Report

Contents

1. Key Messages 3

2. Introduction 4

3. Methodology 5

3.1. Assurance with National Policy 5

3.2. Assurance with local areas 5

3.3. Evidence Base 6

4. Impact on Outcomes and Target Groups 7

4.1. Key Messages on Outcomes and Target Groups 7

4.2. CRS Outcomes and Target Groups in Scottish Government Policy Design 7

4.3. CRS Outcomes in Local Service Design and Delivery 8

4.4. CRS Target Groups in Local Service Design and Delivery 10

4.5. Alignment of National and Local Use of CRS Outcomes and Target Groups 10

5. Delivery of Actions 11

5.1. Key Messages on Delivery of Actions 11

5.2. Progress on Delivery of Actions 11

5.3. Non-CRS Actions Being Pursued Locally 15

5.4. Alignment of National and Local View on Delivery of CRS Actions 18

6. Characteristics of Policy and Public Service Design 19

6.1. Key Messages on Characteristics of Policy and Public Service Design 19

6.2. Person-Centred Policy Design 19

6.3. Person Centred, Relational Service Design 20

6.4. Commonly Identified Challenges 22

7. Conclusions and Next Steps 27

8. Appendix A: Scottish Government List of Priority Actions 28

9. Appendix B: Scottish Government internal review RAG Status and Comments for 16 Priority Actions 29

10. Appendix C: Latest Commitment Delivery Status as Reported via Internal Scottish Government Review 31

1. Key Messages

• Across Scottish Government and Local Government there is action being taken to improve the Covid Recovery Strategy (CRS) outcomes.

• Despite the fact that different organisations often have different articulations of outcomes and target groups which are not identical to the CRS, the underlying aims have been found to be aligned in most cases.

• Some Community Planning Partnerships (CPPs) have prioritised outcomes that they believe are underrepresented in the CRS, including mental health and wellbeing, climate change and digital inclusion in remote and rural areas.

• The delivery of actions and development of policy is not typically being carried out as a direct consequence of the CRS – many local authority and CPP recovery plans were published in advance of the CRS, and many Scottish Government policies cited in the CRS were established before publication.

• CPPs and local authorities also note that the CRS exists alongside a number of other national and local priorities that they experience, which are often competing.

• While some of the actions in the CRS are policies that are still being developed and are not yet in the delivery phase, the majority (68%) are understood to be progressing as planned, with a small number (11%) already having been completed.

• Whereas on outcomes and target groups there is broad agreement between the CRS aims and those stated locally, it is more difficult to evidence an aligned view between Scottish Government and local areas on specific actions that will have the greatest impact on outcomes.

• This is partially because a number of the policies/actions in the CRS are not yet in a delivery phase, and partially because other actions are being undertaken locally that are not cited in the CRS. Many of these local actions contribute to the CRS outcomes directly or indirectly, while others contribute to non-CRS outcomes (e.g. Net Zero and Digital Inclusion). Evidence indicates that local actions are primarily prioritised by statutory obligations, community engagement and data analysis.

• Officials within both Scottish Government and Local Government have expressed positivity for the urgency and empowerment felt during the Covid response, and a desire to continue working in that way to address new and emerging challenges. However, a move back to Business as Usual has been felt, with ways of working tending to revert to ‘how things were before’.

• There are several common barriers that are observed both nationally in policy design and local service delivery that impede the effectiveness of delivery. Such challenges include the number of competing priorities nationally and locally with associated reporting burdens, the challenge of sharing of data and intelligence across organisational barriers, the requirement to re-organise and re-prioritise resources in response to external influences and the flexibility of funding.

2. Introduction

This report provides evidence on the following:

• Focus on Outcomes and Target Groups: The extent to which activity at a national and local level is focussed on addressing the outcomes and target groups set out in the Covid Recovery Strategy (CRS);

• Delivery of Actions: How delivery of the actions set out in the CRS is observed to be progressing nationally and locally; and

• Characteristics of Policy and Public Service Design: What are the characteristics of good person-centred policy design and delivery or service redesign in the context of Covid Recovery, including identifying some existing barriers to effective delivery.

The evidence outlined in this report is intended to function as a complement to the Covid Recovery outcome frameworks that have been developed. It seeks to provide the evidence of the activity being undertaken at both a national and local level that is having a meaningful impact on the indicators that the frameworks set out.

3. Methodology

The method by which this report seeks to assure delivery encompasses two distinct elements: assurance with national policy and assurance with local areas. The steps taken for each are outlined below.

3.1. Assurance with National Policy

To provide assurance in relation to progress in delivering the Covid Recovery outcomes, Scottish Government policy teams and their counterparts designing key policy interventions were engaged with the intention of understanding the level of integration of CRS outcomes into policy development and to identify any existing barriers to progress.

This engagement has involved the following:

• Collaboration with policy officials to understand priority policy areas, their stated target outcomes, funding structure, timeframe and key delivery partners.

• Structured interviews with officials from priority policy action areas to assess the extent to which policy links to the outcomes frameworks for Covid recovery.

3.2. Assurance with local areas

Community Planning Partnerships (CPPs) and the Community Planning Improvement Board (CPIB) were the primary vehicles by which to consider how delivery responses are developing in local areas, and as the basis for engagement and assurance. This recognises that CRS is multi agency, and that Scottish Government agencies, police, health, third sector and business have a role to play, as well as local authorities, and reflects the need to ensure that a systemic approach to recovery is progressed.

Evidence gathering was based on the following:

• Engagement with CPPs to better understand the local approaches being taken to deliver the CRS. All CPPs were invited to take part in a series of workshops over June and July 2022, and 20 were able to join, representing a range of council demographics.

• Collaboration with the CPIB to better understand and ensure linkage with the evidence base they are currently developing as is relates to the CRS.

• Analysis of existing local authority and CPP recovery plans, council plans and Local Outcome Improvement Plans (LOIPs), and key case studies of best available practice emerging from work emanating from these plans.

3.3. Evidence Base

The evidence outlined in this report is based on the following:

• The information provided as part of a series of 5 workshops with representatives of 20 CPPs during the months of June and July 2022.

• The outcomes of structured interviews with officials in 13 priority policy areas.

• Information and case studies emerging from recovery strategies and strategic plans from all 32 local authority areas.

• Evidence collated from the CPIB in relation to the Covid Recovery outcomes of Financial Security for Low Income Households and the Wellbeing of Children and Young People.

• Information and case studies exhibited in 32 local authority Local Outcome Improvement Plans (LOIPs), council plans, recovery plans or community plans.

• Online survey of policy officials from the 16 priority policy areas highlighted by Scottish Government.

• Information on the progress of delivery of actions as collated by Scottish Government internal review process.

Figure 1: Sources of evidence used in report collation

Pathfinders

4. Impact on Outcomes and Target Groups

4.1. Key Messages on Outcomes and Target Groups

• CPPs, local authorities and Scottish Government policy teams are delivering actions and developing strategies that contribute to improving the CRS outcomes, and there is agreement that those outcomes are positive ones to pursue.

• Different organisations often have different articulations of their own outcomes and target groups which are not identical to those in the CRS, even if the underlying aims are aligned.

• Underlying alignment means that in most cases it is possible to explicitly link the intended outcomes of Scottish Government policies and local actions to those of the CRS, though it is not typically being actively done by Scottish Government policy teams or CPPs.

• Some CPPs have prioritised outcomes that they believe are underrepresented in the CRS, including mental health and wellbeing, climate change and digital inclusion in remote and rural areas.

• The delivery of actions by CPPs/local authorities, and development of policy by Scottish Government is not being carried out as a direct consequence of the CRS – many local authority and CPP recovery plans were published in advance of the CRS, and many Scottish Government policies cited in the CRS were established before publication.

• Outcomes are prioritised differently across CPPs and within LOIPs, most often based on evidence, local needs and circumstances and community engagement as is required by the Community Empowerment (Scotland) Act 2015, and the Local Government in Scotland Act (2003).

4.2. CRS Outcomes and Target Groups in Scottish Government Policy Design

Scottish Government policy colleagues were engaged and asked to consider the extent to which their existing logic models, which aim to map how actions lead to improved outcomes, connect to the short-term outcomes in the Covid Recovery theory of change. Where logic models existed, in most cases it was possible through discussion to articulate how the outcomes of individual policy areas would map to a subset of those articulated in the CRS theory of change. An example of this is shown in Figure 2 below. However, evidence shows that explicit mapping to CRS outcomes is not usually being undertaken by policy teams themselves.

