Chamber and committees

The Connecting Scotland programme aims to ensure that people in Scotland have access to digital services by providing them with opportunities to access and utilise devices, connectivity, skills, and support effectively. To date, the Scottish Government has committed over £48m to Connecting Scotland, through the Programme for Government and Winter Package for Social Support.

We support veterans across our housing legislation. We published Social Housing Allocations in Scotland – A Practice Guide in 2019, to ensure that social landlords have an allocation policy that complies with all relevant legislation and statutory guidance. The guide provides clarity for social landlords about giving priority to Service leavers. The guidance also reinforces the need for social landlords to have clear information and housing options in place for all applicants, including veterans.

We amended legislation so that, from 1 July 2019, where the landlord is a charity providing accommodation to veterans, a private residential tenancy agreement will not apply. This will ensure that veterans specific accommodation in the private rented sector can continue to be used, ensuring that a veteran may be offered temporary accommodation for a period of rehabilitation and training, or permanent accommodation in line with the organisation’s charitable purpose and the needs of the veterans.

There is a statutory requirement on local authorities to produce a Local Housing Strategy that sets out its strategy, priorities and plans for the delivery of housing and related service. In September 2019 we published refreshed Local Housing Strategy guidance which encourages Local Authorities to fully consider the housing requirements of the Armed Forces community. The guidance has also been strengthened to encourage appropriate engagement with relevant organisations, such as Veterans Scotland, to better understand the needs of the Armed Forces community when developing Local Housing Strategies.

Scotland has some of the strongest homelessness legislation in the world and all local authorities have a legal duty to provide support to anyone at risk of homelessness, including veterans. We are also proposing new homelessness prevention duties, to be included in a forthcoming Housing Bill. These will include new duties on public bodies to ‘ask and act’ about housing situations and a change to existing legislation to allow local authorities to act at an earlier stage to prevent homelessness. Our approach is based around the principles of shared public responsibility, earlier intervention across systems and more choice and control for people over their housing options, which will include the veterans population

We are also taking action to make improvements across the rented sector that will progress the right to an adequate home and deliver our vision for Housing to 2040.

63% of respondents for whom health was a relevant concern told us that their ability to access health services was much better or a little better after receiving support from Connecting Scotland. 36% of respondents told us that their ability to access health services hadn’t changed and 1.4% said that access was worse or much worse.

If this result was reflected across the entire Connecting Scotland cohort of over 60000 people receiving devices, we could estimate that around 38,000 of those would have experienced some improvement in accessing healthcare services.

Overall this result indicates a positive impact of Connecting Scotland support on people’s ability to access the health services they need. It may be that respondents who felt there had been ‘no change’ in this respect already had a routine means of accessing the healthcare services non-digital channels (e.g. ordering repeat prescriptions over the phone). With more and more digitisation of healthcare service touchpoints being implemented in order to create efficiencies and save money it is likely that the numbers of people using their Connecting Scotland device and internet connection for this purpose will show an increase with time.

Here are some of the things that Connecting Scotland users have told us about how it has benefited them to use their device and internet connection to access health services:

“Allowing very important near me medical calls”

“Being able to access health services much easier, including managing appointments and medicines.”

“It has allowed us to do more things and stayed connected to appointments within the NHS, so I've been able to attend my hospital appointments via the tablet and it allows me to see things on a bigger screen than a small mobile phone (I have bad vision).”

(Aggregated survey data for phases 1 and 2 of Connecting Scotland. There were 1174 responses overall for whom access to health services was relevant.)

Veterans’ specific welfare support is supported by UK Government policy and delivered by Veterans UK and the Veterans Welfare Service (VWS) , part of Ministry of Defence (MOD). The UK-wide service works with local authorities, voluntary organisations, service charities and the Veterans Advisory and Pensions Committees .

Within devolved areas of responsibility including provision of welfare advice and delivery of the Scottish Government benefits, the Scottish Government is committed to ensuring access to benefits and advice to support veterans and other seldom heard groups. The Scottish Government’s Benefit Take-up Stakeholder Reference Group works with a range of specific seldom-heard groups, including veterans’ groups, to better understand and address non-take-up among particular populations and to maximise incomes. Our Benefit Take-up Strategy outlines our approach to inclusive communications and marketing campaigns. Our Strategy prioritises a person-centred approach and we are committed to inclusive communication standards and supporting seldom-heard groups, whose needs are often complex and require bespoke forms of engagement. Our communications and marketing campaigns are developed in a mindful way which aims to reach as many people as possible and considers those who may not access the most common channels of communication or those who have particular communication requirements.

