Chamber and committees

—I am trying to think.

Of course; that is where I was going with the question.

Thank you, minister, for providing the information that you have provided so far.

I ask for clarity on the types of information that will be reported. Will we be able to connect them? For instance, when a child is being violent or is likely to cause violence to somebody else, then and only then can they be kept in a police cell and there is provision to report that. If their violence is directed at themselves only, will we be able to connect the nature of the behaviour with where they are kept if it is not a police cell?

Given what you say, which is a welcome clarification, it will be possible to identify the types of behaviour that are connected with the use of a cell as a place of safety. Will it be possible to identify the types of behaviour that are associated with other places of safety?

I thank all those across Scotland who have opened their hearts and homes to Ukrainians who have been through a traumatic and life-changing few months. Will the minister provide more detail about the trauma support that is in place in schools and elsewhere, given that we know that trauma is not processed in the same way by everyone and that it often takes time to come to the surface?

I thank the minister for her statement and reiterate that the Scottish Greens believe that one drug death is one death too many.

This is a public health issue and should be treated as such, and not by applying punitive or criminal sanctions that we know do not work. Can the minister provide more detail about the timescales for the cross-Government action plan and say, specifically, what interaction those who are involved in developing and implementing it will have with the Lord Advocate, Police Scotland and the Scottish Courts and Tribunals Service?

Thank you for your opening comments and your answers so far to Colin Smyth’s questions.

I want to pick up on staffing and seek a little bit of clarity. I understand what you say about the assumptions, and that there are a lot of unknowns in your current processes and thinking. In the corporate plan you have “Now,” “Next” and “Future” plans for staff. Is it the case that the “Future” plan—which mentions registrations, new services, digital, data and corporate services—will become a reality only once you have dealt with the backlog, so the “Next” plan is the transitional phase?

I would like to unpick, to understand a little bit. You talked in your answers to Colin Smyth about automation and the need, therefore, to shift skills into digital. What is the difference between the staffing that you will need in digital services—I assume that that will support automated registration—and in the new services that you have outlined?

I think you said that the “Future” plan is three years or thereabouts. Is that right?

That does help. Thank you.

You moved on to talk about contractors. How many contractors do you currently have and how do you see that situation developing, given that some of those things take time, which is unclear or undefined at the moment? How many contractors are currently employed by ROS? What is your ideal, in terms of a reduction, over the next five years?