From a survey distributed to Scottish Government policy officials, 69% noted that the outcomes highlighted in the CRS were ‘Well Aligned’, and 31% ‘Somewhat Aligned’ to those that their policy was looking to achieve. Furthermore 29% reported that the link had been made explicitly through logic modelling or similar. In discussion there was common commitment that this mapping of policy outcomes to CRS outcomes would be pursued in future. However, given the scope and remit of some policy areas (NSET, NCS, CWB), it was noted that a link via logic models was not applicable.

Regarding alignment of target groups, 80% of survey respondents noted that their policy was focussed on most or all of the target groups articulated in the CRS (Lone parent families;

Targeted groups of children are healthier and have increased wellbeing

Readiness to learn is increased for targeted groups of children

Adverse effects of living in poverty are reduced for targeted groups of children

Families have reduced household living costs

Parents’ opportunities to take up work, training or study increase

Wellbeing of Children and Young People

Financial Security for Low Income Households

Good, Green Jobs and Fair Work

Minority ethnic families; Families with a disabled adult or child; Families with young parents; Larger families with three or more children; and Families with a child under one year old). Two of the policy areas (110,000 affordable homes and Community Wealth Building Plan) are designed to realise a universal benefit, rather than specific groups, although CRS targets groups are expected to benefit. Another policy, the Green Jobs Fund, is aimed at creation of good green jobs and hence is not targeted at specific demographic groups.

4.3. CRS Outcomes in Local Service Design and Delivery

All 20 CPPs that were engaged in the course of evidence gathering agreed that the three main outcomes in the CRS are aligned to a degree with their own local plans. However, this alignment was often unintentional, with some areas feeding back that they felt as though the national strategy was constrained to three main policy areas that already exist elsewhere. It was commonly noted that while the broad aims of the outcomes could be mapped locally, there were often different articulations in local plans. An example is given below:

Health and Wellbeing

Reduce inequalities by targeted support to improve individual, family and community health and wellbeing and improving access to financial services

Economy and Skills

Address the causes and effects of poverty through a strong local economy and skills base

Climate Change

Reduce inequalities by targeted support to improve individual, family and community health and wellbeing and improving access ro financial services

Wellbeing of Children and Young People

Financial Security for Low Income Households

Good Green Jobs and Fair Work

Figure 2: Example of mapping outcomes from the School Age Childcare Policy to the outcomes in the Covid Recovery Strategy

Figure 3: Example of mapping outcomes from a LOIP to the outcomes in the Covid Recovery Strategy

Most local authorities published their own recovery plans early in the pandemic, with many being published in summer 2020. As such, most CPP/local authority recovery plans were mostly published before the CRS. In most cases CPPs and local authorities have not published separate recovery plans post October 2021. However, in a small number of cases, CPPs were found to have embedded their Recovery priorities into other planning frameworks (including LOIPs and Community Plans) in an effort to mainstream recovery across all work.

While evidence suggests broad alignment of the intentions of the CRS outcomes with those articulated locally, outcomes are prioritised differently across CPPs and within LOIPs. It is reported by CPPs that this local prioritisation is most often based on community engagement, understanding of local needs and circumstances. It was noted that this method of local prioritisation and understanding of need is a duty on local areas, required by the Community Empowerment (Scotland) Act 2015, and the Local Government in Scotland Act (2003).

It was highlighted by CPPs that alongside their requirement to build priorities through community engagement, there exists a wide range of national priority outcomes often results in a complicated landscape in relation to delivery. There exist a range of national outcomes which sit out with the CRS, in relation to areas such as Net Zero and economic development, which have been prioritised both nationally and locally and therefore represent areas of significant focus in local areas.

Of the three outcomes as articulated in the CRS, the one which was found to have the least alignment with local plans and activity was on the concept of ‘Green Jobs’. This was found to be locally more broadly being pursued as a subset of broader employability activities.

Around half of all CPPs engaged reflected that mental health and wellbeing outcomes/actions are missing or underrepresented in the CRS, and that this was a key feature of their own plans.

Addressing the climate emergency and the move towards Net Zero was also commonly cited as a key priority locally that was felt to be underrepresented in the CRS.

It was also noted, almost universally amongst CPPs from remote and rural local authority areas, that digital inclusion was a key feature of local planning. The requirement during Covid to work from home meant the model for service delivery was electronic, often not accessible to the people in most need. Digital inclusion is therefore a key priority in many local areas and is felt to be underrepresented in the CRS.

The stated outcomes/priorities as stated in various publications by different councils were examined. These documents, including LOIPs, Council Plans, Corporate Strategies and Recovery and Renewal Plans, have all been published after the CRS. Research showed that (a) many of the outcomes/priorities articulated are similar to those identified in the CRS, though articulated differently, and (b) there are some outcomes/priorities being prioritised locally that are not at the forefront of the CRS (climate change emergency, digital inclusion, mental health and wellbeing).

4.4. CRS Target Groups in Local Service Design and Delivery

A wide range of target groups were identified, and it was noted that whilst actions are aimed at target groups, the need for investment in good, equitable, universal services is crucial.

Similar to the variable prioritisation of outcomes, there was found to be varying prioritisation of target groups. While many areas noted a targeted focus on citizens who are disabled people and carers – particularly young carers, and those from minority ethnic backgrounds (target groups as identified in the CRS), others were identified that were closely aligned to the demographics of the communities of which the CPPs are a part. Some examples are below:

• Low-income families not resident in areas of low SIMD;

• Over 50s (to encourage people in this demographic back into work);

• People from ferry linked islands (owing to the higher cost of living and limited island resources);

• Elderly people widowed during Covid;

• People with convictions;

• Single adults included alongside families (with particular focus on their mental health and wellbeing due to increased isolation).

It was found that where these groups were included as priorities, they were in addition to, rather than instead of, the groups identified in the CRS.

4.5. Alignment of National and Local Use of CRS Outcomes and Target Groups

CPPs, local authorities and Scottish Government Policy teams are delivering actions and developing strategies that contribute to improving the CRS outcomes, and there is agreement that those outcomes are positive ones to pursue. However, it has been observed that different entities often have different articulations of their own outcomes and target groups and these articulations are not identical to the CRS outcomes.

This is in part due to timing – local recovery plans and Scottish Government policies cited in the CRS were most often initiated before the publication of the CRS. In strategies and plans published after the CRS, there is observable differences between the prioritisation of outcomes.

While in many cases it is possible to work backwards and explicitly link the intended outcomes of Scottish Government policies and local actions to those of the CRS, it is not typically being done actively by Scottish Government policy teams or CPPs.

5. Delivery of Actions

5.1. Key Messages on Delivery of Actions

• While some of the actions in the CRS are policies that are still being developed and are not yet in the delivery phase, the majority (68%) are understood to be progressing as planned, with a small number (11%) already having been completed.

• The remainder (21%) were seen to have emerging risks to delivery, in some cases as a result of factors outside the control of the responsible policy teams, such as the outcome of the recent resource spending review.

•

Whereas on outcomes and target groups there is broad underlying alignment between the CRS and those stated locally, it is more difficult to evidence an aligned view between Scottish Government and local areas on specific actions that will have the greatest impact on outcomes.

•

Within the actions in the CRS that have been identified as being likely to have the biggest impact on outcomes by Scottish Government, some are still at policy development stage, with implications as to local view of their current contribution to delivering the CRS outcomes.

•

Alongside actions identified nationally, numerous examples were found of activities that are being undertaken locally that contribute to the CRS outcomes, alongside actions being taken on alternative outcomes such as the move towards Net Zero and improving digital inclusion which are not overt in the CRS but were found to be local priorities.

• This difference in local and national views on the actions in the CRS, along with the complex landscape of interweaving national and local priority actions, has resulted in there not being a collective suite of actions between Scottish Government and Local Government that systematically address the outcomes identified in the CRS.

The scope of the CRS is large, with a wide range of actions. 72 national level actions are identified that are tracked through the Scottish Government’s performance reporting processes, all of which have positive impacts on the programme outcomes. However, to support effective consideration of resources, work was undertaken by Scottish Government to identify a subset of the actions within the strategy which were believed to have the most impact on delivering the CRS outcomes. The resultant list of the ‘highest priority’ actions is shown in Appendix A.

