Chamber and committees

Conditions attached to Scottish Government grant funding will vary based on the organisation and project being funded. Some organisations are given core funding to meet general costs while others receive funding strictly associated to a specific project. The specific details of these conditions are set out individually in grant offer letters for each piece of funding.

All grants are actively managed in line with the Scottish Public Finance Manual: Grant and grant in aid - Scottish Public Finance Manual - gov.scot. In particular, grants have outcomes and objectives associated to them which mean that payments are only made when the grant manager is content that value for money is being achieved. Furthermore, all Scottish Government grant offer letters specify that funds are not to be used for party political purposes. Beyond the auspices of projects for which organisations have been given grant funding, organisations are free to campaign on any issues as we would expect in a democratic society. It is not for the Scottish Government to interfere with this freedom, to ensure that the third sector can have an independent voice.

This information is not held centrally by the Scottish Government. Decisions about the fees for hospital education services are a matter for local authorities and NHS boards to consider as appropriate.

Decisions concerning future Scottish Government funding programmes will be considered and addressed through the Scottish Budget and Scottish Spending Review processes.

The Scottish Government does not hold this information centrally.

We continue to take forward work to protect, promote and improve gender equality in Scotland, working with the First Minister’s National Advisory Council on Women and Girls (NACWG). The Scottish Government accepted the NACWG’s 21 recommendations for systemic change and has begun implementing them, including publishing the first annual statement on gender policy coherence.

Intersectional gender equality considerations will continue to be recognised in the Scottish Government’s policy and practice, including our forthcoming high-level action plan in response to the UN Committee on Economic, Social and Cultural Right’s recent Concluding Observations. This plan will serve as an important milestone in our work to strengthen transparency and accountability around the implementation of human rights and we intend to publish our response later this year.

Beyond this, our draft mainstreaming strategy will intend to set out an ambitious and progressive agenda to further embed equality and human rights in all we do.

As you are aware, the Scottish Hospitals Inquiry (The Inquiry) has examined the planning, design and construction of the Royal Hospital for Children and Young People and the Department of Clinical Neuroscience (RHCYP DCN) in Edinburgh. In March this year, Lord Brodie, Chair of the Inquiry, published his findings in the Inquiry’s interim report. The report details 11 recommendations based upon the research and evidence supplied in document and oral testimony at the inquiry.

Once again, I would like to express my gratitude to Lord Brodie and his Inquiry team for their dedication and diligence in gathering evidence and producing a report that has provided important lessons for those undertaking health infrastructure projects in the years ahead. I would also like to thank all the witnesses who contributed their time and effort to providing evidence to the inquiry.

The Scottish Government has, and continues to, make improvements to policies and practices, alongside our NHS partners.

One such improvement is the establishment of NHS Scotland Assure. NHS Scotland Assure provides a coordinated approach to the improvement of risk management in new buildings and health infrastructure projects across the NHS in Scotland. NHS Scotland Assure also provides assurance that the healthcare built environment is safe and fit for purpose and has improved support to Health Boards on technical matters. Their work also includes a programme of learning that is intended to enable Health Boards to assist NHS Scotland Assure in how it can better support other health boards about to go through the same process.

NHS Scotland Assure has implemented a “Key Stage Assurance Review” process, which recognises the importance of having detailed specifications, which comply with relevant Infection Prevention and Control guidance. The specifications of projects are checked and validated before any approval can be given. Now a new healthcare facility or major refurbishment cannot open unless it has received NHS Scotland Assure’s sign off.

To achieve greater clarity, NHS Scotland Assure is also standardising the approach to health infrastructure projects and associated processes, and is now preparing a consultation with health boards on the proposed changes.

I acknowledge that that process will take time and is demanding to complete, but this work is firmly rooted in the prioritisation of improvements to the outcomes and quality of health capital projects.

As part of its 2023–2026 strategy, NHS Scotland Assure is developing a framework of training and lessons learned that will be accessible to all Health Boards via a shared intranet site. This supports the Inquiry’s recommendation for more accessible, specific training and guidance to aid NHS Boards in their daily activities. The framework aims to provide expertise and evidence-based advice that helps reduce risk, supports the delivery of a sustainable healthcare service, and improves the healthcare experience across Scotland.

In addition, Infection Prevention (IPC) Workforce Strategic Plan now supports the development of a skilled and sustainable workforce; particularly in relation to Infection, Prevention and Control specialists. Alongside this, the Scottish Government have also published role descriptors for IPC staff and are engaging closely with NHS Education for Scotland and NHS Boards to support the continued development of their IPC staff.

