Chamber and committees

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.

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.

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.

I refer the member to the answer to question S7W-03250 on 28 September 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 Scottish Government has no current plans to undertake a formal review of the impact of the Children (Equal Protection from Assault) (Scotland) Act 2019. Work has been undertaken with a multi-disciplinary Implementation Group to consider the impact of the legislation and how this may be effectively monitored over time. We remain committed to ensuring that children are protected from harm, while also promoting awareness, education and support for families. Should evidence emerge of any unintended or adverse impacts on children or families, we would, of course, be willing to consider whether a formal review is appropriate.

The Scottish Government is committed to delivering a breakfast club offer for primary school age children from August 2027. To support this, in 2026-27 we are investing £15 million into local authorities to prepare for the national rollout of breakfast clubs across Scotland, and we have committed to recurring investment of £44 million from 2027-28.

Funding will not be allocated on the basis of a fixed cost per pupil. As a priority, we are continuing to work with local government partners to support delivery.

NHS Grampian is responsible for the operational management of the walk-in services in Grampian, including all decisions about the location and model of the services. Officials are in discussion with the board about confirming delivery details.

The Regulation of Legal Services (Scotland) Act 2025 (“the 2025 Act”) represents the most significant reform of legal services regulation in Scotland for a generation. It will strengthen consumer protections, improve transparency and accountability, support innovation in the delivery of legal services and modernise the complaints framework.

The Scottish Government recognises that implementation is a substantial programme of work and is therefore taking a phased approach, working closely with the Lord President and key stakeholders to ensure the reforms are implemented in a way that is effective, proportionate and supports access to justice.

The 2025 Act gives the Lord President important new statutory functions. The Scottish Government recognises that appropriate resourcing will be required to support delivery of those responsibilities

Funding for 2026-27 has been agreed in principle with the Lord President’s Office to support implementation of the 2025 Act, with the current estimated requirement being approximately £116,000. Officials are finalising the funding requirement ahead of a budget transfer through the Spring Budget Revision process.

The Scottish Government continues to work with the Lord President's Office, the Judicial Office and the Scottish Courts and Tribunals Service to understand the longer-term resource implications of the Act. Future implementation costs, including recurring costs associated with the Lord President's new functions, will be considered through future budget-setting and Spending Review processes.

As a pilot, monitoring and evaluating the walk-in services is absolutely essential. That’s why we have commissioned PHS to collect and report on the data, and HIS to provide an independent evaluation. It is important we do not pre-empt the results of that, but it is encouraging that people are already using the services and benefiting from same day, appointment free care. The evaluation is considering a range of evidence, including service activity, patient experience, workforce impacts, costs and wider system effects. Already we are seeing and hearing from patients who have used and appreciated the services.

No decisions have been taken to delay or cancel any planned walk-in services. Forty GP walk-in service locations are planned in total, of which 11 are currently operational.

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.