The Scottish Government

« Previous | Contents | Next »

Listen

Chapter Five Evaluating Progress on Actions Under Fresh Talent

Introduction

5.1 It is recognised that at this early stage of the FTI, evaluation in terms of measurable outcomes will be problematic as no element has been in existence for more than 2 years and most initiatives have existed over shorter time periods. However, in developing a measurable and evidence-based approach, two forms of progress evaluations, based on Fresh Talent targets, have been undertaken.

5.2 First, in this chapter the specific FT actions taken by the Executive and partners over the past 2 years are reviewed. In so doing, each individual initiative is assessed in relation to its own specific, short-term objectives. These initiatives can be divided for convenience between:

a) those which are new strands, developed under FT;

b) those which relate to existing activities, but which are supported through FT; and

c) those within other areas of the Executive which have been informed by FT.

In each case, reflecting the considerable level of scrutiny and evaluation to which FT has already been subjected, the review draws on and refers to existing evaluations, often by external agencies.

5.3 Second, FT needs to be evaluated in terms of how it is meeting the wider and longer-term targets and objectives. These have been expressed in relation to the 5 key target groups of talent to be attracted to Scotland and an evaluation of these is conducted in the next chapter.

Undertaking the evaluation

5.4 Evidence for this review has been gathered from both published material relating to Fresh Talent, previous reviews and evaluations commissioned for the Executive, and from interviews conducted by the research team.

5.5 Amongst the published material, the review draws on the evidence provided to the Scottish Parliament European and External Affairs Committee inquiry into Fresh Talent conducted in 2005 and on reports published by the Executive since then. However, most of the written evidence has come from evaluations - both internally conducted by the Executive and commissioned studies by external agencies - already undertaken. Unsurprisingly given the importance attached to FT by the First Minister and the cross-cutting nature of FT, each Fresh Talent project is subject to a high level of evaluation.

5.6 In augmenting this evidence, the research team contacted three main groups of people for face to face or telephone interviews:

Group A: those who have a central position within the overall FTI - specifically within IPD, RAS, the Home Office liaison, and SISP;

Group B: those who can comment on specific initiatives in place and where there has not been evaluation to date. These include the Challenge Fund, Global Scot, and SNI;

Group C: other groups which have been identified as partners in current or future areas of activity, especially in implementing international student and business dimensions of FT.

5.7 An interview programme was constructed around, first, those involved with the international student schemes; second, those related to business; and, third, those whose involvement was wider, cross-cutting FT as a whole. Each member of the research team led on one of these sets of interviews. A full list of all those individuals interviewed is provided in Annex 2.

5.8 Each interview was loosely structured around an exploration of the interviewees involvement with FT, their opinions of FT and its development to date, and the impact of FT within their own areas of operation. As the programme of interviews progressed, however, the focus shifted from general questions about FT to more specific questions about the evaluation of FT. In addition, themes and issues raised in earlier interviews were discussed with subsequent interviewees, with opportunities taken, where required, to return for further discussion with earlier interviewees. In each case, notes were made from each interview and these were returned to the key interviewees for verification and, if required, amendment and clarification. This 'rolling' agenda enabled the researchers to 'drill down' further into any elements which interviewees felt were central to the evaluation.

Evaluating FT projects

5.9 In the remainder of this chapter the focus is on assessing and evaluating the impact of each of the activities which fall under Fresh Talent. For convenience, these have been divided into those which have been associated explicitly with FT; a set which have attracted support from FT, but were initiated by other agencies; and those connected with other areas of the Executive. The core activities are:

• The formation of the Relocation Advisory Service ( RAS)
• The introduction of the Fresh Talent: Working in Scotland Scheme ( FTWiSS )
• Scottish International Scholarship Programme ( SISP)
• The Challenge Fund
• Enhancing involvement with business
• International image/marketing
• University alumni networks
• Scotland is the place website ( Sitp)
• Global Friends of Scotland ( GfoS)
• Research into experiences of recent migrants to Scotland

The otherFT related activities include:

• Scottish Networks International ( SNI)
• Dare to be Digital
• EDGE

And the connections made with other Executive areas include:

• Demographic research
• Informing other policy areas

5.10 In reviewing each of these, the following discussion outlines the genesis of each activity, provides some quantifiable assessment of the activity, and considers any evaluations that have been undertaken or are currently being conducted. For each, where relevant, the section concludes with a commentary on possible future evaluative actions that would enhance an assessment of the impact of FTI.

Core FT areas

Relocation Advisory Service

5.11 A key strand of the New Scots document was the setting up of a Relocation Advisory Service ( RAS) in conjunction with the Home Office and Work Permits UK. Originally envisaged as a new one-stop relocation service to advise on jobs, accommodation, visas, work permits, school and university opportunities, RAS has expanded and deepened its role within Fresh Talent. In essence, it has become pivotal to most of the FT activities, as advice associated with each project is often provided through RAS.

5.12 The main actions to date are:

• an advisory service dealing with inquiries about permits etc associated with working, living, studying and doing business in Scotland;
• liaison with key partners in Scotland - especially the Scottish Enterprise Network through SDI - over business dimension of FT; and
• assisting in developing promotional material associated with FT.

5.13 One specific business element of RAS's work has been the publication of the Employers' Toolkit containing useful information on employing foreign nationals who need permission to work in the UK. Set within the context of FT, this gives a clear and simplified introduction to the different entry routes available to employers for workers into the UK, whether they come from within the EU/ EEA or elsewhere. Further, it highlights the support available from RAS to support them through the process and specifically outlines FTWiSS as one such route.

