Government Plan 2020–2023: further information on Additional Revenue Expenditure and Capital and Major Projects Expenditure

2019  R.91

2 REPORT

Introduction

The  Council  of  Ministers  has  lodged  the  proposed  Government  Plan  2020–2023 P.71/2019 for debate by the States Assembly.

In order to assist the public, Scrutiny and States Members in considering the proposed Government Plan 2020-2023, the Council of Ministers has attached further information in  respect  of  the  additional  revenue  and  capital  expenditure  referred  to  in  the Government Plan.

This information includes –

• Appendix  1  –  Additional  Revenue  Expenditure  Table  –  this replicates, for ease of use, the information on additional Revenue expenditure  found  at  pages  200-207  of  the  proposed  Government Plan 2020-23;
• Appendix 2 – Revenue Expenditure Programme Information – this provides additional information on each of the programmes listed in the Additional Revenue Expenditure Table;
• Appendix 3 – Capital and Major Projects Expenditure Table – this replicates, for ease of use, the information on capital and major projects found at pages 147-150 of the proposed Government Plan 2020-23;
• Appendix  4 –  Capital  and  Major  Projects  Expenditure Information – this provide additional information on each of the projects listed in the Capital and Major Projects Expenditure Table.

R.91/2019

Contents

Appendix 1 - Additional Revenue Expenditure Table ..................................................................... 1 Appendix 2: Revenue Expenditure Programme Information ........................................................ 6 CSP 1: Put Children First .................................................................................................... 7

CSP 2: Improve Wellbeing ................................................................................................ 32 CSP 3: Vibrant Economy ................................................................................................... 42

CSP 4: Reduce Inequality ................................................................................................. 74 CSP 5: Protect our environment ..................................................................................... 85 Modernising Government ................................................................................................. 92 Non-Ministerial................................................................................................................... 117 Appendix 3 - Capital and Major Projects Expenditure Table ..................................................... 126 Appendix 4 - Capital and Major Projects Expenditure Information ........................................... 130 Discrimination Law, Safeguarding and Regulation of Care Improvements.... 131 Investment in Information Technology ...................................................................... 172 Pre-Planning Votes .......................................................................................................... 188 Investment in Schools Extensions and Improvements ........................................ 203 Investment in Trading Operations ............................................................................... 214

Appendix 1 - Additional Revenue Expenditure Table

2020  2021  2022  2023 CSP Priority  Sub-priority  Ref  Programme  Minister  Allocation  Estimate  Estimate  Estimate (£000)  (£000)  (£000)  (£000)

Minister for Children and

Protecting and supporting children  Children's Change Programme  1,490  1,525  1,566  1,605 Put Children First  CSP1-1-01  Housing

Independent Jersey Care Inquiry  Minister for Children and

1,686  1,609  1,570  1,611 CSP1-1-02  P108  Housing

Minister for Children and

CSP1-1-03  Policy/legislation service delivery  Housing  2,525  3,091  3,105  2,951

Policy/legislation service delivery  Minister for Home Affairs  189  239  250  261 P82 Children's Services Early  Minister for Children and

2,813  4,636  4,775  4,919 CSP1-1-04  Intervention  Housing

CSP1-1-05  Redress Scheme  Chief Minister  2,230  1,180  320  0 Protecting and supporting children Total  10,933  12,280  11,586  11,347 Improving educational outcomes  CSP1-2-01  Higher education  Minister for Education  6,000  6,199  6,395  6,598

CSP1-2-02  Improving educational outcomes  Minister for Education  1,918  3,579  5,472  5,939

Les Quennevais school IT

Minister for Education  580  0  0  0 CSP1-2-03  equipment

Primary School Meals Feasibility

Minister for Education  150  0  0  0 CSP1-2-04  Pilot

Improving educational outcomes Total  8,648  9,778  11,867  12,537

Minister for Children and

Involving and engaging children  Involving and engaging children  1,095  1,095  1,045  1,025

CSP1-3-01  Housing

CSP1-3-02  Public Services Ombudsman  Chief Minister  0  378  397  401 Involving and engaging children

1,095  1,473  1,442  1,426 Total

Total Put Children First  20,676  23,531  24,895  25,310

Minister for Economic

Support Islanders to live healthier,

Improve Wellbeing  active, longer lives  CSP2-1-01  Inspiring an 'Active Jersey'  Sport and Culture  509  779  965  965

Development, Tourism,

Minister for Health and

Preventable diseases  300  1,200  2,500  2,800 CSP2-1-02  Social Services

Support Islanders to live healthier, active, longer lives Total  809  1,979  3,465  3,765 Improve the quality of and access  Adult Safeguarding Improvement

Chief Minister  102  102  102  102 to mental health services  CSP2-2-01  Plan

Minister for Health and

CSP2-2-02  Mental Health  Social Services  3,200  4,800  4,100  4,200

Minister for Health and

Mental Health legislation  629  634  652  672 CSP2-2-03  Social Services

Improve the quality of and access to mental health services Total  3,931  5,536  4,854  4,974 Put patients, families and carers

Minister for Health and

at the health of Jersey's health  Digital Health and Care Strategy  0  700  800  800

Social Services

and care system  CSP2-3-01

Health P82 reinstate 2019 new  Minister for Health and

CSP2-3-02  and recurring  Social Services  3,597  3,597  3,597  3,597

Maintaining health and  Minister for Health and

4,179  11,464  15,907  21,513 CSP2-3-03  community care standards  Social Services

Regulation of Care - income

Chief Minister  200  200  200  200 CSP2-3-04  deferred

Put patients, families and carers at the health of Jersey's health and care system Total  7,976  15,961  20,504  26,110 Total Improve Wellbeing  12,716  23,476  28,823  34,849

Enhancing our international profile

Brexit – Constitutional  Minister for External

Vibrant Economy  Brexit response  CSP3-1-01  implications policy resource  Relations  78  82  86  90

and promoting our Island identity -

Minister for External

Brexit and International Trade  110  110  110  110 CSP3-1-02  Relations

Minister for Economic

Future Economic Partnership

Development, Tourism,  450  450  450  450 Goods and Borders Cluster

CSP3-1-03  Sport and Culture

Minister for External

CSP3-1-04  JCIS Brexit Officers  Relations  100  0  0  0

Settlement Scheme Brexit  Minister for External

91  0  0  0 CSP3-1-05  officers  Relations

Enhancing our international profile and promoting our Island identity - Brexit response Total  829  642  646  650 Enhancing our international profile  Continuation of External  Minister for External

