Chamber and committees

The key measures to identify and mitigate the risk of corruption in the management of public resources are found in the SG’s Scottish Public Finance Manual (SPFM), and within the SG’s polices and Civil Service Code.

Requirements within the SPFM cover the appropriate standards for the handling of all elements of public finances in terms of payments made, received, and in how they are documented and authorised. All SG organisations are required to demonstrate their adherence to the SPFM standards on an annual basis.

SG employees are required to adhere to employment policies, including adherence to the Civil Service Code, which requires all civil servants to always act with due regard to core principles relating to honesty, integrity, and fairness, and to uphold its standards whilst carrying out any function of government business.

The Integrity Group brings together expertise from across SG from areas such as Propriety & Ethics, Cyber Security, Counter Fraud, Legal and People Services. The group is focussed on providing advice and leadership to the SG on cross-cutting issues related to managing the risk of corruption and breaches of the Civil Service Code.

The creation of the Counter Fraud Service (CFS) and the introduction of the Counter Fraud Toolkit is a significant step forward in the Scottish Government’s (SG) management of the risks to public resources posed by fraud and corruption. Both the CFS and toolkit exist within a broader range of policies, processes, guidance and support within SG that are concerned with the identification and mitigation of fraud and corruption risks. The CFS routinely collaborates with colleagues across SG and wider public bodies in this, including Internal Audit, Risk Control & Assurance Division, Security Division and Procurement on fraud and corruption risk management, and the response to incidents of alleged fraud that occur.

This approach aligns with current best practice in public sector counter fraud, and the CFS is engaged with external partners and colleagues from the UK Government Public Sector Fraud Authority, the International Public Sector Fraud Forum, Audit Scotland and the Scottish Public Sector Counter Fraud Network. This facilitates the sharing of expertise and current counter fraud practice, as well as horizon scanning on future risks of fraud and corruption, providing assurance on the management of fraud and corruption risk and the protection of public resources.

Making reasonable adjustments to meet client’s needs is intrinsic to the design of Social Security Scotland.

Client choice in application routes, appointment type, length and time of appointments are all things agreed in discussion with the client on the pre-call Client Support Advisers have with clients before an appointment.

All staff meeting clients in their home go through an extensive training routeway when joining Social Security Scotland. Training focusses on the technical skills required for their role, and the personal skills needed to support vulnerable clients, such as Trauma Informed Practice, Clients at Risk of Harm, Managing Risk and Mental Health Awareness. This is supplemented with communications training to provide insight and understanding of the impacts a condition can have on a client’s ability to communicate. Given the wide range of conditions that clients can have, staff work closely with Social Security Scotland’s own Health and Social Care Practitioners to gain more specialist knowledge and understanding of medical conditions. Training is supplemented with a consolidation period to ensure learning has been fully understood .

Social Security Scotland is focused on continually reviewing and improving its services. People are encouraged to give feedback, whether this is positive or negative, through the official Social Security Scotland feedback process to capture the experiences of their clients.

The Charter, developed with clients, sets out a range of standards for their performance and each year they publish the Charter Measurement Framework to share how they are delivering against their Charter commitments.

The Local Delivery appointments process was developed using feedback from their clients and stakeholders. The service is client led with clients having full control over the type of appointment (home visit/outreach location/video/telephone), the time of the appointment and whether they feel they will need more than one appointment to complete the activity.

To ensure Scottish Security Scotland continue to deliver against the Charter, and meet the needs of their clients, they conduct regular surveys with their clients. These surveys cover all aspects of the service, including clients experience of appointments, whether the service meets their needs and where they can improve. This allows Social Security Scotland to continually review and adapt their service to meet the needs of their clients, regardless of their location or individual needs.

Social Security Scotland works closely with individuals and disability organisations to design it’s services. Every stage of the application process has been tested to ensure that Social Security Scotland are taking a human rights-based approach to what they do, as set out in Our Charter. This means treating everyone without discrimination and in line with their values. This includes finding processes that work and are inclusive and fully accessible.

Social Security Scotland is committed to delivering a social security system that is inclusive. They do this by carrying out user research and testing with people who have lived experience of the benefit system, people who communicate in different ways and relevant stakeholders across Scotland. This is to embed inclusive communications across the entirety of Social Security Scotland. Social Security Scotland work with these stakeholders to influence how they develop their services and processes.

Social Security Scotland clients understand information and express themselves in different ways. To accommodate this, Social Security Scotland provide different channels clients can use to contact them in a way that suits them. Social Security Scotland can make written communications available in different formats and languages such as Braille and Easy-Read. Social Security Scotland can also arrange for interpreters for clients who request that level of support as well as support for clients who are non-verbal.