5.14 The head of RAS, who also leads the FT policy team, has been responsible for liaison with the UK departments responsible for migration policy and implementation - especially Home Office, Immigration Advisory Service UK, WorkPermits UK - and with the Home Office in writing the new proposals for managing migration within the UK. Integral to the team from the start are two immigration specialists with knowledge and experience of UK migration processes. They are secondees from the Home Office and from the Immigration Advisory Service UK.

5.15 At present, RAS is a three year pilot scheme starting from October 2004 and there is no decision yet on its future beyond this period.

5.16 Most of the inquiries to RAS are by email - 86% of contacts in the first year - and the advice provided over this initial period was shown to satisfy 77% of customers, with only 5% dissatisfied overall.

5.17 The centrality of RAS to FT as a whole is underlined by its role in providing advice to all five target groups. However, during the first eighteen months, from October 2004 to March 2005, nearly 40% of all inquirers were not classified into any of the five target groups. Of those who were, 44% of all customers of RAS have been workers seeking employment and all but 2% of the remainder were students. Returnee Scots, entrepreneurs and employers each accounted for less than 1% of all specific customers (Table 5.1). The experience of the last 6 months has been that an increasing proportion of inquirers have not been classified, but otherwise little has changed in the proportions between the five target groups.

Table 5.1 Customers of RAS by FT target group

Source: Management Statistics, RAS, April 2006

5.18 The unspecified category is composed of those inquirers who do not indicate their position and who fill in tear-off slips used at events which do not request details about their areas of interest. As the unspecific group now accounts for 3 in every 4 inquiries, more active steps could be taken by the RAS team to ensure that this information is gathered where possible.

Evaluation

5.19 RAS has been subjected to both formal and informal evaluations. The main evaluation was conducted by external assessors on behalf of the Executive in 2005, one year after RAS was formed. This review collected information from customers of RAS, their partners and reviewed the internal financial and human resource structures (Scottish Executive, 2006b).

5.20 Four key points emerged in their overall assessment of RAS at that time:

• the small size of the team, relative to the levels of demand which had been generated, resulting in some inquirers waiting long times for information and the team not always meeting the expectations and demands of inquirers;
• the need to clarify and assign responsibilities with partners, especially in ensuring that inquirers were directed to the most relevant partners;
• attempt to offer more tailored services - providing more generic information for standard inquiries and allocating more staff resources to offer intensive support where required; and
• offer a more targeted service, especially in identifying and targeting resources to meet skill shortages, concentrating resources and showing "a more demonstrable part in solving some of the difficulties of the Scottish economy" (Scottish Executive, 2006b, 63).

The review recommended a strategy for development which included both tailoring and targeting of services.

5.21 Since this first review there have been developments within RAS which address some of these concerns and as the team has become more experienced, they have been more efficient and timeous at responding. Through stronger partnership working - especially with British Council Scotland, SEN and Universities - RAS has been able to improve its response rates and provide more tailored advice. This has also been assisted through better on-line information sources and through specific FT schemes channelling some inquiries directly to those with specialist knowledge (especially for student inquiries). Stronger working relationships with the Home Office and other departments in London have unsurprisingly grown over time as RAS has matured.

5.22 However, the team remains relatively small (with only 7 staff) and the need to retain expertise and established connections with partners is important to the service. As with all 'one stop shops', RAS inevitably has not been able to tailor advice completely. The purpose of such advisory services is to offer general advice accurately and rapidly to cover most inquiries and where there is a specialist inquiry to be able to channel this efficiently to a suitable, specialist advisor.

5.23 Further, and associated with the coming on stream of new FT initiatives and directed promotional events, RAS has experienced growth in the number of inquiries and the need to channel more to specialist advisors. The team members therefore continually have to acquire new knowledge of entry points to RAS - for example from the expanded number of websites directing inquiries on FTWiSS to RAS - even if the core advice remains unchanged. The new migration points system will in due course (and probably beyond the end of the pilot stage of RAS) require some re-training for staff to ensure they are familiar with the new relationship to UK entry.

5.24 The ultimate measure of impact of RAS can only be the extent to which potential migrants do move to Scotland. It is worth repeating that RAS operates within a political context where migration policy is a reserved matter, not devolved to the Executive, and thus for non EEA nationals ultimate entry to Scotland is through the UK and the Home Office. As a consequence and with limited resources in staff and finance, RAS is undertaking tasks and developing an initiative which in other countries (eg Canada and Australia) would be located within a government department. Therefore, expectations of RAS in shaping in-migration need, to be proportionate to the degree of influence the organisation has on migration decision-making. Relocation decisions are only partially influenced by RAS and other metrics will inevitably be used in the evaluation of FT as a whole. The quality of service (accuracy, timeliness, utility of advice) and the strength of links with partners for specialist advice are proxies.

5.25 It is important that a further evaluation of RAS is conducted during the next 12 months, more than 6 months before the end of the pilot. Such a review, currently being undertaken, should address similar areas as those of the 2005 review but also examine issues of sustainability of the service. In particular, the option of RAS being relocated itself as a separate body, perhaps as a distinct unit, should be considered. This would enable the FT team to focus on new developments, and the RAS team to focus on delivery of the advisory service. The review should also consider the skills and human resources of RAS in light of the new UK managed migration scheme.

Fresh Talent Working in Scotland Scheme

5.26 The introduction on 22 June 2005 of FTWiSS followed agreement between the Executive and the Home Office, with the scheme being managed by the Home Office. This scheme enables recent graduates from non- EEA countries to apply to stay and work in Scotland for a period of 2 years after the end of their course without the need for a work permit. To qualify, applicants need to have graduated from a Scottish university or college on a Higher National Diploma ( HND), degree, Masters or PhD course, and have resided in Scotland for an appropriate period during their studies.