1,201  1,407  1,347  1,347 and promoting our Island identity  CSP3-1-06  Relations funding  Relations

Reversing the decline in Jersey's  Minister for International

CSP3-1-07  Overseas Aid contributions  Development  2,090  2,970  3,890  4,870

Tax Policy and International  Minister for Treasury

CSP3-1-08  Team investment  and Resources  1,427  1,753  1,813  1,854

Minister for Economic

Trade & Export function  Development, Tourism,  0  169  187  195 CSP3-1-09  Sport and Culture

Enhancing our international profile and promoting our Island identity Total  4,718  6,299  7,237  8,266

Bailiff 's Chambers 75th

Future economy programme  Non-Ministerial  485  0  0  0

CSP3-2-01  Anniversary Liberation Day

Minister for External

CSP3-2-02  Competition policy and JCRA  Relations  200  250  270  270

Delivering the Digital Policy  Minister for External

541  541  541  541 CSP3-2-03  Framework  Relations

CSP3-2-04  Digital Jersey Academy  Minister for Education  539  366  243  252

Minister for External

Digital Jersey growth  697  897  1,097  1,197 CSP3-2-05  Relations

Minister for Economic

Economic Framework and

Development, Tourism,  500  1,000  1,000  1,000 Productivity Support

CSP3-2-06  Sport and Culture

CSP3-2-07  Financial Crimes Unit  Minister for Home Affairs  977  994  1,012  1,031

Minister for External

Jersey Financial Stability Board  150  150  150  150 CSP3-2-08  Relations

CSP3-2-09  Migration Policy  Chief Minister  78  186  78  78

Minister for Economic

Promoting Jersey  Development, Tourism,  500  1,000  900  850 CSP3-2-10  Sport and Culture

Minister for Economic

Rural Economy Strategy  Development, Tourism,  65  272  473  680 CSP3-2-11  Sport and Culture

Future economy programme Total  4,732  5,656  5,764  6,049 Protect and build our financial  Minister for External

services industry  CSP3-3-01  AML / CFT  Relations

1,500  1,000  750  730 Minister for External

Jersey Finance Growth  830  830  830  830 CSP3-3-02  Relations

Protect and build our financial services industry

2,330  1,830  1,580  1,560 Total

Growing skills in Jersey  CSP3-4-01  Skills Jersey  Minister for Education  655  675  695  716 Growing skills in Jersey Total  655  675  695  716

Minister for External

Infrastructure investment  Cyber Security growth  500  600  500  600

CSP3-5-01  Relations

Minister for Economic

Heritage, Arts & Culture  Development, Tourism,  700  3,065  5,425  5,060 CSP3-5-02  Sport and Culture

CSP3-5-03  Jerriais  Minister for Education  375  386  398  410

Minister for Economic

Sport division - minor capital

Development, Tourism,  125  200  200  200 replacements

CSP3-5-04  Sport and Culture

Infrastructure investment Total  1,700  4,251  6,523  6,270 Total Vibrant Economy  14,964  19,353  22,445  23,511

Reduce income inequality and  Minister for Social

Reduce Inequality  improve the standard of living  CSP4-1-01  Compensation for Mesothelioma  Security  150  155  159  164 CSP4-1-02  Finaage ncial independence in old  MSeiniscurteityr for Social  150  200  200  200

Minister for Social

Food costs bonus  299  308  317  327 CSP4-1-04  Security

Single Parent Component  Minister for Social

2,531  2,539  2,530  2,524 CSP4-1-05  P.113/2017  Security

Reduce income inequality and improve the standard of living Total  3,130  3,202  3,206  3,215 Improving the quality and  Minister for Children and

Housing PDB and long term plan  140  1,425  1,450  1,450 affordability of housing  CSP4-2-01  Housing

Minister for Children and

Tenants' rights  110  680  380  380 CSP4-2-02  Housing

Improving the quality and affordability of housing

250  2,105  1,830  1,830 Total

Minister for Social

Improving social Inclusion  CSP4-3-01  Care Needs at Home  150  620  620  620

Security

Minister for Social

Disability social inclusion  351  571  576  431 CSP4-3-02  Security

Improving social Inclusion Total  501  1,191  1,196  1,051 Total Reduce Inequality  3,881  6,498  6,232  6,096

Embracing environmental  Minister for the

Protect our Environment  innovation and ambition  CSP5-1-01  Climate Emergency Fund  Environment  2,000  3,000  4,000  4,000 Embracing environmental innovation and ambition Total  2,000  3,000  4,000  4,000

Protecting the natural environment  CSP5-2-01  infrastructure and resources  MEninisvirotenrmfoerntthe  150  0  0  0 Assessment of public

Minister for the

CSP5-2-02  Countryside access  Environment  195  215  165  90

Minister for Economic

Jersey National Park  Development, Tourism,  100  150  200  250 CSP5-2-03  Sport and Culture

Protecting the natural environment Total  445  365  365  340

Minister for the

Improving the built environment  650  0  0  0

CSP5-3-01  Island Plan review  Environment

Improving the built environment

650  0  0  0 Total

Total Protect our

3,095  3,365  4,365  4,340 Environment

Non-Ministerial expressions of  Comptroller and Auditor General

Non-Ministerial  25  25  25  25 Modernising Government  interest  OI-Non-01  additional funding

Government House

OI-Non-02  Non-Ministerial  0  0  130  0

refurbishment

OI-Non-03  Judicial Greffe additional funding  Non-Ministerial  158  158  158  158

States Assembly additional

Non-Ministerial  1,035  1,001  1,034  904 OI-Non-04  funding

Viscount's Department additional

Non-Ministerial  325  325  325  325 OI-Non-05  funding

OI-Non-06  Legal Aid Office  Non-Ministerial  400  412  424  437

Probation Service additional

Non-Ministerial  35  35  35  35 OI-Non-07  funding

Non-Ministerial expressions of interest Total  1,978  1,956  2,131  1,884 A new, long-term strategic

Census 2021  Chief Minister  250  450  0  0 framework  OI1-01

A new, long-term strategic framework Total  250  450  0  0

A States Assembly and Council of

Ministers that work together for  States Greffe extended services  Non-Ministerial  539  534  729  504 the common good  OI2-01