Evidence was collected to understand the national and local view on how these actions are progressing (section 5.2), whether there are others that should be considered that are not covered in the CRS (section 5.3), and whether or not there is agreement that these are the actions/policies that will have the greatest impact on the CRS outcomes (section 5.4).

5.2. Progress on Delivery of Actions

The CRS details a number of priorities, each of these focussed on various target groups. Reporting of these priorities and deliverables is captured through various channels; for example, through the Scottish Government’s internal review processes, managed and

maintained by the relevant policy areas. The internal review process presents a snapshot of the latest available progress, delivery updates from each of the policy teams responsible for the 72 CRS actions. A summary of these RAG statuses can be seen in Figure 4.

The 16 priority actions identified by Scottish Government (Appendix A: Scottish Government List of Priority Actions) are at varying stages on the delivery path with policy teams reporting progress at regular intervals. Capturing the red, amber and green (RAG) status as reported within Scottish Government doesn’t fully explain the progress against the commitments; there are various factors to consider alongside the subjective assessment of the reporter. The reporting period for the majority of these commitments covers the period May to July, however some areas key priority areas have provided updates for August 2022. Additional information for these commitments is given in Appendix C: Latest Commitment Delivery Status as Reported providing a more detailed explanation of the status of each.

Figure

Figure 4: Scottish Government internal review RAG Status of Actions Identified in CRS

The engagement that has been undertaken with local areas has sought to better understand the local view of these actions and the delivery thereof. In general, there is recognition and agreement that a number of the 16 priorities outlined are of central importance to the delivery of the CRS outcomes. For example, the Young Person’s Guarantee and No One Left Behind were highlighted by local authorities as being important in relation to all of the outcomes, with local areas referencing the positive progress they have made through these policies. For priority policies in the implementation phase, local areas reported progressing with delivery in line with funding and statutory requirements that are currently in place. This is a generalised appraisal of local views on delivery, and does not account for any local variability in delivery progress across different local authorities or CPPs.

It should also be noted that a number of the priority policy areas are still being developed and are not yet in the delivery phase, making it challenging for local areas to provide a full assessment of their likely success in delivery in relation to the CRS outcomes. The importance of collaboration in the design and development of policy of this kind has been highlighted during engagement in order to adequately ensure that approaches are suitably tailored to the specific needs at a local level and to incorporate the knowledge and expertise that exists throughout Scotland.

Additionally, it is also the case that within the identified list of priority policy areas there are some that are seen as particularly challenging from a Local Government perspective – most notably with respect to the National Care Service to which local authorities have raised significant concern that is well documented elsewhere.

Examining some of the Red and Amber actions identified in Figure 6, the RAG status for the expansion of free school meals is red, due to the reassessment of the delivery of any 2023 programme commitments as a result of the resource spending review. Partners and Policy teams have delivered on the universal free school meals to primary 4, 5 and special schools; the red status relates to the delay in the delivery of that commitment to primary 6 and 7. This is currently being assessed with partners to understand how resource constraints may be addressed.

On the commitment to provide funded holiday childcare for low income families, Scottish Government policy teams and local areas continue to work on how to link the policy, which is targeted at the six priority groups outlined in the tackling Child poverty plan, to the broader childcare commitments in light of the outcome of the resource spending review. They note continuing to work with the Children’s Panel and People’s Panel develop person-centred and targeted design and delivery. A similar approach taken in relation to the increasing and automating the school clothing grant for children from low-income families; with outcome reporting captured annually.

Additional external pressures and influences beyond the Policy areas’ control were found to have impacts on certain priorities within the CRS such as the resettlement programme of work relating to the conflict in Ukraine or the cost of living crisis. Similarly, with the outcome of the resource spending review was reported to have prompted a reprioritisation in some areas.

These external pressures and influences have flagged potential challenges with the delivery of 110,000 affordable, energy efficient homes by the year 2032 – currently flagged as amber. Continued cross-policy and sector collaboration is ongoing with mitigations and adaptations being progressed. The Just Transition policy area has targeted specific areas, initially, to gain an informed understanding and develop an approach fit for the future.

Other key priorities such as the Local Mental Health and Wellbeing support is progressing (amber status), with Policy and Local areas seeking opportunities to work collaboratively across the commitments. However, with the joint delivery board between Policy and COSLA colleagues due to end and a delay in funding allocations due to the reprioritisation brought about by the RSR result in the commitment having an amber status.

The Community Wealth Building Plan (Amber) involves cross-policy and local area collaboration to develop plans and is well underway in many areas, though some local areas are further ahead than others. The reason for the amber status is that the funding for an investment programme to accelerate the implementation of these plans has not been secured for the current financial year or beyond – discussions are ongoing to consider different approaches to this challenge.

The Whole Family Wellbeing Fund commitment to support the investment of £500 million is rated as amber currently, this is due to funding concerns as a result of the recent budget announcement and prioritisation considerations encouraged by the RSR. To mitigate some of the impact, a cross-portfolio Ministerial Group is being considered to refocus the collective approach taken within the Whole Family Wellbeing Fund.

A person-centred approach to policy design and implementation was found to be central in the drafting of the planning for the introduction of funded early learning and childcare for all one-and-two-year-olds (amber status). This policy is currently on track to map the current provisions, build an evidence base by considering comparator countries, undertake service user research by engaging with the people this will assist most and consider the actions required to create a holistic-joined up offering to families. However, it was reported that consideration is needed on future funding requirements to implement these learnings once the pilots are complete.

Across a number of priority policy areas, information sharing and reporting is key to progressing a number of priorities. For the roll-out and doubling of Scottish Child Payments the sharing of data across organisational boundaries was found to have been a restricting factor for progressing which the Policy team have been working with colleagues from UK Government Departments to resolve. While in this area there has been some success in resolving the challenge around sharing data, issues with information sharing across organisational boundaries is a theme across the various Policy and Local areas.

The Green Jobs Fund has allocated funding to a project, and has sought support from Scottish Futures Trust to understand best practice when successfully measuring the impact and success of the fund. The refreshed Fair Work Action Plan will incorporate a number of responses from consultation that will aim to provide person-centred outcomes for the various target groups.

5.3. Non-CRS Actions Being Pursued Locally

During evidence gathering numerous examples were encountered of actions that are being undertaken locally that contribute to the CRS outcomes, but which are not included as part of the priority policies. Many of these actions have stemmed from recovery strategies produced by local authorities and CPPs prior to the publication of the CRS or have emerged as a result of community engagement and data analysis to tailor responses to the needs of their communities. Many have also emerged from other national strategies that have been produced, which have their own range of commitments attached to them. Actions aimed at addressing poverty, and in particular child poverty, were often highlighted by local areas. The graphic below shows a small number of local activities identified in evidence gathering which are seen to contribute directly to the outcomes of the CRS.

Employability Hubs taking a partnership approach to allow national agencies to operate at the heart of communities

Establishing referral pathways between Midwifery services and the Welfare Rights team

Embedding Financial Wellbeing/Welfare Rights staff into the school setting

Beat Hunger campaign, developed to tackle food inequality and poverty

Sustainable Food Places framework including appointing a dedicated Good Food Coordinator

Stakeholder mapping database with over 30 community groups and organisations

People and Place Leadership groups

Locality Operational Groups who focus on children and young people who do not currently meet the threshold for traditional support

Neighbourhood network for mental health

Energy Advocacy Service

Figure 6: Outline examples of local actions contributing to CRS outcomes

Outlined below are two case studies of local actions being taken forward that contribute to the outcomes, but have not been mentioned elsewhere. These case studies are included to evidence the ways in which specific actions are being taken forward at a local level that can clearly be seen to have target outcomes that contribute to improving the outcomes in the CRS.

Case Study - Pre-employability – PEC Project

The main aim of the project is about tackling the barriers that prevent people preparing or looking for work. Focusing on the “economically inactive” and, without the sole aim of achieving job outcomes, PEC offers solutions to the pre-employability issues that may deter people from considering work and helps them move towards employment. Often circumstances mean the economically inactive are too far removed from the job market to take part in traditional employment programmes.

