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NatureScot’s direct spend on beaver advice and mitigation since 2020 is as follows:

Sentencing in any given case is a matter for the independent court within the overall legal framework.

In 2016, Scottish Government legislation came into force that increased the maximum sentence for weapons possession from four years to five years. The average length of custodial sentence for weapons possession in 2022-23 was 332 days; this compares with 218 days in 2007-08 and represents an increase of 52%.

Under the Scottish Code for Conservation Translocations, it is the responsibility of those applying to translocate/release wildlife to consult with a) farmers, and b) landowners, on these proposals.

NatureScot’s guidance for beaver translocations recommends as a minimum this should include ‘All land managers likely to be impacted and their representative bodies - National Farmers Union for Scotland and Scottish Land and Estates’.

NatureScot would expect to see evidence of the nature and findings of this engagement submitted with an application. In their role as licensing Authority, NatureScot have carried out further engagement with neighbouring farmers and land managers in a few cases where concerns had been raised. This has allowed them to better understand the likely scale and nature of impacts and how they may be mitigated and has informed their decision making.

Through the Beaver Management Framework introduced when beavers were granted European Protected Status in 2019, NatureScot can provide licences to prevent serious damage to agriculture and NatureScot provide free advice and operate a mitigation scheme that can support a range of interventions primarily designed to support living with beavers in the landscape. However, there is no compensation available to land managers for costs incurred due to beaver activity.

The economic impact of beavers have been the subject of various reports to date with a focus on impacts on farmers in Tayside. This includes a collation of impacts on land use in the Tayside Beaver Study Group final report 2015 and a Commissioned Report 805: Tayside beaver socio-economic impact study carried out by SRUC (2015).

These reports point to most of the negative impacts occurring in intensively farmed lowland areas, with the costs being variable from a few hundred pounds to £10,000.

The Tayside beaver socio-economic impact study sought to establish a method for assessing the costs and benefits associated with beaver presence. Questionnaire responses from 111 land managers collated costs incurred to farmland and crops.

The study also collated modest figures for economic benefits largely around eco-tourism and found the non-use values may be considerable. They concluded ‘Taking these estimates in aggregate, the benefits of beaver tolerance are likely to outweigh the costs incurred, which can themselves be lowered by appropriate management and mitigation measures’.

The investment in discretionary housing payments (DHPs) announced as part of the Housing Emergency Action Plan on 2 September will be made available to local authorities experiencing the most sustained temporary accommodation pressures via a distribution methodology agreed with COSLA.

This further DHPs will target eligible households in temporary accommodation who are interested in a settled home in the private rented sector but who are concerned about affordability. Local authorities will use DHPs to cover any shortfall between the housing benefit people receive – determined by the UK local housing allowance (LHA) rates – and the actual cost of private rent.

While this additional £2 million investment will be targeted at households in temporary accommodation, local authorities retain discretion to support other households facing shortfalls between their rent and LHA rates. Many local authorities already use this flexibility to help people secure and sustain tenancies in the private rented sector, spending £3.1 million in 2024-25.

Care Experienced students entering undergraduate courses at The Open University and other Higher Education Institutions (HEIs) have been included below.

Further details on Care Experienced students in Scotland can be found in the annual Scottish Funding Council's Report on Widening Access (RoWA). https://www.sfc.ac.uk/publications/report-on-widening-access-2023-24/

Scottish Domiciled undergraduate entrants to Scottish universities, by Care Experienced status, 2014-15 to 2023-24

The SPCB has a Flag flying policy.

The Flag flying policy is managed on behalf of the SPCB by the Facilities Management Office and they are guided by the SPCB on the appropriateness of any flags, which have been requested to be flown, on a case-by-case basis.

The SPCB last reviewed the Flag flying policy on 2May 2024 and confirmed it remained content with the current Policy, which includes flags which are to be flown annually.  The flag policy will be reviewed again by SPCB prior to dissolution and this request will be considered at this time.  Ad hoc requests can also be made to the SPCB to be considered each year, it is helpful to have these requests at least a month in advance to accommodate SPCB meeting dates.

The Scottish Government’s Fiscal Sustainability Delivery Plan confirms that efficiency and improvement is a key focus for the Health and Social Care portfolio and reflects the commitment to ensure use of core resources is optimised and best value is delivered across NHS Scotland.

Spending decisions are an operational matter for individual NHS Boards to consider with the overarching financial framework of governance and accountability set out in the Scottish Public Finance Manual (SPFM).

The Chief Executive of each NHS Board is designated as the Accountable Officer (AO). They are responsible in leading the Board to promote the efficient, economic and effective use of resources, this includes decisions regarding areas in which to make savings, whilst ensuring patient outcomes are protected.

The Scottish Government’s Fiscal Sustainability Delivery Plan confirms that efficiency and improvement is a key focus for the Health and Social Care portfolio and reflects the commitment to ensure use of core resources is optimised and best value is delivered across NHS Scotland.

Spending decisions are an operational matter for individual NHS Boards to consider within the overarching financial framework of governance and accountability set out in the Scottish Public Finance Manual (SPFM).

The Chief Executive of each NHS Board is designated as the Accountable Officer, responsible in leading the Board to promote the efficient, economic and effective use of resources, whilst ensuring patient outcomes are protected. However, Scottish Government are consistently clear that NHS Board savings should be sensible, proportionate, and minimise the impact on frontline services.