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The information requested is not held centrally.

Whilst the Scottish Government publish data on both Recorded Crime in Scotland and Criminal Proceedings in Scotland, these are based on distinct and unlinked data sets and it is not possible to directly compare them.

New information will be published later this year as part of delivering Section 15 of the Hate Crime and Public Order (Scotland) Act 2021, which requires an annual report to parliament on the characteristics of hate crime in Scotland. This will include the total number of hate crimes recorded by Police Scotland in 2024-25, and the number that were cleared up (i.e. where there exists a sufficiency of evidence under Scots law to justify consideration of criminal proceedings).

In addition to the above, the Crown Office & Procurator Fiscal service have also published Hate crime in Scotland, 2024-25.This provides details on hate crime-related charges reported to COPFS in Scotland, including decisions on how those charges will proceed (such as to Court proceedings, direct measures, no action etc.)

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

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.

This information is not held centrally. Public Health Scotland publish information on participation (contact with an NHS dentist) and this can be found at:

NHS dental data monitoring report - Quarter ending March 2025 - NHS dental data monitoring report - Publications - Public Health Scotland

Under the new model, neonatal intensive care will be delivered in three Neonatal Units in Scotland, the Queen Elizabeth University Hospital in Glasgow, Edinburgh Royal Infirmary and Aberdeen Maternity Hospital.

Of the 44,835 births in the year to 31 March 2024, numbers fluctuate, but Public Health Scotland data reports that around 4554 babies, in the same period, were admitted to neonatal care. The vast majority of babies (around 2300) needed Special Care or Transitional Care (delivered on postnatal wards). A further 1,200 needed High Dependency care, and around 800 were admitted to Neonatal Intensive Care. Around 50 – 60 of these babies a year will be affected by the change in model of care and will have their care delivered in one of the three neonatal intensive care units.

Babies will normally be cared for in the unit closest to home. In the north of Scotland, the Aberdeen neonatal unit already cares for babies from Grampian, Highland and the Island Boards, and at times of extreme pressure on neonatal intensive care, may also care for babies from other parts of Scotland.

Under the new model the smallest and sickest Tayside babies would be transferred to Aberdeen or Edinburgh. In 2024, 11 babies were born at less than 27 weeks gestation in Tayside Health Board, plus a small number of babies who require complex intensive care.

Scottish Government commissioned Consulting firm RSM UK Consulting LLP to undertake detailed modelling work to fully map the capacity requirements across the system to inform capacity building and implementation of the new model. The report was published on the 29 May 2024.

Scottish Government recognises the challenges facing oncology services and our workforce as demand increases across NHS Scotland. We are working with NHS Scotland to address staffing as a matter of urgency, working closely with NHS Board and clinical leaders from across the country to address pressures in a sustainable way.

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

We continue to take action to address workforce pressures. Actions include expanding the Clinical Oncology and Medical Oncology specialty training programmes and providing £6.6 million of additional funding to Systemic Anti-Cancer Therapy (SACT) and Acute Oncology to increase regional working, workforce recruitment and to maximise capacity across the existing workforce.

More than £106 million has been allocated to NHS Boards in 2025-26 to address waiting times, with £21 million for imaging. We will reduce the radiology backlog so that 95% of referrals are seen within six weeks by March 2026, through expanding to seven-day services, recruitment, and utilising mobile scanning units.

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.