PEC takes people on the journey to work by offering personal support and a wide range of services such as trauma support and counselling, literacy, numeracy and digital skills, travel support and a range of training options including key soft skills as well as access to local work placements. Bringing partners together to adopt an innovative, personcentred, agile approach played a crucial role in the early success of the project.

Recent figures from PEC show that in the first five months of delivery, 250 people have been supported through the project, several of whom have gone on to further education and 28 participants are now in employment.

Case Study: Money Counts

The “Money Counts” training programme was developed to support staff in the NHS, and Partner Organisations to ask people about financial worries and signpost them to a source of support.

The training is available to anyone who might, in the course of their work, have a conversation about money and aims to increase skills and confidence to ask about money matters. The training focuses on four outcomes:

• Increase understanding of poverty and its impact;

• Increased confidence to ask about money worries;

• Increase knowledge of support services for money matters; and

• Increase knowledge of poverty sensitive practice.

The Money Counts training is delivered by the Health Improvement Team, supported by Social Security Scotland and FareShare/Cfine.

Since March 2020 there have been 28 tier one and two courses delivered. The response from services has been decisively positive.

While the examples cited above are actions that can clearly be linked to impacting on the CRS outcomes, numerous examples have also been identified where actions are being undertaken that do not clearly align to the CRS outcomes. Two examples are cited below that are actions being undertaken locally to address Digital Inclusion and the move to Net Zero. The case studies presented here are not intended as a commentary on the success or importance of the projects or the outcomes that they achieve, and are presented here to highlight that not all large-scale actions being taken locally align with the CRS. They are also presented in the context of actions relating to Net Zero representing a key strategic priority in other national strategies or interventions, such as the Programme for Government.

Case Study: Local Full Fibre Network and Rural Broadband

A Council through funding from Tay Cities Deal (£0.5m) and the Department of Culture, Media and Sport (£0.707m) have used the LFFN programme to provide 30.6km of ultrafast fibre connectivity (speeds of up to 1Gbps) within the council, connecting 52 Council Buildings & Schools to reliable and fast internet connectivity. The project which was awarded to BT allowed Openreach to upgrade the infrastructure (within the area of these council buildings & Schools) using their Full Fibre Infrastructure Build (FFIB) model. By connecting the council buildings and schools, the Council committed to be the anchor tenant to allow the project to proceed. The fibre infrastructure benefits not just the council but also local residences and businesses.

Through separate funding from Tay Cities Deal (£0.5m) and in association with SmartRural (Farmers’ Co-Operative) work has started on installing a core wireless infrastructure in rural locations (installed on farm buildings) that can be used by Wireless Internet Service Providers (WISPs) to connect rural premises to fast and reliable internet connectivity.

Case Study: Building Management Systems to drive energy reduction

Since 2019, one Council have been rolling out a leading Building Management System (BMS) with over 80 sites with heating, hot water and ventilation controlled remotely via Siemens Desigo CC. With the BMS, the council are able to set internal temperatures and time schedules. Heating schedules are also seasonally, allowing substantial savings through the shoulder seasons and other seasons. The aim is to have over 100 sites connected remotely by 2024.

The benefits of this include:

• Full remote control, reducing the need for site visits.

• Amended software at sites helps plant run more efficiently.

• Provides maintenance and compliance teams with reports and alarm functions

• Easier to upgrade sites - installing more room sensors, connecting on site plant through Desigo instead of having independent role, and set up trend logs to allow performance tracking.

5.4.

Alignment of National and Local View on Delivery of CRS Actions

While some of the actions in the CRS are policies that are still being developed and are not yet in the delivery phase, the majority (68%) are understood to be progressing as planned, with a small number (11%) already having been completed. The remainder (21%) were seen to have emerging risks to delivery, in some cases as a result of factors outside the control of the responsible policy teams, such as the outcome of the recent resource spending review.

In the previous section it was noted that despite different organisations having different articulations of their own outcomes, there is underlying alignment between those outcomes being sought locally, in policy and those highlighted in the CRS.

In contrast, it is more difficult to evidence coordinated alignment of actions being taken forward nationally and locally that aim to impact outcomes. As evidenced in section 5.2, a number of the actions that Scottish Government cite as being priority policies that will impact the CRS outcomes are not yet at delivery phase. In contrast, section 5.3 showed where alternative actions are being undertaken locally that, while not cited in the CRS, clearly will impact on the CRS outcomes. In addition, section 5.3 gave examples of actions being taken that address some of the non-CRS outcomes which were identified as local priorities.

Through evidence collation, numerous examples were found of actions being taken at a local level. Many were found to found to be pursuant of the outcomes in the CRS, but other were identified as addressing outcomes not noted in the CRS, for example the actions of local authorities to address the climate emergency and the move to Net Zero, or digital inclusion.

This is not to say that actions at either national or local level will not have a positive impact on the outcomes, only that there is not seen to be alignment and coordination of these actions. Actions being taken forward at a local level were most commonly found to be developed through community engagement, delivered in partnership with the third sector or emanate from other national and local strategies that exist. It is to be expected that actions are found to have developed through community engagement since this is a duty on local authorities and CPPs as required by the Community Empowerment (Scotland) Act 2015, and the Local Government in Scotland Act (2003).

The disparity of prioritisation, along with the complex landscape of interweaving national and local actions results in there not being an observable coordinated collective suite of actions between Scottish Government and Local Government that systematically address the outcomes identified in the CRS.

It was noted in both interaction with Scottish Government policy officials and CPPs that mapping and understand the interdependencies and integration of national and local actions would be invaluable to maximise impact and allow prioritisation.

6. Characteristics of Policy and Public Service Design

6.1. Key Messages on Characteristics of Policy and Public Service Design

• There are numerous examples of person-centred, outcome-led and relational public service delivery and policy design, though systematic challenges and barriers exist both in policy design and local service delivery that can impede their effectiveness.

• Officials within both Scottish Government and Local Government have expressed positivity for the urgency and empowerment felt during the Covid response, and a desire to continue working in that way to address new and emerging challenges.

• However, the pull of moving back to Business as Usual has been felt in both Scottish Government and Local Government, with ways of working tending to revert to ‘how things were before’.

• It had been noted that this move to old ways of working has re-established organisational barriers, seen an increase in siloed working and restored reporting requirements that are thought to be unnecessary, both at a local level by CPPs, local authorities and within Scottish Government.

• There are several common barriers that are observed both nationally in policy design and local service delivery that are seen to impede the effectiveness of delivery. Such challenges and barriers include the number of competing priorities and associated reporting burdens, the sharing of data and intelligence across organisational barriers, the requirement to re-organise and re-prioritise resources in response to external influences (crisis points such as cost of living or resettlement programmes) and the flexibility of funding.

6.2. Person-Centred Policy Design

Through engagement with policy officials, numerous examples were found where personcentred approaches were being taken to policy design. Common characteristics of these approaches were the establishment of panels, governance boards and national groups of representative bodies that commonly include representation from the public, third and private sectors, and those with lived experience. Policy teams also reported establishing cross-cutting user research in order to test policy and design assumptions with the end users. This was most commonly conducted through third party organisations.

Case Study: Wraparound School Age Childcare

The Scottish Government is committed to building a system of school age childcare, offering care before and after school, and during the holidays. The intention is that those on the lowest incomes will pay nothing. This aims to remove one of the key barriers preventing parents - particularly those on low incomes - from gaining access to training, study or secure and stable employment.

Backed by initial investment of £3 million, work has commenced to understand the demand for services and the delivery capacity within the existing system. This early work will build on learning from the Access to Childcare Fund projects, which tested models of school age childcare for families most at risk of poverty and focusing on addressing the specific needs of priority families.

In developing the future system of school age childcare, policy creation is taking a person-centred approach to designing services by working collaboratively with families, childcare providers and the wider public sector to build a system that meets individual needs. In planning this policy there is also evidence of a place-based approach, recognising that there is no one-size-fits-all solution to providing childcare solutions within communities.

6.3. Person Centred, Relational Service Design

Throughout engagement with officials in Scottish Government and CPPs, there has been repeated positivity for the urgency and empowerment felt during the Covid response, and a desire to continue working in that way to address new and emerging challenges.

