Chamber and committees

Our draft route map to achieving a 20% reduction in car use, co-developed with COSLA, published in January 2022, committed to exploring equitable options for demand management to discourage car use. A period of engagement and consultation followed publication, and the analysis and consideration of the consultation responses are shaping an updated route map.

The independent research on Travel Demand Management Options Study by AECOM was intended to be published alongside the updated route map. However, the decision was taken to publish the research ahead of this this, adding to the evidence base on how to reduce car use fairly in Scotland, while Transport Scotland continues to engage with local and regional partners to update the route map which we will publish on completion of that engagement. The AECOM research is not Scottish Government policy and was published alongside a policy position statement.

The Scottish Government is grateful for the bravery shown by the young people and their families who shared their experiences at the summit. It was extremely important to hear directly from those with lived experience on their views about possible solutions to address violence amongst young people.

We will publish a report of the summit that will highlight the key areas the participants raised.

A commitment has been made to hold a further meeting involving cross-party MSPs to discuss youth violence and the issues raised at the summit.

Over the last two years, we have invested more than £4 million to implement the actions set out in the Violence Prevention Framework, including tackling youth violence. This has included work to extend the support of the Scottish Violence Reduction Unit, to reach more individuals and communities across Scotland, extending the Medics Against Violence Hospital Navigator Programme in two Children’s Hospitals in Aberdeen and Glasgow and training teachers in schools to provide young people with key messages on violence.

The Scottish Government is also investing up to £20 million through our CashBack for Communities programme phase 6, which is funding 29 partners over 3 years to deliver early intervention and prevention projects targeted at working with and supporting young people at risk of being drawn into antisocial behaviour, offending or reoffending. This programme aims to reach a minimum of 33,976 children and young people between April 2023 and March 2026.

The Thistle facility in Glasgow acknowledges the challenges posed by external factors, such as the potential for organised crime groups to exploit vulnerable individuals. To address this Glasgow HSCP are working closely with Police Scotland who are dedicated to disrupting organized crime groups and ensuring a hostile environment for their operations.

Police Scotland maintain operational independence to police the facility and surrounding areas, safeguarding the wider community, facility operators and users.

In addition, local policing teams will act on reports of drug use or supply by deploying community police and response officers to patrol identified areas, deterring criminality and enhancing public safety. Police Scotland will also continue patrols to address illegal acts around the facility. Public support around this facility is vital and Police Scotland would encourage the reporting of any concerns to them or Crimestoppers to help address any issues.

(a) The number of civil servants in Scottish Government core directorates who retired in recent years are as follows:

The Scottish Government has provided £1.19m to Neighbourhood Watch Scotland since 2014.

A breakdown of funding per financial year is provided in the following table.

Health Boards are expected to support patients and their families in identifying and accessing available support. Financial support for travel is available for patients and authorised escorts, according to eligibility criteria and medical requirements, through schemes such as the Patient Travel Expenses Scheme (PTES) and the Highlands and Islands Travel Scheme (HITS).

Scottish Government has funded Young Lives Vs Cancer to provide practical advice and emotional and financial support to young people diagnosed with cancer and their families. This includes advice on potential welfare benefits as well as direct grants.

Further to this, we are working in partnership with Macmillan to improve the service we offer patients with cancer through the Transforming Cancer Care Programme (TCC). This partnership with Macmillan is worth £27 million and is the first of its kind in the UK. The programme ensures that every patient with cancer in Scotland has access to a specialist key support worker, who can provide emotional, financial, and practical support.

The Managed Service Network for Children and Young People with Cancer (MSN CYPC) are currently working with Young Lives vs. Cancer (YLvC) to take forward learning from the NHS England and Picker Institute U16 Cancer Patient Experience Survey, to see if this can be developed for children and young people with cancer in Scotland.

Additionally, the MSN CYPC provides a range of patient experience support services such as the Youth Advisory Forum which provides children and young people with cancer with the opportunity to share experiences with each other as well as identifying gaps and improve the quality of services by providing feedback. The Parent, Carer and Families Forum, also facilitated by MSN CYPC, gives a voice to the youngest children with cancer, and their support networks which enables their views to also be captured.

The dedicated Cancer Strategy for Children and Young People in Scotland 2021- 2026 was published in 2021. This strategy emphasises the Scottish Government’s commitment to improving the distinct care and support services required for children and young people with cancer. Scotland is the only UK-nation to have in place a cancer strategy dedicated to children and young people with cancer.

Our draft Budget 2025-2026 includes a record £21 billion investment in health and social care services, including for services for children and young people with cancer.

I refer the member to the answer to question S6W-32265 on 6 January 2025. 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.

Current best practice for the management of large infrastructure networks is set out in the international standard for the management of assets ISO 55001, which requires organisations to adopt a formal asset management approach. Transport Scotland is the first UK trunk road authority to reach this standard demonstrating that public funds are being spent in the most efficient and effective manner.

We have developed and implemented a formal value management process for roads structural maintenance schemes for assessing the benefits of undertaking maintenance and the associated risks of not undertaking maintenance. Each scheme in the one-year maintenance programme is scored against a range of criteria:

a. Safety – to maintain a safe network and assess the level of risk to the road user. Those schemes that are safety critical or have a high level of risk will have the highest priority scoring.

b. Journey Time Reliability – to assess the level of risk to the service, e.g. route availability.

c. Environment and Sustainability – to assess the impact of a scheme on the environment, noise reduction, carbon factor, recycling and sustainability.

d. Value for Money – to consider the economic efficiency of the scheme and seek to minimise the whole life costs (i.e. invest now to deliver savings later).

The scores are used to determine which schemes should remain in the current year and which can be deferred until the following year. This ensures that those parts of the network with the greatest need are addressed and that the available funds are allocated in a fair, objective and transparent manner.

The prioritisation of bridges and structures maintenance follows as similar process with a Value Management Risk Approach using the following four criteria:

a. Safety – the overall effects on the end user, including fatalities and injuries that would be caused by a failure.

b. Functionality – the impact of a loss or reduction in service. This may be considered at route, structure or component level.

c. Environment – Environmental impacts, such as pollution caused through traffic delay, the sensitivity of the route/area, etc.

d. Sustainability – of both expenditure and workload, where the aim is to reach a state of steady expenditure and workload, avoiding the build-up of a backlog of unavoidable, essential work by doing effective, targeted preventative maintenance.

The tool includes work identified from inspections, structural capacity assessments, “At-Risk” supports, sub-standard parapets, flood risk, scour risk, environment and local factors for all structure types. It does not yet include other risk programmes, such as hidden defects or safety-critical fixings.