Chamber and committees

The weather conditions and condition of the vegetation on the hills and moors of Scotland at this time of year lend themselves to fires starting easily and spreading quickly. This is something the Scottish Fire and Rescue Service (SFRS) is very aware of, and has been working closely with a number of key partners on this for some time to establish a common understanding on the risk, prevention measures, and response procedures. Through the auspices of the Scottish Wildfire Forum (SWF), which SFRS chairs, a wildfire danger assessment is carried out every 5-7 days by a third party expert, and when the risk of wildfire reaches very high or extreme then the assessment is circulated across a wide network of key contacts, including public sector and private to ensure as wide a coverage as possible. This information is also used to produce a public facing message that is issued by SFRS across various media channels.

As stated in the response to the member to parliamentary question S6W-15750, climate change is identified as a strategic priority in the Scottish Government’s Fire and Rescue Framework for Scotland 2022. The Framework asks SFRS to continue to invest in the provision of specialist resources, technological advancements and forward thinking operational practices to enhance its response to wildfire incidents. It states that SFRS should continue to make use of local assets available to bolster its response during prolonged or widespread incidents such as wildfire.

We are already seeing warming here in Scotland, with more extreme weather events and rising sea levels. As a nation we must continue to adapt to these changes and prepare for the impacts of global climate change which are already locked in. The Scottish Government is responding to the full range of climate risks identified for Scotland through its 2019 Adaptation Programme, which sets out more than 170 policies and proposals to build resilience to the impacts of global climate change as part of our Just Transition to net zero emissions by 2045. We are also preparing our next Programme, in response to the most recent UK Climate Change Risk Assessment, for publication in 2024.

The Scottish Government is working with local government partners on the Additional Support for Learning Project Board to deliver the recommendations of the 2020 additional support for learning review by March 2026.

As outlined in our updated action plan , published in November 2022, we have committed to refresh the Supporting Children’s Learning Code of Practice, to ensure that it fully supports schools and local authorities to fulfil their duties under the Education (Additional Support for Learning) (Scotland) Act 2004. This will help improve the support available for children and young people, who face barriers to their learning, to reach their fullest potential. The progress on this work was set out in our second progress report , published in November 2022 and has continued during this year.

A further progress update is due to be published in May 2024.

The latest statistics show that despite the challenging economic conditions, the total number of businesses in Scotland rose to 360,910 in 2022, a 5.2 per cent increase on the previous year.

However we know businesses in Scotland are struggling because of Brexit and the UK government’s mismanagement of the economy. That is why the Scottish Government is doing all it can, through our limited levers, to provide immediate support to businesses including the lowest Non-Domestic Rates poundage in the UK.

At the same time, we are delivering our National Strategy for Economic Transformation to achieve our long-term ambitions for a stronger, fairer, and greener economy. The activities we are delivering are supporting businesses, encouraging and cultivating new businesses, and attracting more businesses to Scotland.

We are working closely with delivery partners, businesses, the third sector and trade unions to successfully implement the strategy and transform our economy.

There are more than 1,200 social care providers across Scotland, with local authorities responsible for providing or commissioning services. Local authorities and Health and Social Care Partnerships will wish to ensure that, in providing a range of services, their workforce planning arrangements take full account of the need to have safe and sustainable numbers of staff.

The latest figures published by Public Health Scotland show that, on 17 April, the total number of hours of social care support yet to be provided was 38,324.

The mean and median gender pay gaps in Core Scottish Government is detailed in the following table:

I refer the member to the NHS Scotland Climate Emergency and Sustainability Strategy 2022-2026 which sets out the Scottish Government’s plans to help reduce carbon emissions from clinical waste in NHS Scotland. This publication is available at: NHS Scotland climate emergency and sustainability strategy: 2022-2026 - gov.scot (www.gov.scot)

Specifically, the strategy sets out that each Health Board should set appropriate targets for reducing the volume of clinical waste it produces through measures including; greater use of reusable items, improvements to waste segregation and increased recycling of recyclable materials. The Scottish Government will review the need for a national target for clinical waste reduction.

