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Scottish Draft Budget 2013-14


Chapter 3 Health and Wellbeing


The Health and Wellbeing portfolio is responsible for helping people to maintain and improve their health and wellbeing, especially in disadvantaged communities, and for delivering high-quality health and social care. Our remit also includes tackling discrimination, promoting equality and sport.


The Scottish Government remains committed to publicly funded healthcare services for the people of Scotland which contribute directly to growth in the Scottish economy by ensuring that the people of Scotland live longer, healthier lives through providing high-quality health and social care and by focusing on prevention and early intervention to reduce key health risk drivers of premature mortality, such as alcohol misuse, smoking, mental illness, poor mental wellbeing, cardiovascular disease and cancer. NHSScotland also makes an important and direct contribution to economic growth through the significant investment in world class research and development in medical/life sciences technology and innovation.

In a time of continuing financial constraint the overall context will be the Scottish Government's Strategic Narrative and the Quality Strategy for NHSScotland and, in particular, the agreed direction of travel set out in "2020 Vision" for sustainable high-quality healthcare. The Quality Strategy sets out how we plan to make NHSScotland a world leader in healthcare quality, providing person-centred, clinically effective and safe healthcare services.

The mutual NHSScotland does not seek to promote competition. In Scotland, high-quality health provision is ensured by a variety of other means, including efficiency and productivity initiatives centrally and in each NHS Board.

We are committed to investing in NHSScotland infrastructure. During 2012 a number of major projects have been completed on time and on budget. In January the full transfer of services at the £170 million Public Private Partnership (PPP) funded Victoria Hospital in NHS Fife took place. Work on the £90 million diagnostic laboratory building at the Southern General site in Glasgow was completed in April and work continues on the adult and children hospitals on the site as part of the £842 million New South Glasgow Hospitals project.

In June 2012 the publicly funded new £46 million Royal Victoria Hospital in NHS Lothian was opened which was designed to provide 100 per cent single rooms to promote privacy and dignity and reduce the risk of infection. Also in June the reprovision of the State Hospital was completed at a cost of £90 million. In July 2012 NHS Lanarkshire opened the £27 million Airdrie Community Health Centre bringing together eight GP practices and providing access to a range of primary care and other community-based services for up to 50,000 patients.

Learning and building on the experience of the London 2012 Olympics, the Glasgow 2014 Commonwealth Games will have an impact beyond the 11 days of sporting competition in 2014. Over £1 billion of investment in infrastructure for Games venues and associated transport networks has been stimulated by the Games. In the East End of Glasgow, housing development for the Athletes' Village and supporting infrastructure will promote sustainable economic growth. More broadly, support for the 2014 Games and other major sporting events will create jobs, provide contract opportunities for Scottish businesses and boost our events and tourism industry.


The Health and Wellbeing portfolio will be responsible for public spending totalling £12 billion in 2013-14. Funding allocated to healthcare will be £11.8 billion, of which Territorial Boards and Special Health Boards will receive a core allocation of £9.1 billion. £133.6 million will be allocated to Sport including the Commonwealth Games 2014, £20.3 million to Equalities and £10.9 million to the Food Standards Agency Scotland.

Over the next 10 years the number of over 75s in Scotland's population - who are the highest users of NHS services - will increase by over 25 per cent. By 2033 the number of people over 75 is likely to have increased by around two thirds. There will be a continuing shift in the pattern of disease towards long-term conditions, particularly with growing numbers of older people with multiple conditions and complex needs such as dementia.

We must be bold enough to visualise the NHS that will best meet the needs of the future in a way that is sustainable, and then make the changes necessary to turn that vision into reality.

Our '2020 Vision'

Our vision is that by 2020 everyone is able to live longer healthier lives at home, or in a homely setting.

We will have a healthcare system where we have integrated health and social care, a focus on prevention, anticipation and supported self management. When hospital treatment is required, and cannot be provided in a community setting, day case treatment will be the norm. Whatever the setting, care will be provided to the highest standards of quality and safety, with the person at the centre of all decisions. There will be a focus on ensuring that people get back into their home or community environment as soon as appropriate, with minimal risk of re-admission.

