Chamber and committees

The international and European relations budget principally comprises the International Development Fund, the budget lines for the international network offices, an advice and policy budget which includes operational costs for the Directorate for Culture and External Affairs, and funding in support of the Brand Scotland Partnership.

In terms of our international development work, we believe Scotland should play its part in tackling global challenges like climate change, pandemics, poverty, injustice and inequality, all of which remind us of our global interconnectedness and the need for the Global South and North to work together. Supporting international development and humanitarian action is one of the most important ways Scotland can be a good global citizen and our financial investment in our international development partner countries, and for humanitarian crises is a key part of this.

Other international activity, including the work of the international network offices, is directed according to priorities established in Scotland’s International Strategy. We will report on delivery of the actions identified in that strategy in an annual report for 2024-25 onwards, which we intend to publish by the end of 2025.

Evaluating Scotland’s nation brand is a multi-faceted process. Marketing and communications activity, policies, legislation, experiences of those who come to Scotland and marketing activity beyond Brand Scotland all play a critical role in enhancing Scotland’s reputation.

Since 2008, the Nations Brand Index (NBI) has been used to measure Scotland’s reputation internationally. In addition, we measure the effectiveness of communications and marketing campaigns against SMART communications objectives, to be delivered among our core target audience in priority markets (Germany, France, USA) against a specific timescale. This includes a bespoke brand tracker in key markets and a range of additional KPIs, partner conversions, social media metrics and website analytics tracked on a monthly and annual basis.

The National Flood Resilience Strategy will not replace the Flood Risk Management Planning Process which is the primary delivery vehicle for flood risk management actions in Scotland.

SEPA are responsible for identifying Potentially Vulnerable Areas and producing Flood Risk Management Plans in collaboration with other Responsible Authorities.

Local Flood Risk Management Plans set out how specific actions will be delivered and local authorities work in partnership with SEPA, Scottish Water and other responsible authorities to develop these. During severe flooding, local authorities will work with the emergency services and co-ordinate shelter for people evacuated from their homes.

The Scottish Flood Forum is funded by Scottish Government and aims to reduce the impact of flooding by providing immediate support to flooded communities and establishing a network of community resilience groups in flood risk areas to equip communities to cope with the impacts and threat of flooding.

I refer the member to the answer to the question S6W-32583 on 14 January 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

Consultation for railway electrification projects with affected communities is undertaken by Network Rail as the infrastructure owner and operator, and by ScotRail as the provider of services.

As with all previous years, level 1 funding for each portfolio will be adjusted following the Autumn and Spring Budget Revision to reflect changes in funding and expenditure plans such as in-year transfers between portfolios.

The transfers identified in Table 4.12 of the 2025-26 Scottish Budget would reduce Education and Skills portfolio budget by £689.6 million, reduce the Justice and Home Affairs budget by £1.0 million, reduce the Health and Social Care portfolio budget by £593.0 million, reduce the Social Justice portfolio budget by £179.7 million and increase the Finance and Local Government portfolio budget by £1,463.3 million compared with the published 2025-26 budget position.

Any new funding commitments or changes to existing funding will also be adjusted at Autumn or Spring Budget Revision, following approval through the formal financial governance process which requires agreed recommendations from the joint Scottish Government and COSLA Officers’ Settlement and Distribution Group and political agreement from Scottish Ministers and COSLA political Leaders.

Table A.07 in the 2025-26 Scottish Budget shows an adjusted 2024-25 resource position removing the impact at portfolio level of the recurring transfers actioned at ABR, to allow a like-for-like comparison against the 2025-26 initial allocations. The table shows the year-on-year movement at portfolio level in cash and real terms on a comparable basis.

I meet with Trade Union representatives on a regular basis to discuss all matters pertaining to Scotland’s Railway, including investment plans.

As I set out in answer to question S6W-31933 on 16 December 2024, the Scottish Hospice Leadership Group is comprised of the Chief Executives of most of the independent Scottish hospices and their key partners and is not a Scottish Government group. As such, we do not hold minutes of the group or have summaries of the discussions held.

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

This question relates to operational matters that are the responsibility of the Scottish Court and Tribunals Service (SCTS) corporate body. The question has been passed to the Chief Executive of the SCTS who reply in writing within 20 days.

NHS Education for Scotland (NES) has developed the Softer Landing, Safer Care programme. When it was introduced health boards agreed with NES to implement the programme for International Medical graduates (IMGs) starting their first hospital placement in NHS Scotland. The programme is part of a coordinated offer that sits alongside the training pathway and is devolved for local implementation at local board level. IMGs, like other trainees, feedback their experience through established quality assurance processes such as the Scottish Training Survey. As such, the Scottish Government does not formally monitor the initiative and it has not yet been formally evaluated.

This is an operational matter for ScotRail. The Member may wish to contact ScotRail directly.