The Scottish Government has not met with COSLA or individual local authorities to discuss reusable nappies. We promote and raise awareness of reusable nappies direct to families by including a voucher for one waterproof nappy wrap, with five stay dry nappy pads inside Scotland’s Baby Box.

Teachers can access support and expertise to understand and meet the needs of all learners from colleagues nationally, regionally and locally. This may include Education Scotland staff, third sector organisations, Regional Improvement Collaborative teams and colleagues from their own local authorities. Within their local authority this may include; Pupil Support Staff, early learning colleagues, specialist teachers, hearing and sight impaired teachers, other class teachers, senior leadership teams, Community Learning and Development colleagues, inclusion officers and educational psychologists. When a child or young person is supported by partners out with education services, for example, social care, health or the third sector, their teachers can also liaise with these colleagues using the team around the child approach.

Re-occurring requests from teachers have been received. These are requests to further support their knowledge, understanding and practice on specific concerns relating to inclusion, additional support needs including areas on rights and equalities, relationships, wellbeing and care, inclusion, the additional support for learning process and specific areas of need for example autism, dyscalculia, dyslexia, trauma informed approaches. These requests are received in a range of ways for example:

• National networks and working groups led and facilitated by Education Scotland or the Scottish Government.
• National practitioner networks facilitated by Education Scotland.
• Teachers engaging with national professional learning programmes.
• Feedback from Regional Improvement Collaboratives and individual local authorities.

To ensure all educators can access free high-quality support Education Scotland is leading on the collaborative development of a new national Inclusion Wellbeing and Equality (IWE) professional learning framework. This framework uses four interconnecting themes and aims to provide a range of information, guidance, resources and professional learning and engagement opportunities to support the needs of educators and their learners. The four interconnecting themes are:

1. Rights and Equalities.

2. Relationships.

3. Wellbeing and Care.

4. Inclusion.

In 2021 the Ministerial Population Taskforce published Scotland's first Population Strategy, a key building block of which is to create conditions for Scotland’s population profile to be spatially distributed in as balanced a way as possible. Delivering on commitments within both the Population Strategy and the National Islands Plan, we are currently developing an Addressing Depopulation Action Plan aimed at providing the policy framework and actions we and partners will look to take, to enable population retention and repopulation across rural and island communities.

Workforce numbers and locations are regularly reviewed to ensure that the organisation is delivering for the people of Scotland as efficiently and effectively as possible. We undertake workforce planning in line with Scottish Government (SG) priorities.

In addition to considering the location of roles, SG is committed to flexible hybrid working for our workforce, enabling staff to work from a range of locations, both within government offices and working from home. Some of these locations are situated within the Highlands and Islands. Managers are asked to establish a flexible hybrid model with their teams that ensure business needs are met, which will vary depending on the nature of the roles and requirements.

The SG website references our ways of working and more information can be found here Ways of working - Work For Scotland (work-for-scotland.org)

A core SG Estate Strategy is under development and the themes informing the key principles will reflect the Depopulation Action Plan and the SG People Strategy including its Hybrid Policy. These policies alongside the expectation to increase sharing opportunities with Public Sector bodies, particularly in regional and rural locations, will help inform our Asset Planning.

SG undertook a trial in three Local Hub locations between 2021 to early 2023 in light of a commitment to provide SG colleagues with the option to use buildings closer to home. Feedback has been utilised to inform planning across the national estate and requests for utilising core estate buildings for SG staff. Enhancing access control, space booking tools and agile working facilities are being planned and implemented across our estate to enhance ease of use and support ability to work in different locations.

Local authorities are independent democratically elected bodies with their own powers and responsibilities. As long as they act lawfully, it is up to each local authority how it manages its day-to-day business and decision making processes. Ultimately, it is for locally elected representatives to make local decisions on how best to deliver services to and outcomes for their local communities, including decisions on borrowing to attract investment for net zero projects. Any borrowing by local authorities, whether it’s through the public works loans board or through the issuance of bonds, is for local authorities to determine affordability themselves, subject to the conditions of their prudential borrowing regime.