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Unlike the NHS App in England, which is currently just for the NHS, our planned service is for both health and social care. The development is also linked into wider digital developments for Scottish public services overall, particularly in relation to a common approach to how the people of Scotland receive official communication digitally. Officials have, however, engaged extensively with NHS England to explore both whether we could use the NHS App and to take learning from the approach to the development of the NHS App.

The information requested on how many consultants specialising in endometriosis there are, broken down by NHS board is not centrally held.

The Scottish Government does not collect information on maintenance costs for imaging equipment held by NHS Boards. As holding bodies, NHS Boards are responsible for the management of their infrastructure assets and for identifying maintenance requirements. Maintenance costs are usually met from Boards’ delegated budgets.

The online app for health and social care, which is part of our ‘digital front door’ programme, will initially be available to a small cohort of people in Lanarkshire from December 2025. Whilst work continues on preparing for that initial release, we are simultaneously engaging with Health Boards and COSLA to develop the rollout approach beyond Lanarkshire. It is our intention to set this out in more detail from Summer 2025.

The following table provides information on the number of patients under 18 years admitted to hospital where a diagnosis of tooth decay was recorded, from April 1999 to March 2024, in Scotland, by financial year.

Table 1: Number of patients under 18 years admitted to hospital where a diagnosis of tooth decay was recorded, from April 1999 to March 2024, in Scotland, by financial year.

NHS Board Executive staff are required to set objectives annually which are aligned to the Board strategy and priorities. Executives must have objectives which demonstrate the contributions made to national and regional working, the delivery of the Health and Care strategy and the delivery of specific Board and local objectives. The performance of individual Executive staff is measured against these agreed objectives, with annual pay progression dependant on performance against these objectives.

There is a national governance and accountability process each year overseen by the National Performance Management Committee (NPMC) which provides scrutiny of performance management arrangements for NHS Scotland’s Executive staff. The NPMC requests and reviews evidence from NHS Boards to ensure that performance markings above fully acceptable are robust. Only after this process is complete can Executive staff then receive pay progression.

A number of incentives and programmes are in place and have been prior to 2018 to encourage healthcare professionals to work in remote and island healthcare settings. These include the Scottish Government funded ‘Golden Hello’ scheme, administered by Health Boards, which provides up to £10,000 to every GP taking up an eligible post in a rural and island area.

The Scottish Government works closely with local authorities and partner organisations to embed the principles of The Promise in their policies and practices.

I regularly meet with Councillor Tony Buchanan, the COSLA Spokesperson for Children and Young People, to discuss progress and how we can work together to recognise and share good practice.

There is a large amount of positive work underway across Scotland through local authorities, partnerships and across the public and third sector. During my time in office I have had the honour to meet with children, young people, families and workforce across the country to see and hear of the impact of the projects and initiatives that are underway.

This includes work supported by our multi-year commitment to funding Children’s Services Planning Partnerships to transform family support in their local areas which was recently raised from £32 m to £38 m a year.

Children’s Services Planning Partnerships and local authority Promise teams capture local progress that they are undertaking and for example, I am aware that Renfrewshire recently published their Promise Report for 2025 which highlights all of the activity that they have undertaken over the past 5 years.

Understanding both good practice and the barriers and challenges to change is essential to support the next stages of national and local progress. While there is excellent work happening at local authority level, I am aware that there needs to be more consistency with progress across the country. I continue to encourage local authorities to share and learn from each other to make this happen.

I have asked The Promise Scotland to provide a picture of the activity underway in localities across Scotland to keep The Promise. This will draw on a range of sources as well as being informed by insights.

The Promise Progress Framework, which was published in December, will be instrumental in understanding how we are keeping The Promise and I welcome the recent recognition from the Promise Oversight Board of the important role that this will take.

The Framework has been developed by COSLA, The Scottish Government and The Promise Scotland, with input from key stakeholders including local authorities, Public Health Scotland, the Improvement Service, CELCIS, Who Cares? Scotland, the Care Inspectorate, Police Scotland and Scottish Fire and Rescue Service.

The Scottish Government’s Statutory Guidance on Corporate Parenting sets out how local authorities and public bodies consider their contribution towards providing safe, secure, stable and nurturing homes for young people leaving care. As corporate parents, all public bodies have a collective responsibility to help shape lives and provide opportunities for our children living in care and care leavers.

In January, the Scottish Government published the third statutory corporate parenting report which outlines the activity across Scotland by the Scottish Government and Executive Agencies, as well as other public bodies, to help uphold the rights and secure the wellbeing of children and young people in care and care leavers.

The Scottish Government provides Who Cares? Scotland with grant funding to deliver support and training to Corporate Parents.

Throughout our engagement with COSLA, Councils, and opposition parties ahead of the 2025-26 Scottish Budget, there was a clear consensus that Councils should have full flexibility for decisions on Council Tax rates. The Scottish Budget delivered that ask in full, as part of a record Local Government Settlement worth over £15 billion including real terms protection of General Revenue Grant, another key ask of COSLA and opposition parties.

Council Tax is a local tax, and decisions on rates are therefore a matter for local authorities to take in consultation with local communities.

The most financially vulnerable will continue to be protected through the Council Tax Reduction (CTR) scheme. The CTR scheme exists to ensure that nobody in Scotland should have to meet a council tax liability they cannot be expected to afford, and reduces a household’s liability based on an assessment of their income, capital, and other circumstances. Over 460,000 households receive some level of CTR, and on average recipients save over £850 a year.

Household water charges in Scotland are set by Scottish Water’s Board within the charge cap set for the regulatory period 2021-27, with approval from the independent economic regulator. Ministers do not have the powers to directly intervene in the process to set annual charges.

Charge increases in the first half of the regulatory period were significantly less than the charge cap, reflecting the financial impacts of the Covid-19 pandemic and cost of living crisis on households. The average bill for 2025-26 is expected to be £490 (£446 in 2024-25), which we expect to remain lower than the average in England and Wales (expected to be £603 as published by Discover Water).

Support for households with their water charges is linked to the exemptions, discounts and reductions they receive on their Council Tax. 52% of households receive some form of discount or reduction on their water charges, automatically applied by local authorities alongside reductions in council tax. One such scheme is the Water Charges Reduction Scheme (WCRS) which is available to customers in receipt of full Council Tax Reduction – we’ve already increased the maximum reduction from to 25% to 35% and the estimated value of the reduction provided is £74m in 2025-26. Consumer Scotland’s October 2024 report on affordability of water charges report shows that the number of households in water poverty has remained largely unchanged over the current regulatory period. We will be working with Consumer Scotland to look into affordability measures for the next regulatory period starting in 2027.

In circumstances where the authority considers that a person’s need for services is a matter of urgency, they have the power to provide community care support to individuals, carers and their families without an assessment under the Social Work (Scotland) Act 1968.

Local authorities also have duties under the Carers (Scotland) Act 2016 to provide adult carer support plans (ACSP) or young carer statements (YCS) for any carer that wants one and to provide support to carers according to their eligible needs. In circumstances where a carer is caring for someone with a terminal illness, the authority must offer and prepare an ACSP or YCS in set timescales, ensuring associated support is provided in an efficient and timely manner. These responsibilities are set out in the Carers (Scotland) Act 2016 Statutory Guidance.