SPCB(2018)Paper 3 18 January 2018 PUBLIC ENGAGEMENT STRATEGY

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1 SPCB(2018)Paper 3 18 January 2018 PUBLIC ENGAGEMENT STRATEGY Executive Summary 1. This paper provides an update on recent developments in public engagement, including arrangements for 2018 Year of Young People. The Corporate Body is invited to consider and approve a refreshed Public Engagement Strategy. Issues and Options 2. The Public Engagement Board, comprising senior parliamentary service officials, is responsible for the strategic direction of the public engagement activities for which the SPCB is responsible essentially engagement work done by the Parliament and its committees, at Holyrood, in local communities or online. 3. Over recent years there has been a concerted shift to place parliamentary business at the heart of our public engagement work, on the basis that engagement and participation activities support and strengthen the work of the Parliament. 4. Strategic direction for our work is set by the Public Engagement Strategy and this is periodically refreshed. The prompt for the latest refresh was the report of the Commission on Parliamentary Reform, specifically the call for committees to be given enhanced support to enable new ways of gathering views and evidence and opening up opportunities for how people can become involved in the work of the Parliament. 5. This Public Engagement Strategy aligns fully with both the overall Strategic Plan for the Parliament and the recommendations on engagement from the Commission. While our engagement work will continue to encompass a broad range of activities, there will be ever-greater focus on supporting committees, and their Members, to deliver engagement work that supports better scrutiny and the passage of good legislation. 6. Performance is monitored by the Public Engagement Board through a combination of KPIs, reported through quarterly performance reporting and regular progress reports on developmental activities. 7. The Public Engagement Strategy is included in the annex and the engagement strategic goals are discussed briefly below. 1

2 Public Engagement Strategic Goals Strategic Goal 1: Implement all engagement recommendations from the report of the Commission for Parliamentary Reform. 8. As part of the refresh exercise, there were originally three strategic goals. To a large extent, these encapsulate the key themes that were articulated by the Commission. However, given the importance of the Commission s report, a specific goal has been added to set a clear direction that implementation of the engagement recommendations should be seen as an operational priority. 9. We are on track to implement all these recommendations and a full update will be provided in the spring. Strategic Goal 2: Effective public participation in the business of Parliament 10. This goal is a clear signal of the importance of engagement work to committees, and the need to provide integrated support, whether that be face-to-face engagement opportunities or digital. Support is provided through a range of offices including; web, social media and broadcasting; outreach; media relations and events. As a business-as-usual activity, the main way in which this work is taken forward will be through the development of tailored engagement plans for all significant committee business. 11. Perhaps the key Commission engagement recommendation was the establishment of a Committee Engagement Unit. The SPCB has previously approved this as part of the budgeting process and work to establish the Unit is well underway. At the heart of the Unit s work will be understanding the needs of committees and providing practical support so that they are able to pursue innovative ways of engaging with public. The goal is for Members to be able to hear a more diverse set of views and evidence to inform their scrutiny and legislating work. 12. Recent examples of this type of valued-added public participation work include the Education and Skills Committee s work on workforce planning and the Local Government and Communities Committee s inquiry into homelessness. The strength of these examples is how they reflect a blended approach between digital and face-to-face engagement, meeting the needs of these committees to hear first-hand evidence of the impact of various public policies. Strategic Goal 3: Increased awareness of the relevance and accessibility of the Parliament, particularly in under-represented groups 13. This goal links to the goal above but also has a wider remit. Multiple offices support this goal, whether that be public information, marketing, communications, social media, outreach, education or the visitor 2