A States Assembly and Council of Ministers that work together for the common good Total  539  534  729  504

Minister for Treasury

OI3-01  and Resources  2,012  2,545  1,716  1,245 A modern, innovative public sector  Building Revenue Jersey Team

Commercial Services -

OI3-02  enhanced capabilities  Chief Minister  1,000  1,450  1,500  1,550

Domestic Compliance ('Spend to  Minister for Treasury

OI3-03  Raise')  and Resources  1,562  1,562  1,562  1,562

Enabling policy excellence

OI3-04  across the Government  Chief Minister  81  80  87  71

Government of Jersey Bank  Minister for Treasury

300  300  300  300 OI3-05  charges  and Resources

OI3-06  GST de-minimis changes  Minister for Home Affairs  150  200  200  200

Guernsey-Jersey Joint Working  Minister for External

63  63  63  63 OI3-07  Programme  Relations

Minister for Treasury

OI3-08  Increased audit fees  and Resources  75  75  75  75

Modernisation and Digital -

OI3-09  enhanced capabilities  Chief Minister

3,750  5,000  4,950  5,050 People and Corporate Services -

Chief Minister  5,400  7,900  7,600  7,300 OI3-10  enhanced capabilities

OI3-11  Policing 2020-23  Minister for Home Affairs  821  1,919  2,073  2,196

Supply Jersey Maintenance,

Licencing and Procure to Pay  Chief Minister  100  103  106  109 OI3-12  analysis

Supporting One Gov - Team

Chief Minister  1,870  252  0  0 OI3-13  Jersey (HR/OD strategic partner)

Technology Transformation

OI3-14  Programme  3,000  5,000  17,000  17,000

Chief Minister

A modern, innovative public sector Total  20,184  26,449  37,232  36,721 A sustainable, long-term fiscal  Delivering effective financial  Minister for Treasury

2,350  2,800  2,300  2,300 framework and public finances  OI4-01  management  and Resources

A sustainable, long-term fiscal framework and public finances Total  2,350  2,800  2,300  2,300 An electoral system which

Electoral registration  Non-Ministerial  60  34  6  0 encourages voter turnout  OI5-01

An electoral system which encourages voter turnout Total  60  34  6  0 Total Modernising

25,361  32,223  42,398  41,409 Government

Total  80,693  108,446  129,158  135,515

Appendix 2: Revenue Expenditure Programme Information

CSP 1: Put Children First

An important focus will be the need to support children's mental health and emotional wellbeing across the spectrum of need from preventative and early intervention approaches through to the most intensive support for those who are mentally unwell. This will mean investing in supporting universal services such as health and schools.

In addition to enhancing staffing to progress early help this programme will ensure operations staff are trained in the agreed Jersey Practice Framework for use by all working with children, fully implement the practice framework and to provide practical assistance for some children, where to do so, would prevent future expenditure by the Government.

2. Care Leavers: Children, Young People, Education and Skills

Corporate parenting and care leavers is an area where it is accepted Jersey has failed its looked after children. There has been no previous legislation or policy developed in this area. We have recently established the Corporate Parenting Board chaired by the Minister for Children and attended by the Ministers of Education, Health and Home Affairs along with the Chair of the Comité des Connétable s. We will develop a statutory entitlement and offer to our looked after children. There is currently no entitlement or offer for looked after children and as a result children are treated in an inconsistent manner, and face disadvantage compared with peers not being looked after by the Minister.

Looked after children in the past have had to rely on charitable donations to support them with basics such as school uniforms and support for hobbies and leisure activities. This is neither a defendable nor sustainable position.

The development of policy and law will ensure that there are Ministerial duties and powers to care leavers up to the age of 25 years. This is a priority for the newly established Corporate Parenting Board and the Children's Legislation Transformation project. There are a number of entitlements in place through the social security system which can be extended to care leavers.

This funding will enable the government to provide a generous support offer to care leavers in Jersey. The cohort of care leavers up to age 25 currently totals 103. The entitlement and the government's offer must be sufficient to ensure they – and those who follow them - have the best chance to move from the care of the Minister towards independence, and take their place as positive, contributing members of our community. This means supporting them with education, employment, health, wellbeing and relationship issues.  

3. Family Law:  Strategic Policy, Performance and Population

An increase in funding for the Mediation Service during the period in which the law transitions to no fault' divorce, which is anticipated to introduce an increased requirement to attempt a mediated settlement before reverting to the Courts – and therefore an increased mediation caseload.

4. Youth Justice:  Strategic Policy, Performance and Population

Following the independent Youth Justice Review published in 2019, this allocation funds the detailed policy development required to develop a modern, cohesive and connected criminal justice policy for Jersey, which puts children first. The new policy must respond not only to the fundamental changes in the concept of child protection in the past decade, but also the findings of the Independent Jersey Care Inquiry and the Youth Justice Review, which all lead towards the development of a welfare orientated, multi-agency, youth justice strategy. The allocation is for three policy officers over a fixed term to take this forward.

5. Regulation and Inspection: Strategic Policy, Performance and Population

The recently established Care Commission places new demands on children's services in relation to ensuring that services are fit for purpose. This includes a number of areas such as the fitness' of managers, qualification of staff, staff ratios, buildings being fit for purpose - all of which requires additional resource. The system being introduced requires the provider to pay fees to the Care Commission for its oversight services. The resources requested are proposed to cover the estimated costs for the Government of Jersey's relevant children's services from 2021, and also takes account of the cost of a further inspection by Ofsted in 2020.

6. Safeguarding Partnership Board (SPB): Strategic Policy, Performance and Population

A recent (2018) independent review of the Safeguarding Partnership Board, and professional knowledge of best practice, has indicated there are several areas for development within the arrangements for the SPB. This funding enables legislation to be brought forward to entrench the role and responsibilities of the SPB into Jersey law, as well as increasing capacity for training and public awareness.

7. Sexual Assault Referral Centre (SARC)/ Develop a Children's House: Justice and Home Affairs

Funding is sought to allow continued investment in the Sexual Assault Centre (SARC) and to further develop it into a Child's House Model, in order to provide integrated support to children who are victims of sexual abuse. This is a key vehicle to achieving several of the priorities set out by the Government of Jersey and in particular those committed to in the Children's Plan.

Crisis Support and Forensic Medical Examinations are accessible 24/7 for both adults and children, with specialist staff trained in helping victims to make informed decisions following a sexual assault.

