Seòmar agus comataidhean

The Scottish Government recognises that NHS Scotland’s oncology capacity has been increasingly tested due to steady, long-term increases in demand driven by new medicines approvals, increasing complexity of treatment, an ageing population, more treatments for incurable cancers, and delayed presentations exacerbated by the pandemic.

The National Oncology Taskforce commissioned the Scottish Cancer Network to undertake an Oncology Workforce Review, completed January 2023 with a proposal for an Oncology Transformation Programme (OTP). We have mobilised the ambitious Oncology Transformation Programme and work to progress this is moving at pace. This includes consideration of workforce and training requirements, recognising that our NHS workforce is fundamental in delivering excellent and equitably accessible cancer care.

The Scottish Government Cancer Quality Performance Indicators (QPI) programme are vital in ensuring people have access to safe, effective, and person-centred care across Scotland and provides regular assessments of various aspects of cancer care. We work with regional cancer networks to ensure that NHS Boards meet these national standards of quality in cancer services and address any areas of concern to ensure equitable care.

Further to this, Scottish Government established the National Oncology Coordination Group to provide a coordinated and collaborative response to immediate and foreseeable service and capacity pressures. It provides rapid real-time assessment of highest risk services and proactively develops risk mitigation proposals across regions, in line with the overall strategic aim for cancer.

Ferguson Marine was brought into public ownership in 2019 to ensure completion of the Glen Sannox and Glen Rosa vessels at Port Glasgow and to retain commercial shipbuilding on the Clyde. During that time, the Scottish Government has supported the business with £32 million of funding to support operating costs and capital investment.

Whilst the Scottish Government sets the strategic policy direction for the NHS in Scotland, operational matters including staffing are in the first instance the responsibility of the relevant NHS board.

Decisions will depend on the service needs of each board taking account of national, regional and local priorities, and we expect NHS boards to plan and provide safe, effective and high-quality care, in line with their statutory service provision and workforce planning responsibilities.

In line with the requirements of the Health and Care (Staffing) (Scotland) Act 2019, the Scottish Government expects Health Boards to ensure that at all times there are sufficient suitably qualified staff to support the provision of high-quality care.

This includes reviewing staffing levels daily, with decisions regarding real time staffing being made on an ongoing basis.

As the Care Inspectorate is an independent non-departmental public body, it operates at arm’s length from Government. Therefore, it is for the Care Inspectorate, not the Scottish Government, to decide which organisations they work with.

As the Care Inspectorate is an independent non-departmental public body, it operates at arm’s length from Government. The Care Inspectorate therefore issues its own guidance independently from the Scottish Government to maintain its role as an impartial and objective regulator.

The Scottish Government regularly meets with UK Government counterparts at official and ministerial levels and on a bilateral and multilateral basis, to discuss shared priorities, including economic growth. The Scottish Government continues to build on this dialogue to deliver joint action and deeper collaboration in this space. For example, the Scottish Business Growth Group, a cross-government forum jointly chaired by the Minister for Business, and Secretary of State for Scotland brings together ministers from both governments alongside business representatives. I have also recently written to the Chancellor of the Exchequer and UK Secretaries of State on the importance of deepening cooperation including aligning devolved and reserved powers to accelerate delivery and maximise the impact of economic growth for Scotland and the UK

Scotland’s economy remains one of the best performing parts of the UK with GDP per person in Scotland growing by 10.3%, compared to 6.1% in the UK and productivity has grown at an average rate of 1.1% per year compared to the UK average of 0.4% since 2007. Despite figures in Quarter 1 of 2025 showing GDP to be lower in Scotland compared to the UK, the pace of growth increased from 0.1% in the last quarter of 2024 to 0.4%.

The Scottish Government published its National Strategy for Economic Transformation (NSET) in 2022, setting out a ten year transformation plan with the objective of creating a fair, green and growing economy and establishing Scotland as a world-class entrepreneurial nation and ensuring that our businesses, industries, regions, communities and public services are more innovative and productive than they have ever been. This year’s Programme for Government sets out specific actions that we will take to grow the economy over the remainder of this parliamentary term.

However, reserved powers on crucial issues such as trade and migration, and the damage of Brexit, all impact Scotland’s economic growth and can create challenging conditions for Scottish businesses. With our limited powers, we are maximising opportunities for economic growth in Scotland.

The Scottish Funding Council (SFC) has continued to monitor and assess the financial health (sustainability and viability) of universities, including Edinburgh, through regular engagement and analysis of financial returns, which universities are required to submit to SFC each academic year. SFC also considers universities’ individual circumstances and exposure to risk, capacity to respond to financial challenges and other relevant available information.

Financial sustainability of universities is a condition of grant set out in SFC’s Financial Memorandum with universities. As autonomous institutions, universities are responsible for their own strategic and operational decision making, and are required to notify SFC if they identify material risks to their financial viability or sustainability.

In line with its statutory responsibilities, the Scottish Funding Council (SFC) has oversight of the Tertiary Quality Enhancement Framework, with responsibility for ensuring that all the component parts work effectively and coherently to provide assurance on academic standards and the quality of the student experience.