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We recognise that veterans may have specific health needs as a result of their military service. Scottish Government works with key partners, including NHS Armed Forces and Veterans Champions to ensure that veterans are identified as a distinct group to ensure their needs are met within the healthcare system.

As a result of a project in NHS Fife, it was agreed at the UK wide MoD/ Department of Health and Social Care Partnership Board that a single code identifying veterans within primary care records be used.

In addition, as part of our commitment to establish a GP’s Armed Forces and Veterans Recognition Scheme, we have developed a training package for health and social care staff, working in general practices to help them understand the specific health needs that veterans can present with.

Last year we published ‘The Strategy For Our Veterans: Taking the Strategy Forward in Scotland – Our Refreshed Action Plan’ which sets out our commitment to obtaining data on veterans from the new Drug and Alcohol Information System (DAISy). DAISy includes a field identifier for veterans and will gather key demographic and outcome data on people who engage in drug and alcohol treatment services. This will provide useful data on the nature and scale of problem drug use among veterans across Scotland. We anticipate that Public Health Scotland will publish this data for the first time this year.

Up to date information on membership, remit and dates of meetings are available here Armed Forces Personnel and Veterans Health Joint Group - gov.scot (www.gov.scot)

Patient referrals and self-referrals to cCBT services from 2017 to 2022, by Board.

Costs for computerised cognitive behavioural therapies are paid at the national level rather than split between NHS Boards. National costs are provided in the following table.

We established the Digital Mental Health Programme in late 2020 to oversee ongoing development of cCBT and other digital mental health services. The development and expansion of digital services was supported by a national implementation team.

The number of available cCBT treatments has increased from 1 in 2019 to 27 in 2022. The introduction of self-referral treatments, Sleepio and Daylight have greatly increased access to digital treatments with 25,668 self-referrals in 2022, compared to 12,356 the year before.

These numbers continue to rise, with usage of cCBT programs increasing from 22,385 in 2020 to 66,163 in 2022. We continue to invest in the long term sustainability of digital therapies (including cCBT), including innovation, staff training, evaluation and inclusion.

The Scottish Government does not hold official data on the unregistered workforce. However we do know that there were at least 4,869 Personal Assistants (PA’s) providing social care support to adults who were in receipt of either Self-directed support option 1 or from Independent Living Fund Scotland in 2021.

This data was captured from those Personal Assistants who applied for the Scottish Government Covid-19 thankyou payment which can be found here PA Programme Board Resources - Self Directed Support Scotland | Self Directed Support Scotland (sdsscotland.org.uk) .

A PA Programme Board was established in 2021 with a membership from the public, third sector and organisation’s representing disabilities. A co-produced Work Plan was developed which includes objectives to understand, grow and support the PA workforce including developing better research of this little known workforce.

The Personal Assistant workforce are employed by the person with social care needs or their family. The employer may also use funding from a variety of public sources as well as self-funding, as such there is no locus for SG to mandate the collection of this data. However, there will be an option to count all those non family member PAs from 2024 onwards as this workforce must be PVG checked from that date.

There has been a successful application for a PHD funded by the Scottish Graduate School of Social Science. This position will start in October and will research PA assistance for disabled people, changing labour markets and social care reform. The PA Programme Board will be a collaborative partner with Glasgow University.

Our aims for Digital Skills & Leadership for all staff across Health & Care in Scotland are delivered by the cross-sector Building Digital Skills & Leadership Programme hosted by NHS Education for Scotland.

This Programme that has funding in place until June 2023 has been incorporated into Priority Four of the ‘Care in the Digital Age: delivery plan 2022 to 2023’ that was published on 8 November 2022. Details of this programme within the delivery plan can be found on the Scottish Government website at:

Care in the Digital Age: delivery plan 2022 to 2023 - Digital Skills & Leadership

We recognise that the opportunities offered by digital are continually evolving and we need to continually explore those opportunities to transform our services for patients and service users. Our further plans for Digital Skills & Leadership will be outlined as part of an update of the delivery plan by April 2023 taking account of the budget available for 23/24 and further opportunities to support and accelerate reform.

As outlined to the member in parliamentary question S6W-13453 on 26 January 2023, the national framework for acute oncology services has been published. The framework lays out the agreed key principles that underpin an effective Acute Oncology Service (AOS) in NHS Scotland and outlines the clinical standards and proposed outcome measures against which services can be developed and monitored.

In addition, we have committed to increasing the acute oncology workforce as outlined in the National Workforce Strategy for Health and Social Care.

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

Extensive work has taken place to develop projections for the health and social care workforce, including engagement with stakeholders to understand different user needs, and actively including these in the specification for the workforce projections.

This piece of work has and will take into account where appropriate the (a) three year workforce plans and (b) the Medium term financial framework as the work develops.

We aim to set out high level conclusions from projections in the coming months. Clearly, these projections are iterative and will respond to and change depending on emerging evidence and data including the impacts of AI on demand and capacity in the workforce.