Chamber and committees

Over the next three months, we will undertake an intensive programme of engagement with local government and partners to consider how health, social care and wider public services can work more effectively together, make best use of public investment and improve outcomes for people and communities. Partnership working will remain essential. Detailed arrangements will be developed as part of wider public service reform.

Local communities will continue to play an important role in helping to shape services. Engagement with patients, service users, communities, elected representatives and local partners will remain central to decision-making, supported by appropriate governance, participation and locality arrangements.

The reforms are not intended to create a one-size-fits-all system. Planning across larger populations will enable greater sharing of workforce, expertise and capacity, while continuing to support tailored approaches that reflect local circumstances, including the unique needs of rural and island communities.

Over the next three months, we will undertake an intensive programme of engagement with local government and partners to consider how health, social care and wider public services can work more effectively together, make best use of public investment and improve outcomes for people and communities. Partnership working across local government, health, social care and community planning organisations will remain essential. Detailed arrangements will be developed as part of wider public service reform.

On the 1 September, as part of the Programme for Government, the First Minister announced the Scottish Government’s intention to simplify the NHS by replacing the current 14 territorial Health Boards with two Strategic Health Boards and build on planned reforms to further reduce the number of special Health Boards.

The First Minister also announced an intensive programme of engagement with local government and partners to consider how health, social care and wider public services can work more effectively together, make best use of public investment and improve outcomes for people and communities. Detailed arrangements will be developed as part of wider public service reform.

On the 1 September, as part of the Programme for Government, the First Minister announced the Scottish Government’s intention to simplify the NHS by replacing the current 14 territorial Health Boards with two Strategic Health Boards and build on planned reforms to further reduce the number of special Health Boards.

The Scottish Government will engage first and foremost with the workforce and we will set out and agree a process with trade unions to ensure the workforce is able to help to shape these plans. We are currently in the design phase of the work, which includes developing the business case. The work will be developed in partnership with staff, staff representatives, trade unions, stakeholders and the public, with a strong focus on the needs of rural and island communities.

Robust local, regional and national governance arrangements will be established to support both the transition and the longer-term model. We will ensure detailed impact assessments will be undertaken as part of the programme's next phase. Equality, fairness and reducing health inequalities will be fundamental considerations in the design of the reforms. The intention is that structural reform will align organisational arrangements with the way many services, staff and patients are already working across East and West Scotland, as a result of the sub-national planning structures.

It is important to highlight that NHS restructuring and Public Service Reform is about improving services for people, not about structures. The intention is to simplify how people access care, reducing 14 different approaches to one joined-up system delivered through 2 strategic boards. The plans are about reducing the variation in how services are currently delivered across Scotland and the specific needs of rural and island communities will be taken into account.

On the 1 September, as part of the Programme for Government, the First Minister announced the Scottish Government’s intention to simplify the NHS by replacing the current 14 territorial Health Boards with two Strategic Health Boards and build on planned reforms to further reduce the number of special Health Boards.

We remain fully committed to partnership working and will work closely with trade unions throughout this process.

We will be relying on the workforce to achieve high-quality services, so it will need to be involved in the design phase. As part of that process Ministers will develop and communicate timescales and we will also need workforce input on those. There will, of course, be impact assessments as part of any required legislation, and I am committed to a rigorous programme of engagement.

On 1st September, as part of the Programme for Government, the First Minister announced the Scottish Government’s intention to simplify the NHS by replacing the current 14 territorial Health Boards with two Strategic Health Boards and build on planned reforms to further reduce the number of special Health Boards. We are currently in the design phase of the work, which includes developing the business case. The work will be developed in partnership with staff, staff representatives, trade unions, stakeholders and the public, with a strong focus on the needs of rural and island communities.

Robust local, regional and national governance arrangements will be established to support both the transition and the longer-term model. We will ensure detailed impact assessments will be undertaken as part of the programme's next phase. Equality, fairness and reducing health inequalities will be fundamental considerations in the design of the reforms. The intention is that structural reform will align organisational arrangements with the way many services, staff and patients are already working across East and West Scotland, as a result of the sub-national planning structures.

Integration arrangements will also be reviewed as part of wider health, social care and public service reform. Over the next three months, we will undertake an intensive programme of engagement with local government and partners to consider how health, social care and wider public services can work more effectively together, make best use of public investment and improve outcomes for people and communities. Detailed arrangements will be developed as part of wider public service reform.

As a result, it is not yet possible to provide detail on any specific implications for the governance, funding or accountability of Alcohol and Drug Partnerships (ADPs). As no decisions have been taken on future integration arrangements, existing statutory integration arrangements will remain in place while wider health, social care and public service reforms are developed. ADPs play an important role in supporting the delivery of national and local priorities to reduce alcohol and drug-related harm and will continue to do so as this work progresses.

On the 1 September, as part of the Programme for Government, the First Minister announced the Scottish Government’s intention to simplify the NHS by replacing the current 14 territorial Health Boards with two Strategic Health Boards and build on planned reforms to further reduce the number of special Health Boards.

We remain fully committed to partnership working and will work closely with trade unions throughout this process to ensure the voices and needs of those who deliver our services are heard and taken into account.

Robust local, regional and national governance arrangements will be established to support both the transition and the longer-term model. We will ensure detailed impact assessments will be undertaken as part of the programme's next phase. Equality, fairness and reducing health inequalities will be fundamental considerations in the design of the reforms. The intention is that structural reform will align organisational arrangements with the way many services, staff and patients are already working across East and West Scotland, as a result of the sub-national planning structures.

Work also includes progress regarding the national hospital flow plan. This plan includes immediate actions around the expansion of hospital at home and the roll out of discharge without delay.

While structural change will support long-term financial sustainability, the greatest benefits will come from service redesign, better planning and reducing variation in health care and outcomes across Scotland. The costs and benefits of reform will be set out through the programme's business case and developed in partnership with NHS Boards.

This work will complement existing plans to improve financial sustainability and support Boards in returning to financial balance. The programme will be supported by a clear benefits framework and ongoing monitoring to assess whether it delivers improved outcomes and value for money. Decisions on final service structure models and their locations will be worked through during this design phase.

This work will be underpinned by the Scottish Government’s Fair Work principles, and our ongoing commitment to no compulsory redundancies.

Any future workforce changes will be done in full partnership with NHS Trade Unions in a structured and managed way, in line with existing NHS Scotland policies which have been agreed in partnership with trade unions.

Over the next three months, we will undertake an intensive programme of engagement with local government and partners to consider how health, social care and wider public services can work more effectively together, make best use of public investment and improve outcomes for people and communities. Partnership working across local government, health, social care and community planning organisations will remain essential. Detailed arrangements will be developed as part of wider public service reform.

While structural change will support long-term financial sustainability, the greatest benefits will come from service redesign, better planning and reducing variation in health care and outcomes across Scotland. The costs and benefits of reform will be set out through the programme's business case and developed in partnership with NHS Boards.

This work will complement existing plans to improve financial sustainability and support Boards in returning to financial balance. The programme will be supported by a clear benefits framework and ongoing monitoring to assess whether it delivers improved outcomes and value for money. Decisions on final service structure models and their locations will be worked through during this design phase.