5.27 Under FTWiSS , the applicant, and any dependents with them, must be able to show that they can maintain themselves without applying for public funds. Applicants can seek entry to the scheme either while they are in Scotland following completion of their studies, if they still have extent leave to remain as a student, or from outwith the UK for up to
12 months following completion of their studies.

5.28 Students are entitled to apply to bring their spouse or, if unmarried, their partner, and/or any children under the age of 18. The fee is £335 for postal applications and £500 for applications made in person at a Public Enquiry Office. The expectation is that 70% of all postal applications will be dealt with in 20 working days, whilst 98% of all applications made in person will be dealt with in 24 hours.

5.29 As of April 2006, 1516 FTWiSS visas had been issued to graduates from over
75 countries. In the early stages of the scheme, around 15% of applicants were rejected, largely because they failed to submit the application properly. It is hoped that, with experience, this figure might decline. During the first 5 months of the scheme, 1 in 6 of the applications were made from overseas, with the majority (486 of the 586) made from within the UK. At that time (November 2005), of the 586 successful applicants, two countries predominated: India (147) and China (125), with other major nationalities being USA (47), Nigeria (44), Malaysia (30) and Pakistan (23).

5.30 Beyond FTWiSS , graduates from Scottish universities and colleges who want to stay on in Scotland to work can participate in the following UK wide schemes: Science and Engineering Graduate Scheme ( SEGS), Highly Skilled Migrant Programme ( HSMP), Training and Work Experience Scheme ( TWES), Innovators Scheme, and Work Permit scheme. SEGS is probably the closest fore-runner to the FTWiSS programme. This scheme allows certain UK science, mathematics, engineering and technology graduates to remain in the United Kingdom for a year after completing their studies. Recently, this scheme has been widened to include graduates from all Masters and PhD courses which commenced from May 2006, although it will continue to be called SEGs.

Evaluation

5.31 Information on the number of applicants and the characteristics of applicants is retained by the Home Office. At present, some evaluation is being undertaken by means of a questionnaire sent out to all successful applicants by the Scottish Executive on a 6 month basis. The questionnaire follows up attitudinal information on living in Scotland and the nature of participants' employment. To date a response rate of 28% has been obtained, with 433 responses.

5.32 Monitoring of the scheme is also to be undertaken by the Executive in the future to assess whether the scheme has been effective in encouraging overseas students to pursue a career in Scotland. Data relating to participants is to be provided by the Home Office but information will be collected by the Executive.

5.33 FTWiSS offers a unique source of information relating to migration into Scotland. As noted in Chapter 2, knowledge of why migrants come to Scotland, their locations and subsequent histories is limited. There is an opportunity through FTWiSS follow up questionnaires and surveys to improve this knowledge base.

Scottish International Scholarship Programme

5.34 The Scottish International Scholarship Programme ( SISP) is managed by the British Council on behalf of the Scottish Executive. The programme makes available a total of 22 scholarships to support overseas students wishing to undertake a taught Masters course at a Scottish university/college. Whilst small in number, each studentship is greatly valued by participating institutions and creates a disproportionate amount of marketing gain.

5.35 Designed to be distinctive from the existing UK-wide Chevening Scheme, but based on the experience of this scheme, SISP scholarships are made available primarily for courses in the areas of science, technology and the creative industries. Aside from meeting the normal academic standards (including a high level of English), students must be currently living in the country from where they are applying, must have 3-5 years work experience (the criteria for joining the Scottish Networks International programme), and must demonstrate ambition, drive, innovation and creativity. Studentships are well financed, and a well developed infrastructure of social and cultural support has been developed.

5.36 The prestigious nature of the scholarships is reinforced by the British Council and Executive offering supportive events to ensure that holders are welcomed to Scotland. In addition to a welcome meeting where information and support is provided, there are special events (eg Celtic Connections), receptions (including at Bute House with the Minister for Finance and Public Service Reform) and networking events during the year for scholarship holders in Glasgow, Dundee and Edinburgh providing opportunities to meet each other and experience aspects of the Scottish culture.

5.37 Universities have supported the scheme by offering a 20% reduction in fee levels (equivalent to that of a Chevening award) and holders are provided with a stipend of £670-£690 per month. In addition, an arrival and a departure allowance is provided (to cover excess baggage and books etc to be sent home) along with flights and support for research material/thesis preparation.

5.38 In 2005/2006, the first batch of 22 scholarships were awarded to applicants from pre-selected target markets [Australia (2), China (9), India (6), New Zealand (1), Singapore (2) and South Africa (2)] to take up courses at the University of Edinburgh (5), Edinburgh College of Art (1), the University of Glasgow (5), Glasgow School of Art (1), the Institute for System Level Integration (3), Queen Margaret University College (1), the University of Strathclyde (3), the University of Stirling (1), and St Andrew's University (1). All 22 students have taken up the opportunity to participate in Scottish Networks International. Preparations are already well advanced for the 2006/2007 academic year when a further 22 awards will be made.

Evaluation

5.39 Evaluation of this project is being conducted by British Council Scotland with support from the Executive's Analytical Services Division. Questionnaires are to be sent to all British Council overseas offices involved with the scheme, asking for their assessment of the planning and promotion of the scheme, the processes involved in application, assessment and support to assessors, and the impact of SISP on inquiry levels and marketing. This is due for completion in 2006.

5.40 An initial progress report based on the experiences until the end of 2005 was written for the Executive. This highlighted the considerable interest generated around the scheme, with the specific website associated with SISP recording as many as 5000 views per month and the strong media coverage of the programme. This interest was translated into more than 290 applicants, of whom more than two thirds were resident in India. As each of the 2005-06 scholarship holders were interviewed as part of the SNI programme, the report concluded that

"the scholars were high calibre individuals, enthusiastic and keen to gain practical experience and to make the most of their time in Scotland" (Scottish Executive, 2006c, 4).