A commonly referenced example in CPP workshops is the example of the local hubs that were established during the pandemic across many areas in Scotland. Local groups acted in a more agile way and felt able to respond to local demands. The feedback from these groups was the public services often took longer to respond, where are local groups were able to action things more quickly. They also reported feeling like “barriers came down” and partners, particularly community groups, were able to work together in new and innovative ways.

In line with the requirements of the Community Empowerment (Scotland) Act 2015, CPPs develop their locality plans and actions based on consultations with the communities they serve; a person-centred approach to developing LOIPs. Throughout evidence gathering, this was reaffirmed as being the case.

While CPPs were able to evidence ways in which integrated service delivery was achieved, the breadth of responsibility on some individuals mean the dedicated capacity for change and transformation work gets lost, as the limited capacity of these individuals means they cannot innovate and develop new partnership ideas.

CPPs were able to evidence strong leadership approaches and many have strong links with community groups, and have shared governance with partners around statutory actions. However, partner accountability was seen to vary across CPP areas, in some areas there are robust, twice yearly reporting requirements where partners are held to account, however in other areas, the local authority is seen as the lead partner, and accountability of other organisations is less visible.

Case Study: Glasgow City Council “No Wrong Door” Pathfinder

Significant analysis has been undertaken in Glasgow to understand the detail of child poverty. Colleagues at the Centre for Civic Innovation worked with partners to articulate the extent of Glasgow’s challenge, describing both the breadth and depth of poverty. This analysis, initially undertaken in February 2020, was revisited in February 2021 to provide insight into the initial impacts of the Covid-19 pandemic. Work continues to determine the ongoing impact of the pandemic and the resultant cost of living crisis.

By understanding more about who and where these children are, Glasgow is much better placed to effectively target activities and supports in the places that will make the most sustainable difference.

The ongoing impact of the pandemic, alongside the cost of living crisis, requires embracing new and radical approaches to make a real difference for families across the city. It was this shared recognition of the need for a fundamental shift in approach that brought city partners together to examine opportunities to secure whole system change earlier this year. It is a shared commitment to undertake bold and decisive actions that deliver better services and outcomes for the city that has focused the intention of this Pathfinder.

It is the intention to anchor this Pathfinder in the delivery of a No Wrong Door model and use this to address the challenges to whole system change. Glasgow will harness the learning and experience of our crisis response, using this to break down barriers, both real and perceived to improve the way they work and the impact they make across the city.

Specifically, Glasgow will use the No Wrong Door concept to reimagine the way they work with children and families to support access to the most appropriate assistance for their circumstances. This will be focused on collaborating with citizens to prevent them from falling into poverty, supporting citizens out of poverty and preventing people from reaching crisis situations. Moreover, they aim to demonstrate that, by connecting citizens to holistic, person centred, case management support, they can deliver significant benefits for organisations across the city. In turn, the city looks to secure better ways of working and more effective use of public resources in line with the Christie recommendations.

This pathfinder seeks to reimagine the model, to ensure that wherever a citizen’s first interaction is, they receive a consistent approach. Furthermore, this will be underpinned by a holistic conversation focusing on what matters to the citizen, a shared understanding of the jointly agreed next steps and case management to provide ongoing support and regular review with the citizen as the lead.

It is the aspiration that, over the course of the next 16 months, the system will be reengineered from the current cluttered landscape, to one that is much simpler but more connected and ultimately effective in supporting both citizens to thrive and our organisations to reach their maximum potential.

6.4.

Commonly Identified Challenges

There are several common barriers that are observed both nationally in policy design and local service delivery that are seen to impede the effectiveness of delivery. This section will outline those most commonly identified through evidence collation:

• Number of Competing Priorities

• Reporting Requirements

• Collaborative Working

• Crisis Response to “Hot Topics”/World Events

• Data & Intelligence Sharing

• Funding Flexibility

• Resources

6.4.1. Number of Competing Priorities

The priority outcomes and actions set out in the CRS do not represent the totality of priorities held at a national and local level. It has been communicated that the number of priorities that currently exist can often have notable resource implications for delivery and can act as a strategic barrier to progressing recovery. CPPs highlighted a feeling of disconnect between local and national recovery plans that arises in part due to their requirement to develop improvement plans based on community engagement, alongside the priorities identified in national strategies.

“There is understandably a myriad of strategies and delivery plans that Councils and Partners have to deliver against to achieve successful outcomes.” – Feedback from one CPIB member

Through engagement with Scottish Government policy areas it was noted that there is wide strategic risk due to the plethora of interventions, changes and pilots and pathway projects which make prioritisation more complex. It is felt within Scottish Government as well as in local delivery that mapping and understanding the interdependencies and integration of national and local actions would be invaluable to maximise impact and allow prioritisation.

The prioritisation of outcomes and actions at a local level is made more complex by the requirement on CPPs to develop their LOIPs based on community engagement and understanding of local needs – a legislative duty. This report has evidenced that the outcomes and actions identified through this local development do not always align with those cited nationally.

The three outcomes in the CRS were jointly agreed by Local Government through COSLA and Scottish Government. Through gathering evidence from both spheres of government it can be seen that both experience competing priorities alongside those outcomes identified in the CRS. This can be seen to be a barrier to the improvement of the CRS outcomes as additional priorities result in a diffusion of resources acting on the outcomes both nationally and locally.

6.4.2. Reporting Requirements

With a complex landscape of sometimes competing priorities and funding arrangements comes a plethora of reporting requirements. It has been noted by most CPPs that reporting requirements pose a substantial burden on staff, with many raising the issue that information is gathered in a multitude of ways via a range of requests. This is often handed to them by Scottish Government, but there was recognition from a small number of CPP colleagues that they themselves can pass similar requirements on to their partner organisations. It was noted that sometimes there is conflict at different levels in terms of reporting requirements, generating frustration when duplicate information is requested. Reporting is thought of as being proportional in some areas but there is a broad desire to have this reduced.

6.4.3. Collaborative Working

Through engaging with Scottish Government policy teams, it was noted that, while colleagues are keen to collaborate with other policy areas across Scottish Government, it can be difficult to make connections and have a holistic view of ongoing policy development across policy areas. Policy teams in some areas such as Child Poverty are making progress through mapping the various policy commitments across Government and linking in with those teams. However, colleagues continue to work towards a more joined-up policy approach across the organisation. Similarly, learning from cross-boundary local authority/CPP working and best practices is welcomed from strategic partners who work across localities.

6.4.4. Crisis Response to “Hot Topics”/World Events

Partially a question of resources and funding, the breadth of responsibility on some individuals mean the there is little overhead capacity in local teams such that when “Hot Topics” or world events require a response, other duties are temporarily de-prioritised. Not only was this reported to impact on existing work, but it further reduces any dedicated capacity for change and transformation work required for long term, strategic change and taking more time to deliver person-centred services.

Since the publication of the CRS, there have been several such events requiring a crisis response, some of which are outlined here:

Cost of Living

The national landscape has changed significantly in a strikingly short period of time and it was felt that the CRS did not reflect current trends or issues. When the CRS was published in October 2021, the “cost of living crisis” was not seen to be in the public consciousness (Figure 7). However, this now weighs heavily on resources and is a key influence on decision making.

The cost of living crisis is a key priority and cost of living crisis groups have been set up to make rapid responses to challenging faced by local communities. There is clear recognition that there are now a whole new group of people that were reasonably financially secure and very stable now facing these issues; making those in danger of in-work poverty a key focus for across multiple CPP areas.

Figure 7: Relative Interest Over Time on Google for “Cost of Living Crisis” in the UK over the past 12 months. Numbers represent search interest relative to the highest point on the chart for the given region and time. A value of 100 is the peak popularity for the term. A value of 50 means that the term is half as popular. A score of 0 means there was not enough data for this term.

100 % 80

60

40

20

0

Relative Interest Over Time on Google for ‘Cost of Living Crisis in the UK

Covid Recovery Strategy Assurance Report | 24 22/08/21 05/11/21 19/01/21 04/04/21 18/06/21

Resettlement Schemes

Another prominent recent example is the Ukrainian resettlement scheme, which is a priority with a significant impact on local resources. For most policy and local areas, they do not have experience in dealing with such high numbers of people resettling in such a short period of time. However, all areas reported that they dealing with this as an urgent priority, remembering that these are people that have been displaced from a conflict situation and are working tirelessly ‘behind the scenes’ to ensure they are supported. Local areas continue to support displaced people from across the world, relying on existing resettlement processes scaled to support everyone making Scotland their home. It was noted by many CPPs that this has become a focus for them, necessitating de-prioritisation of other work.

