National events strategy review: business and regulatory impact assessment - partial

4. Options

The National Events Strategy 2025-2035 is not a new strategy. It will build on two earlier editions of the Strategy. One of these was published in 2008 (to cover the period 2008-2015). The other was published in 2014 (to cover the period 2015-2025).

The refreshed National Events Strategy 2025-2035 is expected to generate a significant number of outputs over its 10 year life. These will deliver on its agreed strategic outcomes. Each strategic outcome will have benefits and costs. These will be considered by the lead organisation and other partners at the planning stage for any actions flowing from the strategy. This may result in the development of Bespoke Business and Regulatory Impact Assessments. This will take place after the Strategy is published and be a matter for decision by the lead partner. Meantime the option assessment which this Partial Business and Regulatory Impact Assessment focuses on is around the content and timescale of the strategy review.

The options considered for the content and timescales for the strategy review were:

Option 1 – proceed with the National Event Strategy Review from October 2022. This would include a public consultation process. The refreshed strategy would be published later in 2023.

Option 2 – proceed with the National Event Strategy Review from October 2022. The public consultation phase would not be included. The refreshed strategy would be published in the Summer of 2023.

Option 3 – proceed as per option 1 but to delay strategy review until late 2023. With this option the refreshed strategy would be published before the end of the current strategy in 2025.

Initial engagement with VisitScotland and the Event Industry Advisory Group^[9] indicated that a review of the strategy would be useful and should be taken forward.

Not proceeding with the strategy review at all was also considered as part of this initial engagement. It was decided that this was not a viable option. This was because the current strategy ends in 2025 and it was essential to review its contents before then given the economic and social importance of Scotland’s events sector. A review was also considered important due to need for the sector to continuously evolve. This helps ensure that the potential of new consumer trends is harnessed. It also helps maximise the contribution of events to the Scottish Government’s wider ambitions.

The option to proceed without the public consultation element was also considered. Instead the focus would have been on engaging via regional engagement workshops. It was decided that this was also not a viable option. This was because it was unlikely this option would result in the refreshed strategy being published significantly earlier. In addition, there would still be a financial cost and resource required to run the engagement workshops. Crucially this option could provide less opportunity for participation than a full public consultation. For example, for communities and businesses in rural and island communities who may be unable to travel to regional workshops and may prefer to engage via the public consultation hosted on Citizen Space.

Option 1- as set out above- was however subsequently developed to include both the public consultation element and also a series of regional engagement workshops led by VisitScotland.

4.1 Sectors and groups affected

The national event strategy review- and the National Events Strategy 2025-2035 when published- has the potential to impact on people right across Scotland. This focuses on three broad groups:

1. Organisations and individuals working in and with the industry. This includes: Local Authorities and other public bodies; regulators; event owners and promoters; event supply chain; freelancers; third sector organisations and clients and influencers in the Business Events sphere. In addition, representatives from business, sport, arts and wider cultural events are also directly shaping the review. This is through the Event Industry Advisory Group, and their views will inform the final Business Regulatory Impact Assessment. Public consultation, supported by targeted workshops, will bring in a greater breadth of voices from across industry and academia to shape the strategy.

2. People attending events. Representatives from spectator and participant groups have been involved in shaping the initial position for consultation and the final strategy. This is part of a strong impact assessment process. Public consultation, supported by targeted workshops, will bring in a range of audiences to shape the strategy, as appropriate.

3. People in the communities where events are held. A similar approach to people attending events.

Option 2 set out below would particularly affect people attending events and people in communities where events are held as this option does not include a public consultation phase.

Option 1 and 3 below would not have any differential effect on any of the three broad groups set out above, as the difference between these options focuses on timing of the 2025-2035 strategy launch but would not necessarily affect its content.

