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The Scottish Government is taking a range of actions to encourage the employment of people with learning disabilities, autism and neurodivergence in the public sector, including investment of up to £90 million in employability services in the 2024-25 financial year.

We are delivering all-age, person-centred, tailored employability services to those further from the labour market, including people with learning disabilities, autism and neurodivergence, and those with health conditions, through locally designed services such as No One Left Behind.

Under No One Left Behind, participants can access person-centred support to gain employment, which includes roles within the public sector. From summer 2025 all local employability partnerships will have an enhanced specialist employability offer which may be beneficial for those with learning disabilities, autism and neurodivergence.

We are also undertaking work internally to encourage the employment of people with learning disabilities, autism and neurodivergence within the Scottish Government as a public sector body.

The Scottish Government launched its Diversity and Inclusion Employer Strategy in April 2024. This sets out how the organisation will make further progress towards our employer equality outcomes. It is complemented by an action plan for 2024 - 2027 setting out what we will do to achieve this, and when we will do it. Improving the experience of disabled applicants and employees is an integral part of this plan, and employees who are neurodivergent, are autistic and/or have learning disabilities are a central focus of our activity.

Scottish Government do not hold an estimate of the number of full-time equivalent nurses there will be in 2025-26.

Student number targets are set after extensive engagement with key stakeholders to provide stability across partners including higher education institutes.

Nursing Students graduate after 3 years, some take 4 or even 5 years, and as with all educational courses there is some attrition which makes it difficult to forecast the exact numbers of graduates.

The Scottish Government is committed to improving attendance in Scottish schools. Last year, we requested that Education Scotland undertake a “deep dive” to support greater understanding of the issue and the reasons for it.

Within the resulting report, five recommendations were identified. Education Scotland and Scottish Government officials have been working together to support the implementation of the recommendations. An online package of support, designed in collaboration with local authorities and schools, has been published.

Education Scotland are working with local authorities to improve attendance through both universal supports and through a bespoke support package using Quality Improvement Methodology. The first cohort of the ‘Improving Attendance Quality Improvement Programme’ will run from October to January.

Our commitment to delivering these recommendations is set out in ‘The National Action Plan on Relationships and Behaviour: 2024 – 2027 (The Joint Action Plan, 2024)’. This includes actions to review and revise national guidance on attendance This will enable refreshed guidance to be produced.

In recognition of the challenge of persistent absence, HM Chief Inspector for Education has also been asked with addressing this during school inspections and to identify successful approaches which can be shared more widely.

The full costs of the procurement for the seven vessels as part of the Small Vessels Replacement Programme are estimated to be around £175 million including the provision of harbour upgrades and shore power connections.

The split cannot be given at this time given the live procurement of the programme and will only be known following the successful completion of the procurement exercise, anticipated March 2025.

The Scottish Government wants all children and young people to get the support that they need to reach their full learning potential and to do so it is important that pupils not only attend school but that they engage in their learning.

The Scottish Government is clear that parents and carers have a role to play in supporting young people to attend school. We recognise that parents have a legal duty to ensure that their child attends school. Included, Engaged and Involved Part 1, our national guidance on attendance, encourages education authorities and schools to engage with children, young people and families to support improved attendance and reduce absence. We know engagement with children, young people and families to understand and address barriers to regular attendance is the most effective way of addressing this issue.

The Scottish Government has been working intensely to address concerns about the impact of the pandemic on attendance. Education Scotland are working to deliver enhanced support for schools and local authorities in monitoring and tracking absence, to develop policy at school and local authority level to support improvements in attendance, and to provide practical support for local authorities who need it. The Scottish Government has also strengthened our understanding of the issue, through increased analysis of attendance data, such as the data on persistent absence published in March 2024. The Interim Chief Inspector has been tasked with ensuring persistent absence is addressed in every school inspection, and identifying successful approaches which can be shared more widely.

We are considering the findings on attendance within the Behaviour in Scottish Schools Research and Education Scotland’s report ‘Improving Attendance: Understanding the Issues,” as part of the joint Scottish Government and COSLA action plan on relationships and behaviour, which published on 15 August.

The Scottish Government is already engaged in work to educate communities and businesses to recognise and support people with learning disabilities, autism and neurodivergence.

The differentminds website (Different Minds | Autism Scotland) was launched in 2020 to provide clearer information on autism. It aims to deliver a better understanding of autism and dispel myths surrounding it, leading to greater acceptance and increased awareness. The site and its resources have been co-produced with autistic people.

The Scottish Government also funds an organisation called Into Work, through the Autistic Adult Support Fund. This helps various organisations throughout the country to educate employers and offer support on how to make reasonable adjustments for disabled people or those with a long term health condition. Autistic people and their support needs have been both highlighted and supported by Into Work.

We are taking forward the Review of Supported Employment within Scotland (2021). This recommended that work continues to support the professionalisation of the supported employment workforce, including ensuring it is well equipped to provide appropriate support to people with learning disabilities.

Individual local authorities have responsibility for the development and delivery of flood protection schemes. Every location at risk is unique and therefore the business case for improving flood resilience will reflect this.

Where a flood protection development may have a significant impact on a European site, then under the Habitats Regulations an appropriate assessment must be carried out by the Local Authority to determine whether an impact on the integrity of the designated site is likely. Should the appropriate assessment conclude an adverse impact on integrity then the Local Authority must apply for a derogation from Scottish Ministers to allow the development to proceed. One of the three tests which must be satisfied under the Habitats Regulations before a derogation is granted is that the development is of imperative reasons of over-riding public interest.

ScotRail is to undertake the procurement exercise for the new intercity fleet. The timescales for replacement and the exact type of train to replace the HST Fleet as well as any implications of this replacement, including necessary infrastructure investments and journey times are dependent on the outcomes of the procurement.

The information requested on how many midwives are currently employed on permanent contracts, broken down by NHS board can be found on the TURAS NHS Education for Scotland workforce statistics site at: NHS Scotland workforce | Turas Data Intelligence (Employment over time tab, contract type drop-down).

We have made a commitment, under the Nurture strand of the National Workforce Strategy to support leadership and talent management across NHS Scotland. We know that succession planning for senior roles is an urgent priority to ensure the continuity of service delivery and reform – and that we need to ensure we are also developing our pipeline of future leaders. We further emphasised the importance of this with the publication of Improving Wellbeing and Working Cultures in July, which set out our ambition to enhance working cultures through programmes of work that focus on the pillars of: wellbeing, leadership and equality.

As we face one of the most challenging financial circumstances since devolution, we are focussed on taking forward affordable actions that will have the biggest impact on progressing our priorities. Leadership learning and development will be delivered both nationally and locally, as appropriate, supported by the sharing of good practice and guidance across organisational boundaries. This will ensure that we continue to make appropriate savings while utilising the best of the resources we have to maintain high quality leadership in our NHS.

We continue support leadership and talent development at all leadership levels, delivered nationally by NHS Education for Scotland. This includes onboarding support for new NHS Chief Executives, including executive coaching, mentoring and peer learning opportunities, as well as support for identified aspiring chief executives.

We have looked to ensure best value for money from interventions supporting senior systems leaders, and are launching adaptive learning sets, utilising skilled inhouse staff to facilitate cross system peer learning. We have a range of free to access digital tools and resources that can be used by staff at any leadership level, including senior administrators, to support their personal leadership development.

We are continually reviewing our leadership learning and talent development offerings for leaders, to ensure that we both deliver on the need to make the best value of public money, while still ensuring that critical skills of leadership are continually supported and developed.