Resettlement projects have also impacted policy areas; not limited to resource but also funding and policy changes. Teams within Scottish Government have been created to enable the Super Sponsorship Scheme is deliverable through Local Authorities, with support from CoSLA and key third sector organisations (for instance Scottish Refugee Council). This enablement presents itself as additional funding to support the resettlement through UK Government sponsored individual payments and host Local Authority support. Various stakeholders including Department for Work and Pensions are working with Local Authorities and Social Security Scotland to ensure processes are in place to expedite access to National Insurance numbers; helping with employment and / or benefit allocation.

Resource Spending Review

The resource spending review offers a framework for establishing priorities within which partners and Scottish Government can plan for the future. For the first time in over a decade it provides Scottish Government and partners with multi-year spending parameters. The resources spending review takes account of the world-wide economic volatilities due in part to those challenges highlighted in previous sections.

As an event internal to Scottish Government, the recent resource spending review has given a challenge to some policy teams on how they prioritise action and funding in a more resource constrained environment. It does, however offer a platform on which the conversation on how best to navigate the challenging financial position whilst also transforming and improving public service to make sure the people and communities receive the support now and in the future.

6.4.5. Data & Intelligence Sharing

As there is an increasing requirement to deliver more of services in collaboration with partners, across local authorities, NHS, or organisations from the voluntary or private sector, evidence is clear that the absence of common platform for secure data sharing hinders the legitimate exchange of intelligence and/or information.

For more national data sets there are other issues in play. The lack of a single, national, secure and agreed platform for storage is a significant hindrance. This gap has caused the creation of various solutions acceptable to some while not others. Stakeholders suggested that agreement at CPIB level in conjunction with partners and Scottish Government would be required to develop considerations of a shared platform.

Sharing of statistical data to support a range of CPP reports that include the LOIPs, local authority plans, CPP Groups and Community Justice is commonplace. However, a broad cultural and behavioural barrier is risk aversion to sharing data, with individuals defaulting to not sharing data to ensure that they are not in breach of any legislation. An additional reported challenge is the lack of analytical resource available which is reflected across many partners in some areas.

6.4.6. Funding Flexibility

Policy areas have identified funding flexibility as a key enabler and blocker to delivering CRS and Programme for Government commitments, as evidenced in section 5.2.

Limitations around multi-year settlements requires policy areas to undertake significant additional work annually to agree year-by-year funding options; with some key projects unable to secure final year funding. That said, this has driven some positive reprioritisation for certain priorities providing a deliverable that ensures a person-centred approach and for instance, sustainable jobs for the future through focusing on the core requirements or redefining of capital projects with those seeking additional third-party finance support. Other areas have taken the challenging decision to pause progress in order to explore alternative routes and partnerships to enable delivery.

Policies with specific target groups, such as children and young people have deliverables that are demand-led, budgets have been set based on projections with regular monitoring to flag any challenges with delivery.

Statutory community planning partners (including the local authority, NHS board, HSCP, Police Scotland, SFRS, enterprise agency, etc) have both the power and statutory responsibility to resource the work of CPPs. Section 14(3) of the Community Empowerment (Scotland) Act 2015 requires statutory partners to “contribute such funds, staff and other resources as the community planning partnership considers appropriate” for improving local outcomes and securing community participation in community planning. However, it was reported that the lack of truly devolved funding for CPPs to trial tests of change or to design services differently also provides challenges, with many services only managing to contribute ‘in kind’ by providing resource time or use of buildings.

It was highlighted that funding in relation to actions included in the CRS comes to Local Government with challenging conditions and reporting requirements attached, which local authorities have highlighted as often being time consuming and bureaucratic, and which can have implications on delivery (see section 6.4.2 above).

In addition, while the resource spending review aims to provide a long-term plan, focusing on delivering outcomes that will improve the lives of the people of Scotland over the next 3 years, the indication in the resource spending review that there will be no increase to Local Government’s core funding in the next 3 years has caused concern to be raised locally about the implications of this challenging financial landscape in terms of the delivery of a range of policies, including commitments set out in the CRS.

6.4.7. Resources

Suspension of services during the pandemic allowed flexibility of resources to support other services, however now services have opened back up, these resources are returning to the “day jobs”, leaving crucial services under resourced.

Resource support from national partners is inconsistent across CPP areas, compounded with knowledge gaps/skills deficit as a result of stakeholders retiring or moving on, has added significant pressures to CPP areas.

Current demands on all organisations mean that the flexibility to personalise and mould service provision was reported to be very challenging. Observations suggest some services are increasingly stretched as demand exceeds capacity across partnership arrangements.

Policy colleagues also highlighted that they are often working in small teams and at full capacity, making it difficult to take on additional responsibilities such as contributing to tracking documents (see section 6.4.2 above). This was expanded on by teams who work directly with funding applications, such as colleagues from the Just Transition Fund and the Green Jobs Fund, who dedicate substantial time and effort to reviewing applications, with applicants often bidding for a number of funds until they are successful.

7. Conclusions and Next Steps Design

Across Scottish Government and Local Government there is a desire to make a positive difference on the outcomes that are identified in the Covid Recovery Strategy (CRS).

Despite the fact that different organisations often have different articulations of their own outcomes and target groups which are not identical to the CRS outcomes, the underlying aims have been found to be aligned. This underlying alignment means that in most cases it is possible to explicitly link the intended outcomes of Scottish Government policies and local actions to those of the CRS, though it is not typically being actively done by Scottish Government policy teams or CPPs.

There is, however, a difference between the national and local view of what actions are likely to have the biggest impact on outcomes. The evidence indicates that local actions are prioritised by statutory obligations, community engagement and evidence from data analysis, rather than by those identified in the CRS. The delivery of actions and development of policy is not typically being carried out as a direct consequence of the CRS – many local authority and CPP recovery plans were published in advance of the CRS, and many Scottish Government policies cited in the CRS were established before publication.

Officials within both Scottish Government and Local Government have expressed positivity for the urgency and empowerment felt during the Covid response, and a desire to continue working in that way to address new and emerging challenges. However, the “gravity pull” of moving back to Business as Usual has been felt in both Scottish Government and Local Government, with ways of working tending to revert to ‘how things were before’. It had been noted that this move to old ways of working has re-established organisational barriers, seen an increase in siloed working and restored reporting requirements that are thought to be unnecessary, both at a local level by CPPs, local authorities and within Scottish Government.

There are seen to be numerous examples of person-centred, outcome-led and relational public service delivery and policy design, though systematic challenges and barriers are observed both nationally (in policy design and delivery) and locally (in service design and delivery) that were seen to impede the effectiveness of delivery and focus on outcomes and target groups.

Key amongst these are:

• Number of competing priorities

• Data and Intelligence Sharing

• Funding Flexibility

• Resources & Crisis Responses

Beyond this report, the authors will seek to finalise engagement across CPPs, local authorities and Scottish Government Policy Teams with whom we have not yet spoken to ensure that the evidence presented here is representative of the full sample.

8. Appendix A: Scottish Government List of Priority Actions

Holistic Support:

• Whole Family Wellbeing Funding.

• Local Mental Health and Wellbeing Support.

• Establish a National Care Service.

Cost of Living

• Childcare School Age Childcare.

Funded Early Learning and Childcare for all one- and two-year olds.

• 110k affordable energy efficient homes by 2032.

• Income from social security and benefits in kind: Roll-out and doubling of Scottish Child Payment.

Free school lunches, breakfast and holiday food provision.

Increase/automate the school clothing grant for children from low‐income households.

Income from Employment

• Green Jobs Fund.

• Scotland to be a Fair work nation.

• Young Person’s Guarantee.

• No-one Left Behind.

Transforming our economy to support employment income

• 10-year National Strategy for Economic Transformation.

• Work with local authorities to ensure a community wealth building plan is in place.

• Energy Strategy and Just Transition Plan.

9.

