent Technologies LDA UK Limited Supply of stains Supply of stains for the Agilent Autostainer Current Acute Alere Limited Supply of reagent Supply of BNP reagent for heart failure Expired Acute Alere Limited C. Diff testing 01/04/2017 31/03/2018 1 Expired Acute Baxalta UK Limited Supply of coagulopathies drug Supply of recombinant drug to treat coagulopathies Current Acute Beckmann Coulter United Kingdom Analyser installation and maintenance and supply of Design, supply, installation and maintenance of DXC and DXI Analysers plus supply of 01/10/2013 30/09/2018 5 Expired Contract to tender 120 days Acute Becton Dickinson UK Limited Supply of consumables Supply of vacutainers 01/01/2013 Current Acute bioMerieux UK Limited Analyser maintenance Maintenance of Vidas analyser Current Acute bioMerieux UK Limited Analyser maintenance Maintenance of BacTalert Analyser Current Acute bioMerieux UK Limited Analyser maintenance Maintenance of Vitek Analyser Current Acute bioMerieux UK Limited Analyser maintenance Maintenance of FilmArray Analyser Current Acute bioMerieux UK Limited Analyser reagents Supply of reagents for the Vidas Analyser Current Acute bioMerieux UK Limited Analyser reagents Supply of reagents for the Vitek Analyser 31/03/2018 Expired Acute CSL Behring UK Limited Supply of anti-overdose drugs Supply of drug to reverse Warfarin overdose Current Acute Hologic Limited Analyser reagents and system loan Panther Analyser System loan and reacgent supply 19/05/2014 18/05/2019 5 Expired Hologic ref. 28 days Acute Leica Microsystems (UK) Limited Autostainer maintenance Maintenance of autostainer 23/12/2016 22/12/2017 Expired Acute Leica Microsystems (UK) Limited Microtome maintenance 23/12/2016 22/12/2017 Expired Acute Leica Microsystems (UK) Limited IPC/IPS maintenance Maintenance of IP C and IP S printers 07/06/2017 06/06/2018 Expired Acute Leica Microsystems (UK) limited Processor maintenance 01/11/2017 31/10/2018 Expired Acute Leica Microsystems (UK) Limited Embedder maintenance 07/04/2017 06/04/2018 Expired Acute Leica Microsystems (UK) Limited Microscope maintenance 08/03/2017 07/03/2018 Expired Acute Leica Microsystems (UK) Limited Cryostat maintenance 23/01/2017 22/01/2018 Expired Acute Leica Microsystems (UK) Limited Embedder and Processor reagents Current Acute NHS Blood and Transplant Blood supplies Supply of blood and blood components from UK 01/04/2018 31/03/2021 3 Current Annual cost per Acute Phadia Limited (a subsidiary of Thermo Analyser maintenance and reagents Supply, installation and maintenance of ImmunoCAP 100 Analyser and appropriate 30/07/2011 Current Business case Acute Siemens Healthcare Limited Analyser maintenance and reagents Maintenance of 2 x ADVIA analysers and supply of reagents 01/11/2017 31/10/2027 10 Current Siemens ref. no. 1- Acute Sterilin Limited Supply of consumables Supply of plastic consumables - containers, etc. 10/04/2017 09/04/2018 Expired Acute Thermo Fisher Scientific Oxoid Limited Agar reagents Supply of reagents to make agar 31/03/2018 Expired Acute Thermo Fisher Scientific Consumables Supply of consumables - cassettes, blades, etc. Current Acute Thermo Fisher Scientific Analyser maintenance Maintenance of Phadia Analyser Current Acute Thermo Fisher Scientific Screening agar 31/03/2018 Expired Acute NHS North of England Commissioning HR advice and support The review of existing job plans and contracts of employment for the consultant 10/11/2018 09/11/2019 1 Current Total contract cost 3 months Acute Werfen Group t/a Instumentation Analyser supply and maintenance Supply, installation and maintenance of 2 x TOP500 Analysers 01/01/2013 31/12/2019 7 Current Contract Manager Acute UK Greetings Limited Trading Agreement for retail shop Three year trading agreement for supply with related provision of fixtures 26/11/2018 25/11/2021 3 Current Account no. Children & Families St Christopher's (IOM) Residential Services Supply of Children's Homes, Secure Care Home 05/02/2015 31/01/2020 5 Current 9 months Children & Families St Christopher's (IOM) Aftercare Services Leaving care service provision 01/02/2015 31/01/2020 5 Current 9 months Children & Families St Christopher's (IOM) Wraparound Service Therapeutic service for looked after children 01/02/2015 31/01/2020 5 Current 9 months Children & Families Family Action Supervised Contact Centre Supervised contact service 01/02/2016 31/01/2021 5 Current 9 months Children & Families Family Action Family Support Service Early Help Family Support Service 01/02/2016 31/01/2021 5 Current 9 months Children & Families Autism Initiatives Outreach Service Outreach Service for children with Autism 01/04/2017 31/03/2022 Current 9 months Children & Families New Horizons Specialist Residential Placement Single placement for a young person 25/11/2016 31/08/2019 4 Expired One Children & Families Resource (Noonan) Transportation of Juvenile Offenders As above 01/07/2018 30/06/2023 5 Current This is an Unknown Children & Families Foster Care Link Fostering Placement Single placement for a young person 01/03/2017 28/02/2022 5 Current One Children & Families Various - Select List Supply of agency social workers Supply of agency social workers 01/03/2018 28/02/2021 3 Current Select List will None Acute Leeds Teaching Hospitals NHS Trust Reproductive Medicine Unit Services 01/04/2017 31/03/2019 2 Current 12, 6 or 3 Community R.D. Clinical Core recovery service - addiction services Consultancy regarding development of addiction services 16/06/2018 17/06/2020 2 Current Community Shine Isle of Man MHFA instructor MH First Aid trainor 15/10/2018 1 Current contract end date Community St. Andrew's Healthcare Off-Island specialist mental health inpatient facility - Adult, Specilaidst Tier 5 inpatient block bed contract 01.03.19 3 Current option to extend Community Leonard Cheshire Disability Thie Quinney, Respite, Outreach services Supported living for physically disabled adults 30/04/2018 Expired Community RNIB Sight loss and rehabilitation service Rehabilitation, Low Vision Service 01/08/2018 Expired Community Praxis On-Island Supported living and Step down inpatient bed Supported Living service 01/01/2022 Current Community Motiv8 Alcohol addiction service @ step 2 Tier 2/3 addicition support 30.04.19 30/09/2020 1.5 Current Community United Response LD Advocacy service Advocacy service to those with Learning Disabilities 12.10.15 11/10/2018 Expired extending to Community Crossroads Care Stratgeic Partnership a range of services relating to Carers 01.04.19 31.03.24 5 Current Community Adorn telecare Assistive technology for vulnerable people residng in the community 31.03.17 30/03/2019 2 Expired Community Gellings Continence products Supply and delivery of continence products 01.11.14 31/10/2019 5 Expired Going through Community Opcare Wheelchair assessment service Speciliast wheelchair provision 01.09.16 02/12/2019 3 Current Extended - and Community Specsavers Low vision service 06/12/2019 Expired Community Praxis Older people's day services Day Service for Older Perosns LD service 03.01.2017 02/01/2020 3 Current opon to extend Community Praxis Glenroyd & Ingeldene Older People residential servce (LD) 01.04.15 31/03/2020 5 Current Community G4S CCHC Clinical Cleaning Clinical cleaning 01.04.17 31/03/2020 3 Current option to extend Community Autism Initiatives Autism services Residential, Day Service, Supported Living and Outreach services 01.04.17 31/03/2020 3 Current opon to extend Community PSS (UK) Ltd Shared lives scheme Respite services for people with complex LD 04.12.17 03/12/2020 3 Current opon to extend Community NSC Healthy 4 Life scheme Access to physical activities, predominatel for people receiving MHS 02.11.18 01.11.20 2 Current Community DOI Transport Transportation services to Older People, Learning Disability and EMI Day services 02/10/2021 Current Community Corrin Memorial Home Respite residential care Respite beds for indidivuals with eligible needs Current Community Boots UK Ltd Supplementary prescribing 01/12/2013 Expired Community IOM Creamery Milk scheme provision of liquid milk to claimants Expired Service cessaon Community Eye Spy panic attcak alarm and monitoring service Mannanin Court alarm systems 01/12/2019 1 Current Community Respond Phsycotherapy services Bespoke psycotherpay service 2 Current Community Pharmacy Services to the Prison Lloyds Pharmacy 28.02.20 2 Current Community APT DICES System Risk Management System 01.06.19 2 Current end date based on Primary Care J Woods MEDS driving contract Driving service - supporting MEDS GP's 16/02/2020 Current Public Health Liverpool John Moores Statistical analysis and report creation analysis of Health and Lifestyle surveys 01/03/2019 01/03/2022 3 Current Public Health Office for National Statistics Death registration coding Current Acute Leeds and York Partnership NHS Provision of specialist procurement and commercial To maximise value for money in the acquisition of various health services and goods. 