Chamber and committees

The Scottish Government is committed to working with the Fringe Society and all partners who deliver the Edinburgh Festival Fringe. This is reflected in the Edinburgh Festival Fringe Society receiving £300,000 from the Scottish Government in 2025-26 to help grow the significant benefits the Fringe provides to Scotland’s economy, society and culture sector and to help safeguard the future of the Edinburgh Fringe as a world leading cultural asset, built on the principle of free access for all. We are currently working with the Fringe Society and wider Fringe ecosystem on its future sustainability including in areas such as commercial and visitor accommodation costs and accessibility for artists, audiences and venues

The Scottish Government monitors visitor accommodation costs using intelligence from a variety of sources including the Scottish Accommodation Occupancy Survey, published by VisitScotland Accommodation Performance I VisitScotland.org which provides data on peak and off peak tariffs for different visitor accommodation types, and Lighthouse data, published by VisitBritain UK short-term rentals | VisitBritain.org which provides monthly data on average daily rates for short-term rental properties in Scotland.

We are working closely with the Edinburgh Festival Fringe Society as well as the wider fringe ecosystem on areas such as rising costs for artists and venues. This is reflected in Edinburgh Festival Fringe Society receiving £300,000 from the Scottish Government in 2025-26 to help grow the significant benefits the Fringe delivers for Scotland’s economy, society and culture sector and to help safeguard the future of the Edinburgh Fringe as a world leading cultural asset, built on the principle of free access for all.

This funding is being provided to underpin Society’s data and digital infrastructure to make it more accessible for artists, audiences and venues as well as exploring how we can collectively support Scottish artists and the sector capitalise on international opportunities developed at the Fringe.

Alongside this we are working with the Fringe and other festivals through a Strategic Partnership focused on driving and delivering progress on the key barriers to, and enablers of, future success to make Scotland’s arts festivals even more sustainable.

The recruitment and deployment of police officers and staff is an operational matter for the Chief Constable. 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, with £1.64 billion being invested this year. Scottish Government funding in 2024-25 enabled Police Scotland to undertake the highest level of recruitment since its inception and Scotland continues to have more police officers per capita than England and Wales.

The Chief Constable has provided reassurance that Police Scotland has a healthy recruitment pipeline and has been clear that the context of frontline strength goes beyond an overall officer headcount and that of a police workforce which includes police staff. Police Scotland’s three-year Business Plan 2024-2027 sets out an ambitious programme of workforce modernisation, reducing back-office duplication and creating capacity to deal with new and increasing emerging threats.

The Scottish Government established an Independent Group to review our approach to antisocial behaviour, to ensure it has victims and communities at its heart. The Scottish Government, Police Scotland and COSLA are considering the Group’s recommendations. Ministers provided a progress report to the Criminal Justice Committee on key areas in April, and this will be followed by a comprehensive response in the Summer.

We want patients to be treated as soon as possible. However, we know many are facing unacceptable waits and we are determined to do more. That is why we are targeting an additional £200 million to reduce waits and enhance capacity. Funding of £106m has already been agreed with Boards to improve waiting times during 2025-26.

We are also looking to optimise the full force of the £21.7 billion committed through the Scottish Budget to health and social care to improve performance.

We will continue to target resources to reduce waiting times, particularly for those waiting longest for treatment, through maximising productivity and additional resources.

This is all part of our programme to drive up productivity and tackle waiting lists, supported by the Centre for Sustainable Delivery. Together, our actions will further enable NHS Scotland to maximise capacity, build greater resilience and deliver reductions in the number of patients who have waited too long for treatment.

The Finance and Public Administration Committee is currently conducting an inquiry into the cost effectiveness of Scottish Public Inquiries. I wrote to the Committee on 30 May 2025 providing a detailed response to their request for information from Scottish Government in relation to its role as sponsor of current and previous public inquiries. This response noted that Section 17 of the Inquiries Act 2005 confers responsibility for the procedure and conduct of an inquiry on its Chair, independent of Ministers, and that this includes a statutory requirement for a Chair to act 'with regard to the need to avoid any unnecessary cost (whether to public funds or to witnesses or others)'.

Assessment of value for money would therefore be a matter for a Chair of an inquiry to consider as they deem appropriate within the overall duty to avoid unnecessary cost, and those inquiries which are currently ongoing have responded independently to the call for evidence received from the Committee on costs. Responses are published on the Committee pages of the Scottish Parliament website.

The findings and conclusions of the Committee's inquiry will be considered once known.

The Bank makes commercial investments in businesses or projects in line with the three strategic missions set for it by Scottish Ministers:

• Achieving a Just Transition to net zero carbon emissions by 2045
• Extending equality of opportunity through improving places by 2040
• Harnessing Innovation to enable our people to flourish by 2040

The Bank has operational and administrative independence over its investment decisions, and is represented on the Grangemouth Investment Taskforce.

Public Health Scotland (PHS) publishes statistics on the length of time patients wait to be seen as a new outpatient or admitted for treatment as an inpatient or day case in the Stage of Treatment (SoT) publication. The latest publication release contains data up to quarter ending 31 March 2025.

At 31 March 2025, there were 5,262 waits over two years for an outpatient appointment.

Trend information of the wait experienced by patients whilst still on the waiting list (ongoing waits) can be found in the ‘Waits over 52 weeks’ data table in sheets ‘Table 3.1.1’ for new outpatient appointments, and ‘Table 3.2.1’ for inpatient or day case admissions. The data is ongoing from 31 December 2019 onwards and can be filtered by health board and specialty: waits_over_52_weeks_may25.xlsx

We must recognise that our health service has experienced unprecedented pressures over the past few years, including pandemic backlogs, staff shortages and the most difficult winter the NHS has ever faced, with the pausing of all non-emergency treatment inevitably leading to planned care delays and an increase in waiting times.

We have remobilised services but understand that activity levels are still lower than we would wish them to be. Patients requiring urgent care, including cancer treatment, are being prioritised. The Scottish Government remains committed to delivering reductions in waiting times.

Our Budget will provide a record £21.7 billion for health and social care. More than £106 million has been allocated to health boards to help tackle the longest waits for procedures and operations.

The Scottish Government is working with developers and investors alongside Scottish Enterprise as part of the Investment Taskforce to identify any barriers to the deployment of projects at Grangemouth, including near term funding challenges as well as longer term policy challenges.