The SARC model has worked successfully in England and Wales for many years and the increasing number of referrals to Dewberry House since opening support the need for the service to remain operating in the Island. Dewberry House is now an important service that provides support to victims of sexual abuse whether this happened recently or in the past. However, it still needs further development, in particular in relation to its young (children) service users.

To achieve this, further development of the existing SARC provision will be required, introducing an integrated "Child House" model within Dewberry House – which offers:

• medical, investigative and emotional support all under one roof
• early support after the trauma of abuse
• an increase in the length of time support is provided to children and families
• the ability to gather more affective evidence from interviews and offer speedier

progress in investigations and court cases.

8. Domestic Abuse Strategy – Implementation: Justice and Home Affairs

Incidences of domestic abuse are high in Jersey and have a significant impact on children in families where this is a feature. The model of IDVAs (Independent Domestic Violence Advisors) supporting individuals subject to abuse is well established providing emotional and practical support as well as providing information about justice processes. They are an invaluable tool to achieve better convictions, reduce violence and support children. This programme is for additional posts of IDVA to be based in different services across the system' to ensure a very quick point of contact and support for victims of abuse. This includes the emergency department, children, young people, education and skills department (youth service) and Multi Agency Safeguarding Hub (MASH).

2. Children's Change Programme (consists of 9 projects)

The purpose of this funding is to ensure that there is additional capacity to lead and deliver change across the children's agenda. Activities will include; responding to the recommendations of the Jersey Independent Care Inquiry (JICI), development and delivery of a strategic children's plan, and developing an updated legislative base in order to protect vulnerable children and enhance their life chances.

This programme ensures that Jersey has a fit-for-purpose legislative framework to support vulnerable children. This involves taking effective action in response to ICJI recommendations, implementing measures that protect vulnerable children in the community whilst demonstrating that those actions deliver positive change.

1. Increase capacity family/children's section (contingency) Non Ministerial

Following on from the Children's, this funding was approved to increase capacity (posts) in the Family / Children's Services function.

2. Baby Steps: Children, Young People, Education and Skills

Baby Steps is an antenatal programme, it is evidence based and has been used as a targeted programme in the UK for some time. It was original piloted by NSPCC in Jersey and has been taken over by Family Nursing anand Home Care (FNHC) who deliver it as a universal programme – the adoption as a universal programme has meant that other antenatal programmes previously in place have stopped.

3. Jersey Youth Service Growth: Children, Young People, Education and Skills

 Following the resources allocated at 2.6 below the service highlighted gaps in service across the spectrum from Universal support through to the targeted support offers:

• LGBTQ Youth Jersey
• Young Carers (Mytime)
• YES counselling
• JYS support for LAC / Early Help

Over the past 2 years the above projects have developed, discovered and flagged yet further issues that our children and young people are currently facing - to provide children and young people with the required level of support/service there is a need to build capacity with 4 further developments to increase work with:

• Young carers
• LGBTQ young people
• Early Help and corporate parenting offer
• To increase support to the YES projects providing Information, Advice and counselling service

4. Children's Change Programme - Strategic Policy, Performance and Population

This funding affords a continuation of the officer capacity created to establish and co- ordinate a response to the Independent Jersey Care Inquiry (IJCI), in order to support the new Minister for Children in leading the putting children first agenda; tasks will include strategic planning, indirect incorporation of the UN Convention on the Rights of the Child, and continuing delivery of the IJCI agenda. To date, this officer capacity has led to the delivery of a Children's Plan and a Children's Strategic Partnership Board to oversee the plan, plus a Corporate Parenting Board with responsibility to deliver better outcomes for children in care.

5. Family Support Workers: Children, Young People, Education and Skills

Further to the decision of the States Assembly, the Council of Minister agreed on 9 November 2016, the release of a proportion of the allocated contingency monies to support the delivery of nine different initiatives. One such initiatives included the creation of a small pilot Family Support Work Team as a key component of Jersey's early help approach.

Early help is a model of collaborative working whereby a range of practitioners from different agencies work together to assess and understand the strengths and needs of a child and their family and then provide a co-ordinated multi-agency response to those needs. The aim is to support families before their needs become so great or problems so entrenched that statutory services such as social workers have to become involved.

Those practitioners include professionals working in schools, in early years' environments and health professionals such as Family Nursing and Home Care, Education Support Services, the Youth Service and the voluntary and Community Sector, e.g. Brighter Futures and the NSPCC.

6. Maintenance of Care Inquiry funding Youth Service Cat 1: Children, Young People, Education and Skills

Before the release of the Independent Jersey Care Inquiry (IJCI) the Youth Service management team were tasked to review services for today's children and young people and where there were gaps in current services. Funds were secured to support a range of vulnerable young people through the Youth Service. The service has used these funds to develop and set up the following;

LGBTQ Youth Jersey

The work with Lesbian, Gay, Bi-sexual, Trans and questioning (LGBTQ) young people has developed well. The Youth Service has set up LGBTQ Youth Jersey, employed a Youth Worker to lead on this area of work.

Young Carers

Young Carers project (Mytime) was set up to support those young people that are caring for a parent who may have mental health or substance abuse issues or a sibling as parent are out at work. Previously there was not support for young carers. As this work is progressing we are finding further issues that young people are facing and the need to expand this service.

Missing young person and Child Sexual Exploitation (CSE)

Missing young person and Child Sexual exploitation project which works with those young people that are missing from parental home or children's service homes and are vulnerable to sexual and/or criminal exploitation.