Priority areas for action

In 2013-14 we will:

  • develop a shared understanding with everyone involved in delivering healthcare services which sets out what they should expect in terms of support, involvement and reward alongside their commitment to strong visible and effective engagement and leadership which ensures a real shared ownership of the challenges and solutions;
  • develop a shared understanding with the people of Scotland which sets out what they should expect in terms of high-quality healthcare services alongside their shared responsibility for prevention, anticipation, self management and appropriate use of both planned and unscheduled/emergency healthcare services;
  • secure greater integrated working between health and social care, and more effective working with other agencies and with the third and independent sectors. We will maintain the Change Fund at £80 million in order to support the pace of delivery of better outcomes for older people;
  • prioritise anticipatory care and preventative spend e.g. support for parenting and early years;
  • prioritise support for people to stay at home/in a homely setting as long as this is appropriate, and avoid the need for unplanned or emergency admission to hospital wherever possible;
  • take action to ensure that people are admitted to hospital only when it is not possible or appropriate to treat them in the community - and where someone does have to go to hospital, it should be as a day case where possible; and
  • work with stakeholders to develop the 2020 Workforce Vision which will describe the workforce in 2020 and put in place the key steps to make that happen. We will publish the 2020 Workforce Vision by June 2013.


  • continue to address the significant health inequalities that exist in Scotland. We will continue to build on the success of the Keep Well/Well North programme of health checks, by incorporating the programme of inequalities-targeted, high-risk primary prevention into all NHS Boards' activities through a mainstreaming programme across 2012-15;
  • invest a total of £30 million (£27 million resource and £3 million capital) over the Spending Review period to establish new approaches to detecting cancer early. This will increase the number of people who benefit as quickly as possible from the world-leading treatment and support we have for cancer patients and their relatives and carers in Scotland, reducing the impact of cancer and, as a result, reducing premature mortality from cancer in Scotland;
  • continue to implement our stroke and heart disease action plan which sets out a range of actions that aim to improve outcomes for people living with, or at risk of developing, these conditions;
  • support increased access to insulin pump therapy for both adults and children as part of our commitment to improving services for people with diabetes. We have provided £2.5 million worth of funding to purchase pumps and the associated consumables to support NHS Boards to triple the number of insulin pumps over the spending review period;
  • continue the roll out of the Family Nurse Partnership programme and continue to support wider preventative services, such as parenting support, education and learning support, employability services, drugs and alcohol services, community policing and services, with a particular focus on vulnerable groups, such as looked after children, offenders and children affected by domestic abuse. We will do this by implementing the Getting it Right for Every Child approach across all relevant parts of our health services and investing £39m/£42m over 2013-14 and 2014-15 on the Early Years Change Fund as we believe that action in children's early years is the most fundamental and effective form of early intervention to address poor health;
  • continue to address the variation in waiting times for IVF treatment during this Parliament by establishing a maximum waiting time of 12 months and providing additional funding to NHS Boards to support delivery of this;
  • give fresh impetus to existing work on improving unscheduled care, identifying and implementing the key actions which need to be taken;
  • develop and implement policy in Scotland on the regulation of the healthcare professions. This will include implementation of Enabling Excellence and the related UK Health and Social Care Act 2012; and
  • progress greater collaboration with industry, academia, communities, users, carers and other key stakeholders to influence future innovations, improvement in quality of healthcare and wealth creation opportunities.


