Chamber and committees

On 2 June 2026 PSD Scotland published data on the number of Clinical Nurse Specialists across NHS Scotland for the first time since 2018, Clinical Nurse Specialists | Turas Data Intelligence. These data are published as Official Statistics in Development and PSD Scotland have a published plan to develop these into Official Statistics, New statistics on Clinical Nurse Specialists.

Through the Cancer Strategy and Cancer Action Plan, we are supporting NHS Scotland to improve access to named contacts for cancer patients, including through the Single Point of Contact (SPoC) approach. Evaluation has shown that SPoC services saved almost 4,000 hours of Clinical Nurse Specialist time over a 12-month period, enabling CNSs to focus on patients with more complex needs.

The 2024 Scottish Cancer Patient Experience Survey found that 93% of patients were given the name of a Clinical Nurse Specialist or other named contact during their care.

The safety and welfare of survivors is absolutely paramount, and we are committed to ensuring survivors and their families get the support they need.

We want patients to be treated as soon as possible. However, we recognise too many are facing unacceptable waits and we are determined to do more.

That is why we have invested an additional £100 million this year to build on the progress made in the 2025-26 NHS Operational Improvement Plan and have just announced a further £90 million to support those waiting the longest for treatment and help to create more capacity within our wider healthcare system.

This investment will benefit health boards across Scotland, including NHS Grampian. We will continue to target resources to reduce waiting times, particularly for those waiting the longest for treatment, through maximising productivity and additional resources.

The Scottish Government recognises the importance of digital transformation in supporting efficient and sustainable local services. The Accounts Commission’s report highlights the benefits that can be achieved where councils take a strategic approach to digital modernisation and service redesign.

The Scottish Government support a range of sector-wide initiatives and in November 2025 the Scottish Government and Local Government published a joint strategic vision for digital in Scotland. The Sustainable Digital Public Services Delivery Plan was also published in 2025 and sets out the actions we will take to improve public services through greater use of digital technology, automation and service redesign. These programmes support councils to modernise administrative processes, improve customer experience and deliver better value for money.

While decisions on operational service delivery are matters for individual local authorities, the Scottish Government will continue to work with COSLA, the Digital Office and councils to support digital innovation and transformation that improves outcomes for communities and strengthens the long-term sustainability of local services.

The numbers of ophthalmology specialty training posts that were advertised and filled are set out in the following table.

Consideration of changes to the Lord Advocate’s roles engages significant issues relating to prosecutorial independence, ministerial accountability, the rule of law and the effective operation of government. Given the legal and constitutional implications it is appropriate that our approach is considered carefully and thoroughly, and Ministers are giving it active consideration.

The Scottish Government supports efforts to encourage voluntary participation in the democratic process and has not assessed the merits or otherwise of compulsory voting.

Scottish Ministers set the strategic objectives for Scotland's water and wastewater services and provide the policy framework within which Scottish Water operates. The Scottish Government supports investment in water and wastewater infrastructure through Government borrowing as set out in our Principles of Charging statement. Scottish Water is responsible for planning and delivering investment.

Scottish Water operates independently and is subject to oversight by independent regulators, including the Water Industry Commission for Scotland, the Scottish Environment Protection Agency and the Drinking Water Quality Regulator.

Public Health Scotland (PHS) publishes information on routes to cancer diagnosis, which includes emergency presentations for brain and other central nervous system (CNS) cancers: Routes to Cancer Diagnosis, Cancer Stage and Curative Treatment for Cancer Information to Support Visions from the Cancer Strategy 26 August 2026 - Routes to Cancer Diagnosis, Cancer Stage and Curative Treatment for Cancer Information to Support Visions from the Cancer Strategy - Publications - Public Health Scotland.

Given the relatively small number of brain tumour diagnoses in Scotland, publication of more detailed tumour-specific data may not be possible due to statistical disclosure risks.

Through the Cancer Strategy for Scotland 2023-2033 and accompanying Cancer Action Plan for Scotland 2023 – 2026, the Scottish Government is working to improve outcomes for brain tumours and other less survivable cancers.

Scotland's Earlier Cancer Diagnosis Vision aims to reduce later-stage disease and health inequalities, and recognises that alternative measures, such as emergency presentations, are needed to monitor progress for cancers that cannot be conventionally staged.

Earlier and more equitable diagnosis is also supported through national clinical pathways, improved access to diagnostic imaging, the Brain Tumour Pathway within the Managed Service Network for Neurosurgery, and the National Headache Pathway.

The Scottish Government understands the importance of age-specific cancer care for children and young people, this why we are the only UK nation to have a dedicated strategy for children and young people with cancer.

The Collaborative and Compassionate Cancer Care: cancer strategy for children and young people 2021–2026 runs until the end of 2026.

The Scottish Government is actively considering the next steps. We will engage with a range of stakeholders to inform potential futures approaches that will ensure that the voices and experiences of those most directly affected continue. This will also inform progress made through the current strategy, while identifying opportunities to further improve care, support and outcomes.