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I have one final question. Inverness is 168 miles from Glasgow, where Transport Scotland’s big office is located. There is no Transport Scotland office in Inverness or the Highlands. Almost all the capital money will be spent on the A9 or the A96 over the next 10 years. Why is there not a Transport Scotland office based in Inverness, and will there be one? Will staff be relocated there? Is the absence of such a presence not a bit of a sign that there is still not an absolute commitment to delivery of the project? Staff have to travel up the road and stay in a hotel or drive up the road and back. I have met some of the staff—

I am very concerned about the general issue of public bodies marking their own homework. When any complaint is dealt with, whether it is a complaint about staff or management, there is a tendency to circle the wagons, and nothing very much ever happens. That concern is real, and the answers from our witnesses have been very helpful.

I postulate that one solution to resolve the question of what happens if the whistleblower’s recommendation is ignored could be, if it is a criminal matter, to refer the case to, for example, a children’s panel. If it were not a criminal matter and therefore outwith the remit of the children’s panel, could there be a procedure to refer a matter to the Scottish Government’s children’s minister? That, albeit not a perfect remedy or disposal, would at least provide a route to take. I am just thinking out loud here; I have no expertise in this area at all. Would either of those possibilities, or other possibilities, be something that you might want to consider and come back to us on, given the current time constraints?

That is really helpful. I was keen to raise the issue because we blithely assume that, if the money is there, the work can be done. In light of what you have said, that assumption might prove to be naive and optimistic, particularly with the grid work, which—I should have mentioned—has been £40 billion, which is astronomical. We might be left as the Cinderella of the civil engineering sector for roads projects. That is the concern that I wanted to raise.

To close the question, I put to you that the solution is that Transport Scotland must work more collaboratively with industry as partners, not as passive recipients of an occasional piece of work when the Government decides to get around to it, but as partners with the Scottish Government, so that it can keep abreast of the ever-changing commercial realities and challenges that might make it difficult for the Scottish Government to achieve the dualling of the A9, such as capacity and the fact that there might be other, more competitive and financially attractive work for your members.

Okay.

The basic point was about engendering confidence. I want us to have what we have not had over almost the past three years of this session of Parliament: confidence that a stream of work will go ahead in future.

I want to finish off my point, convener. If there is time for me to come back to entirely different matters, I would appreciate that, but other members will want to have their shot.

I have spoken to companies, which I will not name, that are involved in the provision of private capital—whether that is through MIM or by other means is not really important. There is massive appetite to provide private capital to the Scottish Government, because it is recognised as a secure long-term form of investment. Having spoken to three of those companies, I know that there is a desire in Britain and Europe to provide private capital. That means that there is the potential for competitive interest and for Transport Scotland to get a good deal. That approach would involve less risk than investing in, for example, a private plc.

Given that that appetite exists—I heard Transport Scotland officials acknowledge and corroborate that in the recent briefing that we had—is now not the time to strike forward and make progress, rather than kick the can down the road? My constituents have seen that happening for nearly the past three years, and they are sick and tired of that.

I ask you again, Alison Irvine: will you not look again and urge the Scottish Government to reconsider the timescale? People are worried and very sceptical about whether, when 2025 comes along, there will be rapid moves into procurement of the middle and northern sections, which involve my constituency.

That is not such a factor for long-term contracts. For long-term borrowing, the interest rate levels out. That point that has been put to me by the industry, which says that Transport Scotland does not seem to have understood it.

Thank you.

Thank you for that answer, but what do you mean by “presence”? I know that certain companies have been involved, such as Jacobs and Atkins, which have had a presence—an office—in the north, although I think that at least one of those companies pulled out of its Elgin office, because of the lack of progress on the A96. What do you mean by the “presence” that Transport Scotland has in Inverness?

You would be very welcome to do that.

I suggest that we write to the Commissioner for Ethical Standards in Public Life in Scotland and to Western Isles Council, Orkney Islands Council and Shetland Islands Council to seek their views on the action that is called for in the petition—specifically, the suggestion that island knowledge should be added as an essential criterion in the skills matrix for boards that deliver lifeline services to island communities, and the processes for encouraging island residents to apply for those roles.

In addition, we should write to the Minister for Transport to seek a response to the four suggestions that are set out in the background information on the petition; to ask what consideration has been given to developing a more structured role for local councils to suggest potential candidates when vacancies arise on public boards that deliver lifeline services to island communities; and to seek further information on the methodologies that are being used to encourage more applications from island residents and give them confidence to engage with the recruitment process. For example, video conferencing technology could be used to allow people to participate in interviews, rather than there being a requirement to physically travel, which can involve an awful lot of time and expense and is a deterrent in some cases, as we have heard.