  • focus on the delivery of the Person Centred Quality Ambition through a National Person-Centred Health and Care programme;
  • work with partners to ensure that the general medical services contract in Scotland allows general practice to play its full part in delivering high-quality care; and
  • introduce legislation that requires NHS Boards and their council partners to integrate health and adult social care to ensure that services are built around the needs of individuals, their carers and families.
  • provide local authorities with £11 million transformation funding to deliver the shift to self-directed support and high quality public services that respond to the needs of individuals and local communities. Provide third and independent sector providers with a further £2 million to respond to the shift in commissioning practice that self-directed support requires;
  • support the health and social care workforce through a training programme that will ensure all relevant staff understand their role in fulfilling the statutory duties of the Social Care (Self-directed Support) (Scotland) Bill;
  • support the development of effective joint strategic commissioning of health and adult social care services that will make explicit the link between improving outcomes for people and investment decisions by partners;
  • continue our focus on improving patient experience through our Better Together programme and ensure that health services recognise and respond flexibly to each person as a unique individual, build trust and empathy, and engage people in decisions that affect their healthcare and wellbeing;
  • support people to have more control of their conditions and their lives through self management and create a radical shift in the way people, their communities and the healthcare system engage with each other, so that each of us is empowered to live well and be the lead partner in the management of our health;
  • continue our focus on improving older people's experience of health care, by embedding improvements in the care of people within hospital settings through support for the implementation of the Standards of Care for Dementia and Promoting Excellence. This will include continued support for the Dementia Champions and Alzheimer Scotland Nurse Consultants/Specialists as well as any other initiatives arising as identified by the Dementia Standards in Hospitals Implementation and Monitoring Group. We will also develop the implementation of the Dementia Standards in other hospital settings (non-general), in particular mental health settings and settings which provide care closer to home. We will also continue to support the programme of inspections of care for older people within hospitals. On publication of the refreshed Dementia Strategy in 2013 we will focus on Nursing, Midwifery and Allied Health Professions priorities including those relating to post-diagnostic support for people with dementia;
  • ensure that people with learning disabilities will have access to expert learning disabilities nursing. We will take forward a co-ordinated action plan to address key recommendations from the UK Modernising Learning Disabilities Nursing Review; and
  • work with our partners to deliver the commitments in the new Mental Health Strategy for Scotland: 2012-2015 published in August 2012.


  • establish a second phase of the Scottish Patient Safety Program (SPSP2) with new, more stretching targets to reduce Hospital Standardised Mortality rates and for increasing the experience of harm-free care;
  • learning from the pilot patient safety in primary care work, we will extend the patient safety programme to primary care and implement across Scotland from April 2013;
  • support Healthcare Acquired Infection (HAI) Task Force Groups to deliver the outcomes specified in the HAI Delivery Plan 2011; and
  • implement a framework for improvement across NHSScotland to increase the consistency and effectiveness of the way in which our health services respond to and learn from adverse events.


  • earmark £271 million funding for the children and adult hospitals element of the New South Glasgow Hospitals project;
  • provide £21.5 million funding to enable projects being taken forward under hub and Non-Profit Distributing (NPD) model to move forward quickly; and
  • commit £17.6 million to support the radiotherapy equipment replacement programme.


  • continue to work with and support Games partners to ensure that the Commonwealth Games are delivered successfully;
  • ensure we maximise benefits and legacy from the Commonwealth Games 2014 for the whole of Scotland; and
  • continue to drive improvements in physical activity participation levels.


  • focus on activities which support early intervention and prevention; which address the inequalities in employment and economic participation and those that increase the capacity of communities. Emphasis is also being given to activity which supports the effective implementation of the public sector equality duty;
  • consult on a draft Bill on same sex marriage;
  • continue with significant investment to support local interventions and frontline services, to support children affected by domestic abuse and to resource the network of rape crisis centres across Scotland; and
  • take forward the implementation of the public sector equality specific duties and the Forced Marriage etc (Protection and Jurisdiction) (Scotland) Act 2011.

Food Standards Agency

  • Following changes in England and Wales in 2010, the Scottish Government commissioned an independent review panel, led by Professor Jim Scudamore, to consider the future delivery of the food standards regime in Scotland. On 27 June 2012 the Minister for Public Health announced that the Scottish Government intended to implement the majority recommendation of the Scudamore report and set up a new Scottish body for food safety, standards, labelling, nutrition and meat inspection. The Scottish Government will lead the process of setting up the new body and the exact timing of this change is still to be confirmed.

