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The Permanent Secretary to the Scottish Government has responsibility for the operational running of the organisation, including the workforce related hybrid working policy.

The Scottish Government’s hybrid working policy was developed following a detailed internal review and engagement with recognised trade unions, staff networks and colleagues across all Directorates. In developing the policy, a broad range of social, economic and equality considerations were taken into account.

The hybrid working policy is an internal operational matter that does not alter staff contractual terms and conditions. We will continue to monitor the policy in practice, including any impacts on colleagues across Scotland.

I would encourage the member to direct any further questions on this matter to the Permanent Secretary.

The Permanent Secretary to the Scottish Government has responsibility for the operational running of the organisation, including the workforce related hybrid working policy.

The Equality Impact Assessment (EQIA) for the Scottish Government’s hybrid working policy drew on a wide range of evidence, including feedback from staff networks and findings from the hybrid working policy review, to ensure the policy remains accessible and inclusive.

As the hybrid working policy is an internal operational matter that does not alter staff contractual terms and conditions, a formal Islands Communities Impact Assessment (ICIA) was not required. We will continue to monitor the policy in practice, including any impacts on colleagues in island communities.

I would encourage the member to direct any further questions on this matter to the Permanent Secretary.

The Permanent Secretary to the Scottish Government has responsibility for the operational running of the organisation, including the workforce related location policy.

Scottish Government recognises the important contribution made by colleagues based across the country and benefit this brings to communities and the Civil Service as a whole. In developing and implementing our hybrid working policy, specific consideration was given to our dispersed workforce, particularly colleagues living in rural and island communities. Work to clarify a location policy for Scottish Government core staff will consider a range of relevant factors and benefit from consultation with trade unions and engagement with staff and diversity networks across the organisation.

I would encourage the member to direct any further questions on this matter to the Permanent Secretary.

More Homes Scotland is in its design phase: its powers and functions will be confirmed once this work is complete. I refer the Member to the answer to question S6W-43955 on 11 March 2026.

I will update Parliament in March on the ongoing process to design the agency’s functions and operating model.

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.

We expect set-up costs to be incurred over the period 2026-27 to 2028-29, when the agency is expected to be operational, and estimate these costs to be around £2 million, although this will depend on the scope of its design and operating model.

The projected annual budget, the proportion representing new rather than reallocated funding, and the agency’s ongoing administrative costs are still to be determined as part of this ongoing design process.

The Scottish Government relies on the independent analysis provided by the Scottish Fiscal Commission, including its forecasts of the number of taxpayers in each band in future years. These are published as part of its regular economic and fiscal forecasts.

These forecasts, which include the effects of the latest policy decisions, are set out here: Scotland’s Economic and Fiscal Forecasts – January 2026, and form an important part of our understanding of how the tax system may evolve.

I refer the member to the answer to question S6W-43954 on 11 March 2026. 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.

The Permanent Secretary to the Scottish Government has responsibility for the operational running of the organisation, including the workforce related hybrid working policy.

A full Equality Impact Assessment (EQIA) was undertaken during the internal review of the hybrid working policy (June 2024–March 2025) to inform policy development for core Scottish Government staff in roles compatible with hybrid working. The EQIA was published on the Scottish Government’s intranet on 28 July 2025 and is maintained as a live document. Engagement with Staff Equality Networks helped ensure the needs and experiences of colleagues were reflected.

I would encourage the member to direct any further questions on this matter to the Permanent Secretary.

The Permanent Secretary to the Scottish Government has responsibility for the operational running of the organisation, including the workforce related location and resourcing policies.

All internal Civil Service vacancies within the Scottish Government are advertised through the internal jobs portal and are open to all eligible staff. While posts may indicate a preferred location, there are no restrictions preventing employees from applying for any internal role, regardless of their current place of work.

Work to clarify a location policy for Scottish Government core staff will consider a range of relevant factors and benefit from consultation with trade unions and engagement with staff and diversity networks across the organisation. Until the location policy has been reviewed, interim arrangements are in place for people who live distant from their contractual work location.

I would encourage the member to direct any further questions on this matter to the Permanent Secretary.

The Government’s position is that the provision of organised visits to the Thistle supports transparency, accountability and an informed understanding of the service as a publicly funded health intervention.