Social Security Scotland provide in-person support to clients who need it when accessing their services at a place and time that suits them. Social Security Scotland have specially trained advisors based in every local council area across Scotland who can support clients with appointments at home, in local community venues or by telephone or video call.

Social Security Scotland services were designed in consultation with clients and stakeholders. In shaping the design and Policy underpinning the service, staff consulted with the Disability and Carers Benefits Expert Advisory Group. As benefits launched the Agency Implementation Group and latterly the Operational Reference Group were created to ensure that they continually learn from those who interact and use their services. Social Security Scotland has also engaged with the clients that use the service, initially through Experience panels and then as benefits launched, the Client Experience panels. Their Inclusive Communication Group worked with clients to understand the challenges they face in dealing with Organisations and the barriers to getting the support they need. Through this direct feedback, and understanding of client’s needs, Social Security Scotland have built a client led, flexible service that supports clients in a way that meets their individual needs.

The Scottish Government plans to review and refresh all aspects of our approach to tackling fraud and corruption across government, including updating the counter fraud strategy Protecting Public Resources in Scotland. This is part of a wider strategic look at the prevention and detection of public sector fraud and corruption in Scotland.

The update to the counter fraud strategy, commencing in 2024-25, is part of a three-year counter fraud plan to enhance the way we prevent and detect fraud and corruption in public resources. The principles of the 2015 strategy remain extant and activities to date have focussed on developing in each strategic area with a focus on collaborative cross sector working. In 2021 there was the appointment of the first Head of Counter Fraud Profession in Scottish Government and the establishment of the Counter Fraud Service within the Directorate for Internal Audit and Assurance in 2022. Working across Government, we have improved how we identify fraud/corruption risk through fraud risk profiling and heat mapping, how we manage these risks with fraud risk and fraud impact assessments across government, and how we respond to fraud through the Fraud Response Plan and cross government Integrity Group. The counter fraud strategy update will reflect these changes and how we intend to move forward in our efforts to improve the maturity of approach against the Scottish Government’s Counter Fraud Maturity Model.

Since the publication of the strategy, the Scottish Government (SG) has sought to raise fraud awareness and build professional networks utilising conferences and forums aimed at building a community of counter fraud professionals. Creation of the Integrity Group within the SG, alongside joint activities such as the improvement action plan with Audit Scotland on improvement of the National Fraud initiative, were key initial activities. In 2021 the first Head of Counter Fraud Profession was appointed with the Counter Fraud Service established in 2022. This coincided with Covid pandemic and demonstrated the value of this new service in providing support and advice on fraud prevention to colleagues delivering grants to support the economy in Scotland.

The Counter Fraud Service has established links with the International Public Sector Fraud Forum - a public sector counter fraud strategy forum – which has strengthened the SG’s approach to fraud prevention and detection through cross-border collaboration on counter fraud best practice. The SG has embedded a fraud risk management framework and a Counter Fraud Toolkit in 2023, providing all colleagues with access to new in-depth guidance and tools for the management of fraud and corruption risk, and support with fraud cases. The Counter Fraud Service, in collaboration with Risk, Control and Assurance Division, is now focussing on ‘counter fraud culture’ and fraud awareness. This being delivered through new training, workshops and guidance aimed at improving the skills and capabilities across government, as well as general education on fraud and corruption to ensure that the SG stays fraud aware.

Further to this, the Integrity Group, made up of leadership in areas of integrity from across government, provides oversight on the counter fraud strategy and how this links to other areas of integrity under the Civil Service Code. Lastly, the establishment of the Counter Fraud Profession in SG, led by the Head of Counter Fraud Profession, acts to join up the counter fraud community across SG organisations, to deliver consistency, opportunities for joint working and a community of best practice in counter fraud.

The Scottish Government is aware that supplies of various ADHD medicines continue to be intermittent. At present, market data and information provided by the UK Government indicates that some of these supply issues will continue into Autumn 2024. Scottish Government officials continue to monitor the situation for any further developments and are maintaining a close dialogue with all Health Boards to help manage these medicine supply disruptions and provide support when needed.

The supply of medicines and associated legislation are a reserved matter for the UK Government, and we continue to engage with them on this supply issue and other medicine shortages. The Chief Pharmaceutical Officer for Scotland is a member of a UK-wide Medicines Shortage Response Group, set up to identify and co-ordinate responses to medicines shortages across the UK and provide advice to prescribers on alternative therapeutic options.

The UK Government’s Department of Health and Social Care, on behalf of all four nations, regularly meets with the manufacturers of ADHD medicines to discuss their supply chains challenges and any issues where they may require assistance, including providing an overview of current and forecasted demand to assist manufacturers with planning to increase production forecasts. T he Scottish Government has not had any separate engagement with the manufacturers of ADHD medicines.