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The Scottish Government expects NHS boards to make and retain a minimum of 3% efficiency savings in 2011-12.

It is planned that boards providing direct patient care will be able to retain the efficiency savings which they generate in 2011-12.

In June 2008, the Scottish Government asked NHS24 to take the lead role in co-ordinating the service (including its development and all associated procurement) on behalf of, and in partnership with, NHSScotland.

In May 2009, a national partnership agreement was drawn up, clarifying the roles and responsibilities of the various partners in taking forward the NHS inform service.

An evaluation of NHS inform will be carried out during 2011.

There is no specific staff group called the NHS Executive Managers cohort. There are currently two distinct cohorts subject to the same overall pay arrangements: the Executive Cohort and the Senior Management Cohort. Definitions of each are set out in circular HDL (2006)59. These definitions of staff groupings applied from 2006, however assimilation to new pay scales and terms and conditions was ongoing over a number of years.

Information published on the Workforce Statistics website at:

www.isdscotland.org/workforce shows the number of management grades (non Agenda for Change) was as follows on 30 September of each year:

2007	1,914
2008	1,503
2009	1,377

However further investigation has shown these figures include staff who were still on Whitley grades who were not members of the Executive or Senior Management cohorts as per the 2006 circular. Therefore additional information has been sought from the NHSScotland national payroll system, which provides an accurate record of the cohorts. The below figures represent the combined totals of all staff on grades
A to I in both the Executive and Senior Management cohorts at 30 September of each year.

2007	1,386
2008	1,288
2009	1,282

 

Data is not yet available for 2010.

The pay remits for the Executive and Senior Management cohorts are assessed nationally  in accordance with Scottish Government Public Sector Pay Policies: http://www.scotland.gov.uk/Topics/Government/public-sector-pay which require aggregated figures. The total pay bill details given below include any costs resulting from staff progressing through their pay ranges based on performance and include all employers'' costs.

Year	Total Pay Bill Costs
2007-08	£101,963,089.00
2008-09	£101,934,464.00
2009-10	£100,819,636.00

The National Performance Management Committee has no responsibility for pay and cannot limit payments.

Local authorities'' net expenditure on support for carers, including respite care was £134.74 million in 2008-09. The figure for 2009-10 will be available early in 2011 and that for 2010-11 will be available in 2012. The figures for 2004-05, 2005-06 and 2006-07 are £93.987 million, £109.001 million and £100 million respectively. These figures are not broken down to show the level of funding to carers centres but do show a significant increase in net expenditure on support for carers.

There has been an increase in overall respite weeks provision across Scotland. Statistics published on 28 September show that the amount of respite provision rose by 8,950 weeks between 2007-08 and 2009-10, exceeding the target of a rise of 6,000 weeks.

I refer the member to An Official Statistics Publication for Scotland: Respite Care, published on 28 September 2010 which includes information for each local authority on total respite weeks, 2006-07 to 2009-10. Eight authorities have provided less respite weeks in 2009-10 compared with the position in 2007-08 (baseline year). The link is:

http://www.scotland.gov.uk/Publications/Recent/Q/Page/6.

The Carers and Young Carers Strategy, published jointly with COSLA in July, has clear expectations around the provision of innovative, personalised short breaks/respite, preventative support and emergency respite. That is why I announced in the strategy £1 million for short breaks in 2010-11. We have decided to roll this forward, making £5 million in total to 2015. The National Carers Organisations are about to finalise proposals for the use of this funding.

Legally committed projects form part but not all of the overall capital investment programme for NHSScotland. The following table is based on information received from the relevant NHS board for projects in excess of their delegated limit:

NHS Board	Project Name	Capital Value £ million
Dumfries and Galloway	Mental Health Services	27.3
Fife	Cupar Community Health	9.8
Fife	General Hospital and Maternity Services	170.8
Forth Valley	Equipping of New Acute Hospital	7.0
Grampian	Chalmers Hospital / Health Centre	15.4
Grampian	Foresterhill Energy Centre	12.5
Grampian	Aberdeen Emergency Care Centre	110.0
Greater Glasgow and Clyde	New South Glasgow Hospitals Project “ Phase 1 “ Laboratories and Facilities Management (Note 1)	89.75
Highland	Migdale Community Hospital	8.3
Highland	Mull and Iona Progressive Care Unit	4.8
Lanarkshire	Airdrie Resource Centre	27.0
Lothian	Midlothian Community Hospital (FBC Addendum)	29.6
Lothian	Musselburgh	18.3
Lothian	Royal Victoria Hospital	43.6
Tayside	Nuclear Medicine, Ninewells	10.4
Tayside	Perth and Kinross Dental Treatment and Training Centre	7.6
Tayside	Equipment - Tayside Mental Health NPD Project	95.0
NSS	Accommodation (Glasgow - Meridian)	6.2
SAS	Defibrillator Replacement	7.5
SAS	Vehicle Replacement	25.5
State Hospital	State Hospital Refurbishment	90.0
National Commitment	Primary Care Modernisation Programme Schemes on site	11.0
Totals		827.35

Note:

1. Phase 1 of the New South Glasgow Hospitals Project represents the development of laboratories, facilities management building, new city mortuary and electrical supply for the Southern General site and is legally committed. This project forms part of the £842 million New South Glasgow Hospitals Project to which the Scottish Government is fully committed to delivering.

It is not possible to determine how much of the total of £5 million allocated to NHS boards for carer information strategies (CIS) in 2010-11 has been allocated to carers centres. We have not requested that NHS boards provide information on the level of resources allocated to particular aspects of the CIS. However, we fully expect the boards'' annual reports to the Scottish Government for 2010-11, to be received after March 2011, to set out progress and achievements against the minimum requirements in NHS HDL (2006) 22 (24 April 2006).

We know from discussions with carers'' organisations, NHS boards, local authorities and carers that a significant part of the total CIS funding of £9 million over three years is supporting carers centres.

The role of the National Performance Management Committee is set out in HDL 2006(54). The committee''s terms of reference has been placed in the Scottish Parliament Information Centre (Bib. number 52071).