Draft Budget for 2013-14 and spending plans for 2014-15 are set out below:

Table 3.01: Detailed spending plans (Level 2)

Level 2 2012-13 Budget £m 2013-14 Draft Budget £m 2014-15 Plans £m
NHS and Special Health Boards 8,862.3 9,124.8 9,375.9
Other Health 2,720.7 2,688.2 2,594.6
Sport 73.7 133.6 207.7
Equalities 20.3 20.3 20.3
Food Standards Agency Scotland 10.9 10.9 10.9
Total Portfolio 11,687.9 11,977.8 12,209.4
of which:
DEL Resource 11,128.4 11,469.3 11,841.4
DEL Capital 459.5 408.5 268.0
AME 100.0 100.0 100.0

Table 3.02: Spending plans (Level 2 real terms) at 2012-13 prices

Level 2 2012-13 Budget £m 2013-14 Draft Budget £m 2014-15 Plans £m
NHS and Special Health Boards 8,862.3 8,902.2 8,924.1
Other Health 2,720.7 2,622.6 2,469.6
Sport 73.7 130.3 197.7
Equalities 20.3 19.8 19.3
Food Standards Agency Scotland 10.9 10.6 10.4
Total Portfolio 11,687.9 11,685.7 11,621.1
of which:
DEL Resource 11,128.4 11,189.6 11,270.8
DEL Capital 459.5 398.5 255.1
AME 100.0 97.6 95.2


Table 3.03: More detailed spending plans (Level 3)

Level 3 Resource 2012-13
Draft Budget
NHS and Special Health Boards 8,862.3 9,124.8 9,375.9
Education and Training
Workforce 31.1 31.1 31.1
Nursing 148.5 148.9 148.5
Primary and Community Care Services
General Medical Services1 710.4 710.4 710.4
Pharmaceutical Services Contractors' Remuneration 185.9 181.4 180.1
General Dental Services 398.7 398.7 398.7
General Ophthalmic Services 93.0 93.0 93.0
Improving Health and Better Public Health
Health Improvement and Health Inequalities 59.5 59.3 60.8
Pandemic Flu 7.3 10.0 16.1
Health Screening 3.0 3.0 3.0
Tobacco Control 12.3 12.3 12.3
Alcohol Misuse 42.3 42.3 42.3
Health Protection 40.0 40.0 40.0
Healthy Start 12.0 12.6 13.9
Mental Health Improvement and Service Delivery2 22.2 22.8 22.8
Specialist Children's Services 21.4 21.4 21.4
Early Detection of Cancer 6.7 7.7 12.3
General Services
Research 69.5 68.8 69.0
Distinction Awards 24.0 23.5 23.5
Access Support for the NHS 27.1 27.5 29.5
Quality Efficiency Support 18.9 18.9 18.9
Clean Hospitals / MRSA Screening Programme 28.4 28.4 28.4
eHealth 90.3 88.7 88.7
Self Directed Support Programme 5.5 17.0 12.0
Miscellaneous Other Services 114.0 126.9 137.7
Care Inspectorate 21.6 21.3 21.5
Provision for Transfer to Health Capital 95.0 105.0 120.0
Resource Income (121.4) (123.2) (125.3)
11,029.5 11,322.5 11,606.5
Investment 473.5 410.5 284.0
Income (20.0) (20.0) (20.0)
Total Capital 453.5 390.5 264.0
Annually Managed Expenditure
NHS Impairments 100.0 100.0 100.0
Total Health 11,583.0 11,813.0 11,970.5
of which:
DEL Resource 11,029.5 11,322.5 11,606.5
DEL Capital 453.5 390.5 264.0
AME 100.0 100.0 100.0


1. Allocations for 2013-14 and 2014-15 for General Medical Services are still to be decided and are subject to UK pay negotiations with the professional group concerned.

2. Mental Health Legislation and Services, Mental Wellbeing and Mental Health Programmes included under Miscellaneous Other Services have merged to form Mental Health Improvement and Service Delivery.

