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The deployment of officers and staff are matters for the Chief Constable. Police Scotland has stated that, “The nature of policing is unpredictable, and overtime is a flexible mechanism which can help to ensure we maintain an effective service for all our communities”

The Scottish Government is investing a record £1.64 billion in policing in 2025-26, an increase of almost £90 million of additional funding from the 2024-25 budget to support police capacity and capability. Our investment in policing has enabled Police Scotland to undertake the highest level of recruitment since its inception in 2024-25. Police Scotland has stated that it has a healthy recruitment pipeline.

Police Scotland’s three-year Business Plan 2024-2027 sets out an ambitious programme of workforce modernisation which aims to bring frontline policing to its strongest possible position.

The Scottish Government has increased police funding year-on-year since 2016-17, investing more than £14.6 billion since the creation of Police Scotland in 2013, and £1.64 billion in 2025-26.

Decisions on how these resources are allocated, including the deployment of police officers, is a matter for the Chief Constable, under the oversight of the Scottish Police Authority.

The total costs of overtime paid by Police Scotland to its workforce over the last five financial years are detailed in the following table.

In line with the Employment Rights Act 1996 and the Flexible Working Regulations 2014 employees have a statutory right to make a flexible working request and for that to be considered by their employer. This includes requests to work a compressed hours working pattern.

The Scottish Government’s Flexible Working policy allows staff to request informal or formal compressed hours where this form of flexible working is suitable for the post and the needs of the Directorate. Such arrangements are based on fulfilling the Scottish Government’s contracted full time working hours of 35 hours per week in whatever working pattern is agreed (e.g. four days per week, nine day fortnight etc).

Compressed hours requests are made and considered at an individual employee level and are not applied as a singular working pattern at a directorate or organisational level where the standard full time working week continues to be five days. In considering individual requests for a compressed hours working pattern from an employee, managers are required to ensure that adequate cover remains in place within their team across the full working week. Where that would not be the case, such requests may be rejected.

Regarding the four-day working week, a pilot was undertaken by two public bodies (Accountant in Bankruptcy and South of Scotland Enterprise) as part of the 2023-24 Programme for Government where staff piloted working a 32 hour week. This pilot will end on 3 November.

The SG and its agencies will not be moving to a 32 hour week however the findings from the pilot will be shared with the Scottish Government and wider public sector to support ongoing public service reform efforts.

Organisational hierarchies are in operation for performance management, pay and finance purposes. Since October 2024 when the Scottish Government’s new HR and Finance system, Oracle Cloud, went live, the practice of Position Management is being utilised within the organisation. This is a common practice in large public and private sector organisations and means all employees operate within an overarching hierarchy, thus their reporting line follows this hierarchy.

A Professions Strategy is in operation within Scottish Government. This enhances workforce management by adopting a classification system that links all jobs to a profession and a related job family and job type, within the Positions hierarchy. Although there are occasional instances in system reporting when a small number of people may appear not to have a reporting line on a system report, in practice they will be managed in line with Scottish Government’s line management practices.

Scottish Income Tax is forecast to raise a record £20.5 billion in 2025-26, £763 million more than they forecast at the Scottish Budget last year. We continue to use the additional revenue raised to support our investment in public services.

Latest figures show that Scotland continues to attract taxpayers from the rest of the UK with net migration of taxpayers positive across all tax bands and almost all age groups in 2021-22 Intra-UK migration of individuals: movements in numbers and income - GOV.UK.

We are using every lever at our disposal to create well paid, skilled jobs here in Scotland. Our Programme for Government 2025-26 sets out what we are doing to deliver certainty and stability and make it easier to do business. This includes no further divergence from the UK on Income Tax for the remainder of this Parliament. The latest data shows more taxpayers have been coming to Scotland than leaving since devolution of Scottish Income Tax. Other taxes that may impact private sector job creation, such as Corporation Tax and Employer’s National Insurance Contributions, remain fully reserved to the UK Government.

‘Unallocated’ and ‘Functionless’ are not terms which are applied to the categorisation of roles within the Scottish Government.

The Scottish Government continually monitors its operations to ensure its resources are deployed as effectively and efficiently as possible. This is achieved through prioritisation, effective vacancy management and adapting to changing needs.

The Scottish Government welcomes the findings from the General Medical Council Report, and we will ensure any concerns raised are fully considered and addressed.

The Scottish Government meets regularly with Boards and Healthcare Improvement Scotland to discuss what actions can be taken to continue to build on the programmes of work already in place to improve the quality and safety of care delivered to patients in Scotland and to ensure a co-ordinated and holistic approach. These programmes and legislation include;

• The Scottish Patient Safety Programme, underpinned by the Essentials of Safe Care, which is currently being refreshed for re-launch in October 2025.
• Safe Delivery of Care Inspections, which were expanded in January 2025 to include inspection of maternity services.
• A National Framework for Reviewing and Learning from Adverse Events in NHS Scotland, updated in February 2025, which provides a system-wide approach for identifying, reviewing, and learning from events.
• The Health and Care (Staffing) (Scotland), which came into force on 1 April 2024, puts systems and processes in place to enable real-time assessment of staffing.
• The Scottish National Audit Programme recently commissioned new audits which aim to improve service provision and patient outcomes

In addition, the Scottish Government introduced legislation for a Patient Safety Commissioner for Scotland. Scotland’s first Patient Safety Commissioner, Karen Titchener, took up her post on 1 September.

A Quality and Safety Sub-group of the NHS Scotland Executive Group, chaired by Dr John Harden, Scottish Government National Clinical Lead for Quality and Safety, meets regularly to review data and reports from across the system, including the above programmes, to support improvement in the quality, safety and outcomes of care provided by NHS Scotland.

I refer the member to the answer to question S6W-39938 on 4 September 2025. 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.

I refer the member to the answer to question S6W-39938 on 4 September 2025. 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.