5.41 The first year of the scheme has provided some lessons for implementing future programmes. First a longer lead-in time to enhance promotion prior to the closing date in March and interviews in April in 2006 will provide the British Council offices with more opportunity to disseminate details of the scheme. Second, in 2006 there has been more selective support within the British Council to local offices across the 6 target countries, providing further details of the scheme and greater media coverage.

Challenge Fund

5.42 The Challenge Fund was instituted in April 2005. Its objective was to provide funds for Universities and Colleges to develop new ways of supporting overseas students studying at Scottish Higher Education Institutions ( HEIs) and Scottish Colleges ( SCs). Specifically, the scheme aims to:

• enhance support and mentoring available to international students in Scotland;
• provide opportunities for international students to build academic and social bridges with indigenes;
• assist higher and further education institutions to develop innovative approaches to support international students, and;
• furnish international students who wish to remain in Scotland for work with any information and assistance they require.

5.43 There was considerable guidance provided to potential bidders by the Executive on the range of projects which were likely to be supported in 2005-06. Most directly, the announcement of the scheme by the Finance and Public Services Reform Minister at Harvard Business School in Boston pointed to support for events and activities which bring international students in contact with domestic students and local communities; opportunities to learn about Scottish life; and seminars or work shadowing to link these students with local employers and agencies.

5.44 In the 2005-06 academic year, a total of £300,000 was provided to support 12 bids, five of whom involved consortia. Projects are expected to be sustainable for up to two years after funding stops and a small amount of 'year 2' funding has been made available for this purpose connected with each project. Amongst the 12 successful bids, 2 were explicitly about careers, 5 were work shadowing/meeting local employers, 2 were supporting international student organisations, 1 focussed on insights to Scotland and 1 on teaching materials.

5.45 A further £300,000 is being made available for the forthcoming academic year 2006-2007 and, following further competitive bids, an announcement of successful applicants is due in September 2006.

Evaluation

5.46 As part of the conditions of the grant, each institution that received funding under the first round of the Fund is expected to prepare a report of its achievements. This will cover changes in the nature of the project from its original proposals, the aims and objectives, who benefited, and comment on the outputs/outcomes from the first year of the project. Details are also to be supplied on how the projects are to be mainstreamed within the institutions(s).

5.47 In evaluating the success of this scheme, emphasis needs to be placed on the lasting impacts of support being provided alongside the impact on participants. Competitive bidding for funds by HEIs and SCs has enabled FT to generate new activity and support for students. The degree to which each funded project continues beyond 1-2 years remains to be assessed.

Enhancing involvement with Business

5.48 In May 2005, the RAS team was expanded with the creation to a post dedicated to linking with business. Working with partners, including, importantly, the Scottish Enterprise Network, the aim is to assist and develop channels for talent to flow to Scottish business. This involves making connections between business and migrants through other FT elements - especially in conjunction with RAS and the scotlandistheplace.com website - and providing assistance to other economic and business networks.

Evaluation

5.49 Given the relatively short time of this dimension of FT, there has not been a separate evaluation of its impact. The main evaluative targets will be related to the awareness of business of the opportunities for recruiting overseas workers, the support offered by RAS and FT, and the extent to which they engage with the wider marketing elements of FT.

5.50 The impact of FT on business is considered in Chapter 6.

International Image/Marketing

5.51 Research conducted in 2004 for the Executive on Scotland's International Image indicated that Scotland is not perceived as a country offering business opportunities and that international perceptions are often rooted in tradition and the past. However, there were selling points in relation to its education system and its people (Scottish Executive, 2004c).

5.52 Within FT there was recognition of a need to alter such previously held perceptions and images of the country. As the First Minister indicated in January 2004 in addressing the Consular Corps in advance of the Fresh Talent launch,

"In the future I want those around the world who regard themselves as Friends of Scotland to know that it is:- not just about our landscape and history, but also about our people; not just about what Scotland was, but what Scotland is now, and what it will be in the future; that our future will be better than our past. Above all I want the world to know that Scotland is open: for visitors, for business, and for new people to live and work here."

5.53 Against this backdrop, FT has involved considerable efforts to promote a positive image of modern Scotland and to support ways of educating audiences within Scotland, in Europe and globally about the opportunities available within Scotland. Alongside the development of ambassadorial networks, FT has been involved in promotional events associated with FT core activities (such as career fairs where scholarships and FTWiSS are marketed) and in supporting more generic events such as Tartan Week in the US, diasporic visits in Canada, and trade fairs in Eastern Europe.

5.54 As part of IPD, one of the four units is responsible for international marketing and a further one for the scotlandistheplace.com website (see below). The importance of the marketing and promotion dimension of FT is acknowledged in the provision of £500,000 in the 2004-05 budget (nearly 25% of the FT related budget) and £270,000 in the 2005-06 budget. This resource has enabled a marketing team to be recruited within IPD and for leaflets and promotion to be associated with Tartan Day events, trade fairs, and careers fairs. Involvement with these fairs has been primarily linked to events in targets countries - India, China. Malaysia and Singapore in Asia, and Poland in the EU. Tartan Days events have focussed on the areas with largest Scottish diasporic communities; in the US, Canada and Australia.

5.55 At the heart of the campaign has been a desire to educate non-Scots about 'modern Scotland' and the supported opportunities which exist for people to participate. This has involved both printed material and investment in e-promotion, especially through the Sitp website. This operates as a window to news and events within Scotland and offers: access to the FTWiSS links, advice and links for business, and provides opportunities to gain feedback from e-visitors.