Table 3.04: Territorial and Special Health Boards spending plans (Level 4)

Level 4 2012-13 Budget £m 2013-14 Draft Budget £m 2014-15 Plans £m
Territorial Boards
NHS Ayrshire and Arran 586.9 603.1 618.5
NHS Borders 170.7 175.4 179.8
NHS Dumfries and Galloway 246.4 253.2 259.6
NHS Fife 520.8 539.5 553.3
NHS Forth Valley 418.2 434.0 445.2
NHS Grampian 713.1 743.3 762.4
NHS Greater Glasgow and Clyde 1,937.8 1,991.3 2,042.7
NHS Highland 496.0 509.7 522.6
NHS Lanarkshire 837.9 865.0 887.1
NHS Lothian 1,092.6 1,140.3 1,169.7
NHS Orkney 32.8 34.3 35.2
NHS Shetland 37.6 38.6 39.6
NHS Tayside 611.2 628.7 644.7
NHS Western Isles 59.1 60.7 62.2
2014-15 NRAC Provision - - 42.0
Total 7,761.1 8,017.1 8,264.6
Special Boards
NHS Waiting Times Centre 39.4 39.8 40.2
NHS Scottish Ambulance Service 203.8 205.9 207.9
NHS National Services Scotland 277.4 276.0 274.8
Healthcare Improvement Scotland 16.6 15.9 15.2
NHS State Hospital 33.2 33.6 33.9
NHS 24 60.1 60.7 61.3
NHS Education for Scotland 391.1 392.0 392.9
NHS Health Scotland 19.3 18.5 17.7
Total 1,040.9 1,042.4 1,043.9
Other Income 63.2 65.3 67.4
2011-12 Recurrent Allocations Adjustment (2.9) - -
Total Territorial and Special Boards 8,862.3 9,124.8 9,375.9

What the budget does

The budget supports services and initiatives designed to help people in Scotland to live longer and healthier lives with reduced health inequalities and to provide more sustainable, high quality and continually improving healthcare services close to home.

Our total healthcare funding in 2013-14 of £11.8 billion reflects an increase of £230 million over 2012-13. This comprises resource funding of £11.3 billion, net capital funding of £390.5 million and annually managed expenditure of £100 million. Resource funding has increased by £293 million in 2013-14, from £11,029.5 million to £11,322.5 million. This is the full amount of the budget consequentials arising from the increase to health in England and delivers on the Scottish Government's commitment to pass on the resource budget consequentials in full to the health budget in Scotland.

NHS Territorial Boards will receive allocation increases of 3.3 per cent in 2013-14 and 3.1 per cent in 2014-15. To achieve this and also to support an increase for NHS Special Boards delivering direct patient care, such as the Scottish Ambulance Service, we have adopted a similar approach to 2012-13 where a differential efficiency target has been set for NHS Special Boards budgets and we will reinvest savings from the NHS Special Boards in the delivery of new vaccines programmes.

NHS Boards provide free and universal frontline healthcare services for patients and their families. NHS Boards will build on their recent achievements in order to deliver quality healthcare services. Through their Local Delivery Plans, NHS Boards will demonstrate how they will work in partnership to deliver accelerated improvements for key priorities through a continued focus on improving quality by, for example, tackling health inequalities, improving access to elective mental health and substance misuse services, and reducing healthcare associated infection.

Budget changes

The net changes to the Health Capital budget are an increase of £10 million in 2013-14 and £25 million in 2014-15. This reflects additional Budget consequentials of £25 million received for both 2013-14 and 2014-15 along with £15 million reduction in 2013-14 reflecting accelerated funding from 2013-14 into 2012-13.

In 2013-14 we will:

