Chamber and committees

Would the committee consider writing to the Minister for Social Care, Mental Wellbeing and Sport to seek an update on the mental health assessment unit evaluation; a timeline indicating when the evaluation work will be concluded; a copy of NHS 24’s mental health hub evaluation findings; an explanation of how the minister can be confident that the data that is collected across NHS boards on mental health services is sufficient, consistent and accurate; information on what consideration has been given to the impact of staff wellbeing on service provision and financial sustainability; and, in the light of the petitioner’s view that more training and guidance are required for Police Scotland, an explanation of how the minister can be confident that a professional-to-professional pathway is an adequate approach to improving the first-response support for those seeking mental health services?

Considering that the petition has a specific ask and that the Government’s response is that it is definitely not going to do it, I do not think that the committee can take the petition any further. I ask the committee to close the petition under rule 15.7 of standing orders, on the basis that Scottish ports operate in a commercial environment; that the Scottish Government does not believe that it would be appropriate to nationalise Clydeport and nor does it have any plans to do so; and that the use of compulsory purchase powers requires a clear development plan for the site.

I have no further questions.

How can the national performance framework be more effectively integrated into the decision-making process to ensure that it actively influences both national and local health and social care policies? This is all about looking ahead, I guess.

My next question is for Professor Collins, first of all. What role should the public play in shaping the future development of NPF? How can public engagement with setting national outcomes be improved?

Good morning. Looking ahead, what role should the public play in shaping the future development of the NPF, and how can public engagement in setting national outcomes be improved?

In the context of many short-term targets for health performance, how can the NPF be used more effectively to inform strategic decision making?

I asked the previous witnesses this question. What could we do to stop or stabilise the high turnover of leadership in IJBs?

In preparation for the proposed national care service, what opportunities does amendment of the Public Bodies Act 2011 offer to examine, amend and simplify the governance of IJBs?

I have a final short question. Professor Bell touched on the high turnover of leadership in IJBs. What do we need to do to stabilise that?