5.56 The key messages portrayed relate to opportunities to work, live, study and do business in Scotland, and the specific services available under Fresh Talent. Table 5.2 illustrates the messages which were used as part of the brand positioning in Asia during 2005.

Table 5.2 Key Fresh Talent messages

Source: Consolidated Communications, 2005, 6

Evaluation

5.57 Turning promotion into metrics that quantify impact is difficult but there are two main areas of evaluations here. First, and conducted with each event, is an assessment of the translation of coverage into quantifiable engagement with FT schemes and projects. Evaluation of this has primarily been conducted through analysis of the extent of outreach and media coverage. These highlight the high levels of coverage associated with the targeted events and also point to associated measures (eg applications for scholarships; visits to associated websites; inquiries to RAS) which can quantify the impact of these events.

5.58 The targeted nature of some of the events produced significant results. For example, the Careers Fair at Warsaw and Wroclaw over a period of 4 days in March 2005 produced nearly 7000 hits of the website during the event and increased by at least a factor of 2 the weekly total of hits over the next month. This translated too into more than 1000 new registrations under RAS during the first quarter of 2005. By focusing on promoting Scotland as a destination for local business/skilled people and offering easily accessed advice, the event not only enabled individuals to realise opportunities available in Scotland, but also to achieve significant media coverage of these opportunities and the active steps being made to welcome people to Scotland under Fresh Talent.

5.59 Education recruitment events have also been targeted. Between 8 and 18 April 2005, for example, Fresh Talent promotion took place at Education Worldwide Summits events in New Delhi, Mumbai and Bangalore. Over 100 institutions participated and 27,000 visitors attended over the three venues. Again, in the weeks of the events, visitors from India to the RAS website nearly doubled to c350 per week and, during the first quarter of 2005, nearly 800 customers from India registered with RAS.

5.60 Whilst some of these events are clearly targeted to FT groups, there are questions whether the support for events such as Tartan Week or Burns Suppers are the most appropriate means of supporting and connecting with the diaspora. In attempting to present images of modern Scotland, attendance at entrepreneurial or modern cultural events would be more closely related to FT aims.

5.61 Second, there is a need for a much longer-term and more qualitative assessment of how perceptions of Scotland have been changed through international marketing. To date, no direct evaluation has been undertaken to assess this dimension, although the recently completed marketing analysis by ScotInform of 'sense of place' around the points of entry campaign points to a positive message of Scotland being held by visitors (Scottish Executive, 2005e). An evaluation could involve questionnaires or interviews with a sample of e-visitors to the website, or follow up to those participants in trade and careers fairs or to special events. Alternatively, or additionally, perceptions might usefully be assessed through repeat research in 3-5 years time with those involved in the Executive's 2004 research to identify the extent to which perceptions of these key groups have altered. Further, longitudinal research could be conducted using members within the networks ( GfoS, GlobalScot; SNI) to map out the changing perceptions of this already informed group about Scotland image internationally.

5.62 There is a need for evidence to show how the promotion and marketing expenditure and effort is changing the global image of Scotland - replacing kilts and tartan with diversity and openness for example.

Scottish University Alumni Networks

5.63 To target local markets, the external marketing consultants Consolidated Communications proposed utilising the existing alumni networks of the Scottish Universities for ambassadorial and promotional purposes. Initial responses from the 14 University offices were lukewarm and all declined to provide lists, as these were confidential and sensitive. Most indicated that contacts might best be forwarded via international offices and most agreed to send information to targeted cohorts of their network, while two offered to highlight the RAS website.

Evaluation

5.64 University alumni networks form an obvious channel through which FT promotion could occur and along which FT could benefit from collaboration with universities. The approach adopted in 2005 was unproductive. The objectives set for working with alumni were overly ambitious. However, CC did rightly focus on asking alumni officers within Universities to forward information rather than provide lists of contacts. Only 3 email responses had been received from alumni associations and secondary contacts and the contact channel formed for responses has since been closed.

5.65 There are clear mutual benefits to alumni, Universities alumni offices/international offices and the Executive deriving from Fresh Talent which can be capitalised on in the future. For recently graduated alumni, there are possible benefits under Fresh Talent to gain access to employment with Scotland under FTWiSS and this is currently under-promoted. For other alumni, FT can reinforce the connections which remain open between Scotland and themselves, as well as with the university. For alumni offices and international offices of the Universities, FT offers a competitive advantage in the marketplace by providing an additional dimension to the advantage of a Scottish degree and could, through joint promotional and marketing events with the Executive, assist to sustain the Scotland experience. For the Executive, alumni offer a pool of ambassadors for Scotland as a place to study and access to a pool of talented individuals who occupy many different positions in target countries.

5.66 The key to opening this network is for the FT team to show how both alumni and universities can benefit from their engagement with FT. Unless financial resources are made available associated with the forwarding of information on FT (eg pay postage or staff costs to prepare postings) and the messages being sent chime closely with the aims of the alumni offices, it is unlikely that alumni officers will be more receptive to FT approaches. More productively, there is scope for partnership working between individual universities or, collectively, Universities Scotland and the Executive. This could for example take the shape:

a) joint promotional events within target markets, where both ministerial and university representatives engage with a selected cohort of alumni.

b) enhanced cooperation between British Council (as partners for the Executive) and universities; for example, FT covering the costs of meeting spaces organised by British Council and the universities inviting alumni to events

c) meetings of selected, talented alumni of a single university and senior ministerial/Executive representatives to generate champions, who then could be contacted via other networks (eg GlobalScot or GfoS) as appropriate.