01/01/2017 31/12/2021 5 Current FD8 Waiver Acute St John Ambulance Urgent Patient Transfer Service Provision of trained St John Ambulance staff to crew DHSC ambulance for the 01/03/2019 31/12/2021 3 Current 120 days Corporate Rentokil Insect Control Unit Service Quarterly maintenance and servicing of 25 x Luminos 3 Insect Control Units 17/12/2018 16/12/2020 2 Current Public Health Weight Watchers (UK) Ltd Provision of Weight Management Services 15/01/2018 15/01/2020 Current 1 month Public Health MECC Training provider MECC MECC training programme for IOM trainers 01/05/2019 30/09/2019 1 Current Scope and Public Health Health Protection Scotland Out of hours consultancy To support out of hours health protection service 30/10/2016 30/10/2019 Current Acute Atlas Helicopters Ltd Air ambulance services Provision of air ambulance services for motorsport events 01/05/2019 30/09/2026 7.4 Current Contract held 120 days Acute Woodgate Aviation (IOM) Ltd Air ambulance service Transfer of patients to UK for treatment 01/04/2017 31/03/2020 3 Current Charges per flight 120 days Acute NHS Midlands and Lancashire DSCRO and Business Intelligence Service Validation of SUS and SLAM data 01/10/2018 30/09/2019 1 Expired New Contract 6 months Acute Rossborough Insurance (IOM) Ltd Insurance Brokerage services for whole of Government 01/04/2019 Current Entered on Community Xenzone Limited provision of mental health e-clinic service To Commence a pilot for an appropriate and cost effective e-clinic system solution 01/04/2019 31/10/2020 Current Community St Andrew's Healthcare LD reviews and subsequent design of a Future LD Tiered Independant review of service 15/05/2019 Current *Total Community St Andrew's Healthcare CAMHS NDD Assessment and Subsequent Design of and Independant review of service 15/05/2019 Current * Total Contract Acute Stoke Association Isle of Man Stroke Recovery Service Support for stroke survivors and carers Current Contract and T&C Acute Isle of Man Post Office Post franking for Nobles Hospital and RDCH Collection of letters and sealed packets, calculating and applying postage and posting 17/05/2019 Current Rates as at Acute G4S Secure Solutions (Isle of Man) Ltd Guarded cash collection service Collection of cash proceeds from Nobles Hospital and delvery to bank, etc. 13/08/2019 12/08/2022 Expired £34.20 per 30 days Acute T H Colebourn Ltd Supply, installation and maintence of bedside TV/radio 01/05/2013 30/04/2018 5 Expired Entered on 90 days Public Health University Hospitals Coventry and Bowel Cancer Screening To provide: Bowel cancer screening system; Pre-screening/invitation to screening; 01/04/2018 31/03/2020 2 Current Charge rate = 12 Acute Royal Liverpool and Broadgreen University Stroke Telemedicine Current Acute Mannin Media Group Ltd Forms, leaflets and booklets Printing, storage ad delivery of forms, leaflets and booklets for use at Noble's 09/11/2015 08/11/2020 5 Current 120 days Acute B. Braun Ltd. Clinical Homecare Services Supply of Intravenous Parenteral Nutrition 11/10/2019 Current Pricing as per Acute Integrated Radiological Services (IDS) Ltd Radiation protection services Advice, monitoring, planning assistance and training for Radiology Dept 01/07/2019 30/06/2020 1 Current 90 days Acute St Helens & Knowsley Teaching Hospitals Lead Employer Services Operation of a lead employer model to remove the need for trainee doctors and 19/12/2018 18/12/2021 3 Current In conjunction Acute Central Manchester University Hospitals Electroencephalography services 08/05/2014 07/05/2019 5 Expired 30 days Acute Arthur J Gallagher (UK) Ltd Provision of breast screening services Provision by DHSC of two-view bilateral mammography services for members of staff 04/11/2019 31/12/2019 0.17 Current Provision by Acute Hologic Ltd Supply of test kits Aptima Panther test kits 28/04/2018 20/05/2019 1 Expired Not signed by Acute Hologic Ltd Supply of consumables Aptima Panther test kits 27/07/2019 30/11/2019 1 Expired Hologic Quote No. Acute Hologic Ltd Supply and installation of equipment plus training Loan of Panther Processor and agreed prices for consumables 21/05/2019 21/11/2019 0.5 Expired Hologic Quote No. Community Autism Initiatives Select List Call-Off Contract - Off-Island Care Package specialist ASD placement Community Autism Initiatives Select List Call-Off Contract - Off-Island Care Package specialist ASD placement Community Autism Initiatives Select List Call-Off Contract - Off-Island Care Package specialist ASD supported living placement Community Autism Initiatives Select List Call-Off Contract - Off-Island Care Package specialist ASD placement Community Broadstreet House Ltd Select List Call-Off Contract - Off-Island Care Package Residential care for adults with learning disability Community Hesley Group Ltd Select List Call-Off Contract - Off-Island Care Package specialist ASD/LD placement Community LCD Select List Call-Off Contract - Off-Island Care Package residential placement Community Mental Health Care (UK) Ltd Select List Call-Off Contract - Off-Island Care Package specialist LD support Community One Flyde Select List Call-Off Contract - Off-Island Care Package specialist LD support Community Praxis Select List Call-Off Contract - Off-Island Care Package specialist LD support Community The Disabilities Trust Select List Call-Off Contract - Off-Island Care Package specialist ABI placement Community Complete Care Select List Call-Off Contract - Off-Island Care Package specialist care package IN THE KEYS