The Scottish Government has designed the application guidance for Scottish Government benefits to provide comprehensive information on entitlement. Similarly, signposting is included to refer clients to the relevant agencies for reserved benefits where appropriate. Clients may be directed to Veterans UK for further advice. We have also worked with Veterans UK to develop an information sharing process between the organisation and Social Security Scotland. This is intended to ensure that veterans can efficiently access the support to which they are entitled.

The funding awarded through the Scottish Veterans Fund in each year since it was established in 2008 are shown in the following table.

The criteria for the Scottish Veterans Fund are published on the Scottish Government website. The criteria for the 2023/24 fund can be found at the following link: Apply to the Scottish Veterans Fund - gov.scot (www.gov.scot) .

Bids for the Scottish Veterans Fund are assessed by an independent panel, chaired by the Scottish Veterans Commissioner, which recommends which projects should receive funding.

The Scottish Government reviewed the Antimicrobial Stewardship (AMS), Health Protection (HP) and Infection Prevention and Control (IPC) Workforce in 2022, as part of the work formulating evidence towards the recently published ‘Infection Prevention Workforce: Strategic Plan 2022-2024’. The plan is about building capacity and capability of AMS, HP (with relevance to IPC) and IPC workforce in all health and care settings, to enable recovery and development. It reflects on the need for planning post pandemic across all health and care, and as part of the wider system infection management needs. Following a situational analysis, recommendations in the plan include:

• identifying the current specialist workforce across health and care to assess and address demands (current and future) and potential service gaps, to allow for succession planning and sustainability.
• reviewing and addressing current IPC capability within the AMS and HP Workforce.
• reviewing current educational and career pathways and identify key priorities in order to meet future and evolving needs to support service delivery.
• progressing the work for a national surveillance eSystem for IPC within secondary care, with the support of local and national stakeholders.
• identifying the requirements for new/emerging local/national specialist roles, which will support phased implementation of a sustainable workforce.
• that each Board should consider whether services should be led by a clinical leader with a focus on AMR, HAI and IPC and with accountability to the executive team within a board, or partnership, to ensure safe and effective clinical service delivery.

Analysis of the responses to the 2020 Health and Social Care Staff Wellbeing Survey, by protected characteristics, was completed in 2021. The results did not show any significant differences in the wellbeing of staff from under-represented groups, compared to other groups of staff and compared to the general well-being of under-represented groups in the general population.

Demographic questions, including on ethnicity were included in the 2021 and 2022 iMatter Health and Social Care Staff Experience Continuous Improvement Model questionnaires for the first time.

The demographic analysis is scheduled to be available later this year. This will allow Health Boards to put action plans in place to deliver improvements, where needed, for under-represented groups.

The demographic questions replicate the 2022 Scottish Census questions, meaning that direct comparisons of the workforce to the population can be made.’

We use a range of measures to monitor the wellbeing of the workforce taking into account the diverse nature of the workforce operating in a range of roles and geographies, the broad spectrum of wellbeing needs at both a professional and personal level and different reporting arrangements across sectors. Our approach reflects a combination of the following measures; the annual iMatter survey, feedback from local and national staffside and other stakeholder channels, academic research, data collected by regulators and partners and evaluation of nationally-led initiatives. In addition, the Wellbeing Champions Network is now well-established to provide feedback on areas of priority need, and to share best practice across health, social care and social work organisations.

We are continuing to work with leaders across health, social care and social work, as well as hearing directly from staff, to understand where the current pressures are, and what further actions can be taken to mitigate their impact on staff. We are working on a range of local initiatives designed to meet the basic and practical needs of staff, and their teams. This includes access to quiet spaces to support health and wellbeing, and the installation of lockers.

To date, the NHSScotland ‘Once for Scotland’ Workforce Policies Programme has refreshed the following PIN policies and process:

• Attendance
• Bullying and Harassment
• Capability
• Conduct
• Grievance
• Workforce Policies Investigation Process

These were launched on 1 March 2020.

In addition, the NHSScotland Whistleblowing Policy that includes the National Whistleblowing Standards was published in April 2021.

Following a pause due to the pandemic, the ‘Once for Scotland’ Workforce Policies programme of work has formally restarted.

The objective of the Once for Scotland Workforce Policies Programme is to produce refreshed, simple, standardised and person centred policies that are:

• accessible on an innovative digital solution;
• dynamic and interactive with staff and managers at the centre of policy and digital development;
• national standard for employment practice in NHSScotland.

This programme of work has and will continue to be progressed in partnership with representation from NHSScotland employers, trade unions and the Scottish Government using a dynamic and interactive engagement process involving all key stakeholders.

The Programme Board, that also has representation from the Scottish Government, Employers and trade unions, oversee and drive this work, supported by policy and digital development groups. The Programme Board reports to the Scottish Workforce and Governance Committee.