Chamber and committees

A report recently published by Public Health Scotland provides details of the most recent statistics for the bowel screening programme, which includes the uptake differences between areas of different socioeconomic status. The overall uptake continues to exceed the HIS standard of 60% of the eligible population, but there continue to be inequalities in the return rates for bowel screening kits, including between the least and most deprived communities in Scotland.

Since 2017, the Scottish Government has provided £1 million funding annually to address screening inequalities, part of which has been distributed to NHS Boards to fund initiatives catering to their specific populations.

The funding is also used for national initiatives, such as the development of the Screening Intelligence Platform (ScIP), which aims to simplify the process of gathering and analysing all screening data. This will allow greater insight into screening inequalities across a range of characteristics, including socioeconomic status, and supporting efforts to increase screening uptake across all groups.

In addition, the Equity in Screening Strategy was published last year. This set out a vision for equitable access across the full screening pathway, including in the bowel screening programme. It is accompanied by the implementation of an Equity in Screening Network that allows those who work across screening to share evidence, best practice and learning around screening inequalities. This will enable NHS Boards to consider proven interventions to address inequalities in uptake, and therefore increase participation in the bowel screening programme.

Community youth work remains an important pillar of local authority provision, including in schools. The Scottish Government utilises a Block Grant system, affording local authorities significant autonomy in allocating financial resources, including those designated for youth work in schools. This approach empowers councils to prioritise local needs and tailor services accordingly, while fulfilling mandatory obligations and adhering to nationally-agreed priorities. Transparency is ensured through annually-published breakdowns of spending on the Scottish Government website, though there is no statutory obligation for youth work activity to be recorded or monitored by local authorities, third sector organisations or voluntary organisations.

An independent review of Community Learning and Development (CLD), encompassing youth work, was launched in December 2023 and is expected to conclude in June 2024. This review aims to assess the impact of CLD on learners across Scotland, providing valuable insights for the future.

Community youth work remains an important pillar of local authority provision. The Scottish Government utilises a Block Grant system, affording local authorities significant autonomy in allocating financial resources, including those designated for youth work. This approach empowers councils to prioritise local needs and tailor services accordingly, while fulfilling mandatory obligations and adhering to nationally-agreed priorities. Transparency is ensured through annually-published breakdowns of spending on the Scottish Government website.

Furthermore, an independent review of Community Learning and Development (CLD), encompassing youth work, was launched in December 2023 and is expected to conclude in June 2024. This review aims to assess the impact of CLD on learners across Scotland, providing valuable insights for the future.

The Scottish Government and COSLA committed to the provision of suicide bereavement support across Scotland in their Creating Hope Together action plan ( 2022-25). The bereavement support service is a core element of our approach to ensuring everyone affected by suicide is able to access high quality, compassionate, appropriate and timely support.

Since August 2021 we have funded bereavement support service pilots in NHS Ayrshire and Arran and NHS Highland. Over 2023-24 we have worked with partners to design and plan the roll-out of the service, drawing on the positive evaluation of the pilots. Expansion of the bereavement support service will begin from 2024-25, working closely with local partners. Further details will be confirmed as soon as possible.

We remain committed to eradicating long waits to ensure all people receive the treatment they need as soon as possible.

We opened two new National Treatment Centres in Fife and Highland in Spring 2023, and NTC-Forth Valley and the second phase expansion of NTC-Golden Jubilee will open in 2024. These centres will deliver eight orthopaedic theatres and will provide additional and protected capacity for hip and knee replacements.

This year NTC Highland is providing 1,500 orthopaedic procedures and NTC-Fife plans to deliver more than 700 orthopaedic procedures by 2025/2026.

Significant progress is also being made in the delivery of same-day discharge arthroplasty, allowing patients to be safely discharged home on the same day as their procedure, increasing capacity within Orthopaedics.

The Scottish Government continues to protect investment in digital within health services, as shown in the published budget. Planning remains underway to fully assess the impact on planned activity for 2024-25 that takes into account the considerable financial challenges facing the Scottish Government in the forthcoming financial year, and we will publish our Delivery Plan for Digital Health & Care in April 2024. This will confirm delivery priorities for the year ahead using the investment available.

The UK Government did not inflation-proof its capital budget which has resulted in nearly a 10% real-terms cut in the Scottish Government’s capital funding over the medium-term between 2023-24 and 2027-28. The result of this cut is that new health capital projects have currently been paused.

Work is underway to update the pipeline of projects and programmes relating to the 2021 Infrastructure Investment Plan to ensure it is affordable and deliverable and provides best value for money. Our emphasis for the immediate future will be on addressing backlog maintenance and essential equipment replacement.

TrakCare is used as the main patient management system by 13 Health Boards:

• NHS Ayrshire and Arran;
• NHS Borders;
• NHS Fife;
• NHS Forth Valley;
• NHS Great Glasgow and Clyde;
• NHS Grampian;
• Golden Jubilee National Hospital;
• NHS Highland;
• NHS Lanarkshire;
• NHS Lothian;
• NHS Orkney;
• NHS Shetland; and
• NHS Tayside.

All 13 Health Boards use TrakCare for waiting lists, Outpatients and inpatients, clinical coding, national Scottish Morbidity Records and new ways returns. Various Boards also use TrakCare for Emergency Departments, maternity services, mental health, community services, radiology, and theatres.

In addition, the system supports order request functionality for the service departments to manage the provision of laboratory, X-ray and diagnostic services; and Allied Health Professionals, observations, and clinical data recoding in clinical forms to varying degrees.

The Scottish Government does not collate or hold information on how many staff the Health Boards employ to maintain TrakCare.

Following the completion of the Allied Health Professions (AHP) Education and Workforce Policy Review, an advisory group has been established to oversee the effective implementation of the recommendations. The group held its second meeting on 4 March 2024 where the group considered the delivery plan.

The delivery plan takes an outcome based approach and the group recognises the complexity and interdependency of how the suite of recommendations contributes to achieving the overarching positive change required.

The group will consider the timescales required to meet the overarching aims at its future meetings, scheduled in June and October 2024.

We remain committed to driving down waiting times. We have increased investment in frontline NHS boards by more than half a billion pounds in the draft Budget. We will continue to target resources to reduce waiting times, particularly for those waiting longest for treatment, through maximising productivity and additional resources.

We are working with Health Boards on detailed annual plans to demonstrate how waiting lists will be managed to see reductions, improved productivity and clear evidence on how this will help free additional capacity.