Absolutely. I am just concerned about the figures rather than the principle. I do not disagree with what you have said.

Did you want to come in, Pam?

You will be aware that, at last week’s meeting, the Minister for Children and Young People said that ministers had discussions with you about the modelling in the financial memorandum and that you were looking to work with stakeholders to better understand the potential costs of the bill. You have said that you have not yet met with COSLA. Can you update us on which stakeholders you have engaged with or intend to engage with?

Thank you for the clarification, convener.

The approximate cost in your financial memorandum is £893,372 in year 1, but the Convention of Scottish Local Authorities estimate is 11 times that, so can I get a wee bit of an understanding of how you originally came across your figures?

According to the Finance and Public Administration Committee, all the evidence that it received considered that the financial memorandum

“understates the cost of implementing changes”.

What, then, was your rationale for expecting that some costs would be accommodated within existing resources?

Okay, but can I get an understanding of how you came across your figures—how those were informed?

Thank you, convener. We will look at the financial memorandum. Bill Scott, I think that you have already alluded to the fact that you might have got the figures wrong—

We have talked a little bit about the definitions of disability that would be included under the Equality Act 2010, and, in other sessions, we have heard evidence about the time allocated for preparation being underestimated simply because of the complexity of arranging and delivering multi-agency meetings. On reflection, do you feel that your figures are underestimates?

I think that Bill Scott wants to comment.

Oh—you have met COSLA.

I thank the Economy and Fair Work Committee for its very detailed report.

We are all too aware that Scotland’s town centres have faced increasingly challenging circumstances, year on year, with a seemingly relentless onslaught of obstacles that have undermined the success of high street retail businesses large and small. Changed work patterns and shopping habits that were not necessarily created by the pandemic but that have certainly been accelerated by it; recruitment issues that have been exacerbated by the on-going fallout from Brexit; and the economic challenges that are posed by increased energy costs, transport costs and other inflationary pressures—all those things are combining to make life for retailers an on-going and uphill struggle.

I commend, in particular, small and medium-sized business owners the length and breadth of Scotland, including those in my Glasgow Kelvin constituency, for their commitment to customers and their perseverance in the face of the challenging conditions that they find themselves operating in. Their delivery of high-quality goods and services and their proven adaptability and resilience do them huge credit.

I welcome the report and the Scottish Government’s commitment to addressing the challenges that are faced by retail in our towns and communities. I highlight the retail strategy delivery plan that is being prepared under the leadership of the Minister for Public Finance, Planning and Community Wealth. I hope that the plan will be prepared and enacted with a sense of urgency.

Key aspects that will significantly determine the scale of the plan’s success are identified in the committee’s report. They include a requirement for cross-portfolio policy cohesion—ensuring that resources and initiatives dovetail to maximise their positive impact.

The upskilling and future proofing of our retail workforce, particularly in the areas of creating and growing an online presence, form another important strand of the plan and of the support that is needed from Government to enable all retail businesses to benefit from the increasingly important multichannel model of selling.

The Scottish Government has committed £100 million to businesses to improve their digital skills, capacity and capability. It has committed to support the improvement of broadband capacity and mobile connectivity in towns and town centres in order to improve local digital platforms. Like the committee, I would welcome more detail on how and to whom that vital funding will be allocated.

I note the committee’s request that the Scottish Government consider what equalities expertise the group that is taking forward the retail strategy delivery plan demonstrates. It is important that the group be equipped to deliver effective strategies to remove barriers to advancement for women in retail, which, traditionally, has had gendered role structures, as well as to remove barriers for people of colour and those with disabilities.

It is worth considering how Glasgow is responding to the challenges that retail faces in its city centre—some of my colleagues have mentioned streets in my constituency with which I am very familiar—and how it is seeking to support businesses to adapt and be successful in these most difficult of times.

The economic impact of the pandemic on Glasgow city centre, as on all retail centres, was profound and is on-going. With its low residential population and reliance on a regional travel-to-work population, Glasgow city centre and the west end of the city have traditionally boasted a high number of retail businesses that are reliant on those specific drivers of footfall.

I commend the Glasgow city centre task force for the work that it is doing to tackle the economic challenges that the city faces. Since 2020, it has supported retail and has attempted to maximise footfall return to the city centre with marketing campaigns, event funding, maximisation of the use of outdoor space, the tackling of antisocial behaviour and targeted cleansing and environmental interventions. The task force brings together all the core city sectors, including retail, hospitality, the night-time economy, higher education and transport. It is an excellent example of cross-portfolio working.

Yesterday, I attended a meeting of the Glasgow city multi-agency group, which brings together a wide range of stakeholders, including retailers, Police Scotland, street pastors and MCR—motivation, commitment and resilient—Pathways. The multi-agency group works collaboratively to share strategies in a practical and solution-focused way to ensure a safe and inclusive retail experience.

The committee has done a thorough job of investigating the issues that retail businesses, town centres and communities face, and it has presented clear, practical options to support retail to survive and thrive in an increasingly fast-changing environment. I welcome the report and look forward to hearing what I hope will be a positive response to it from the minister.