Youth Enquiry Service (YES) - Counsellor

YES received additional funds for a full-time counsellor. This has allowed YES to increase counselling appointments and allow the YES project to open longer. Some of the highlights are:

There is a another complimentary request (above at 2.3) to increase the LGBT and Young Carers posts to full-time to increase capacity as the work, as noted above, is significantly greater than at first anticipated

7. Youth Enquiry Service (YES) and Projects Cat2: Children, Young People, Education and Skills

The service has used these funds to develop and set up the following;

• Increased opening of YES for young people by employing additional staff
• Increased the delivery of universal plus / preventative work with children and young people

YES received additional funds for a full-time Assistant Youth Worker. This has allowed Yes to increase its opening hours. Some of the highlights are:

• Assistant Youth Worker appointed
• Closer Working relationship developed with young person substance worker
• Increase in young people accessing the services of 1:1 counselling to support their emotional well-being (2018: 247 Young People, 1340 Appointments)
• Early Help Lead, MASH referrals, Police and Social worker contact, MISPERS interviews.
• Young people accompanied to Accident and Emergency
• 32 young people receiving a Princes Trust Development Award to help them move on into education, employment or training.
• Young people signposted/referred to various agencies providing support and opportunities to meet their needs/personal development.
• Advocacy work - Young people being accompanied to outside agencies.
• Young people being supported on a 1:1 enabling them to access the information,

advice or practical support they need

In 2018 Project Development delivered the following:

• Employed a full-time Assistant Youth Worker
• Bitesize Brook – three sessions, Consent, Equality and Diversity and Alcohol awareness, were delivered to all Year 9 students at Haute Vallee, Les Quennevais, Grainville, Le Rocquier and Victoria College as well as all Year 10 students at Haute Vallee.
• Diet and Nutrition workshop – delivered to all Year 10 students at Hautlieu school over 6 sessions

A number of five week wellbeing courses have been delivered. These courses include sessions on self-esteem and body image, relationships (family, friends and partners), diet and nutrition, stress and goal setting but are tailored to the particular needs of each group.

8. Nursery Special Needs: Children, Young People, Education and Skills

Outreach

To fund and develop an outreach service for schools and families with children with special needs (SEND). As part of this to support inclusion in mainstream education rather than Mont á l'Abbe /other specialist settings.

The need for this additional support is driven by a number of factors. These include:

• An increase in the number of babies with profound needs surviving birth and infancy;

• An increase in the size of the total school population at Mont á l'Abbe school. This has removed capacity for the school to provide any outreach support to parents;
• The need to support parents in the home whilst the children are pre-school;
• The need to support and prepare parents and schools in cases where children have the ability to be included in mainstream education;
• The need to ensure that all work with families and children is coordinated and cohesive.

Early Intervention Family Support

To fund and as part of this extend school and community facing early intervention family support (FSW) to provide an early intervention service family with children 0-5 years.

Schools, other professionals and parents can make direct requests for the involvement of family support worker (FSW).

This/these FSW posts are managed by the Early Help Manager. This is a key relationship as it provides teeth' to the Early Help approach, ensures multi-agency support/sign up and maintains both a school and community-facing perspective.

9. Increase Resource in Public Protection Unit: Justice and Home Affairs

Ahead of the published Independent Jersey Care Inquiry in July 2017, £120k contingency funding was released by Government to fund 2 additional Child Abuse Investigators to work within the Government of Jersey Police Public Protection Unit (PPU) against a backdrop of increased demand – in part following Jimmy Savile revelations exposed following his death in late 2011.

These 2 Detectives remain in post as part of the broader team (totalling 10 FTE), responding to and leading child abuse investigations – including both physical and sexual abuse, neglect and increased demand through (on-line) child sexual exploitation. This includes investigating reports of non-recent abuse and also managing child and adult sex offenders.

The increase in Registered Sex Offenders continues and there are now 150 (approx.) across the island, with 85 living in the community; all present as a high-risk area for PPU.

3 Independent Jersey Care Inquiry P108 (projects below 3.1 to 3.12)

This programme describes work that has been agreed and supported immediately in advance of and following the Care Inquiry publication they form the foundation of a comprehensive programme of delivery arising from the recommendations.

1. Parent / Infant / Psychotherapy Service: Health and Community Services

This funding is for the continuation of Parent/Infant Psychotherapy (PIP) Service which comprises of a highly specialised therapeutic service for vulnerable or high risk infants/young children and their parents/carers.

The service will provide evidence-based, high-quality interventions including direct therapeutic intervention including programme work, play work and video feedback aimed at improving the parent-child relationship, direct parent-infant interventions using relationship/attachment based models promoting positive relationships.

With funding for a dedicated specialist, the Jersey workforce will be resourced to contribute to reducing the number of children entering the child protection system and prevent the trans-generational breakdown of family relationships.

Further to this, the Jersey workforce will also be resources to improve the parent- infant/young child relationship, supporting the development of secure attachments and preventing the negative impact of poor early emotional, social and cognitive development and its future long-term effects.

2. Sustainable Workforce: Accredited training (Children's Social Work): Children, Young People, Education and Skills

This money is to support post graduate accredited professional training which will support improved children's services and lead to improved recruitment and retention. In 2018 this meant that 22 social work staff of different grades attended and completed training in systemic practice (which is recognised to be an effective approach to intervening with vulnerable or at risk families). The continuation of this funding is critical to sustained improvement and in creating a stable and skilled workforce.

3. Sustainable Workforce: HR professional with admin support (Children's Social Work): Children, Young People, Education and Skills

The Care Inquiry was clear that Children's Services required a dedicated HR officer to support professional officers with all aspects of human resources such as workforce development, managing absence, grievance, complaints and to ensure a robust approach to staff management and where appropriate using the disciplinary procedures. There is an officer in post and this has had a positive impact on the service and manager's levels of confidence and expertise.

It has meant the HR officer has developed expertise in the particular issues for the social work profession and implications of conduct and behaviour while ensuring consistency of response.

4. Sustainable Workforce: Multi-Agency Specialist Safeguarding Training: Strategic Policy, Performance and Population

The Independent Jersey Care Inquiry stated that "The findings of recent audits and internal reviews of practice in Children's Services suggests that, despite recent initiatives, much remains to be done and that further significant commitment and investment in skills and practice standards are required, as well as the provision of continuing opportunities for multi- agency training."

The investment released via P1 08/2017 from contingency funds for years 2017 - 2019 is, as clearly set out P108/2017, a recurring requirement. This funding is, therefore, a continuation to enable ongoing delivery of increased levels of foundation and specialist multi-agency training across the children's workforce (GOJ and non-GOJ).

The Safeguarding Partnership Board (SPB) is the only organisation in Jersey that delivery multi-agency training across all sectors, and so this proposal is to enable the SPB to increase capacity in order to deliver more foundation training, plus increased levels of specialist training on child sexual abuse, working together, new sexual offences legislation, and the voice of the child.

The children's workforce is continually growing and changing due to staff turnover, and best practice / knowledge about child protection/safeguarding is continually evolving.

