Chamber and committees

The Scottish Government continues to engage with the Scottish Funding Council (SFC) regularly on a range of issues. This has included SFC’s plans to implement changes to the Council’s approach to college funding allocations in response to requests from the sector, and their discussions with the sector on these changes. In my recent letter of guidance, I made it clear that we expect the SFC to consider the financial sustainability of individual institutions, and needs of learners, as part of any decisions around funding allocations.

Through the Colleges: Tripartite Alignment Group (comprising of Scottish Government, the SFC and Colleges Scotland) collaboration continues to work on identifying and implementing workable flexibilities to ease colleges’ financial pressures while ensuring accountability for public funds. For example, a revised process for the disposal of college assets has recently been implemented, where colleges can retain a higher amount of the sale proceeds.

A fresh set of priorities for the Group was agreed last year, and work is underway across those areas, namely diversification of funding into the sector, establishment of a new way to flexibly fund investment in Curriculum Transformation, and exploration of the breadth of delivery via colleges.

I recognise the financial challenges colleges are currently facing. The 2025-26 budget sees a £13.2 million uplift on 2024-25 to the college resource allocation, in recognition of the vital role colleges play in communities across Scotland. On top of this a further £3.5 million in targeted support has been announced for offshore wind and social care skills pathways. This is alongside an increase of almost 5% in capital maintenance funding which will help colleges further invest in student’s learning experiences. Following the decision by UKG to increase employer National Insurance contributions we have agreed to allocate 60% costs to colleges. While this does not fully meet the estimated cost pressures, we will continue to engage with sector representative bodies on their concerns. We called on the Chancellor to fund these costs in full and will continue to press UKG on this matter.

It is the Scottish Funding Council’s (SFC) role to work closely with the college sector to identify the best split of the available resources, taking into account Government priorities and the college sector’s needs.

The Scottish Funding Council (SFC) regularly monitors individual institution’s financial sustainability and considers appropriate forms of support. The indicative allocations published by the SFC on 10 April will enable colleges to move forward with planning for academic year 2025-26. The SFC allocations include a 2.6% increase in teaching funding compared with last year; an additional £4.5 million for lecturer's pay and £8.3 million for pensions; and an increase of almost 5% in capital maintenance funding to help colleges further invest in student’s learning experiences. The student support budget has also been maintained at the same level as last year, despite pressures on the public purse.

In the approach to the recent indicative college allocations for Academic Year 2025-26, the Scottish Funding Council (SFC) responded to requests from the sector to address issues regarding transparency and funding comparability between learners on similar courses and colleges. Through the Colleges: Tripartite Alignment Group (comprising of Scottish Government, the SFC and Colleges Scotland) collaboration continues to work on identifying and implementing workable flexibilities to ease colleges’ financial pressures while ensuring accountability for public funds.

It is the Scottish Funding Council’s (SFC) responsibility to ensure the fair and equitable distribution of the funding across the college sector. SFC have confirmed no college will see a funding reduction in Academic Year 2025-26 when compared with 2024-25 and are engaging with affected colleges around mitigations that will help them adjust as changes in the funding allocation approach are implemented.

Scotland’s diverse fishing industry is subject to a variety of management measures including temporal and spatial restrictions on gear deployment, vessel type and catch. As with the 2017 change to minimum landing size for lobster, there are instances where management measures vary between areas, to help ensure sustainable fisheries. It should be noted that the 2017 measures were informed by scientific advice, a 12-week public consultation and engagement with our Regional Inshore Fisheries Group (RFIG) network.

Decisions made regarding the management of Scotland’s commercial fisheries are based on stock assessment advice provided by our scientific advisors and we recently shared updated reports based on landings from 2020 – 2023 with our stakeholders.

In addition, the Scottish Sea Fisheries Statistics publication has information on landings and sales data, and can be accessed through the Scottish Government website. This can be used to compare the landings of different species and different geographic areas.

Decisions concerning the recruitment of on-call firefighters is an operational matter for the Scottish Fire and Rescue Service. Changing demographics can make the recruitment and retention of on-call firefighters particularly challenging in some communities. However, this picture is not replicated across the whole of Scotland which means a national campaign may be of limited benefit and a more targeted approach might be more appropriate.