Scotland is the Place

5.67 As part of FT, a special website - scotlandistheplace.com ( Sitp) - has been established to offer help and encouragement to those thinking of moving to Scotland to live or work. The site includes a registration facility that then provides updates and e-newsletters. Over the last 18 months, the site has evolved to include links to and information about RAS, business, and information about modern Scotland, including regularly updated news and events. The Information Exchange element of the site provides a central location that contains images, logos, branding guidelines and other information, all related to Scotland and can be used by journalists and others (once registered). Sitp also provides specific links to FT initiatives where information on the schemes can be obtained.

5.68 There are plans currently being developed to merge the Sitp and the Global Friends of Scotland websites (see below) into a single gateway. In conjunction with partners in the British Council, Scottish Enterprise Network, and VisitScotland, this single site may offer new opportunities to streamline access to core FT information and also provide more scope to tailor components of the site to the needs of target groups. A scoping study has been completed in February 2006 and has provided some technical advice on the implementation of this development.

Evaluation

5.69 Currently, information is logged about the number of discrete visits made to the website. No formal evaluation has been undertaken.

5.70 In conjunction with the new joint website (ie the amalgamation with friendsofscotland.gov.uk) the opportunity exists for additional logging and recording to be made if the new Sitp site were to act as a gateway portal. This is not yet finalised and it is clear that agreement with partners is not yet secured. A key questions is whether scotlandistheplace.com is (or will be) the obvious 'front' point for general online searches. At present, it is not clear from the website who manages it on behalf of which relocation arm in Scotland (and thus there is no clarity about the quality of the information). If it were to be revised as proposed in the scoping review, then a clearer statement of ownership of the site is required.

5.71 Future evaluation information associated with a revised gateway site should include the capacity to record not only the total number of discrete visits, but also the number of directed links made to partner sites. This would enable the 'front' entry point function to be assessed and to guide the nature of the material displayed and available.

Global Friends of Scotland

5.72 Alongside the Sitp website there is another website under the auspices of Global Friends of Scotland ( GfoS) which is now part of the International Projects division. This site attempts to strengthen existing relationships and forge new cultural, educational and business links globally. Through its 'Features' and 'Scotland Now' sections, portraying the latest developments in culture, sport, education and business and articles of Scotland's links with other countries, the site provides not only information to those interested in Scotland, but also an invaluable tool to those interested in promoting Scotland.

5.73 The other arm of GfoS involves a network of people who feel an affinity with Scotland. Members of the network are native Scots living and working abroad, those that have worked or studied in Scotland, or those that have a strong affinity with Scotland but no direct connection with the country. The GfoS network is a development of a pre-existing network, Friends of Scotland, which had its origins in the Scotland Office in London. As part of wider moves to promote Scotland internationally, it was renamed and has been reactivated in the past 2 years. Most of the Friends are in areas related to science, technology and creative industries and have joined the network through their own registration with the scheme. In contrast to other networks (eg GlobalScot, SNI) there has not been a Scotland-led recruitment to recruit members.

5.74 Some Friends are frequent contacts within the network, whilst others make infrequent contact; some react whilst others are more proactive, seeking information or offering assistance. A survey of all Friends conducted about a year ago indicated that most wished to be asked to help and directed towards areas for assistance rather than be proactive themselves. For most part, the use of Friends by the Executive has been to use their 'local knowledges' in assisting events, meetings or other activities within specific countries. To ensure that contact with Friends can be targeted, details are kept on their geographical location, their main interests, the contact they have made through the network, and recent assistance provided.

5.75 The GfoS network also offers channels through which marketing of Scotland can take place. With their support, members of the network act as advocates for Scotland, offering a positive message of Scotland and, because of their connections, provide a 'rippling out' of information about Scotland. In short, they are encouraged "to talk about Scotland and talk Scotland up" (interview with Alyson Mitchell).

Evaluation

5.76 There has not been any formal evaluations of GfoS since their positioning within IPD, reflecting their relative youthfulness and on-going development. However, from the interviews, it is clear that a number of issues arise which are pertinent to this progress review:

• given that neither GfoS nor Sitp are the only networks or websites associated with the promotion of Scotland as a place to live, work, study or do business, having strong operational links with other units within the Executive, Scottish Enterprise Network, VisitScotland and British Council is important. A positive operational relationship exists, with regular meetings of partners to discuss effective links and flows of information. This forum does not currently include university student alumni which reflects in part the lack of a representative committee that can speak on behalf of this particular group.
• GfoS network has been built around a different set of contacts than other networks with which FT has connections. In contrast to the business elites of GlobalScot and the postgraduate high-fliers of SNI, GfoS is more diverse, reaching out to 400 friends across 28 countries and representing not only business-led connections. There is, however, some sectoral overlap with the TalentScotland network in terms of technology and creative sectors.
• the development plans to provide a stronger 'gateway' website portal currently considered by the SITP team marks an obvious approach to reduce the costs associated with website maintenance and to further customise the information being made to members of the network, to other partners and to a wider, global audience. Opportunities also exist for this single site to target specific diasporic communities in future.

Migrant experience research

5.77 The Executive commissioned research into the "Experience of people who relocate to Scotland" from TNS System Three Social Research in 2006. This study interviewed 10 organisations in direct contact with migrant groups along with 23 employees, 18 entrepreneurs and 12 postgraduate students, each of which included Scottish returnees, in-migrants for elsewhere in the UK and in-migrants from abroad. This study concluded that a number of different barriers, motivations and prior knowledge of Scotland existed between those who came from overseas, from elsewhere in the UK and were returning Scots.

Table 5.3 Experience of recent migrants

Source: TNS System Three (2006)

5.78 The research also revealed what assistance had proved most helpful in enabling the migrant to settle into their new community, employment and cultural setting. This inevitably depended on the individual circumstances, but, in general, there were some important channels through which assistance, if it were provided, greatly enhanced the relocation experience.