February 2020

FOR WRITTEN ANSWER 44

The Hon. Member for Douglas South (Miss Costain) to ask the Minister for Health and Social Care –

What the waiting times were for out-patient appointments broken down by specialism and/or procedure in the last 12 months?

The way our current system is set up means that we cannot gather historic or retrospective data. However we have started to collect data on a month by month basis for all Consultant referrals. Therefore a full years data will be available in 2021.

Detailed on the next pages is the data as at 5th February 2020 which has recently been provided for the Public Accounts Committee.

-Ends-

Page 1 of 4 Consultant outpatient referral data as at - 05/02/2020 23:59:59

Specialty Total Total Booked AVG time Max time AVG time AVG time AVG time live waiting 1st waiting waiting waiting waiting waiting referr for 1st appointm for 1st for 1st for 1st for 1st for 1st als appointm ent appointm appointm appointm appointm appointm ent ent total ent total ent 2WW ent ent (days) (days) (days) Urgent Routine (days) (days) Acute Internal 1 0 0 0 Medicine Adult Mental 1 1 0 1,379 1,379 1,379 Illness Breast Surgery 745 13 65 24 390 10 13 83 Cardiology 3310 554 329 175 825 63 211 Child and 1 1 0 950 950 950 Adolescent Psychiatry Clinical 2 2 0 605 1,210 605 Oncology Clinical 300 227 35 258 813 90 263 Physiology Colposcopy 218 11 32 51 743 8 19 87 Community 6 6 0 340 853 287 350 Paediatrics Critical Care 3 3 0 24 56 56 8 Medicine Dermatology 1749 503 141 339 1,321 4 46 361 Diabetic 1398 166 59 584 1,618 46 619 Medicine Endocrinology 874 237 69 720 1,696 165 765 ENT 2607 1141 140 324 835 2 46 342 Fertility 99 20 17 90 707 62 91 Gastroenterol 1683 129 202 102 1,527 18 69 119 ogy General 5 2 0 1,265 1,367 1,265 Medical Practice General 1400 23 52 120 1,092 2 43 138 Medicine General 2129 146 375 48 589 37 38 53 Surgery Genitourinary 1 1 0 44 44 44 Medicine