I am also able to advise that an additional phase for the requirement for validation for revenue-funded projects means that for any future revenue-funded project, the Scottish Government will include a provision that strengthens the healthcare provider’s power to ensure that the completed facility is fit for purpose and constructed in accordance with the healthcare provider’s requirements. For capital funded projects, contracts for the construction of new hospitals now allows for validation, which will be undertaken on behalf of the health board in accordance with technical guidance.

The Scottish Government also recognises the need for a risk assessment to be implemented should there be a change in the arrangements for funding a project. The procuring NHS body, working in conjunction with the Scottish Government, will assess whether work done on the project up to that point is suitable for the revised project. The rationale for decisions taken will be formally submitted to the NHS Capital Investment Group for approval. The Scottish Government will also adjust its procurement process to accommodate a gateway meeting prior to Financial Close at which a common understanding of the health board's brief is agreed and recorded.

I agree with Lord Brodie’s recommendation that communication between Health Boards and its patient groups should be improved. I can confirm that discussions between the Scottish Government and NHS Boards are actively taking place to identify any gaps in communication planning and consider if national guidance is required. I understand much of the communication will be delivered on a one to one basis by healthcare staff direct to patients or their families. These communications plans should work effectively alongside the internal communications processes that each local health board has in place to brief staff and ensure accurate and timely information sharing.

I acknowledge the huge amount of work which is already underway by the Scottish Government and its NHS partners. I am confident that we can continue to grow and improve the areas which still require refinement so that patients and families can always feel safe in our hospitals.

Some ScotRail performance metrics requested by the Member and including the period up to March 2025 are published on Office for Rail and Road website: TOC key statistics | ORR Data Portal. The Member may wish to contact ScotRail, as the train operating company directly, to secure the remaining information.

a) In the past three years the Scottish Government has spent the following on peatland restoration. Figures below include capital and resource:

• 2022-23: £17.3m
• 2023-24: £26.2m
• 2024-25: £24.6m

b) The Scottish Government is working with the Scottish Fire and Rescue Service (SFRS) to support full implementation of its wildfire strategy this year. SFRS continues to invest significantly in equipment, vehicles, and training to strengthen its response to wildfires, particularly in rural areas. Over the past three years, planned spend of around £1.6 million has supported the roll-out of the Service’s wildfire strategy, including:

• Specialist wildfire PPE (400 sets): £300,000;
• 10 All-terrain Vehicles (ATVs) with specialist firefighting fogging units: £334,500;
• 10 ATV trailers: £76,700;
• 10 4x4 towing vehicles for ATVs: £440,500;
• 4 dedicated 4x4 wildfire support vans: £318,800;
• Specialist wildfire equipment: £134,190; and
• This is also supplemented by the creation of 14 wildfire tactical advisor roles around Scotland.

Alongside this, SFRS has delivered a comprehensive programme of specialist training to ensure crews are fully prepared to tackle wildfires safely and effectively. This includes:

• Tiered wildfire training through Learning Content Management System (LCMS), classroom sessions, and practical instruction;
• Specialist equipment training covering ATVs, fogging units, suppression tools, leaf blowers and brush cutters;
• Driver and operator training for 4x4 support units, trailers, and ATVs;
• Prescribed burning training provided by external partners (approx. £180 per person); and
• Wildfire tactical advisor training delivered in collaboration with Nottinghamshire Fire and Rescue Service (Level 3 and 4 courses, approx. £2,000 per person).

Peatland restoration is delivered by Peatland ACTION - a partnership of five public sector Delivery Partners – NatureScot (NS), Forestry and Land Scotland (FLS), Cairngorms National Park Authority (CNPA), Loch Lomond and Trossachs National Park Authority (LLTNPA) and Scottish Water (SW). Operational and delivery aspects of the programme, such as vetting of individual applications seeking funding for their projects, are a matter for each respective Peatland ACTION Delivery Partner.

This year, NatureScot will be trialling a new approach to support crofting and community demonstration projects. Through the Crofting Bill and engagement with Peatland ACTION, we will use the findings of our work on the Scottish Minister’s crofting estate to develop incentives and tackle barriers to wider uptake of peatland restoration on crofting land across Scotland.

We want to encourage productive use of common land, whether that is led by the grazing committee and crofters, the landowner, or through a joint venture. Environmental uses of common grazings are a key priority. Current legislation puts a number of barriers in the way of crofters, and the Crofting and Scottish Land Court Bill (“the Bill”) will make it easier to take forward such projects.

The Bill will broaden the provisions in existing legislation for crofter-led and joint venture forestry projects, so that they apply to any initiative on the common grazing which has an environmental purpose, including peatland restoration, habitat creation and restoration, and water management. This will encourage crofters and their communities to have a greater say in how land in their area is used.