How the above groups are affected by the content of the National Events Strategy 2025-2035 will depend on how and when the strategy is implemented by businesses and other stakeholders across the event sector in Scotland. This includes the Scottish Government, lead public bodies, event organisers and their supply chain, third sector organisations and also local communities. Implementation will be subject to monitoring and evaluation. The strategy will also be continuously developed over its lifetime to harness new and emerging opportunities.

Further analysis on any disproportionate impact the content of the National Events Strategy 2025-2035 might have on particular groups is set out in the impact assessments for the strategy review. These are: Equality Impact Assessment; Child Rights and Well-being Impact Assessment; Fairer Scotland Duty Assessment; and Island Communities Impact Assessment. We plan to publish these assessments later in 2023, alongside the full version of this Business Regulatory Impact Assessment and National Events Strategy 2025-2035.

A Strategic Environment Pre-screen was also undertaken for the strategy review. The relevant guiding principles were considered during preparation but they were not deemed relevant to the strategy review. This was due to the minor effects on the environment it is likely to have. This decision has been shared with the relevant consultation authorities.

4.2 Benefits

4.2.1 Option 1 Proceed with the National Event Strategy Review from October 2022. This would include a public consultation process. The refreshed strategy would be published later in 2023.

This option provides a credible set of proposals for consultation (which have been developed with input from stakeholders). It also provides the opportunity for individuals, communities and organisations across Scotland to inform the final strategy. In addition, it is a natural basis for engagement with Parliament as part of the process.

Consultation is a key tool to improve transparency, effectiveness and to raise awareness during development of the strategy. It also provides the opportunity to collect data/information for future analytical purposes. It can also help to identify (particularly though open text) unintended effects and practical problems, along with providing the opportunity to share feedback more generally.

This option also provides an appropriate period of time to develop implementation plans.

This option was also considered the most likely to result in a strategy that partners commit to implement together. This delivers on National Strategy for Economic Transformation and other key priorities to the benefit of both the events industry and Scotland as a whole.

4.2.2 Option 2 – Proceed with the National Event Strategy Review from October 2022. The public consultation phase would not be included. The refreshed strategy would be published in the Summer of 2023.

Removing the public consultation would reduce the overall financial cost of the strategy review. Primarily these costs fall to the Scottish Government and VisitScotland.

This option also confirms the strategic direction for the sector sooner (compared to option 1) which could also be beneficial.

4.2.3 Option 3 – Proceed as per option 1 but to delay strategy review until late 2023. With this option the refreshed strategy would be published before the end of the current strategy in 2025.

This option would allow VisitScotland and Scottish Government staff resources to deliver on other current priorities. It would still allow for the refreshed strategy to be published before the end of the current strategy in 2025. Other benefits around consultation are as per option 1.

4.3 Costs

4.3.1 Option 1 – Proceed with the National Event Strategy Review from October 2022. This would include a public consultation process. The refreshed strategy would be published later in 2023.

Reduces available staff resources (primarily in VisitScotland and the Scottish Government) to deliver on other current priorities.

The public consultation process would increase the overall financial cost of the strategy review.

4.3.2 Option 2 – Proceed with the National Event Strategy Review from October 2022. The public consultation phase would not be included. The refreshed strategy would be published in the Summer of 2023.

This option would significantly change the basis of engagement with partners. It would remove or limit opportunities for individuals, communities or and organisations to influence the strategy. It may also limit the transformative potential of the strategy as it would be less likely to secure widespread buy-in if relying solely on targeted engagement.

Reduces available staff resources (primarily VisitScotland and the Scottish Government) to deliver on other current priorities but to a lesser extent than Option 1.

4.3.3 Option 3 – Proceed as per option 1 but to delay strategy review until late 2023. With this option the refreshed strategy would be published before the end of the current strategy in 2025.

A further period of uncertainty about strategic direction for the events sector. This review was originally intended to take place in 2019. It was postponed due to the pandemic so this further delay is not considered to be desirable.

A delay to aligning event sector activity to National Strategy for Economic Transformation priorities.