In my recent letter of guidance to the Scottish Funding Council (SFC), I made it clear that we expect the SFC to consider the financial sustainability of individual institutions, and needs of learners, as part of any decisions around funding allocations.

Francesca Osowska, Chief Executive of the SFC, wrote to Angela Cox, Principal of Ayrshire College, on 1 April advising the SFC intended to take more time before publishing its indicative funding allocations to allow time to consider the feedback provided, including that from Ayrshire College. Francesca also provided reassurance that colleges will receive additional funding for lecturers’ pay and additional funding for pensions; and advised that the SFC are happy to have further discussions with Ms Cox and her colleagues in relation to support for flexibility within the credit model. The SFC published the indicative allocations on 10 April.

Specifically in relation to the financial sustainability of Ayrshire College, Francesca urged the College to contact the SFC’s institutional sustainability team to discuss its projections. I too would urge Ayrshire College to engage fully with the SFC on these matters at the earliest opportunity.

In relation to supporting the growth of Ayrshire College, the College plays an important role in supporting Ayrshire’s regional economy. There has been engagement on regional skills planning between the College, my officials, Colleges Scotland and the Ayrshire Regional Economic Partnership. My officials have engaged extensively with the Regional Economic Partnerships Network, sharing initial guidelines for how to collectively strengthen regional skills planning, building on existing best practice. I would encourage further engagement of this nature between Ayrshire College and other parties to ensure that the College is at the forefront of the development of future models of regional skills planning.

The Scottish Government is also investing £103 million over 10 years in the Ayrshire Growth Deal, matching the investment of the UK Government. This is supporting a series of projects which will transform the regional economy and support long-term inclusive growth, and Ayrshire College is a key partner in a number of those projects.

Further to this, Skills Development Scotland (SDS) oversees the national apprenticeship programmes and administers funding on behalf of the Scottish Government. SDS regularly conducts an open procurement process via Public Contract Scotland, and throughout the year, implements in-year reallocations of Modern Apprenticeship (MA) starts to ensure flexibility in responding to employer demand. Depending on budget availability, training providers are informed of the policy and process to request an increase in volumes, and SDS may reallocate MA starts on an ongoing basis based on evidence of performance. I would encourage Ayrshire College to continue to liaise with SDS and raise any concerns about their contracts with them in the first instance if the College feels that its potential for growth in this area is not being fulfilled.

More generally on support for the sustainability and growth of our colleges, the college Tripartite Alignment Group (comprising of Scottish Government, the SFC and Colleges Scotland) continues to work on identifying and implementing workable flexibilities to ease colleges’ financial pressures while ensuring accountability for public funds.

A fresh set of priorities for the Group were agreed last year, and work is underway across those areas, namely diversification of funding into the sector, establishment of a new way to flexibly fund investment in Curriculum Transformation, and exploration of the breadth of delivery via colleges.

Formalised changes to guidance on college asset disposals have been issued as a result of the work of the Tripartite Alignment Group, enabling colleges to retain a more significant proportion of the value of any sale to invest locally. Here is the link to the Group’s webpage where you can view the Terms of Reference, members, and minutes from the Group’s meetings: Colleges: Tripartite Alignment Group - gov.scot

The Scottish Government’s budget for 2025-26 includes £412.2 million for the Scottish Fire and Rescue Service (SFRS) which is an increase of £18.8 million. This will enable SFRS to continue to deliver the high standard of services required to keep communities safe. This includes an increase from £43 million to £47 million in capital funding which will allow the service to invest more in property, fleet and equipment. The allocation of resources is a matter for the SFRS Board.

The Scottish Government is committed to working with SFRS to ensure continuing priority is given to the implementation of its wildfire strategy. The Service’s planned spend is circa £1.6 million over the course of the 3 year roll-out of its strategy. New equipment, vehicles and Personal Protective Equipment (PPE) continues to be rolled out and SFRS will fully implement its wildfire strategy during the course of 2025. As part of its strategy SFRS is adopting ‘burn suppression’ techniques such as those in use in the new Mediterranean-style specialist wildfire units. Due to extensive training and the use of new techniques, SFRS’s ability to tackle wildfires has never been so advanced.

I refer the member to the answer to her question S6W-36661 on 24 April 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