  • continue the Detect Cancer Early programme focusing on breast, bowel and lung cancer which are the three most common cancers in Scotland. This will improve survival and reap benefits for patients, their families and all of Scotland;
  • deliver the 12-week Treatment Time Guarantee for eligible patients as set out in the Patients Rights Act;
  • sustain 18 weeks referral to treatment, outpatient and diagnostic maximum waits standards;
  • implement the provisions of the Alcohol (Minimum Pricing) (Scotland) Act 2012, which was passed by the Scottish Parliament in May 2012;
  • support people in Scotland to maintain their health through implementation of the recently enacted tobacco control legislation;
  • continue to deliver the Obesity Route Map Action Plan;
  • continue to financially support the implementation of the refreshed Action Plan for Rights, Relationships and Recovery (RRRs): the Review of Mental Health Nursing. We will refresh this work in alignment with the new Mental Health Strategy for Scotland 2012-15 published in August 2012;
  • remain committed to the vital role that Community Nurses, including public health nurses, make to improving the health of the people of Scotland and we will continue to support NHS Boards to modernise nursing in the community, improve care for patients and build capacity, capability and sustainability across the whole nursing workforce;
  • commission a Chief Nursing Officer's Education Review to develop a fresh and exciting future vision for Nurse Education in Scotland and ensure our status as a world-class provider in this arena;
  • implement the National Delivery Plan for the Allied Health Professions which defines the future vision for AHPs and the services they deliver;
  • work towards transposition and implementation of the EU Directive on Cross-Border Healthcare by October 2013;
  • support continuous quality improvement in maternity services, contributing to the provision of person centred, safe and effective care for women and babies; and help maximise maternity staff's contribution to addressing health inequalities by supporting NHS Boards to achieve the early access HEAT target by 2015 across all deprivation quintiles (80 per cent women "booked" by 12 weeks of pregnancy) and support implementation of the Getting it Right for Every Child (GIRFEC) practice model in maternity services;
  • establish a Scottish Patient Safety Programme - Maternity Quality Improvement Collaborative towards reducing inequalities in outcomes, and making maternity care a safer and positive experience for women, babies and families;
  • continue to invest in Specialist Children's Services to ensure these services are safe and sustainable;
  • establish an Early Years Collaborative to achieve the vision and priorities of the Early Years Taskforce;
  • support HAI Task Force Groups to delivery the outcomes specified in the HAI Delivery Plan 2011;
  • agree and support NHS Boards to achieve revised HAI HEAT targets and ensure alignment of HAI Task Force work with Scottish Patient Safety Partnership-led work;
  • support people to be able to manage their own mental health and continue to focus on prevention and anticipation through attention to early years, parenting and child and adolescent mental health;
  • focus on delivery of the mental health HEAT targets to ensure faster access to evidence based psychological therapies and specialist Child and Adolescent Mental Health Services with no one waiting longer than 18 weeks from referral to treatment from December 2014;
  • continue our work towards reducing the suicide rate and we will be consulting later in the year on the next stage of work on "Choose Life";
  • continue to improve the quality of life for those with dementia and their carers and families, building on the work to deliver Scotland's first national dementia strategy;
  • use our NHS resources efficiently to ensure that patients are treated quickly and in the location that best suits their needs. Over 80 per cent of procedures are now carried out as same-day surgery;
  • maintain our preparedness for a flu pandemic;
  • engage widely on the new strategic 2020 Workforce Vision;
  • ensure successful implementation of the new Staff Governance Standard that sets out NHS employers' commitment to develop and effectively manage their staff, and to ensure that all staff have a positive employee experience; and
  • continue to support NHS Boards to deliver efficiency savings while improving quality through the Efficiency and Productivity Framework.


Table 3.05: More detailed spending plans (Level 3)

Level 3 2012-13
Glasgow 2014: Delivery of Commonwealth Games 37.4 97.3 169.4
Sport 36.3 36.3 38.3
Total Level 2 73.7 133.6 207.7
of which:
DEL Resource 67.7 115.6 203.7
DEL Capital 6.0 18.0 4.0
AME - - -

What the budget does

The Scottish Government is working in partnership with Glasgow City Council, Commonwealth Games Scotland and the Glasgow 2014 Organising Committee to ensure that the Games are an outstanding success. Funding for the Games comes from the Scottish Government, Glasgow City Council and commercial income raised by the Organising Committee. The Scottish Government is the principal funder (67 per cent) and ultimate guarantor of the Glasgow 2014 Commonwealth Games.

The success of the Games is also about securing legacy benefits both before and after the Games themselves. We will continue to work with stakeholders to increase awareness of and involvement in legacy opportunities across Scotland.

The budget supports the aspiration of delivering a more active population. We will continue to direct activity towards increasing physical activity and encouraging everyone to lead a more active lifestyle, using the power and excitement of the Games and the Ryder Cup as a catalyst to get more people active. This will build on activity such as ensuring two hours of PE for all primary school aged children and two periods of PE for secondary school aged people are provided as a minimum. We are making significant progress on this with 84 per cent of primary schools and 92 per cent of secondary schools meeting the target.