Page 2 of 4 Gynaecology 1847 51 213 38 1,100 9 20 44 Haematology 109 6 32 40 496 8 56 Nephrology 582 28 41 125 966 114 128 Neurology 1436 608 50 341 1,056 44 360 Obstetrics 481 1 113 32 573 26 32 Old Age 1 1 0 268 268 268 Psychiatry Ophthalmolog 7166 542 711 229 1,309 81 252 y Oral Surgery 1490 548 145 176 649 5 24 211 Paediatric 2 2 0 619 1,204 619 Audiology Medicine Paediatric Ear 1 1 0 8 8 8 Nose and Throat Paediatric 70 3 6 185 866 185 Neurology Paediatric 112 3 43 63 476 68 62 Ophthalmolog y Paediatric 46 14 8 90 238 90 Trauma and Orthopaedics Paediatrics 1680 31 176 51 433 25 56 Pain 590 178 53 159 1,105 67 168 Management Physiotherapy 3 3 0 250 315 250 Plastic Surgery 445 13 48 37 153 22 53 Podiatry 1 1 0 286 286 286 Respiratory 1248 42 162 86 693 4 65 96 Medicine (Thoracic Medicine) Respiratory 6 6 0 304 1,294 304 Physiology Restorative 6 1 0 196 196 196 Dentistry Rheumatology 1822 247 176 337 1,154 112 361 Stroke 20 1 0 716 716 716 Medicine Thoracic 66 1 4 43 124 77 21 Surgery Trauma & 3267 1251 313 254 1,251 25 273 Orthopaedics

Page 3 of 4 Urogynae 217 3 9 101 1,093 21 128 Urology 1378 461 86 226 1,392 13 44 257 Total 4062 7233 3905 242 1,696 16 52 273 4

Page 4 of 4

IN TYNWALD

FEBRUARY 2020

FOR WRITTEN ANSWER 45

The Hon. Member for Ramsey (Mr Hooper) to ask the Minister for Infrastructure –

How the income thresholds for the mid-rent pilot scheme were arrived at; and whether any consideration was given to the cost differential included in the living wage report?

The income thresholds for the de minimis pilot were decided initially by a Ministerial Decision in 2016 and subsequently amended in 2018 making them more reflective of market conditions and to encourage participation in the pilot.

The first Living Wage Report was issued in late 2017 and was not considered for the pilot. There is however direct alignment to the First Time Buyer Schemes which has always been the intent.

In particular the maximum income limit of £60,000 and the thresholds for access of £35,000 for single applicants without children, £55,000 for couples without children and £60,000 for single or couples with children all match that of the ‘First Home Choice’ Scheme, which is the Scheme which enables eligible applicants to purchase their first home on the open market.

It is the Department’s intention to progress mid-rental as a long-term affordable housing option and as such will be consulting on a range of items, including that of eligibility.

IN TYNWALD

FEBRUARY 2020

FOR WRITTEN ANSWER 46

The Hon. Member for Ramsey (Mr Hooper) to ask the Minister for Infrastructure –

How the higher rate rents included in the fixed term tenancy policy were arrived at; and how often they will be updated

The average rental limits cited in the Fixed Term Tenancy Policy were derived by the Department in conjunction with the Government Valuer.

The values were arrived at from a market test of average rents undertaken during 2017. The Department in any case conducts its own market testing and has not noted any significant shift in the market in recent years.

The Policy is due to be reviewed in August this year and as such the Department has as a precautionary measure already requested the assistance of the Treasury to conduct new market tests.