The Scottish Executive is committed to tackling smoking and will make funding available for this purpose to the end of the current Spending Review period i.e. 2003-04. Funding beyond that date will be considered as part of the next Spending Review.

The Scottish Executive welcomes discounted fare initiatives such as the Fair Travel Scheme in Moray, which is a joint initiative between Stagecoach Bluebird and Moray Council. It is a matter for individual local authorities and public transport operators to consider whether similar schemes might be set up elsewhere in Scotland.

The Scottish Executive maintains a strong interest in the development of new approaches to local service delivery, and expects Scottish local authorities to do the same. It is important for local authorities to consider all options for securing local services, on the grounds that what matters is what works.

Details are as follows:

Health Board	£ million
Argyll & Clyde	1.636
Ayrshire & Arran	1.631
Borders	0.436
Dumfries & Galloway	0.622
Fife	1.318
Forth Valley	0.973
Grampian	1.819
Greater Glasgow	4.052
Highland	1.042
Lanarkshire	2.006
Lothian	2.871
Orkney	0.082
Shetland	0.096
Tayside	1.608
Western Isles	0.181
Health Education Board for Scotland	0.950
Common Services Agency	0.793
TOTAL	22.116

The remainder of the £26 million has been used to meet the costs of centrally commissioned services, including the extra costs arising from the enhanced flu vaccination programme.

We will ask the Sociable Neighbourhood Champion, supported by the Executive and CoSLA, to examine the lessons that can be learned from the specialist team in Manchester, as well as similar approaches elsewhere in Scotland and the UK.

That is likely to have been the result of a wide variety of factors, including population structure, health condition of older people, availability of alternative forms of accommodation and other factors affecting demand for and availability of places.

Potential barriers to accessing mental health services by 16- to 21 year olds with mental health needs can exist in various forms and for various reasons. In making mental health a priority, the Executive is committed to working on a variety of fronts with partner care agencies to tackle these issues, where they occur.Our National Health: A plan for action, a plan for change sets the context within which mental health services in Scotland will operate for the immediate future. The plan emphasises the importance of various initiatives, including the investment of £4 million over three years specifically to promote positive mental health and well being; the development of a national suicide prevention framework, and implementation of the Framework for Mental Health Services, which as a blueprint for comprehensive mental health services, aims to ensure the provision of safe, responsive care and support services which meet individually assessed needs.

Scotland House has a critical role in representing and promoting Scotland in a wide range of interests. It is not in itself directly responsible for inward investment projects although it continues to offer support and assistance to Locate in Scotland in this regard. As of September 2000, Locate in Scotland has run its field operations for France and Benelux from an office in Scotland House.

The Scottish Executive supports and funds the Scottish Community Diet Project, which directly supports the establishment of community food co-operatives. In collaboration with other public and private sector partners, we are also setting up a new investment fund, Social Investment Scotland, to provide development advice and loan funding for social economy organisations. Food co-operatives are one of the types of social economy organisations which could benefit from the fund.

Capital allocations are designed to meet both routine expenditure (such as maintenance and the replacement of vehicles) and the cost of large projects.Strathclyde's allocation for 1999-2000 included £3.528 million for major work at the Saltcoats and Kirkintilloch stations as well as Phase 3 of the force's Traffic Complex. In addition, the force received £1.060 million to help with millennium compliance costs, leaving £5.144 million for routine expenditure.In 2000-01, £3 million was set aside for the completion of Phase 3 of the Traffic Complex, leaving £6.076 million for routine capital expenditure, an increase of over 18% on the previous year's figure for similar costs. The allocation of resources is an operational matter for the Chief Constable, in consultation with the Joint Police Board, to decide upon. Given the increase in resources for routine expenditure, however, any impact on operational performance is likely to have been beneficial.