We will invest an additional £1 million funding in 2013-14 within the elite athletes programme and this will increase our overall investment to £9 million to underpin the performance development programmes including those for the 17 Commonwealth Sports in preparation for the Commonwealth Games in 2014.

Budget changes

An additional £1 million in 2013-14 for sport in respect of elite athletes.

In 2013-14 we will:

  • support the Glasgow 2014 Organising Committee to prepare for the Glasgow 2014 Commonwealth Games;
  • work with stakeholders to create a lasting legacy and maximise the benefits for the whole of Scotland from Glasgow hosting the 2014 Commonwealth Games;
  • continue to increase the number of people being active;
  • continue to increase the number of Community Sports Hubs;
  • increase the number of schools providing the minimum levels of PE;
  • enhance and grow the successful Active Schools Programme;
  • build on the clubgolf programme to further embed a Ryder Cup legacy; and
  • ensure the successful delivery of the Glasgow 2014 Commonwealth Games.


Table 3.06: More detailed spending plans (Level 3)

Level 3 2012-13 Budget £m 2013-14 Draft Budget £m 2014-15 Plans £m
Promoting Equality 20.3 20.3 20.3
Total Level 2 20.3 20.3 20.3
of which:
DEL Resource 20.3 20.3 20.3
DEL Capital - - -
AME - - -

What the budget does

The equality budget is used to promote equality and to tackle discrimination, prejudice and disadvantage which act as barriers to equality of opportunity and the wellbeing of the people of Scotland.

In 2013-14 we will:

  • promote equality across the range of protected groups and provide support to help eliminate the significant inequalities in Scottish society;
  • invest in equality activity and interventions and focus on issues around employment and economic activity, hate crime and public service improvement;
  • continue to support work to address violence against women - providing support to frontline services and resources for the networks and support infrastructure;
  • work to ensure that the integration of asylum seekers and refugees continues and that services are appropriate to their evolving circumstances;
  • continue to promote religious tolerance and understanding and on improving outcomes for minority ethnic communities;
  • address issues of gender, age, Lesbian, Gay, Bisexual and Transgender (LGBT) and disability equality and work to promote independent living for disabled people and to ensure that the Commonwealth Games are inclusive of all;
  • increase the capacity of communities and the engagement of equality groups with mainstream providers and public institutions so that they can contribute to shaping policy and service delivery;
  • implement the Forced Marriage etc (Protection and Jurisdiction) (Scotland) Act 2011; and
  • implement the public sector equality specific duties which will provide a robust framework for the delivery and mainstreaming of equality. Continue to support the improvement in equality analysis and assessment of policy.

Food Standards Agency Scotland

Table 3.07: More detailed spending plans (Level 3)

Level 3 2012-13 Budget £m 2013-14 Draft Budget £m 2014-15 Plans £m
Food Safety 7.3 7.3 7.3
Eating for Health 2.0 2.0 2.0
Choice (making it easier for consumers to make informed choices) 1.6 1.6 1.6
Total Level 2 10.9 10.9 10.9
of which:
DEL Resource 10.9 10.9 10.9
DEL Capital - - -
AME - - -

What the budget does

The main purpose of the Food Standards Agency in Scotland (FSAS) is to improve food safety, standards and encourage a healthy balanced diet. The primary focus of its work is to protect the Scottish public from the risk of consuming contaminated food.

In February 2012, the www.eatwellscotland.org website went live. The launch of this site has been welcomed by stakeholders in Scotland and helps us to continue to provide consumers with nutritional information and maintain visibility of the function of the FSAS.

In 2013-14 we will:

  • ensure food produced or sold in Scotland and the rest of the UK is safe to eat;
  • work with food producers and caterers to ensure that they give priority to consumer interests in relation to food;
  • ensure that consumers have the information and understanding they need to make informed choices about where and what they eat;
  • ensure that regulation is effective, risk-based and proportionate and is clear about the responsibilities of food business operators and protects consumers and their interest from fraud and other risks; and
  • ensure that enforcement is effective, risk-based and proportionate and is focused on improving public health.