5. Sustainable Workforce: On-Island Social Work Training: Children, Young People, Education and Skills

Ensuring a stable and competent workforce is in place is the most important element in sustained improvement in children's services. Recruitment is a challenge and so developing a degree course in Jersey, in partnership with Sussex University, is a positive step forward. Developing the course has been a huge achievement. The first course is due to start in September 2019 with the first graduates in 2023. Recruitment for the course has taken place with the 15 successful candidates being considered of a high calibre. In the longer term it is anticipated the funding model will follow other courses (i.e. pay for itself) however we are paying for Sussex University to support the delivery in the first few years. It is critical this continues.

6. Legislation: Children's Policy and Legislative Programme: Strategic Policy, Performance and Population

The Independent Jersey Care Inquiry (IJCI) was very clear that:

1. legislation for children in Jersey lags behind the developing world;
2. failure to legislate can drive children towards risk and vulnerability.

IJCI Recommendation 5 requires the development of policy, legislation and practice capacity needed to help keep children safe and improve life outcomes, and the corresponding response report (P.108/2017) sets out requirement to invest in delivery of children policy and legislative programme. The investment released via P1 08/2017 from contingency funds for years 2017- 2019 is, as clearly set out P1 008/2019, a recurring requirement.

A Children's Legislation Transformation Programme has now been approved by COM and published. The team is tasked to deliver a legislative framework that:

1. underpins and drives delivery of the Children's and Young People's Plan outcomes
2. establishes governance arrangements and strengthens accountability
3. defines and makes provision for an integrated services structure that delivers those outcomes for Jersey's children, young people and their families.

New projects will be commenced in three overlapping waves, with the focus in 2020 including policy and legislative development on: "Child in Need" provision, a care leaver offer, corporate parenting, corporal punishment, family law matters, education law reform and young people not in education, employment or training (commencement phase 1); as well as commencing early work, for example, on the regulation and inspection of further children's services, special guardianship, a legislative basis for the safeguarding partnership board (commencement phase 2).

A programme board has been established. Work has begun to develop policy on the prioritised areas of policy and legislation. The children's policy and legislation programme will be delivered from a single policy hub.

7. The "Jersey Way": Strategic Policy, Performance and Population

The Independent Jersey Care Inquiry (IJCI) set out that the Island's children and young people should be looked after in a caring and compassionate system that is underpinned by a system of governance in which there is the utmost confidence among all of the island's citizens.

IJCI Recommendation 7 requires that open consideration, involving the whole community, is given as how the negative perception of the "Jersey Way" can be countered on a lasting basis.

This includes undertaking projects on:

1. public engagement;
2. openness, transparency, checks and balances, accountability and confidence in our system of governance;
3. Administrative redress and the administrative justice system.

There is a continuing need going forward to progress policy development in the following areas:

• Development of independent regulatory functions across Jersey

• Continued wholesale reform of administrative redress including tribunals

• Robust legislative framework to govern future public inquiries

Each of these areas of policy will ensure that Government builds a sustainable regulatory system that has the public confidence through the transparency of its actions and accountability of public servants.

8. Children's Voice: Develop a Looked After Children's Advocacy Worker (Children Services): Children, Young People, Education and Skills

This funding was originally approved to fund a Looked After Children Advocacy Worker post, to help establish a Looked After Children Advocacy Service by March 2018.

The fundamental failings that this funding intends to address, include the failure to value children in the care system, as well as a failure to mitigate negative effects of small island culture and its challenges. Continued funding will ensure that the welfare and interests of children are paramount and exceed all other considerations.

9. Children's Voice: Develop a new Children's Rights service plus MOMO App (Mind of Mine Own): Children, Young People, Education and Skills

The Care Inquiry recommended we employ a Children's Rights Officer. This officer will work with Looked After Children to ensure their rights are protected, the officer will also facilitate complaints and comments for Looked After Children along with developing a Children in Care council. The service will also put in place two Children's Rights Assistants who are care experienced to ensure the service can reach all looked after children whether in foster or residential care on island or off.

This also provides a small amount for a digital app for MOMO (Mind of My Own) which allows children to message members of staff to ensure their views are known and responded to, they can make comments and complaints this way and can even contact senior managers.

10. Inspection of Services, Practice improvement, performance and quality (Children's Social Work): Children, Young People, Education and Skills

This is funding for two posts of Practice Improvement Officers based in the service who will lead practice development, setting and assessing professional standards, develop training, lead quality assurance such as case review and audit. These posts will also be active in linking with external inspection and scrutiny as appropriate and required. These posts are distinct from external scrutiny such as Ofsted but support those processes and contribute to the readiness of the service.

11. IJCI - Enhanced MASH Resourcing: Children, Young People, Education and Skills

This is for the continuation of funding provided to ensure there was sufficient and effective multi agency participation in MASH (multi agency safeguarding hub) to ensure the best information is available to ensure risk is identified and assessed and the most appropriate course of action be followed to safeguard and protect children who may be in need, vulnerable or at significant risk requiring an urgent response. These critical posts (nurse and researcher) are part of our first safeguarding response.

12. Care Inquiry Citizen Panel: Strategic Policy, Performance and Population

One of the recommendations of the Independent Jersey Care Inquiry in 2017 was that there should be some form of tangible public acknowledgement of those that have been ill served by the care system over many decades'. In 2018 the Government of Jersey commissioned a Citizens Panel to make a set of recommendations which will ensure survivors can be respected and honoured in decades to come'.

The Jersey Citizens Panel was based loosely on a citizens' jury' model. These processes are now widely used in many countries as a way of involving members of the public in policy decisions.

A diverse panel of 14 Jersey residents including survivors and members of the wider public worked hard over five days during 2018 to share experiences and opinions, to challenge each other and finally reach consensus and agree the wording of a set of recommendations.

The panel agreed unanimously that to meet the Independent Jersey Care Inquiry's recommendation a number of different permanent projects should be put in place and that these together will allow Jersey to look back and also to look forward. The panel met the Chief Minister to explain the work of the Citizen Panel and their rationale for their recommendations for legacy. Subsequently Council of Ministers received a report from the Citizens Panel and accepted in principle all the recommendations and requested officers to come back to advise on implementation.

The panel was reconvened to ensure the voice of survivors remained integral to the implementation of the recommendations. Progress on the four elements have been reported into the Council of Ministers in October 2018 and Council remain supportive of the approaches being taken by the panel and officers for each of the four elements.

To date, the investment to support the Citizen Panel has been drawn from allocated contingency from the Care Inquiry which ends in 2019. This funding will enable support for the panel to extend into 2020, and so to assist the delivery of the recommendations that are scheduled to be within the year.