Appendix B: Scottish Government internal review RAG Status and Comments for 16 Priority Actions

Policy Comments RAG Status

Free school lunches, breakfast and holiday food provisions

Delivered universal Free School Meals to pupils in primary 4, 5 and in special schools. However, the commitment to deliver Free School Meals to primary 6 and 7 has been delayed. There are ongoing discussions in relation to the resourcing of this part of the expansion which are not yet settled

110k affordable, energy efficient homes by 2032

Construction sector challenges around materials/workforce and inflationary pressures continue to impact on the pace and cost of delivery. Additional capital grant funding still requires to be secured to ensure an achievable delivery trajectory towards the 110k target within the 2032 timescale.

Local mental health and wellbeing support

Due to savings exercise, there has been delay in issuing funding of £15m for 22/23 to local authorities but this is being prioritised. Plans for the doubling of the fund by the end of the parliament are yet to be developed.

Whole Family Wellbeing Funding

We have committed £50 million in 2022 to 2023. WFWF is split into three elements: (i) £32million to support Children’s Services Planning Partnerships; (ii) £6million to enable direct support to CSPPs from a national improvement (SG led) team to drive transformational change; (iii) £12m to support national level policy delivery which drives and supports the outcomes sought from the WFWF.

Increase and automate the School clothing grant for children from low-income households

Roll out and increase of Scottish Child Payment (SCP) by the end of this year.

Work with DWP to establish legal requirements to share datareliant on UK Gov Ministerial steer. Delivered the commitment to increase the clothing grant to £120 in primary schools and £150 to secondary schools. This has been in place since August 2021.

Colleagues noted difficulty they have faced in working with programme colleagues in DWP due to data sharing problems. Have regulation in draft for the expansion of SCP and so looking to extend to under 16s by end of 2022.

Green Jobs Fund - In the 2022/23 Financial Year, tranche 1 has a budget of £12.2 between the three Enterprise Agencies and tranche 2, under the control of Scottish Ministers, has a budget of £11.3m.

Red

Amber

Amber

Amber

Green

Green

Green

Policy Comments RAG Status

Just Transition Fund

The team received 102 applications for the first round of funding (were expecting about half of this). Team is focussed on long-term impact, and so won’t necessarily be able to measure the impact of the fund in the short-term.

Scotland to be a Fair Work Nation

At the moment, the team has 3 action plans – Fair Work, The Gender Pay Gap and Employment for Disabled People – and the team is working on bringing these together into one single coherent action plan.

10-year national strategy for economic transformation

Establish a National Care Service

Division currently working through RSR and identifying what will be taken forward and what will be postponed. There are different leads for each of the programmes within NSET.

The Programme is preparing to publish it Programme Business Case which will set out the evidence and appraisal process undertaken to identify the preferred option for reform of the social care system in Scotland. The business case also sets out the high-level costs and the delivery route map for the preferred option; namely implementing a National Care Service establishing new local care boards.

Young Person's Guarantee

The budget this year for the YPG was reduced from £70m to £45m, and there is the possibility this will be reduced further due to the in-year budget spending exercise. The expectation is this budget will reduce to under £20m next year.

Funded Early Learning and Childcare for all one-and-two-year-olds

Work streams for 22/23 that have commenced and on track are: Mapping current provision for 1- and 2-year olds across Scotland to identify evidence and good practice; building the evidence base for the policy including ELC provision for 1- and 2-year olds in comparator countries.

Wraparound Childcare

The programme is currently being reset as a result of the RSR. The summer activities, childcare and food programme was successfully delivered in 2021.

No One Left Behind

The team now has additional responsibilities as a result of ‘Best Start, Bright Start’, the second tackling child poverty delivery plan. Received additional funding due to the increase in their child poverty activity and they are currently working through this with delivery partners.

Amber

Work with Local Authorities to ensure a Community Wealth Building Plan is in place

Officials are working in partnership with EDAS and CLES to develop Guide on CWB, with pilot areas being finalised.

Green

Green

Green

Green

Green

Green

Green

Amber

10. Appendix C: Latest Commitment Delivery Status as Reported via Internal Scottish Government Review

Commitment Name

SG RAG status Date of last Update

Agree with Local Authorities, introduction of free lunches for all primary school children.

Provide funded early learning to one- and two-year-olds.

Red 13/07/22

Latest Update for Overall Commitment

Planning to deliver free breakfast to all primary school children and commence the phased roll out of a food offer during school holidays.

Amber 02/06/22

Next step: Establish Capital Finance Agreement for P5, P6 and P7 (next update due 31 August 2022)

RAG status of amber overall is given as although work streams are on track for 22/23, we have no additional funding to implement beyond pilots.

Amber 13/07/22 Scoping and mapping of current breakfast delivery has begun, starting with key external and internal stakeholders. Timescales and funding a consideration.

Wrap around Childcare Green 07/06/22 Co-design work underway in a number of communities across Scotland in June, aiming to publish a five-year delivery plan.

Parental Employability Support Fund (PESF) - explore the creation of both a bespoke Lone Parent offer, and a “guarantee approach” for parents to access employability services.

Develop the No One Left Behind Approach

Amber 13/07/22 Meeting with COSLA and SLAED in August to progress commitment.

Green 13/07/22

Reporting milestones complete, with Parental Stats published at regular intervals. Impact reporting to continue.

Publish Fuel Poverty Strategy. Complete 01/06/22 Delivered 23 December 2021

110k affordable, energy efficient homes by 2032 (70% in social rented sector and 10% in RAI communities)

Amber 30/05/22 Team exploring avenues of funding to supplement existing budgets.

Commitment Name

SG RAG status Date of last Update

Increase accessibility to advice services

Support the work to increase accessibility to advice services by placing welfare rights advisors in 150 GPs

Increase and automate the School clothing grant for children from low-income households

Roll out Scottish Child Payment (SCP) to under 16-year olds by the end of 2022 and double SCP to £20 per week per child as quickly as possible during this Parliament.

Implement our second B nefit Take-up Strategy from October 2021.

Commission a Fair Fares Review

Green 30/05/22

Latest Update for Overall Commitment

Green 30/05/22

Work underway to complete a delivery plan.

Second progress report due on Welfare advice and health partnerships - Due June 2022

Green 30/05/22

Work with DWP to establish legal requirements to share data - reliant on UK Gov Ministerial steer.

Green 13/07/22

Continue to work with Agency, respond to SCoSS recommendations and finalise regulations (Summer 2022)

Green 01/06/22

Working with partners across the system to roll out a more integrated service that is reaching more people, in the right place, at the right time.

Green 08/06/22

Establish Fair Fares Review Working Group and Board. Ministerial Approval sought to progressed with proposed scope

Introduce a Community Bus Fund Green 08/06/22

On-going engagement with partner organisations. On target to produce guidance for local transport authorities using the Community Bus Fund.

Support full implementation of Fair Work principles across NHS/ Education sectors - Education

Payment of the real Living Wage to all staff delivering funded ELC

To create a national Women’s Business Centre

Publish a Retail Strategy

Green 01/06/22

On track to produce paper, summarising position of HE and FE institutions.

Green 07/06/22

Amber 13/07/22

Complete 01/06/22

Implementation underway and on target.

Working towards developing costed delivery proposals.

Delivered 24 March 2022

Commitment Name

SG RAG status Date of last Update

Provide 100m Capital for the Green Jobs Fund over the next 5 years.

Green 01/06/22

Latest Update for Overall Commitment

Community Wealth Building Plan Green 13/07/22

In the 2022/23 Financial Year, tranche 1 has a budget of £12.2 between the three Enterprise Agencies and tranche 2, under the control of Scottish Ministers, has a budget of £11.3m.

Officials are working in partnership with EDAS and CLES to develop Guide on CWBP, with pilot areas being finalised.

Support Delivery of the Manufacturing Recovery Plan

Support Delivery of the Construction Recovery Plan

Ensure that every region has a Regional Economic Partnership (REP).

Create a new Digital Skills Pipeline with new, free and modular provision to support people to progress all the way from beginner level to advanced.

£500m Just Transition Fund for the North East and Moray.

Green 13/07/22

An independent set of recommendations for Equalities and Wellbeing in Manufacturing were published on 13th June.

Green 13/07/22

Publication of Construction AccordAssessment of consultation late Summer

Complete 01/06/22 All 8 regions have representatives

Green 01/06/22

Evaluation of Digital Skills Pipeline, Digital Start Fund and 'Code your Future' programme.

