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Local authorities determine their own programmes for capital investment and are required by legislation to comply with The Prudential Code for Capital Finance in Local Authorities, which was developed by the Chartered Institute of Public Finance and Accountancy (CIPFA). The Prudential Code requires local authorities to ensure that all capital investment decisions are prudent, affordable and sustainable.

The Scottish Government have no plans to propose the use of private finance for any new local authority led infrastructure projects. As a government however, we are committed to ensuring that existing private finance contractual obligations are delivered and that contracts are affordable. That is why we have asked the Scottish Futures Trust (SFT) to work with public bodies to realise contract management improvements including re-scoping services, sharing in insurance cost savings, and optimising the risk transfer in contracts. SFT have published several guidance notes in relation to operational contract management which are available from their website at the following link www.scottishfuturestrust.org.uk/operational-ppp

SEPA is the scheme regulator but cannot prosecute retailers as this responsibility rests with Police Scotland and their counterparts elsewhere in the UK. As such, they have not been allocated funding for this purpose.

The Scottish Government annually update and publish information relating to Private Finance Initiative (PFI) and Non-Profit Distributing (NPD) contracts which is available from the following link www.gov.scot/npd/pfi .

In addition, the Scottish Futures Trust (SFT) have published several guidance notes relating to the operational management of these contracts which are available from their website at the following link www.scottishfuturestrust.org.uk/operational-ppp

The Scottish Government also has a transparent approach to the delivery of infrastructure projects that reports on the progress of major projects every six months to Parliament. Our major projects reporting shows how projects progress from proposal to detailed design and costing to procurement and subsequent delivery. Our major projects reporting is published and available from the following link www.gov.scot/infrastructure/projects

The NPD model replaced the PFI model in 2010 and although not used for new projects since 2018, NPD improved documentation as unlike PFI, most commercial information in NPD contracts was published two years after the asset was completed rather than the twenty-five years that older PFI contracts envisaged. NPD standard contracts were also more flexible than PFI allowing public bodies to make small changes or use agreed contracted rates to price changes. Further information on NPD contracts is available from the SFT’s website at the following link www.scottishfuturestrust.org.uk/contracts

The only private finance approach currently available is the Mutual Investment Model (MIM), which will be restricted to deployment by the Scottish Government, its agencies and Non-Departmental Public Bodies. This route was identified by SFT in response to the request to identify a profit sharing, privately financed infrastructure investment route that could be added to the range of public sector funding and financing routes. SFT published the Options Appraisal on the use of MIM which is available from their website at the following link www.scottishfuturestrust.org.uk/mim .

The deployment of MIM is currently being explored by the Scottish Government.

Circularity Scotland set out the requirement to use a GS1 compliant barcode in 2021 and this has not changed – it is an international standard. The ability to use a UK-wide EAN barcode within Scotland’s DRS was confirmed by SEPA in summer 2022. Guidance on the use of barcode stickers, to support smaller producers who don’t currently use them on their products, will be published shortly by the Scheme Administrator.

Circularity Scotland issued the final RVM specification in November 2022. Separately some producers have highlighted that their containers have higher than usual variation in weight. Circularity Scotland have recently met with RVM vendors and drinks producers to discuss tolerance levels in dimensions, particularly with glass, to ensure that the settings in RVMs accommodate these variations. This is a standard approach for deposit return schemes and will mean that return points don’t need to deal with high levels of rejections.

The Scottish Government expects NHS Boards to provide high quality, person-centred care for all people, including those with postural tachycardia syndrome.

There are a range of treatment options available on the NHS in Scotland, including self-management and a range of medications based on individual circumstances. The recommendation of any particular treatment is a matter for discussion between a patient and their clinician.

(a) The current outbreak season started on 1 October 2022. As of 17 February 2023, 12 wild birds in Moray were tested for Highly Pathogenic Avian Influenza (HPAI) under the GB dead wild bird surveillance scheme. Of these, 10 were positive and consisted of one Pink footed goose, four Herring gulls and five gulls for which the species could not be specified. The two birds that tested negative were a Kestrel and a Cormorant.

(b) HPAI was confirmed at a premises in Forres, Moray, on 14 December 2022. Within the Protection Zone around the infected premises near Forres two veterinary surveillance visits were made. Both were to the same premises and sampling was carried out. On each occasion, 14 ducks were sampled, giving a total of 28 samples which all tested negative for HPAI.

As the first mission orientated investment bank in the UK, the Scottish National Investment Bank was established to respond to the need for long term ‘patient’ capital investment in Scotland. This means support for innovation and the creation of new markets where private investors are not yet ready to act.

The Missions, which were agreed across Parliament, are designed to steer the activity of the Bank into areas facing considerable challenge. The missions for the Bank are:

• Achieving a Just Transition to net zero carbon emissions by 2045
• Extending equality of opportunity through improving places by 2040
• Harnessing innovation to enable our people to flourish by 2040

As the Bank operates independently, how they set out their investment strategy in order to achieve these missions is a matter for the Bank to decide.

To highlight an individual investment as an example, in January 2022 the Bank invested £35 million into the expansion of Aberdeen Harbour. This expansion allowed greater land and water access for offshore wind developers. The increased capacity will also play a vital role delivering the supply chain benefits of the ScotWind leasing round, supporting the Bank’s mission to achieve a just transition to net zero.

The Medium-Term Financial Strategy (MTFS) (most recently published in 2021) ( The Scottish Government's Medium Term Financial Strategy - gov.scot (www.gov.scot) ) sets out the revenue finance models available to the Scottish Government. The mutual investment model (MIM) is considered alongside a range of financing approaches including capital grant, capital borrowing, financial transactions and other forms of finance when determining how to finance projects. The approaches are regularly reviewed to ensure the best value for money.

We are committed to supporting our prisons to be health promoting opportunities where the healthcare provided is at least equal to that offered in the community.

We have been working with the Scottish Prison Service and NHS Boards, through the National Prison Care Network (NPrCN), to address the issues highlighted by the recommendations of the Mental Welfare Commission for Scotland’s review. This work is also taking into account the studies into the health needs of prisoners commissioned by the Scottish Government that were published in September 2022.

As part of this, we are bringing together senior leaders from across the Scottish Government health and justice portfolios, the Scottish Prison Service, and NHS Boards to provide additional collaborative and strategic oversight, to support the delivery of priority improvements.

We will continue to support delivery partners in the consideration and implementation of these recommendations. This includes ongoing engagement with the Scottish Prison Service on the development of its Mental Health and Wellbeing Strategy.