Chamber and committees

Published national statistics on CAMHS waiting times captures children who meet the CAMHS criteria. Children who require neurodevelopmental support are not reported in these statistics unless they have co-morbid mental health issues. We do not currently collect data on length of waits for neurodevelopmental services centrally.

However, the Scottish Government are working closely with NHS Health Boards and Local Authorities to improve services and support for children and young people and their families and will continue to ensure long waits are appropriately addressed, as well as continue to provide tailored support to NHS Health Boards.

Our National Neurodevelopmental Specification Children and young people - national neurodevelopmental specification: principles and standards of care - gov.scot places an expectation on NHS and Children’s Services to work together to provide the support required by children and families, which may include assessment, diagnosis or other intervention. The Specification makes clear that support should be put in place to meet the child or young person’s requirements when they need it and should not be dependent on a formal diagnosis.

This year we have provided health boards with £123 million to support improvements across a range of mental health services, including neurodevelopmental services. We have also provided local authorities with over £65 million since 2020 to fund community-based mental health supports and services for children and young people aged 5-24 (26 if care-experienced) and their families, including supports for neurodiverse children and young people.

This year, we allocated £123 million to NHS Boards to improve the quality and delivery of mental health and psychological services, including neurodevelopmental services, for both adults and children and young people.

Baselining this funding within NHS Board’s core budgets from 2025-26 will allow NHS Boards and IJBs greater stability and improved longer term financial planning, increasing their ability to support longer-term sustainable improvements and reform.

The Scottish Government is also providing more than £16.2 billion in financial year 2025-26 for Health Boards to deliver front line and other key services.

We are continuing to work closely with NHS Boards and other partners, including local authorities and the third sector, to develop and redesign services to improve access to diagnosis and support.

For example, we know that 78% of autistic adults supported have reported improved wellbeing as a result of accessing community support services funded through our £1 million Autistic Adult Support Fund. The £15 million we have invested annually in local authority community-based mental health supports has also benefitted many neurodiverse children and young people.

The following data shows the expenditure on Contingent Workers, of which Contractor would be a subset, but in conjunction with other categories of contingent workers. It is not possible to isolate Contractor expenditure within this data set.

The Scottish Government moved to Oracle Cloud in October 2024 and further data reconciliation is required. YTD data is therefore provided until September 2024.

The following data provides the requested breakdown. Please note, for workforce purposes, the Scottish Government People Directorate defines a contractor as temporary workers, typically brought in under a service contract which has been let to an organisation to deliver a specific product.

A contractor is one subset of our wider Contingent Worker classification.

A Contingent Worker is defined as non directly employed workers that are engaged in any capacity for the Scottish Government, such as contractors, inward secondment and temporary agency workers.

Please also note that workforce data is held within DG areas rather than by Ministerial portfolios.

Headcount of Contingent Workers recorded as Contractor by DG

Spend on locum psychiatrists is managed locally by NHS Health Boards. It is our expectation that Boards should always be seeking to secure best value whenever they enter into arrangements regarding use of locums.

We recognise that the use of temporary staff in an organisation as large and complex as NHS Scotland will always be required to ensure vital service provision. However we are taking forward work in partnership with NHS Health Boards, overseen by two national oversight groups, to agree measures designed to reduce our reliance on agency staff, with a view to filling more shifts with staff in either NHS substantive or bank roles.

To address specific challenges in the recruitment and retention of permanent psychiatrist posts in Scotland, we have established a Working Group which is actively considering locum usage and complements the work ongoing nationally. The working group will make a series of recommendations and is due to report to Ministers in Spring 2025.

We remain committed to delivery of the 10% and 1% spending targets, for mental health services and CAMHS respectively.

Latest data published by Public Health Scotland on 25 February 2025 shows total spend on mental health in Scotland has increased by £179.6 million to £1.486 billion in 2023-24. That is 9.03% of total net NHS expenditure, up from 8.53% in 2022-23. Spend on child and adolescent mental health services (CAMHS) has increased by nearly £19.4 million to over £134 million. This is 0.82% of total spend, up from 0.75% in 2022-23.

The latest data shows good progress is being made towards delivering the targets, however, as we all know, there are continued and unprecedented challenge to the public finances. That means that achieving the targets in practice will depend on the outcome of future budgets.

NHS Boards will allocate funding for local mental health services from the overall funds provided to them by the Scottish Government. Boards have responsibility for working with their partners to ensure local budget decisions deliver local and national priorities, including for mental health.

We will continue to closely monitor our progress towards both the 10% and 1% over the remainder of the Parliamentary term.