Table 5.4 Key supportive channels for migrants

Source: TNS System Three (2006)

5.79 The research also revealed, at least for these three groups, which represent different life stages and migration histories, that there were some common elements that were likely to make them 'settled' in Scotland or (and this was the majority) not committed to Scotland.

Table 5.5 Key factors influencing retention

Source: TNS System Three (2006)

5.80 One key conclusion from the analysis of these three groups was that amongst each there were many who had 'itchy feet' and, if given the chance, would remain footloose. They were highly likely to move outside of Scotland if and when opportunities arose. More positively, whilst having this tendency to move, many also viewed attractive opportunities in Scotland as being very likely to encourage them to remain. Contingent on experiencing a positive quality of life, few had an immediate desire to leave Scotland.

Evaluation

5.81 This research offers an initial insight into motivations for migration to Scotland, the barriers (real and perceived) which affect such decisions, and the differences between prior knowledge of Scotland and the experience to be had through migration. However, the utility of the study is hampered by the small and selective nature of the sample size. There is scope in future research for greater tailoring of interviewees to either the current characteristics of migrants - by location of origin (eg from the UK, elsewhere in the EU, outside of the EU), by affinity with Scotland (returnees, prior work/living experience of Scotland), by skill level, and by employment - or by including migrants who, having lived in Scotland, have since left. Such research would fit more neatly into the aims of FT, and provide more definitive and targeted insights to the key groups of talent being sought under the initiative.

Other FT related activities

Scottish Networks International

5.82 Scottish Networks International ( SNI) is managed by the British Council Scotland, and Scottish Development International ( SDI). Now more than a decade old, it aims to select the cream of overseas postgraduate studying in Scotland to join a growing global network of 'associates'. Its purpose is to develop and maintain an international business network and it aims to attract approximately 80-100 international postgraduate students each year. All those on SISP have joined the scheme in 2005-06 and others are recruited through application and interview.

5.83 The scheme operates to the advantage of all participants, enabling:

• individual members to build rapport and networks and gain support from mentors and potential employers;
• the British Council to learn more about why people chose to study in Scotland and what their first impressions of Scotland are;
• companies to gain through work experience schemes, enhanced knowledge of export markets, and access to a global business network.

5.84 There is a rigorous interview process conducted by staff in the British Council Scotland office, meeting with applicants who have to have at least 6 months of their course to run. As the scheme is competitive - there are between 400 and 500 applicants each year - applicants are expected to have at least 3 years work experience, an interest in gaining work experience in Scotland, and have dynamism and enthusiasm. Postgraduates taking Masters and PhD programmes, once selected for mentoring, are paired with a Scottish company keen to solve a pressing global challenge (like penetrating a new market), and for some work placement experience. For those applicants who are successful, SNI provides a greatly enhanced student experience.

Evaluation

5.85 Assessment of SNI's impact for FT is still to be completed, with further management data and action reports to be provided to the Executive during 2006 by the SNI team in the British Council. This will include information on the recruitment process, the calibre of applicants and information of the promotional activities employed by the British Council in connection with the event.

5.86 The data to date indicate that the scheme is highly attractive, continuing to attract many more applicants than places and this network sits comfortably alongside the other affinity networks of GlobalScot and Global Friends of Scotland, developing a different, younger group of people.

5.87 There is scope for expanding links with employers. The proposal for a bi-annual conference and smaller events to meet with employers in different regions and for commissioned research to understand the barriers and benefits of employing a diverse workforce for SMEs should help.

5.88 In contrast to the rigorous entry interviews to the scheme, there is relatively limited follow-up of each year's cohort to gain insights from their individual experiences and this could usefully be a joint area of evaluation by the British Council and the Executive.

Dare to be Digital

5.89 DARE was launched in 1999 as an open competition for computing students at the University of Abertay in Dundee and developed into a national competition open to all students from Scottish universities in 2001. This has since blossomed to incorporate students from the rest of the United Kingdom and, increasingly, from overseas. It is sponsored by Scottish Enterprise, BBC Scotland, NCR Electronic Arts, and Microsoft. Teams of students are invited to spend ten weeks at the University of Abertay and, with a modest wage and budget, work out a product business concept to sell to entrepreneurs from the games and entertainment industry. Throughout the ten weeks they are mentored by seasoned industry experts and acquire priceless commercial skills to augment their academic abilities. A panel of judges presides over the final Sales Document and digital prototype at the end of the ten weeks and decides on a winning team.

5.90 In 2005, against the backdrop of the Fresh Talent Initiative, the Scottish Executive provided 8 funded places to students from South East Asia - Malaysia, Singapore, Thailand, India, Taiwan, and China - to relocate to Dundee for the ten week summer programme. Further funding for international students will be provided in 2006. This support was a return flight to Scotland, a project fee of £1700 for 10 weeks participation and free University accommodation, equating with that offered to the UK participants. Each international student joined a team of 5 UK participants, providing them with opportunities to integrate into a team.

5.91 Through the offer of 8 'scholarships' for this programme, the Executive has been able, with the active support of the British Council, to launch associated marketing and media events positioning Scotland (and the UK) as an innovative economy. Specific events in Singapore and Malaysia and wider marketing were used to promote DARE.

Evaluation

5.92 This programme has been evaluated in 2005 through analysis of questionnaires sent to all international student participants by the course organisers. As FT was not the primary aim of the course, there were no questions specifically on FT. Associated with funding for 2006-07, the organisers have been asked to conduct a more FT focused questionnaire and more specific feedback will be achieved.

