Chamber and committees

This is a matter for each territorial NHS board. The information requested is not held centrally.

I refer the member to the answer to question S7W-00484 on 8 June 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.

The installation of an additional 1,000 to 1,250 defibrillators will be led by Save a Life for Scotland (SALFS), which received £1 million in 2025-26 to begin purchasing the first tranche of devices.

Installation will be coordinated alongside the rollout of Cardiac Arrest Rescue (CARe) Zones over the next three years, supported by a further £500,000 in each financial year.

SALFS will work with partners to ensure devices are placed based on evidence and in areas of greatest need.

Tackling racialised health inequalities is a priority for this government and we recognise the disparities in outcomes for black and ethnic minority women in Scotland.

The continued public investment in Scotland’s Railway, more than £1.6 billion this financial year alone, has enabled our industry partners to continue to deliver many of the aspirations shared with the rail unions. This includes the successful move to public ownership of ScotRail and Caledonian Sleeper; investment in stations and infrastructure; ScotRail driver recruitment at an all-time high; and new trains on the way.

The Scottish Government recognises that constructive engagement with trade unions and industry partners is fundamental to a flourishing Scotland’s Railway.

The outcome of the initial design and assessment work to identify a preferred route option for the bypassing of Springholm and Crocketford is expected to conclude in 2027.

The Scottish Government has confirmed that the replacement of University Hospital Monklands, Princess Alexandra Eye Pavilion, Belford Hospital, and Barra and Vatersay Community Campus are strategic priorities. The 2026-27 Budget provides the necessary funding to allow the development of the business cases.

It is usual for the business case process, construction and commissioning to take a number of years and there will be greater clarity on timeline once the business case process is complete.

Our planning assumption is that the projects will take 5-7 years to complete.

The national hospital flow plan will be published within the first 100 days of this Government. It will build on existing work, including the Operational Improvement Plan to improve patient flow, ease pressure on A&E and reduce delayed discharge.

The final list of items to be covered by the legislation will be determined by consultation and engagement.

It is important to note that the situation relating to maintenance is dynamic; as NHS Boards address and eliminate items of maintenance, new items will emerge. It is therefore expected that there will be ongoing requirement for maintenance across the NHS estate and in particular across high use areas and older buildings.

We are currently working with all health boards to develop an NHS whole system infrastructure plan for Scotland. This supports continued safe and effective use of existing facilities, through ongoing business continuity planning, as well as informing future investment priorities based on assessment of need across the whole of Scotland.

The first phase, Business Continuity Planning, is focussed on priority investment in the existing estate to support service continuity. Boards have completed risk-based assessments and received confirmation of items which can be progressed with additional funding from the Scottish Government. Future Business Continuity Plan submissions will be on a two-yearly full submission cycle, with interim years only requiring ‘by-exception’ reporting of new essential maintenance or equipment replacement items not previously reported.

The second phase is focussed on the longer-term development of the estate to meet national, regional and local needs.

All Health Boards have been asked to undertake strategic needs assessments for three local investment priorities. In determining local investment priorities, Boards should also consider aspects of infrastructure resilience, capacity constraints and population-based service changes. Returns will be considered on a whole of Scotland basis. This approach aligns with the Scottish Government’s Health and Social Care Service Renewal Framework and Population Health Framework.

Further detail on NHS Whole System Infrastructure Planning is set out in DL 2025-15.