4  P82 Children's Services Early Intervention: Children, Young People, Education

and Skills

The investment can be broken down into three main areas:

1. Early intervention /support in the community
2. Support to looked after children
3. Workforce development

4.1 Early Intervention/Support in the Community

11. Support to children with complex needs –

Takes account of the increasing numbers of children with complex needs and the projected increase in children on the autistic spectrum. This provides for bespoke individual packages of care based at home for children with very specialist or significant need. It provides for additional therapists to be based at the Child Development and Therapies Centre (William Knott Centre, Overdale). It also allows an expansion of the range of short breaks available both group and individual based.

12. Mental Health and Wellbeing

An important aspect of this improvement drive is the focus on ensuring that Child and Adolescent Mental Health Services are fit for the future, whilst also strengthening preventive approaches in schools and across parish communities to help build personal resilience

13. Antenatal support

This is the roll out of the Baby Steps programme delivered by FNHC after a previous pilot phase by NSPCC. This rolls it out to the universal population rather than targeted programme. This programme will be examined as part of the review and new commissioning of the services delivered by FNHC.

4.2 Support to Looked After Children

21. Small therapeutic unit on island

As part of a strategy to reduce the numbers of children who require specialist care off island we will develop a small therapeutic unit (3 children) and develop wrap around services which provide bespoke intensive care for those with significant needs such as difficulties with their emotional and mental health, relationship difficulties, poor educational progress, communication issues. This links to the sufficiency strategy and also possibly to the review of Greenfields.

22. Intensive Fostering Scheme

A new service which will provide family based placements for children as a direct alternative to being placed off island. It is likely that there will be no more than one child placed in a placement (unless a sibling group). At least one of the carers in a placement will have to be available at all times to support the child and so will be unavailable to take on other employment – for this reason the carer will require to be paid a salary (this will be based on the Jersey average salary).

The cost in the service covers carers salary, allowance for the child, staff to run the service and support the carers (including on call arrangement) and staff who can provide a wrap around service for the child such as therapist, psychologist, mental health/CAMHS worker.

23. Transition to adulthood/throughcare/care leavers

This comprises the establishment of a Permanence/Throughcare team within children's services (which has been lacking previously due to lack of policy and legislation) comprising, team manager, social worker and personal assistants who support care leavers with their pathway plans and with practical support and some coaching/encouraging.

We also intend to ensure the development of semi supported independent living accommodation for young people. As the Minister delivers on his commitment to care leavers the numbers of young people up to age 25 years eligible for support is 103. It will be important that we have a range of accommodation with varying levels of support to meet assessed need.

24. Corporate Parenting

Corporate parenting and care leavers is an area where it is accepted Jersey has failed its looked after children (there has been no previous legislation or policy developed in this area). We have recently established the Corporate Parenting Board chaired by the Minister for Children and attended by the Ministers of Education, Health and Home Affairs along with the Chair of the Comite de Connetables. This is a priority for development and we will develop the entitlement and offer to our looked after children. There is no entitlement of offer for looked after children and as a result children are treated in an inconsistent manner and face disadvantage from peers not being looked after by the Minister.

Looked after children have had to rely on charitable donations to support them with basics such as school uniforms and support for hobbies and leisure activities. This is neither a defendable nor sustainable position.

The programme is for a sum per child per annum to ensure that our looked after children entitlement is comparable with other jurisdictions and in keeping with being a corporate parent. This sum will also cover therapeutic support to looked after children where they need additional individual specialist therapy as part of restorative/reparative package of support. The average number of looked after children is 90 at any time which can equate to 100 children over a year. The entitlement is calculated at £2000 per child.

25. Small item replacement and refurbishment/redecoration for Children's Homes

The government as a corporate parent must ensure that the environments where looked after children are living are suitable and of a high quality. This means carrying out environmental repairs and improvements timeously, redecorating and refurbishing rooms and furnishings as appropriate when new residents arrive. This also means involving the child/young person in these arrangements. It is not acceptable that the homes limp' along with furniture, furnishings or appliances that are beyond their lifespan.

4.3 Workforce Development

31. Workforce development and training

This is in two parts:

• across the whole system of services that support children, to roll out the training and implementation of the Jersey Practice Framework, this will ensure that we keep the present co-ordinator and admin support for 18 months
• professional/technical training and development for children's services staff to ensure ongoing progress of the service, keeping in touch with best practice

32. Case Management System

This is to support the ongoing development and effective use of the case management and performance management system MOSAIC. This ensures that children's individual case records are up to date accurate and compliant with data protection and information sharing arrangements. The system can also be developed further to support an effective management of performance and as a contributor to quality assurance.

33. Recruitment and Retention/HR support

The challenge of recruiting and retaining professional social work staff is well documented. This provides temporary support to the service in the shape of a co-ordinator who will much of the recruitment leg work, co-ordination, keeping in touch and also arranging attendance and participation at recruitment fayres. Resource will be used for travel, advertising, recruitment campaigns and it is hoped will reduce over the time of the Government Plan as vacancies are filled and the on island social work degree has its first graduates in 2022.

experience, with a full roll-out beginning in September 2019, including published reports for parents, pupils and other stakeholders. Resource is needed to secure additional off-Island expertise to work alongside Jersey Head and Deputy Head Teachers; and, importantly, to ensure that sufficient resources are available for those schools identified as needing significant and rapid improvement.

Schools and Education - Improving standards – Languages Strategy

Following the successful implementation of the Year 5 French programme across eight Jersey primary schools it is proposed this programme is extended to all schools. This scheme provides a six week immersive programme in which year 5 pupils receive daily tuition in French, supported by expert teaching and centrally provided resources. The success of the programme is in the design, high calibre teaching and the fact that these 9-10 year olds receive as much teaching (in the programme) as A level students. The recruitment of 1.6FTE Modern Foreign Language (MFL) specialists will also support the teaching of MFL across all schools and provide guidance and support for the introduction of the French language from the Early Years Foundation Stage through to A level. This investment is part of a wider Languages Strategy to strengthen linguistic prowess, of MFL, including European languages and Mandarin, as well as Jèrriais.