A delay in taking on board feedback on priorities from the event sector and other partners.

This option would also reduce the time available to develop implementation plans, reducing the likelihood of maximising benefits of strategy implementation.

4.4 Recommended approach

Option 1. The National Event Strategy Review should begin in October 2022 with the aim of publishing the refreshed strategy later in 2023.

4.5 Agreed Objectives of the National Event Strategy Review

A set of objectives have been agreed for the National Event Strategy Review. These are:

• An assessment of the extent to which the aims, objectives and measures included in the current strategy (2015-2025) remain valid.
• A strategy that is clear on purpose, providing strategic focus for all involved in the planning, securing delivery of events of all sizes in Scotland. Also, how relevant partners and stakeholders will support delivery of the strategy.
• A strategy that reflects the National Strategy for Economic Transformation and delivers on key Scottish Government policies and industry priorities and across a breadth of national outcomes. This incorporates ongoing work to align government activity around culture, sporting and business events with these priorities. For example, the ongoing development and evolution of the Business Events Policy-Driven Model.
• A strategy that is developed through engagement with relevant local, national and UK/international stakeholders across public, private and third sectors. This includes the event industry, Scottish Trades Union Congress, Convention of Scottish Local Authorities, public bodies, communities, audiences and international peers.
• A strategy that is underpinned by a robust evidence base. This includes clear objectives and measurables. Plans for monitoring and evaluation also need to be considered from the outset

Following the current strategy review our expectation is that the 2025-2015 National Event Strategy will be launched later in 2023 (see option 1 above).

4.6 Cost and benefits to the events sector and more broadly of any proposed legislation or regulation within the National Events Strategy 2025-2035

At this point we are unable to quantify the cost and benefits to the events sector and more broadly of any specific policy proposals, including legislation, regulation or voluntary measures, within the National Events Strategy 2025-2035. This is because no decisions have yet been taken on the detailed content of the new strategy. Further information will emerge later in 2023. At that point this Business Regulatory Impact Assessment will be updated accordingly- including monetary values related to the cost/benefit analysis, where possible. We expect that the final Business Regulatory Impact Assessment for the National Events Strategy 2025-2035 will published alongside the new strategy later in 2023.

Any legislation or regulation that might feature in the published strategy would be expected to require a separate Business Regulatory Impact Assessment as part of further development. Any related voluntary or non-regulatory options would also be considered further in terms of undertaking a Business Regulatory Impact Assessment.

It is expected that there will no compulsory elements of the National Events Strategy 2025-2035. Further work on implementation will take place after the strategy is published and is expected to include collaborative working across the events industry and other partners. Implementation

Following initial engagement with Themed Groups (mentioned under consultation section) There are some key themes around cost/benefit already emerging relevant to this partial Business Regulatory Impact Assessment. These are:

4.6.1 General

Some potential legal/regulatory aspects which could possibly need further consideration as part of the strategy review have already been highlighted through partner engagement. We expect that more detail of the potential changes, and so the costs and risks of each of these, will emerge as part of the strategy review process. Current thinking focuses on areas such as transport, regulation/licencing and broad event delivery aspects. Given the wide scope of the National Events Strategy any new or enhanced legislation or regulation flowing from the review process- and featuring as an action in the 2025-2015 National Events Strategy- would be expected to require its own specific Business Regulatory Impact Assessment to be developed at that time.

4.6.2 Strategy delivery- governance, monitoring and evaluation

The delivery of the National Events Strategy 2025-2035 is expected to require new governance arrangements to oversee its delivery and enhanced monitoring and evaluation systems to measure success. There are expected to be costs associated with these. For example, staff time across a range of lead partners to prepare for and attend governance meetings. In addition there might be costs related secretariat functions and broader analysis and reporting systems for businesses and other stakeholders. The headline expected benefit of enhanced governance arrangements is a strategy that fully delivers on its potential economically and more widely, with appropriate partner engagement. The availability of robust evidence to showcase success and areas for continuous development is also a key benefit.

