The Scottish Government

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CHAPTER ONE INTRODUCTION

1.1 This report summarises the main findings from a Citizens' Jury conducted by Opinion Leader Research for the Scottish Executive to examine effective government communications.

1.2 With the establishment of devolved government in Scotland, came a strong emphasis on creating an open, accessible and participative approach to engage with the Scottish people, particularly those groups traditionally excluded from the democratic process. ¹ Effective communications are recognised as a fundamental part of this approach. In addition, this research was conducted in response to the findings of the Phillis Review Group report, An Independent Review of Government Communications,² which explored different ways of structuring and managing government communications. While the remit of the Review Group was UK-wide, no research was conducted in Scotland to inform its work. Consequently, after considering the Review's recommendations in the Scottish context, this research was commissioned to explore a number of key evidence gaps from a Scottish perspective. These related to public understanding and perceptions of the Scottish Executive and the effectiveness of its current communications.

Research objectives

1.3 The research was designed to gather broad feedback across a wide range of different objectives relating to government communications, in order to identify areas for further consideration and investigation. In summary, the main research objectives were:

i. To explore jurors' understanding and perceptions of the Scottish Executive and its role, in comparison to other Governmental bodies, including the Scottish Parliament, local government in Scotland, Westminster Parliament and Whitehall ( Chapter 3: Jurors' perceptions of the Scottish Executive)

ii. To investigate the means by which jurors have developed these perceptions of the Scottish Executive ( Chapter 3: Communications and perceptions of the Scottish Executive)

iii. To explore the impact of Government communications on public perceptions of the Scottish Executive, and how significant Government communications are compared to other factors, including personal experience of public services, and hearsay ( Chapter 3: Communications and perceptions of the Scottish Executive)

iv. To explore awareness and understanding of the Government communications process, and the extent to which jurors are aware of the range and variety of Government communications ( Chapter 3: Communications and perceptions of the Scottish Executive)

v. To explore awareness and understanding of, and reactions to the language used by the Scottish Executive and ministers ( Chapter 3: Jurors' perceptions of Scottish Executive language)

vi. To explore views on different communications platforms ( Chapter 3: Communications and perceptions of the Scottish Executive, and Chapter 3: Jurors' perceptions of Scottish Executive communications)

vii. To explore awareness and experiences of opportunities to communicate with the Scottish Executive through direct contact, written correspondence, consultation exercises, surveys, and public forums ( Chapter 3: Jurors' perceptions of Scottish Executive communications, and Chapter 3: Communicating with the Scottish Executive)

viii. To test alternative future communications options ( Chapter 3: Future Scottish Executive communications options).

Key findings

1.4 This report summarises the main findings of the Citizens' Jury and considers their implications for the Scottish Executive. Where possible and relevant, we compare the findings to the main conclusions of the Phillis Review Group report and follow-up research conducted by Opinion Leader Research for the Central Office for Information ( COI) Communications Common Good Research Programme. ³

1.5 The headline findings include:

• The majority of jurors did not differentiate the work of the Scottish Executive from other UK and Scottish governmental bodies (including Scottish Parliament, Whitehall, Westminster and local government), which were instead described as the 'Scottish Government'. There was a low level of awareness of the roles and responsibilities of, and the title of, the 'Scottish Executive'.
• Low levels of trust in politicians and political processes appeared to be largely driven by negative perceptions of governmental bodies more generally, and UK Government and its Ministers in particular.
• Jurors received information about the Scottish Executive from a variety of sources, and the levels of trust in these sources differed. Jurors' experiences of public services and general hearsay, were more influential in shaping their perceptions of the Scottish Executive than media sources. Amongst media sources, news and current affairs media coverage appeared particularly influential, and jurors were more likely to trust Scottish and more local media sources than UK sources (despite the need for more balanced and less negative reporting of the Scottish Executive amongst Scottish national and local sources).
• Scottish Executive campaigns were perceived to have been highly effective at getting their message across and were seen as key achievements for the Scottish Government overall. They were recognised as a 'Scottish' communication, but were not always seen as being linked specifically to the Scottish Executive.
• The perceived 'Scottishness' of the five super-brands was considered important for bringing communications closer to home and creating a recognisable Scottish Government brand.
• Jurors supported the use of a diverse range of communications platforms to ensure reach and engagement with the diversity of Scottish people.
• The Jury thought it was essential that the people of Scotland know what the Scottish Executive is both doing and planning to do in the future and called for greater investment in political education for the public.
• There was demand for the Scottish Executive to establish a greater and more balanced dialogue with Scottish people ( e.g. via deliberative and other processes) and not to rely on passive one-way communications.

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