Chamber and committees

It is important that data centres are as sustainable as possible. This means minimising water use through closed-loop systems and considering whether there are alternative sources of water, such as treated wastewater. Where drinking water is used, the needs of existing populations must take priority, as our priority is the protection of human health.

Any decisions about data centres would be subject to the statutory planning process and the use of water resources would form part of that consideration. Most existing data centres in Scotland already operate as closed-loop systems and it is Scottish Ministers’ expectation that sustainable solutions are identified for any new data centre proposals. Scottish Water’s assessment is that data centres currently account for around 0.006% of public water demand in Scotland and, as part of wider considerations, they have suggested that there may be options available for using effluent from their wastewater treatment process as part of a closed loop system to reduce the impact on water resources.

The Scottish Government works with NHS Boards and Health and Social Care Partnerships to support local surge and winter preparedness arrangements through nationally agreed planning priorities and principles. Local systems are expected to develop preparedness arrangements that reflect the needs of their populations and local circumstances.

The Scottish Government is currently refreshing the National Planning Priorities and Principles for Surge and Winter Preparedness and associated expectations for NHS Boards and Health and Social Care Partnerships for 2026-27. This work is aligned with development of the National Flow Plan, which forms part of wider activity to improve patient flow, reduce delayed discharge and make best use of capacity across health and social care services.

Operational preparedness plans are developed and maintained locally. Decisions regarding publication of local planning documents are a matter for individual NHS Boards and partner organisations. The Scottish Government intends to publish national guidance and planning priorities following completion of the current review process.

The Scottish Government commissioned the Scottish School of Primary Care to undertake an independent evaluation of the Golden Hello initiative for GPs. The evaluation was published in March 2026: https://www.sspc.ac.uk/media/Media_1254907_smxx.pdf.

The Golden Hello initiative does not currently apply to dentists or consultants. We continue to make available a range of additional financial support to areas where access to NHS dentistry is particularly challenging. This support includes the Scottish Dental Access Initiative (SDAI) grant, which pays out up to £100,000 for establishing, relocating or extending NHS dental practices, as well as the Recruitment and Retention allowance, which allows new trainee dentists to qualify for ‘golden hello’ payments of up to £37,500 in the first three years of practice.

Any future expansion and improvement plans for Golden Hellos will be set out in due course. Work is already underway to review and refresh financial incentives in dentistry, ensuring that these are targeted to better support patient access in rural and island areas.

As the Covid 19 UK Inquiry Module 5 report sets out, the figure of £9.9 billion relates to PPE written off by the UK Government alone. The report also notes that the Scottish Government wrote off £8.35 million of PPE and other items in the period from 2020-2023.

The Scottish Government, in collaboration with Public Services Delivery Scotland (PSDS), has a range of measures to reduce wastage of PPE in any future health emergency. The national stockpile consists of a wide range of PPE items, aligned to the requirements of NHS Scotland and rotated into NHS usage to help prevent and reduce wastage.

During a future health emergency, we will work in partnership with PSDS and other stakeholders to ensure stock is procured and deployed based on assessed need, clinical guidance, and demand intelligence; while providing only items of PPE which meet the relevant product standards.

We are also working on a project which aims to support Health Boards to move to using more re-usable PPE products where appropriate.

The Scottish Government's approach to surge and resilience preparedness is the year-round process through which health and social care services prepare for, respond to and recover from periods of increased demand and operational pressure.

As set out in the National Planning Priorities and Principles for Surge and Winter Preparedness in Health and Social Care, there are periods when demand increases beyond the normal levels planned for by health and social care services and there is a surge in the number of people requiring care and treatment. While winter remains the most predictable period of increased demand, similar pressures can arise at other times of the year.

The Scottish Government's approach is therefore to consider winter preparedness within a broader year-round surge and resilience preparedness framework. This supports NHS Boards and Health and Social Care Partnerships to plan for sustained pressures on services while ensuring people receive the right care, in the right place, at the right time. This approach is also being supported through development of the National Flow Plan, which aims to improve patient flow, reduce delays and strengthen whole-system resilience across health and social care services.

The Scottish Government recognises the fragmented nature of the approval and routes to implementation for medical innovations across devices, diagnostics and new technological interventions.

Whilst the Scottish Government does not hold specific data on the time to adoption of all medical technologies, it is actively working to streamline processes within the health and care system to enable faster access to innovative products and solutions in line with our ambitions set out in our Health and Social Care Service Renewal Framework.

Growing Scotland’s life sciences sector and enhancing research, development and innovation are core Scottish Government commitments backed by the Life Sciences Strategy for Scotland and the Health and Social Care Service Renewal Framework. This is underpinned through a national innovation ecosystem designed to develop, test, adopt and scale the innovations most likely to improve the lives of people in Scotland.

Commercial multigene assays for breast cancer patients have been adopted in Scotland in line with the independent recommendations of the Scottish Health Technologies Group (SHTG). SHTG have criteria and processes in place to judge whether new evidence is sufficient to revise its existing recommendations.

The Scottish Government undertook a lessons learned exercise following winter 2025-26 involving NHS Boards, Health and Social Care Partnerships, national organisations and Scottish Government officials. The review found that planning and partnership working had improved, but that services continued to face significant pressures associated with high hospital occupancy, delayed discharge, workforce challenges and sustained demand across health and social care.

The review also found that many of the pressures experienced during winter reflect wider year-round challenges rather than a short-term seasonal event. Key lessons identified included the importance of whole-system working, improving patient flow, supporting workforce resilience, strengthening preventative approaches and providing earlier and clearer national direction.

These findings are informing current planning for 2026-27, including a refresh of the National Planning Priorities and Principles for Surge and Winter Preparedness, strengthened governance and assurance arrangements, enhanced regional coordination and improved operational intelligence. They are also informing development of the National Flow Plan, which is intended to improve patient flow, reduce delayed discharge, improve use of available capacity and strengthen whole-system coordination across urgent and unscheduled care services.

The Scottish Government recognise and share the concerns within the RCEM report, particularly around the impact that long waits in emergency departments have on patients and staff. That is why we are implementing initiatives to reduce acute hospital occupancy and stream patients to the most appropriate services to improve patient flow and reduce waiting times.

As part of our first 100 days commitments, we will publish a new national plan to improve hospital flow. Developed in partnership with NHS Boards, Health and Social Care Partnerships, and other key system partners, the plan will set out actions to improve patient flow across the healthcare system, helping to ensure that people receive the right care, in the right place, at the right time.

Improving access to care, reducing waiting times, and easing pressure on hospitals, particularly through strengthening primary and community care, will be central to our plan.

The 2026-27 budget provides almost £22.5 billion investment in health and social care services, exceeding consequentials and providing a real terms uplift to enable more sustainable and resilient services. As part of this, £100 million has been invested to build on the progress made in the 2025-26 Operational Improvement Plan, to release capacity within the system and bolster our urgent care services.

I refer the member to the answer to question S7W-01691 on 10 August 2026. All answers to written Parliamentary Questions are available on the Parliament's website, the search facility for which can be found at https://www.parliament.scot/chamber-and-committees/written-questions-and-answers

This matter is under active consideration by the Scottish Government, and Parliament will be kept informed of the outcomes of those considerations – including the potential for planning guidance – in due course.