Establish a scheme for disabled people to remove the barriers many disabled people face when it comes to leadership positions

Introduce a requirement on public sector grants to pay at least the real Living Wage to all employees.

Green 06/06/22

The 2022/23 allocation of £20 million for year one of the ten-year Just Transition Fund opened for competitive bids on 31 May 2022.

Green 09/06/22

Ongoing engagement - on track to deliver.

Green 13/07/22

Ongoing engagement - on track to deliver.

Commitment Name

SG RAG status Date of last Update

Support 2000 women transition back to work following a career break, backed by £2m this year

Develop an ethnicity pay gap strategy by March 2022.

Green 30/05/22

Latest Update for Overall Commitment

Green 13/07/22

On target to deliver.

Refresh A Fairer Scotland for Disabled People: Employment Action Plan

Apply Fair Work First to our zero emissions affordable homes strategy and apply these criteria to grants, other funding and contracts awarded by and across the affordable housing sector.

Scotland to be a leading Fair Work Nation by 2025

Green 13/07/22

A meeting of the EPG short life working group was held on 29th June to seek initial feedback on the development of the Fair Work Action Plan and the actions to support the EPG strategy. A further meeting will be held in August to share a draft of the Action Plan.

Engagement with disabled people to sense-check high level action proposals in July/Aug

Green 25/05/22

Ongoing work to build evidence base to establish potential benefits / risks of greater use of offsite construction in new build affordable housing

Green 13/07/22

Publish a Fair Work statement on Race Green 13/07/22

Simplify and strengthen our lifelong learning offer

Commitment to upskilling and lifelong learning with further investment and place-based support for training in the North East (NE) of Scotland.

Launch a new version the Workplace Equality Fund

Amber 13/07/22

Publish a refreshed Fair Work Action Plan

Aligns with ETW3 update

RSR reflections put to Ministers highlighting risk to delivering PfG commitment

Green 13/07/22

Agreement on governance (including project timelines and stakeholder involvement).

Amber 13/07/22

Delayed due to finance review. Aiming to seek clearance from CFO on the funds to be spent.

Commitment Name

SG RAG status Date of last Update

Support full implementation of Fair Work principles across NHS/ Education sectors (Health/NHS)

A new zero emissions new build affordable homes strategy.

Amber 07/06/22

Latest Update for Overall Commitment

Green 02/06/22

Delivery of this commitment is dependent on continued tri-partite resource commitment (Staff-side; Employers; and SG).

Building evidence base to establish the potential benefits and risks of greater use of offsite construction in new build affordable housing.

Affordable Housing Supply Programme.

Living Wage in Adult Social Care

Green 30/05/22

Work taking place across the system on how to progress the programme.

Amber 01/06/22 Working closely with key stakeholders to ensure the uplift is delivered to the workforce as quickly as possible.

NSET Green 13/07/22 Continued stakeholder engagement and roll-out of initial actions.

Establish a Centre of Expertise for Transformation across a range of specialist analytical, digital, design, improvement and participation methods.

Establish joint oversight of the Covid Recovery policy programme.

Support our Collective National Endeavour for Recovery through the establishment of a Collaboration for Recovery.

Provide a one-off fund for libraries of up to £1.25 million through the Scottish Libraries and Information Council.

Green 13/07/22 Various milestones progressing with Centre of Excellence progressing.

Complete 01/06/22

Prepare Delivery Programme to accompany finalised NPF4 and progress development of monitoring and evaluation framework with stakeholders.

Complete 01/06/22

Reporting on the plan taken place through the Covid Recovery Strategy Programme Board.

Complete 01/06/22 Completed December 2021

National Centre for Design Green 30/05/22

Place based investment programme

V&A will select individual or organisation to take forward the project and will share the criteria for assessment with SG.

Amber 13/07/22 RCGF round one closed in June 2022. 89 proposals received, RCGF stage assessment panel - 9 August 2022

Commitment Name

SG RAG status Date of last Update

Review the operation of the Public Sector Equality Duty in Scotland

Introduce a Human Rights Bill this parliamentary session (n.b. this includes a right to adequate food, as per the SGP agreement).

Green 01/06/22

Latest Update for Overall Commitment

Green 02/06/22

Consultation to be published w/c 13th December (open for 12-week period) which sets out proposals for amendments to the Scottish Specific Duties (SSDs).

Sub-milestone LOO20 Amber - Bill Consultation, others Green, including potentially introducing Bill late 2023

Establish a National Care Service Green 25/05/22

Support local, regional and national resilience partnerships to embed learning from the pandemic to prepare nationally for future risks

Equity in health and social care for minority ethnic groups

Coherent delivery of place-based approaches to tackling health inequalities within communities

Establish a recognised, authoritative and collaborative function to combat the accelerating threat of cyber-attack to Scotland, its businesses and people.

Support public sector bodies and Community Planning Partnerships.

Develop a student mental health action plan.

Green 01/06/22

Introduce Bill 20 June 2022

Following literature review (31 March), commission user insight on ‘lessons approaches’ in the first quarter of 2022/23.

Amber 13/07/22

Ensure race equity, as well as the need to tackle wider health inequalities, is part of NHS Health Boards 3 Year Forward Plans

Green 30/05/22

Developing framework and metrics to measure progress of health and social care as anchor institutions and contribution to outcomes.

Green 01/06/22

Engagement ongoing - due to complete October 2022

Green 08/06/22

Outcome frameworks and high-level indicators for the three CRS outcomes have been developed as well as assurance work with CPPs and Policy leads.

Green 01/06/22

Allocation model developed and officials are liaising with MH colleagues for the FY component to support the tail end of AY 22/23.

Commitment Name

SG RAG status Date of last Update

Invest £500 million in a Whole Family Wellbeing Fund over the Parliament.

Undertake a review of the Children’s Hearings System over this parliamentary term.

Continue support for Youth Music Initiative and continue annual funding for Sistema Scotland.

Summer 2022 offer for children and families in low income households to provide coordinated access to food, childcare and activities during the holidays.

Young Persons Guarantee

Amber 30/05/22

Latest Update for Overall Commitment

Green 30/05/22

Agree funding - aligned with current RSR processes. Cross-portfolio funding paused. Deliver programme of activity supported by WFWF 22-23

Working Groups to develop proposals for deep dives in August 2022. Detailed drafting sessions scheduled for November 2022

Green 30/05/22

Agreement on approach to spend for expanded YMI funding - Creative Scotland will launch funding soon

Amber 01/06/22

Currently having to rethink delivery of any 2023 summer programme as a result of the RSR.

Green 01/06/22

Developing an action plan for capacity building and upskilling, alongside third sector partners April 2022 onwards

Scaling up the Social Innovation Partnership (SIP).

Develop a new and ambitious package of proposals to reinvigorate the study of Computing Science in Scottish schools.

Develop a programme to tackle Adverse Childhood Experiences (ACEs), Trauma & Covid Recovery

Green 13/07/22

Ongoing work with local partner - on track to deliver.

Green 01/06/22

STACs will advise on implementation of education recs and spread best practice amongst schools. The computer Science working group will meet monthly to drive forward education recs in STER.

Green 01/06/22

The project is being designed in collaboration with NTTP partners to develop and deliver a package of tailored trauma training resources and support, in line with commitments made in The Promise. On track.

Move forward with work on the Mental Health Transition and Recovery Plan

Green 08/06/22

All funding for 2022-23 has been issued.

Commitment Name

SG RAG status Date of last Update

Latest Update for Overall Commitment

Mental Health Recovery and Renewal Fund Complete 01/06/22 Delivered

Holistic whole family support Green 01/06/22

Local mental health and wellbeing support.

Double the investment in sport and active living by £100 million per year by the end of the parliament

Tol invest £10 million in 2021-22 in relation to childhood obesity and adult weight management.

Continue funding key transition projects via our Energy Transition Scotland programme, including the £62 million Energy Transition Fund (ETF).

Limited update available

Amber 13/07/22 The existing funding of £15m is on track, however, plans for the doubling of the fund are yet to be developed.

Green 31/05/22

Limited update available

Complete 13/07/22 Delivered for 2021/22. Awaiting the outcome of the Finance savings exercise to confirm budgets for 2022-23.

Amber 09/06/22 Work underway to resolve issues with the grant letter for the project. Resolution of this claim will return the overall commitment to green status