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.

The number of discharges from Scottish acute inpatient hospitals is presented in the following table. These figures do not include mental health facilities. These discharge figures have been produced using the Public Health Scotland SMR01 dataset which does not hold details on discharges delayed due to concerns regarding welfare.

Table 1: Discharges from Scottish acute hospitals where the patient was recorded as having no fixed abode at hospital admission.

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.

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.

(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.

I refer the member to the answer to question S6W-33187 on 23 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.

Transport Scotland’s trunk road maintenance budget is not allocated on a route or part-route basis. It is distributed based upon need and prioritisation of schemes developed from regular inspections and condition surveys.

Transport Scotland contracts for the management, maintenance and operation of the trunk road network contain highly prescriptive requirements to keep drainage assets working and trunk road traffic moving safely. For example, the contracts contain annual routine and cyclic maintenance requirements that are designed to ensure drainage assets are working and checked for deterioration. Transport Scotland contracts also contain requirements for Operating Companies to complete weekly driven inspections of all trunk roads to identify safety critical defects. If any are identified, they are required to address the issue or make it safe within set timescales. In addition to this, Transport Scotland's Operating Companies are required to maintain Disruption Risk Management Registers to identify vulnerable locations subject to frequent disruption. Where such sites are identified, the Operating Companies are required to investigate the issue and look to deliver solutions to improve journey time reliability.

Transport Scotland’s trunk road maintenance budget is not allocated on a route or part-route basis. It is distributed based upon need and prioritisation of schemes developed from regular inspections and condition surveys.

Please see below for maintenance spend for all trunk roads in the north east of Scotland over the last 5 full financial years.

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.