Schools and Education - Improving standards – Reading Recovery

A working partnership with the local charity Every Child our Future' (ECOF) has seen the very successful re-introduction of Reading Recovery teaching to a range of Jersey's primary schools serving the most challenging needs. Led by the lauded Children, Young People, Education and Skills English Adviser (a 25 year IoE honoured Reading Recovery trainer) ECOF funded three teachers for a 3-year period under a Memorandum of Understanding (MoU) with the (previous) Education Department. This sat alongside funded reading interventions for older pupils and the training and deployment of over 600 reading volunteers in our schools. Reading Recovery (RR) is the strongest evidence based reading intervention internationally. This funding will broaden the impact of the RR programme, and will effect a doubling' of investment as ECOF will seek further corporate sponsorship to match fund our investment.

Children's Legislation Programme – Education Law

A review of the Education (Jersey) Law 1999 will be undertaken with a view to updating, revising and clarifying the Education Law. The Education Law should be addressed alongside and in conjunction with the wide-ranging improvements that are being implemented across all children's environments in Jersey. This will enable issues facing the education system to be considered and is envisaged to deliver structural reforms over 20 plus years that support education provision and attainment.

Work is underway in 2019 to identify the main issues for consideration, including equal access to a good standard of education; ensuring children have the right knowledge and skills for work and life; appropriate system oversight and governance; as well as establishing an education system that is aspirational for all. It is proposed that a consultation will be carried out with stakeholders such as children and young people, parents, schools and teachers, and the wider community to hear and understand their views and concerns about Jersey's education system. The findings of this consultation will go on to inform detailed further reviews and consultation on potential areas for reform of the education system.

Schools and Education - School funding and demographics - Schools

This investment reflects the high number of pupils in primary school moving though the system into secondary education. As a significant demographic bulge' in pupil numbers moves up the age ranges, funding needs to follow to ensure adequate teaching, support staff and resources are allocated to these larger year groups.

In addition to this, further demographic investment in early years is requested. This must be viewed independently from the Early Years business case for the development of a new model of Nursery Education. If no additional funding is provided for the existing provision of the Nursey Education Fund (NEF) the structural deficit which already exists in the NEF will continue to rise.

Schools and Education - Early years

The Early Years Policy Development Board (EYPDB) is considering opportunities for delivering early years education and child care for children aged 0-5. The Board is still to make recommendations as to what a newly developed Nursery Education Fund (NEF) could look like- it presently funds a single year in Nursery provision for 3-4 year olds prior to joining Reception class- and whether any support will be provided to children aged 0-3 years. The EYPDB is seeking to produce a high level Early Years policy, proposals for Early Childhood Education and Care will form part of this wide reaching policy area. The Children, Young People, Education and Skills request for an extended NEF considers what a system of childcare and early education support could look like in advance of any recommendations from the EYPDB. The proposed model represents the provision of 30 hours nursery education for all 3-4 year during term time and the delivery of nursery places for vulnerable 2 year olds.

thoughts and wishes with an independent supporter' who can assist them to make their voice heard or relay their views on their behalf.

Children's Commissioner: Strategic Policy, Performance and Population

The Independent Jersey Care Inquiry (IJCI) recommended the appointment of a Children's Commissioner for Jersey.

The IJCI recommended that the establishment of a Children's Commissioner for Jersey should be "enshrined in States' legislation in a manner consistent with the UN Principles Relating to the Status of National Institutions (the Paris Principles)."  The Paris Principles are an international set of standards for the establishment of National Independent Human Rights Institutions (NIHRI), endorsed by the United Nations General Assembly. They set out six essential characteristics and features for these institutions: independence guaranteed by statute or constitution; autonomy from government; pluralism, a broad mandate based on human rights standards; adequate resources; and adequate powers of investigation.

In July 2017 the then Chief Minister consulted with the Council of Ministers and requested that the Treasury and Resources Minister approve an allocation of £1,463,000 to come from Central Contingency funding to establish and support the Children's Commissioner and the Office of the Children's Commissioner for three years – 2017, 2018 and 2019. The indicative allocation was £283,000 in 2017, and up to £590,000 in each of the years 2018 and 2019. The Council of Ministers agreed that the increase in funding and staffing levels would be the subject of a growth request for 2020 and beyond through the Medium Term Financial Plan.

The Commissioner for Children and Young People (Jersey) Law was debated and passed on April 2019. The Law sets out how the Office of the Children's Commissioner will be resourced. It is essential the Jersey Commissioner has sufficient, sustainable financial, human and other resources to carry out her mandate. Without sufficient resourcing the independence and effectiveness of the Jersey Commissioner could be impacted upon. The link between independence and infrastructure, in particular funding, is emphasised by the United Nations' Paris Principles (the international benchmarks for national human rights institutions), and the European Network of Ombudspeople for Children's (ENOC) standards.

CSP 2: Improve Wellbeing

The review conclusions were consistent; contributors were optimistic but sceptical that the reviews would lead to change, and noted that there are:

• Examples of good practice and strong collaborative multi-agency working
• Some positive views from some adults and carers about the difference safeguarding has made
• A number of areas where multi-agency practice needs to be improved, and where practitioners should be supported better by the systems that surround them
• Great opportunities, including restructuring, new legislation, a new senior team with new ideas

Council of Ministers supported the Making Safeguarding Personal' programme, and agreed that this would require 2 FTE (one lead and one administrator) at Grade 10 and 6 respectively.

CSP 3: Vibrant Economy

an efficient and timely manner, and in consultation with industry where appropriate

9. Providing focus and prioritisation across workstreams on immediate, medium and long-term needs
10. Reporting as appropriate to the FEP central coordination and Ministerial groups.

Within this framework the preparations for a no-deal Brexit (which were coordinated previously through the One-Gov Brexit Team) would be coordinated through the re-focused FEP Goods and Borders Cluster, with additional input from other workstreams/departments as necessary.

The functions and responsibilities of the FEP Goods and Borders Cluster are precisely aligned with the Common Strategic Policy objectives to "deliver the best outcomes from Brexit" and "maximise the positive outcomes from Brexit and anticipate the risks".

This critical project is anticipated to extend through the life of the Government Plan. This is based on the assumptions that all sides negotiate in good faith, that the UK will support and assist in the areas of Crown Dependency concern and that all parties would wish to conclude these wide-ranging and complex negotiations and reach agreement as swiftly as possible. Whether there is any need to extend the term of the project beyond four years will be reviewed over the course of this first four year Government Plan programme cycle.

Funding flexibility will be required to manage emergent priorities.