Chamber and committees

We are working at pace to develop the systems needed to effectively mitigate the two-child cap in 2026. We recently carried out an online consultation to inform policy development and are engaging with the Department for Work and Pensions to develop the necessary systems and data sharing arrangements needed to deliver the payments effectively. Impact assessments will be published in due course to inform Parliament’s consideration of the required legislation.

The Scottish Government is committed to ensuring that finances remain on a sustainable trajectory and that we continue to reach a balanced position each year. We will continue to take forward our strategy for doing this, which will be updated in the next Medium Term Financial Strategy due to be published later this year, alongside the fiscal sustainability delivery plan.

We do not want to see the closure of good quality care homes and we understand the concern this causes for residents and their families, as well as for the wider community. Of course, when a home closes this can have a knock-on impact to the local economy, this particularly is felt in rural and remote areas of the country.

The economic impact on families and communities can go beyond traditional economic measures and can be greatly influenced by individual’s own circumstances and their reactions to any such changes.

We know that Scotland’s Adult Social Care sector is a significant contributor towards the Economy, adding multiple billions in Gross Value Added and employing tens-of-thousands of people. Whilst challenging to estimate we do note recent reports, commissioned by the Skills for Care and Development Alliance, which provides some indication of the potential scale of the economic value of social care in Scotland (Economic and social value of the UK adult social care sector: Scotland).

Additionally, I would highlight that although we have overall responsibility for health and social care policy in Scotland, the statutory responsibility for delivering, commissioning, providing appropriate social care capacity at a local level lies with local authorities, NHS boards and integrated Health and Social Care Partnerships. This includes the responsibility for these local authorities to develop contingency plans for each service they commission or provide, to have robust plans in place should a service close, as well as risk assessments to determine potential impacts on the local social care sector, wider system and economy.

While I recognise the seriousness of the risks faced by the social care sector, the projections from partners such as Scottish Care are the worst-case scenario. Investment by the Scottish Government into the social care sector has increased quite substantially, during a period in which pressures on public finances have been most acute

We do understand the anxiety and growing concerns within the care home and wider social care sectors regarding the current pressures on the financial viability of the sectors. Pressures that have been significantly added to by decisions taken by the UK Government, such as the increase in employers National Insurance Contributions, changes to the social care visa system and salary threshold levels.

Scottish Government officials are undertaking a programme of work to understand and respond to the current financial viability pressures in the sector and the impact that this change will have. That work remains ongoing and will continue to work with partners across social care to help manage the current risks and move towards a more sustainable future for social care within the country.

We are providing this information as at 31 December 2024 using data from the most recent official publication of the Scottish Government's workforce statistics. As at that date, the total number of staff employed within SG Core was 9,349.

As at that date, 115 Scottish Government staff were registered as taxpayers elsewhere in the UK and earning over £50,000 (inclusive of any pay allowances). This represents 1.2% of staff and includes staff who are based in Scotland House, London; are in overseas postings; or are in off-shore Marine seafaring roles (where it is a feature of that labour market for the workforce to be resident in a range of different countries).

This information has been compiled with reference to address information held on our HR systems as at December 2024. It is therefore a snapshot as at that date and does not, for example, reflect where individuals may have since relocated to Scotland following their appointment to the Scottish Government or where a revised tax code is awaited from HMRC.

We are providing this information as at 31 December 2024 using data from the most recent official publication of the Scottish Government's workforce statistics. As at that date, the total number of staff employed within SG Core was 9,349. Of these staff, 8 were Senior Civil Servants who were registered as taxpayers elsewhere in the UK which represents less than 0.1% of staff and includes staff who are based in Scotland House, London or in overseas postings.

There is an expectation that individuals will relocate to live in Scotland if they are employed by us, however this is not a legal requirement unless there is an occupational reason to reside within a certain travelling distance of the workplace. Employees are required to attend their contractual work location in Scotland as required for business need.

This information has been compiled with reference to address information held on our HR systems as at December 2024. It is therefore a snapshot as at that date and does not, for example, reflect where individuals may have since relocated to Scotland following their appointment to the Scottish Government or where a revised tax code is awaited from HMRC.

The Scottish National Investment Bank Act 2020 and the Shareholder Relationship Framework Document outline the relationship between the Bank and Scottish Ministers as the Shareholder, including measures to ensure appropriate controls and accountability, and to ensure the administrative and operational independence of the Bank.

These are available online:

Scottish National Investment Bank Act 2020

73888039.7

Full details of the Bank’s investment portfolio can be found on its website, including the level of investment committed by the Bank.

Our investment portfolio supports businesses, projects and communities that align with our missions | Scottish National Investment Bank.

The Bank also publishes its Annual Report and Accounts detailing financial performance and financial statements, and an annual Impact Report which illustrates the Bank’s progress against its three missions. The Bank’s investments are made with the intention to generate positive, measurable social and environmental impact alongside a commercial return.

Our key publications feature insights reports and blogs relating to out core missions | Scottish National Investment Bank.

Our consultation on proposals for a Social Housing Net Zero Standard estimated total upfront clean heat and energy efficiency costs of around £6 billion for social housing. The Social Housing Net Zero Heat Fund supports public and private investment by covering 50% of eligible costs for energy efficiency upgrades and 60% for clean heat installations. The Fund has invested approximately £70 million in social housing projects across Scotland.

The recent Green Heat Finance Taskforce Part 2 Report explores how to attract increased private investment, including through mechanisms which spread repayment costs over a longer timeframe for social housing and other collective property retrofit projects. The Scottish Government will respond to the Taskforce recommendations in the coming months.

Our consultation last year on a new Social Housing Net Zero Standard (SHNZS) asked for views on proposals to require social landlords to improve fabric efficiency and install clean heating where it is technically feasible and cost-effective to do so. Feedback from this consultation estimated the total upfront costs for the sector to 2045 of installing clean heating systems and improving energy efficiency would be around £6 billion, with an average cost per home of around £14,000.

We continue to discuss next steps for the proposed Standard and longer term financing options with key stakeholders from the social housing sector. I refer the member to the answer to questions S6W-36595 on 24 April 2025 and S6W-36596 on 1 May 2025 for further context.

All answers to written Parliamentary Questions are available on the Parliament’s website, the search facility for which can be found at https://www.parliament.scot/chamber-and-committees/written-questions-and-answers

Our consultation on proposals for a Social Housing Net Zero Standard estimated the total upfront costs of installing clean heating systems and improving energy efficiency in social housing would be around £6 billion by 2045, with an average cost per home of around £14,000.

Financing the clean heat transition for social housing will require both public and private contributions, with the recent Green Heat Finance Taskforce Part 2 report exploring how to attract greater private investment including through mechanisms which spread repayment costs over a longer timeframe. The Scottish Government will respond to the Taskforce report in the coming months.

I refer the member to the answer to the question S6W-36472 on 1 May 2025. All answers to written Parliamentary Questions are available on the Parliament’s website, the search facility for which can be found at https://www.parliament.scot/chamber-and-committees/written-questions-and-answers