Chamber and committees

Scottish Government works closely with the AI industry to ensure its policies are pro-innovation and meet the needs of businesses. Industry was a key partner in developing Scotland's 2021 Strategy, and our recently launched governance group includes senior business leaders from the AI start-up and business community.

As AI regulation is reserved to UK Government we continue to engage with its officials to advocate that their approach to AI regulation considers the interests of the citizens and businesses of Scotland.

Techscaler, our national support programme for start-ups has been actively engaged with the AI industry since its inception in 2022. Over the past two years, Techscaler has provided essential resources to numerous AI-focused start-ups helping them thrive. Techscaler holds no formal engagement with the AI Industry on regulation but recognises the importance of AI for new and upcoming start-ups, and therefore is incorporating AI into their programme and education courses in 2025.

As part of the independent review into AI, which I commissioned and which was published last year, engagement took place with the AI industry on investment. Officials regularly engage with investors on AI, however this is not specific to discussing the impact of regulation. However, we have been continuously engaging with the UK Government to advocate that their approach to the regulation of AI considers the interests of the citizens and businesses of Scotland.

We have a world-leading higher education sector to be proud of, and I value greatly the contribution that universities make to our economy and society. Ministers have been clear that the Scottish Government’s position on tuition fees will not change. The policy ensures that access to higher education is based on the ability to learn and not the ability to pay.

AI has a huge potential to help deliver better and more efficient public services and work is on-going across the Scottish Government to make best use of the opportunities AI presents.

At the heart of good AI is good data. As part of the Open Government Action Plan work is already underway to share the data required to deliver more joined up and efficient public services. Modelling on public transport, climate change and government expenditure is already delivering results. Our Data Maturity Programme and Communities of Practice are ensuring that public sector organisations have the capabilities to make best use of data, along with our technical solutions for data cataloguing and secure data sharing.

Along side work on good data management, we are also making use of the CivTech challenge process to deliver innovative and ground breaking technical solutions to real world public service challenges. The current challenge round, CivTech 10, focuses on AI, reflecting its importance across multiple sectors, including government.

Current challenges include work to improve situational awareness for emergency responders, and how we can better support and encourage public participation in decision-making. These challenges also help us meet our commitment to ensuring that a large part of our technical spend goes to small, innovative businesses, making the most of Scotland’s natural desire to innovate and improve.

Out Intelligent Automation team is also making use of AI in a number of cross Scotland projects, all designed to identify areas where a Once for Scotland approach to system design can reduce the admin burden across the public sector. Reducing costs and increasing efficiency are key drivers behind our increasing use of AI. Machine Learning has been integrated into invoice processing procedures, application processing for child and disability payments and in document redaction.

We continue to engage with the UK Government around the development and introduction of regulation around the use of AI. We are very keen to see regulation which protects our citizens and their data, but which at the same time creates an environment where innovation can flourish. We want Scotland to continue to be regarded as an attractive place for businesses to invest, and where our workforce can benefit from the increased opportunities new technology can offer.

The Scottish Government would be willing to look at proposals from either the Scottish FA or SPFL. To date, we have not received any proposals.

The Scottish Government does not collect information on maintenance costs for imaging equipment held by NHS Boards. As holding bodies, NHS Boards are responsible for the management of their infrastructure assets and for identifying maintenance requirements. Maintenance costs are usually met from Boards’ delegated budgets.

The online app for health and social care, which is part of our ‘digital front door’ programme, will initially be available to a small cohort of people in Lanarkshire from December 2025. Whilst work continues on preparing for that initial release, we are simultaneously engaging with Health Boards and COSLA to develop the rollout approach beyond Lanarkshire. It is our intention to set this out in more detail from Summer 2025.

The Scottish Government does not collect information on the age profile of scanning equipment held by NHS Boards. As holding bodies, NHS Boards are responsible for the management of their infrastructure assets and for identifying maintenance and replacement requirements.

The information requested on how many consultants specialising in endometriosis there are, broken down by NHS board is not centrally held.

NHS Board Executive staff are required to set objectives annually which are aligned to the Board strategy and priorities. Executives must have objectives which demonstrate the contributions made to national and regional working, the delivery of the Health and Care strategy and the delivery of specific Board and local objectives. The performance of individual Executive staff is measured against these agreed objectives, with annual pay progression dependant on performance against these objectives.

There is a national governance and accountability process each year overseen by the National Performance Management Committee (NPMC) which provides scrutiny of performance management arrangements for NHS Scotland’s Executive staff. The NPMC requests and reviews evidence from NHS Boards to ensure that performance markings above fully acceptable are robust. Only after this process is complete can Executive staff then receive pay progression.

Unlike the NHS App in England, which is currently just for the NHS, our planned service is for both health and social care. The development is also linked into wider digital developments for Scottish public services overall, particularly in relation to a common approach to how the people of Scotland receive official communication digitally. Officials have, however, engaged extensively with NHS England to explore both whether we could use the NHS App and to take learning from the approach to the development of the NHS App.