The Scottish Government has taken a progressive approach to the overall arrangements for Land and Buildings Transaction Tax, prioritising support for first-time buyers and home movers while raising vital revenue to support public services.

The Scottish Fiscal Commission has forecast that increasing the rate of the Additional Dwelling Supplement will raise an additional £32m in 2025-26. The Scottish Fiscal Commission assume that half of those Additional Dwelling Supplement transactions which do not proceed will be replaced by first-time buyer and home mover transactions in 2025-26 and that this will increase to three-quarters from 2026-27 onwards.

The priorities set out in the Tax Strategy will enable us to deliver tax policy which considers the whole tax system, informed by a programme of evidence, evaluation and engagement.

Local Authorities are democratically accountable to their local communities for the service outcomes they deliver. As independent corporate bodies, local authorities are responsible for managing their own budgets and allocating the total financial resources available to them on the basis of local needs and priorities in line with their statutory obligations and a small number of jointly agreed national priorities.

The Local Government Benchmarking Framework (LGBF) is a high-level benchmarking tool designed to support senior management teams and elected members to ask questions about key council services. The LGBF, which is run by the Improvement Service on behalf of the Society of Local Authority Chief Executives and Senior Managers (SOLACE) (Scotland), helps councils compare their performance against a suite of efficiency, output and outcome indicators that cover all areas of local government activity.

All new policy commitments or changes to existing policy, that have a financial impact on local government, must be approved through the formal financial governance process which requires agreed recommendations from the joint Scottish Government and COSLA Officers’ Settlement and Distribution Group and political agreement from Scottish Ministers and COSLA political Leaders.

The Scottish Government also publish the Scottish Local Government Financial Statistics (SLGFS) annually that provides a comprehensive overview of financial activity of Scottish local authorities based on authorities audited accounts.

Shona Robison: The Scottish Government respects the independence of Local Government and has no formal role in pay negotiations for non-teaching staff; these negotiations are undertaken through the Scottish Joint Council (SJC) which is a bilateral body formed of COSLA and recognised trade unions. The Scottish Government is a constituent member of the Scottish Negotiating Committee for Teachers (SNCT) which is a tripartite body alongside COSLA and recognised trade unions representing teachers.

The Scottish Government Public Sector Pay Policy for 2025-26 was published in December 2024 and sets out decisions taken by Scottish Ministers regarding pay for most public sector staff in Scotland. This policy is clear that, for Local Government employees, pay and other employment matters are delegated to local authorities. As such, the policy does not apply directly to Local Government and local authorities have flexibility to manage their own budgets and workforce accordingly. Like all employers, Local Government decisions on pay likely consider a range of factors including other public sector pay offers in Scotland and across the UK.

Scottish Ministers have been consistent in their recognition of the valuable contribution that Local Government workers make to delivering essential public services across the country and have worked constructively with Local Government to support a fair and sustainable pay position, including through providing additional funding where necessary. For example, the Scottish Government provided an additional £77.5 million for Local Government pay in 2024-25 and this has been baselined into the 2025-26 Local Government settlement. Similarly, the Scottish Government provided an additional £29 million to Local Government in 2024-25 to support the pay deal for teachers, with the full year cost of £43 million baselined.

Further, the Scottish Government supports local authorities to manage wider pay-related issues relating to delivery of shared priorities across both national and local spheres of government. For example, the draft 2025-26 Scottish Budget includes an additional £9.7 million for local authorities to deliver the Programme for Government commitment to increase the pay of Early Learning and Childcare workers in the private and third sectors delivering funded hours. Building on recurring investment of £16 million in 2024-25, this will ensure that staff delivering funded early learning and childcare are paid at least the Real Living Wage and demonstrates our commitment to the Fair Work agenda.

We closely monitor the impacts of our policy decisions on taxpayers, businesses, and the economy using a range of evidence such as real time economic data, formal evaluations and engagement with stakeholders, including the business community.

We have also funded HMRC to produce two separate pieces of analysis, a longitudinal dataset and a behavioural study, measuring the impact of our Income Tax policies on behaviour change, both published April 2024.

Since the introduction of Scottish Income Tax more taxpayers have come to Scotland than have left with net inflows averaging almost 4,200 per year. In 2021-22, the latest year of data, net migration of taxpayers was positive across all tax bands and almost all age groups.

In line with commitments in the Tax Strategy, we will publish further research on the impacts of Scottish Income Tax policy on businesses and competitiveness in Scotland in 2025. We will also evaluate the impact of changes to Income Tax in 2023-24 and 2024-25 once outturn date is available.