3 experience at Holyrood, or in local communities or online. We have two main priorities for the next eighteen months. 14. Firstly, the Visitor Experience at Holyrood, including an evolution in how the Main Hall is used, to increase links to parliamentary business and involve the visiting public more in current issues being considered by the Parliament. Linked to this, our approach to major events and exhibitions is being reviewed to ensure that it too can better support the central theme of more effective public participation in parliamentary business. 15. As an example of the kind of event we would like to do more of is the recent hosting of the Scottish Youth Parliament in the Chamber. Beyond engaging with young people, it was notable for the way in which the programme was developed. For the first time, it was co-designed by the Scottish Parliament and Scottish Youth Parliament to ensure the programme covered live issues that were being considered by several of the Parliament s committees. A number of Conveners and Members took part in consultation workshops with MSYPs. 16. Further details of the proposals to improve the Visitor Experience will be provided to the Corporate Body later this year. 17. Secondly, in recognition of 2018 as Year of Young People (YoYP), our focus this year will be to develop services for young people. 18. The Scottish Government commissioned three youth organisations (Children in Scotland, Scottish Youth Parliament and Young Scot) to directly engage young people to co-design what shape YoYP should take. This work resulted in the following statement of aims, objectives and themes. Year of Young People 2018 aims to inspire Scotland through its young people, celebrating their achievements, valuing their contribution to communities and creating new opportunities for them to shine locally, nationally and globally. 19. The objectives for the programme are to: Provide a platform for young people to have their views heard and acted upon Showcase the amazing talents of young people through events and media Develop better understanding, co-operation and respect between generations Recognise the impact of teachers, youth workers and other supporting adults on young people s lives Provide opportunities for young people to express themselves through culture, sport and other activities 20. Our approach is to support the thrust of the national year, with a focus on our unique national role: 3

4 To celebrate the achievements of young people, value their contributions and create new opportunities for them to interact with us to ensure their voice is heard. 21. A programme is currently being developed in consultation with Young Scot and others. Our intention is that the programme will deliver not just one-off events but service improvements which can be sustained beyond Three activities that will be at the heart of the programme are: Working with the YoYP Ambassadors (young people from all parts of Scotland), we will develop a high profile programme for the Parliament of youth education and engagement. For example, it could be an open day for young people, or a youth focussed Your Scottish Parliament event. This will be determined by the YoYP Ambassadors. Presiding Officer youth engagement programme for the year, participating with young people in person and online from each region of Scotland. Deepening our relationship with The Scottish Youth Parliament to make it easier for parliamentary committees to tap into the views and experiences of MSYPs and young people through the course of inquiry and legislative work (this also directly addresses two Commission recommendations). Strategic Goal 4: Staff with the capacity, knowledge and skills to meet changing needs and expectations 22. This goal reflects the emphasis placed in the Parliament s Strategic Plan on developing and investing in staff so there is the capacity and capability to deliver services in a changing environment. That is something that has a particular resonance in the context of public engagement, given the evolving nature of public expectations and consumer habits. This applies obviously in the fast-moving realm of digital engagement but also community based engagement, as highlighted in the Commission Report. Resource Implications 23. The Public Engagement Strategy, including the Year of Young People programme, will be delivered through the budget proposal that the SPCB has agreed for 2018/19. Publication Scheme 24. This paper can be published following the agreement of the Public Engagement Strategy. 4

5 Next steps 25. If the Corporate Body approves the Public Engagement Strategy, officials will further develop the activities that will deliver the on-the-ground improvements. A progress report will be provided later this year. Decision 26. The Corporate Body is invited to note the recent developments in public engagement activities and to approve the Public Engagement Strategy. Callum Thomson Chair, Public Engagement Board 10 January

6 Public Engagement Strategy for Session 5 (December 2017 Version) Purpose of the Scottish Parliament SPS Aim on public engagement SPS Priority on public engagement Public Engagement Strategy Goals Delivery and Reporting Mechanisms Representing the people of Scotland by debating issues of national importance, passing legislation and holding the Scottish Government to account Promoting engagement and participation to support and strengthen the work of the Parliament and to enhance parliamentary democracy Deliver public engagement activities that improve the quality and visibility of the work of the Parliament Implement engagement recommendations from Commission on Parliamentary Reform Effective public participation in the work of the Parliament [issues based engagement] Increased awareness of the relevance and accessibility of the Parliament, particularly in under-represented groups Staff with the capacity, knowledge and skills to meet changing needs and expectations 1. Office activities: Responsibility of individual offices, by reference to impact in delivering Public Engagement Priorities (Evaluation through office plans: via quarterly discussion between Group Head and Office Head/Nominated Person; In addition, all office plans to be shared with PEG colleagues) 2. PEG: Key activities continuing work streams and projects delivered collaboratively, by reference to impact in delivering Public Engagement Priorities (Evaluation against either KPIs or pre-set objectives, reporting through PEG/Performance Report, monitored by PEB) 6