Chamber and committees

The latest available information on the number of consultant vacancies in each acute trust, is shown in the following table. Information at hospital level is not held centrally.Consultant Vacancies in Acute Trusts in NHSScotland: Headcount at 30 September 2001

	Establishment	In Post	Total Vacancies	Length of Vacancy		Vacancies as a % of Establishment
				< 6 Months	6 Months or More	Total	6 Months or More
Argyll and Clyde Acute Hospitals NHS Trust	164	151	13	8	5	7.9	3.0
Ayrshire and Arran Acute Hospitals NHS Trust	138	136	2	2	-	1.4	-
Borders Acute Hospital NHS Trust	49	47	2	2	-	4.1	-
Dumfries and Galloway Acute and Maternity Hospitals NHS Trust	69	68	1	-	1	1.4	1.4
Fife Acute Hospitals NHS Trust	129	116	13	1	12	10.1	9.3
Forth Valley Acute Hospitals NHS Trust	112	110	2	1	1	1.8	0.9
Grampian University Hospitals NHS Trust	308	295	13	11	2	4.2	0.6
North Glasgow University Hospitals NHS Trust	469	462	7	2	5	1.5	1.1
South Glasgow University Hospitals NHS Trust	211	209	2	2	-	0.9	-
Yorkhill NHS Trust	115	112	3	3	-	2.6	-
Highland Acute Hospitals NHS Trust	102	102	-	-	-	-	-
Lanarkshire Acute Hospitals NHS Trust	226	207	19	8	11	8.4	4.9
Lothian University Hospitals NHS Trust	445	437	8	1	7	1.8	1.6
West Lothian Healthcare NHS Trust1	85	80	5	2	3	5.9	3.5
Tayside University Hospitals NHS Trust	270	262	8	8	-	3.0	-
Orkney Health Board2	3	3	-	-	-	-	-
Shetland Health Board2	9	7	2	-	2	22.2	22.2
Western Isles Health Board2	15	12	3	1	2	20.0	13.3

Source: ISD(M)4 Medical and Dental Census ISD Scotland.Notes:West Lothian Healthcare is an integrated trust providing acute and primary care services. It is not possible to provide separate data for each of these services.Orkney Health Board, Shetland Health Board and Western Isles Health Board are special health boards providing acute and primary care services. It is not possible to provide separate data for each of these services.

In spring this year Scottish Enterprise Grampian commissioned a feasibility study into the establishment of a film liaison service for the north east. A meeting was subsequently held on 27 August between the Aberdeen City and Aberdeenshire Councils and SE Grampian, and it was agreed to progress this development by drafting objectives for such a service for further discussion.

Information on the number of residential beds for the treatment of alcohol misuse in the public and private sector in each NHS board area is not available centrally.

The Scottish Executive set out its broadband strategy last year in Connecting Scotland: Our Broadband Future and our vision was to make broadband connections more affordable and pervasive across the country, including in rural areas. As part of that strategy, the Executive has developed the Pathfinder initiatives to aggregate public sector demand for broadband in the Highlands and Islands and South of Scotland. It is hoped that this major investment on the part of the public sector will help to stimulate both demand for and supply of broadband within these areas, which might not be immediately covered by the commercial market. Work on the Pathfinder initiative is well in hand.Our strategy also undertook to identify where there was a need for direct support measures; our programme under the UK Broadband Fund is developing this element through almost a dozen projects managed by Scottish Enterprise and Highlands and Islands Enterprise. These include awareness raising measures and technology trials in rural areas, such as Powerline Carrier and Wireless pilots, which aim to determine the potential of these technologies for delivering broadband in rural communities. The UK Government has set a general target on broadband which is to "have the most extensive and competitive broadband market in the G7 by 2005" and the Scottish Executive's broadband strategy is designed to contribute to this overall objective.Currently, about half of the Scottish population has access to broadband via terrestrial ADSL and/or cable-modem equivalents.

The information requested is not held centrally. A service-led group, chaired by a NHS Trust Chief Executive, has been established to consider the issue of missed appointments. NHS boards and trusts, together with primary care teams are already working to ensure that wherever possible if an appointment is cancelled it can be filled by another patient. Patients also have a responsibility to ensure that where they are likely to have difficulty in attending an appointment they inform their practice or clinic as soon as possible.

The statistics requested are not held centrally by the Scottish Executive but the Department for Culture, Media and Sport maintains a database of National Lottery awards on their website which sets out the number and amount of awards, by local authority area and by constituency, for each lottery fund.

As part of the Global Connections Strategy launched in October 2001, the Executive stated its aim of attracting high value economic activity to Scotland and stressed the importance of helping anchor companies in Scotland. Scottish Development International officials based both at home and overseas continue to work closely with new and existing clients to identify new inward investment opportunities, including the possibility that companies may wish to establish their European headquarters in Scotland.A number of incentives are available to companies wishing to establish headquarters in Scotland ranging from grants, most notably Regional Selective Assistance grant within the Assisted Areas of Scotland to help with sourcing customers, suppliers and suitably skilled employees.For high potential companies which are owned and are headquartered in Scotland, the Global Companies Development Process offers tailored support to global companies or companies who wish to become global.

The following table sets out estimates of the requested proportions based on the relevant published spending plans for the years 1997-98 to 2003-04.

Year	(a) Total Scotland(£ million)	(b)Total Environment and Rural Affairs(£ million)	(c) Estimated Amount of (b) with no Linkage to European Funding(£ million) (%)	(d) Amounts in (c) as a % of Amounts in (a)
1997-98	14,614	908	459 (51%)	3.1%
1998-99	14,523	804	392 (49%)	2.7%
1999-2000	15,895	783	392 (50%)	2.5%
2000-01	16,691	834	391 (47%)	2.3%
2001-02	19,744	1,188	714 (60%)	3.6%
2002-03	20,913	1,207	737 (61%)	3.5%
2003-04	22,075	1,252	784 (63%)	3.6%

Spending plans from 2001-02 are in resource terms, while those for previous years are in cash terms.

I refer the member to the answer given to question S1W-28475 on 12 September 2002.

I refer the member to the answer given to question S1W-28440 on 11 September 2002.