4.6.3 Measuring success

In addition to gathering enhanced evidence nationally the new strategy could also highlight opportunities for businesses to collect more robust evidence at local level. For example, by sourcing enhanced data-sets to measure success and commissioning in-house and/or external evaluation activity. This could lead to increased costs gathering data. However benefits include being able to better showcase success for funders, to share lessons and learning and more broadly to develop each business and its portfolio of events in line with current trends and based on sound evidence.

4.6.4 Boosting accessibility

Boosting the accessibility of Scotland’s events for disabled people is likely to be a central consideration for Equality Impact Assessment of the strategy review process.

There is a perception that enhancing accessibility can lead to significant costs for the sector due to the need to install aids and adaptations. These kind of investments may be appropriate and cost effective.

However, as well as the excellent facilities, the evidence we have also shows that substantive, well publicised, information on the customer journey and detailed site information is equally important for event attendees. For example, when planning a trip, 81% of disabled people will check a business’ website before visiting. But 73% have found information on a venue’s website to be misleading, confusing, or inaccurate ^[10].

Feedback has been that providing robust information on the customer journey can come at little cost and delivers significant benefits for disabled people. VisitScotland highlights that 1 in 5 people in the UK is disabled and that their collective spending power is £249 billion^[11]. This data helps showcase the significant economic benefits for business of boosting accessibility alongside the key social benefits which are also well evidenced and already being harnessed by countries across the world.

VisitScotland’s accessible tourism drive already has significant momentum^[12]. VisitScotland’s website showcases a number of good practice guides and advice sheets to help businesses harness the social and economic benefits of accessible events. This includes a specific guide for inclusive and accessible events which was jointly funded by the Scottish Government ^[13]. Further information for businesses is available at VisitScotland’s website- via the inclusive tourism toolkit ^[14].

4.6.5 Skilled workforce and Fair Work practices

This aspect contributes to the National Strategy for Economic Transformation^[15] ambition for a wellbeing economy that is fairer: ensuring that work pays for everyone through better wages and fair work, reducing poverty and improving life chances.

Perceived costs could include:

• financial and wider costs for the business related to- for example- payment of the real living wage;
• investment in workforce development;
• no inappropriate use of zero hour contracts; and
• action to tackle the gender pay gap and create a more diverse and inclusive workplace.

Benefits could include:

• improved organisational reputation and recruitment;
• reduced staff turnover;
• more diverse workplaces with a richness of talent; and
• a diversity of ideas and generally more engaged, committed and adaptable workers who spot challenges and opportunities, solve problems, offer insight and ideas for business improvement and create value.

4.6.6 Transition to net zero and environmental sustainability

This aspect contributes to the National Strategy for Economic Transformation ambition for a wellbeing economy that is Greener: demonstrating global leadership in delivering a just transition to a net zero, nature-positive economy, and rebuilding natural capital.

Related costs include a perception of increased financial costs for the businesses associated with a just transition towards new zero- for example:

• insulating buildings;
• buying local;
• switching to more energy efficient kit;
• enhanced recycling systems;
• time spent accessing the environmental impacts of suppliers;
• increased staff costs due to the need to establish;
• running carbon accounting processes; and
• reducing waste and single use plastics.

Benefits could include: taking action on climate change can help businesses grow, seize new opportunities, encourage investment and adapt against the challenges of a changing planet. Reducing emissions can lower businesses’ running costs, save money and attract new audiences. These actions can ultimately help a business maintain a competitive advantage locally and also ensuring it is fit for the future.

There are existing regulations related to the above emerging themes that already affect organisations and individuals that may also be affected by the strategy review. For example around net zero/environmental sustainability. These regulations are led by other policy teams within Government. They and are often a consequence of other strategies and frameworks. Although these regulations impact on events of all types they have a much broader reach than the event sector and are not a direct consequence of the national events strategy review.