Chamber and committees

The issue of vacancies is frequently discussed. Do you have a target for vacancies? Are there guidelines on what is an acceptable level or the recommended level? Is it 5 per cent? Is it 7 per cent? What are the expected savings from vacancies?

Thank you.

I will touch on your point about ability to read financial reports. I would have expected that a non-executive would have certain basic skills, including being able to read a balance sheet, for example. What are the base skills that you would expect a non-executive director to have? I realise that when someone comes to the NHS as a non-exec there are certain peculiarities that they would have to get their heads around, which is why they need training and development in order to be most effective in that environment. However, there must be base skills that you would look for that would ensure that they are able to cope with the role.

If the revised blueprint was published in November 2022, why was it March 2024 before any action was taken?

Have the boards come up with significant areas for improvement?

I want to touch on governance. Over a fairly long period across the whole public sector, basically, governance and the actions, or inactions, of non-executive directors have always been a contributory factor where there have been difficulties and deficiencies in organisations. Are you satisfied that the recruitment process for board members is working effectively and that you are getting people with the right skills? It is okay to say that training is provided on the job, so to speak, but an incoming non-executive director would be expected to have certain key skills that might be needed on the board. How satisfied are you with that process?

My final question is about the three-horizons reform planning hierarchy. What progress has been made on the wider programme of reform that aims to improve sustainability and prioritise outcomes?

The support that the Scottish Government should be giving to address the challenges in recruitment at executive and board levels is key. What is being done to ensure that effective leadership development is taking place, and that succession planning, which is key, is in place across the sector?

You have indicated areas of what I will keep saying is research crossover. Do you have any examples of good practice in research co-ordination where there has been successful working together?

Aquaculture cannot be unique in having a unique direction of travel but still having areas of crossover with other research. You have already identified the multiple funding sources as an issue. Is that the only driver that is causing the fragmentation?