5.93 Further evaluation was undertaken by Scottish Enterprise Tayside. Lessons over how to tailor the experience more closely to FT aims have been noted and incorporated into the funding contract with the DARE organisers for 2006-07. In addition, recommendations were made on maintaining the project team in the British Council and the PR relationship as these had worked well. In 2006-07 the target areas were to focus on India and China. Overall, the assessment was that this was an effective and efficient way to showcase Scotland within the entertainment industry and to offer positive experiences for talented graduates in Scotland and to encourage them to work in Scotland.

EDGE

5.94 The EDGE programme, launched in 2005, is an 8 week programme sponsored by Columbia University New York, Scottish Enterprise Dunbartonshire, Glasgow University, and Careers Scotland. It is designed to foster a climate of innovation and entrepreneurship for young people in the Dumbarton area. The project links 48 students from Columbia University, Glasgow University, and young people from local schools in Dunbartonshire and offers them the opportunity of working on specific projects of interest to local business. A total of 16 local businesses took part in the first year and worked closely with carefully selected teams of students and pupils to find practical solutions to pertinent and concrete business problems and opportunities. Following the successful launch of EDGE in 2005, a similar expanded programme will be held in 2006.

Evaluation

5.95 Scottish Enterprise Dunbartonshire commissioned a review of the 2005 programme to consider its impact, its fit with other entrepreneurship promotion and training programmes in Scotland, and whether it could be expanded across Scotland ( GEN Consulting and O'Herlihy, 2005). This analysis concluded that EDGE offered a unique, intensive and productive intervention which, through cross-cultural working, encouraged participants to develop an entrepreneurial outlook. The quality of participants - businesses as well as students - was important to the success of the programme. From the FT perspective, the report highlights that the programme had a positive impact on raising awareness of work opportunities in Scotland. The authors note that some of the participants from Columbia University were seeking employment in Scotland and some of the businesses involved had established new international connections. Evidence of the longer-term impact on students (for example, are they likely to become entrepreneurs and had the associated cultural programme altered perceptions of Scotland?) cannot be assessed for a few years.

5.96 Although at this stage it is not possible to quantify the impact of both DARE and EDGE, in terms of longer term attraction of talent, the two schemes already offer benefits towards FT goals. Connecting businesses with overseas (and local) talent, making overseas students aware of opportunities in the Scottish economy, and the creation of a group of young advocates for Scotland point to these both offering good value for money. In addition, in the coming year, the tailored feedback and evaluation of these two schemes being requested by the FT team will provide some much needed insights to potential migrant's views of opportunities in Scotland. If opportunities to support further such schemes emerge - for example, through a roll out of EDGE in other areas of Scotland - the Executive should consider supporting these.

Other areas within the Executive

Demographic research

5.97 In conjunction with the ESRC, the Executive has funded 6 research projects which examine aspects of underlying demographic processes shaping Scotland's population. There are two projects on each of the following areas: ageing, fertility and migration. This research is due for completion in 2006/7 and will assist in understanding some of the demographic contexts in which FT is operating. In addition, some of the individual projects should provide evidence of 'good practice' in ways to attract specific talent and migrants into Scotland. However, the evidence will be limited to the experience of migration to and from the South East of England and Scottish graduate migration.

Evaluation

5.98 However, there remain some distinct gaps in knowledge which are of relevance to FT. Most of these relate to an understanding of the factors which shape the propensity of people to migrate and the experiential aspects of the migration process - from the initial decision to consider relocation through to the assimilation within a new set of communities.

Informing other Executive policy areas

5.99 If FT is to work effectively as a cross-cutting initiative, then it is essential that its aims are acknowledged and supported by other policies and strategies of the Executive. The importance of this wider context has been outlined in Chapter 3.

5.100 In fiscal terms, the funding of FT provides clear evidence of being cross-departmental, with contributions to the initiative being identified out of a number of Ministerial areas of responsibility. However, there remains a lack of clarity about this in the published Financial Statements, with the result that this cross-departmental support for FT is less visible.

5.101 There have also been explicit links between FT and UK migration policy under the Home Office. As a result of considerable effort by the FT policy team, and their contribution to the drafting of the current proposals for managing migration, FT aims and initiatives feature prominently.

Evaluation

5.102 There is, however, less evidence of explicit links being made between FT and other policy areas within the Scottish Executive. Few of the supporting strategies announced by the Executive have been revised in the light of FT and not all new policy statements in the areas which support FT goals (outlined in Chapter 3) have made explicit reference to FT.

5.103 Positively, the Working Together for Race Equality scheme (Scottish Executive, 2005c), announced in 2005, makes prominent reference to FT as one of the areas which support race equality. This has ensured that those working in the public and voluntary sectors in this policy area are well aware of the FT schemes - as witnessed by their responses to the European and External Relations Committee inquiry in 2005.

5.103 On the other hand, given FT's role in providing skilled labour through migration, there should be some acknowledgement within the measures being used to assess progress towards the Smart, Successful Scotland strategy (Scottish Executive, 2005d). At the very least, this strategy could include informing employers of opportunities for employing new talent attracted to Scotland via FT and include the importance of international graduates in the partnership working with Higher and Further Education institutions. Such links might assist to raise awareness in the business community and agencies involved in economic development of FT's role in supporting growth.

5.104 The Executive should ensure that, where relevant, strategies and policy announcements, in those areas which support FT explicitly indicate how they support FT goals. Further, in announcing the budgets and financial statements, the Executive should make explicit the cross-cut expenditure of FT.

Evaluation Summary

5.105 A summary of the main actions, objectives and evaluation of the 15 principal elements of FTI is provided in Table 5.6 below.

Table 5.6 Principal actions under FT

« Previous | Contents | Next »