Chamber and committees

Following the recommendations of the Good College Governance Task Group in 2016, my predecessor Richard Lochhead MSP Minister for Further Education, Higher Education and Science wrote to the Education and Skills Committee in 2019 outlining the 8 actions that the Scottish Government would take forward in response to the recommendations.

To date, the College Development Network (CDN) has embedded teamwork training within the induction training of board members and now publish college board vacancies on their national website. At present, the Scottish Government has, after a pause due to the Covid-19 pandemic, restarted workaround the Task Group’s recommendations and is currently consulting on proposals to introduce trade union nominees onto College Boards, with the consultation closing on 27 January 2023. This work will sit within a wider package of transformation and change within the tertiary education and skills sector, as the Scottish Government progresses recommendations from the SFC Review of Coherence and Sustainability 2021.

The Scottish Government works with stakeholders through the Good Governance Steering Group, where work around governance reforms in the college sector is discussed; at present as well as the work to implement the recommendation of adding trade unions nominees on boards, there is ongoing work to refresh the Ministerial Guidance. No decision has yet been taken on the timeframe for implementing the other 5 actions in response to the recommendations made by the Good Governance Task Group.

For this response families have been interpreted as households with children.

There have been 447 households with children included in the homelessness application that have spent three years or more in temporary accommodation. This is based on available temporary accommodation placement data, where placements closed on or before 31 March 2022. Source: HL1 and HL3 data collections up to 31 March 2022, data as published on 18 August 2022.

Notes on data

The total duration of stay in temporary accommodation for households with children has been derived by linking records between the homelessness application (HL1) and temporary accommodation placement (HL3) data collections. The HL1 collects information on the composition of households making homelessness applications (available from 2002-03). The HL3 gathers information about temporary accommodation placements associated with homelessness applications (only available for all local authorities from 2017-18, however, it includes placements which commenced prior, and includes data prior to this for some local authorities).

The total duration is based on the sum of the durations of all temporary accommodation placements associated with the same household. It may be underestimated where households have placements that started and ended before the HL3 data collection began.

The figure includes households who may have turned down multiple offers of settled accommodation by the local authority but have chosen to wait for an offer that fully meets their needs.

It is important to note that households may sometimes make alternative arrangements for children when entering temporary accommodation and therefore children included in the HL1 return are not always present in associated placements. It can also be that children are present for only part of the stay in temporary accommodation, e.g. as part of shared custody arrangements.

I refer the member to the answer to question S6W-13853 on 26 January 2023. 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

Since its inception in 2014, the annual budget for the Commissioner’s office has been £250,000. This is funded by the Scottish Government and covers the Commissioner’s remuneration, support staff, office and IT requirements and general running costs. The draft budget published on 15 December proposed increasing this to £280,000 in Financial Year 2023-24.

The UK Government has since funded the appointments of the UK Independent Veterans Advisor and the Wales and Northern Ireland Veterans Commissioners for which the Scottish Government do not receive any Barnett Consequentials.

In the first year of the Communities Mental Health and Wellbeing Fund for adults in 2021-22, the Scottish Government provided funding to the 32 Third Sector Interface (TSIs) who were responsible for distributing the funding to local grassroots community organisations. Local application processes are underway for Year 2, with information on the organisations receiving funding to be published in June 2023.

Further information about the funded projects can be found in the Communities Mental Health and Wellbeing Fund: Year 1 - Monitoring and Reporting Summary, which was published in June 2022.

A table providing details of the awards made to grassroots community projects by area, purpose and value of each award has been placed in SPICe bib number 63970.

This information was provided by Third Sector Interface organisations in April 2022 based on awards made.

Veterans’ specific welfare support is a matter centrally 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 .

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. In the current year (2022-23) we have allocated over £12.5 million to support the provision of free income maximisation, welfare and debt advice.

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. Adult Disability Payment launched in August last year. The application form asks clients about their possible entitlement to Armed Forces Independence Payment, War Pensioners’ Mobility Supplement and War Pension Constant Attendance Allowance. Where appropriate, clients are then 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.

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.

Preventing homelessness from happening in the first place is the best and most effective way to end homelessness. That is why, we commissioned the Veterans Scotland Housing Group to develop specific strategies to prevent homelessness for veterans. Their report was published in January 2022. We have accepted the 24 recommendations in principle and are engaging with partners on next steps.

Additionally, we continue to support the charity Housing Options Scotland to provide its Military Matters project, helping veterans and serving members of the Armed Forces to find the right home in the right place. The Scottish Government website also hosts a guide containing housing in Scotland information and contacts of organisations who may be able to help veterans obtain housing suitable for their needs.

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.’

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.