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In relation to the earlier discussions about student numbers, I checked the UCAS clearing table, which shows that, in 2019, there were 28,750 Scotland-domiciled students. Setting aside a range of other factors, which we all understand, if there was a reduction of 1,200 from the 2023 figure, which was 30,050, that would take us back to 28,850, which compares very favourably with the 28,750 in 2019. I thought it that would be helpful to put that on the record. Do you have anything to add to that?

Thank you.

Absolutely—fair dos.

I want to explore that a bit more. I absolutely agree with you about the constraints on pay and the difficulty of the budget, but how specifically will you be able to support agencies in squaring that circle—to use a horrible analogy? They will be required to deliver to budget—exactly as the Scottish Government is required to do—and to make those changes at the same time and manage the very real issues that they have with the cost base. My question is really about how you see your role in supporting agencies with those conflicting demands.

Last week in the chamber, the Cabinet Secretary for Health and Social Care, Michael Matheson, gave a speech with which I strongly agreed. He emphasised the need for culture change and talked about some of the work that is being done on that. I intervened to comment that, because of my previous life experience, I know that changing culture as part of general change programmes is the hardest thing to do. Do you think that the culture within the civil service, national agencies and local authorities needs to change? Do you back up what Professor Humes from the University of Stirling described in a previous evidence session as “a cosy conformity” in the culture? If so, in what ways does it need to change?

Okay. Obviously, there will be set-up costs, but there is also the need to build in on-going annual funding.

I suppose that my other question alludes to the convener’s opening question. Given some of the constraints on the Scottish Government, have you ever thought of volunteering the Scottish Parliament to place itself on a fixed budget, similar to the Scottish Government’s position?

Some businesses have stated that that is a factor. Two companies that I have mentioned today have made that clear.

I want to pick up on a theme that the convener raised, which is housing, where there is a really difficult and challenging operating environment. Obviously, we have seen the issue with Stewart Milne Homes, but also Merchant Homes Partnership has gone into liquidation, Harbour Homes is stopping the development of affordable housing, and Springfield Properties has already stopped the development of affordable housing and build to rent and is now selling some of its land bank. In the main, all those organisations cite challenging trading conditions, with inflation, a higher cost base, buyer uncertainty and so on.

That presents a challenge when it comes to the commitment to build 110,000 affordable homes by 2032. In the light of that, how confident are you about that commitment now and, being realistic, do you fully anticipate that it will need to slip?

I will be very quick, as most of the topics that I wanted to cover have come up already.

If the panel can bear it, I have one more little question about commissioners and office-holders. You have mentioned that your figures are heavily caveated, given the continued uncertainties around and the associated costs of new commissioners. Assuming that all the proposed commissioners are put in place, have you estimated what impact that will have on the budget? I appreciate that that information is not the budget bid, but have you done that work?

Politically, I am as capable as anyone of complaining about the nature of a fixed budget for the Scottish Government, but, from a financial perspective, it brings discipline, because it requires hard choices to be made. To pick up on the convener’s opening comments, I suppose that I want to explore with you whether you have ever considered advising that your budget be made on a fixed basis.

You have made a very compelling argument against fixed budgets.

My final question concerns the cleaning budget. You have noted the increase, but the budget submission says:

“The contract price increase for the 2023-24 budget was omitted.”

I was not clear about that, but having read it out, I think that I understand what it means. We did not have the base price—that is now clear.

I am just checking my notes, but I do not think that I have anything else to ask. Everything else has been covered.