The Scottish Government's Digital Influence

Recommendations

117. Based on the literature review, interviews, workshop and evidence from comparator countries, we have identified two areas with a number of sub-themes where Scotland can make practical progress in developing an effective strategy for digital influence. The recommendations expressed in this report are those of the DIIL team. The report does not represent the views or intentions of the Scottish Government.

Part 1 – Policy and Strategy to Enhance Scotland's Influence

We recommend the development of a 2-part policy and strategy for Scotland's digital influence. This will require further research (see part II), but should include the following elements as identified in this report:

1. Digital Diplomacy

1.1 Digital diplomacy should be integral to all policy and strategy development for international engagement.

1.2 A lead official in the External Affairs area of the Scottish Government should be identified, who will be responsible for the development of a digital diplomacy strategy for Scotland.

1.3 The scope of this strategy would be all aspects of the use of digital technology for the practice of international relations, specifically: people – building the capacity and capability of the Scottish Government and its agencies to think and work digitally; processes – ensuring coherence, agility, and the use of digital methods and research to understand audiences, and analyse impact and performance; technology – deploying the most effective digital tools and methods to deliver results. The strategy would include short, medium and longer term goals set out in a delivery plan.

1.4 Priority should be given to ensuring more overall coherence between policy and communications, improving alignment between Scottish Government and in-country work, and improving understanding of targets for influence and international audiences.

1.5 The strategy should also include work to develop consistent metrics and analytics, and the adoption of appropriate ethical and cyber security measures from the start.

1.6 The lead official should be supported by a team with relevant skills and experience, and their work should be adequately resourced.

1.7 The strategy should be based on a culture of innovation and experimentation, recognising the fast-changing nature of the field.

1.8 A series of pilot initiatives should be developed to clarify the need and establish what specific next steps should be taken. These should be aligned with the aims and initiatives identified in the Programme for Government. Where it is possible to cross-refer to other areas of Scotland's plans for international engagement where these involve the potential for digital diplomacy, such as diaspora engagement.

2. A Digital approach to External Relations

2.1 The Scottish Government should develop an explicit strategy for its digital approach to external relations. Given the strategic nature of this proposal, the multiple stakeholders involved, and that any such policy should be pursued to benefit the people of Scotland domestically through international engagement. This work should be led by a Ministerial Working Group.

2.2 Work to identify the areas where Scotland could derive the greatest benefit, aligned with the aims of the Programme for Government, could begin now.

2.3 A senior lead official in the External Affairs area of the Scottish Government should be identified, who will be responsible for the development of a digital approach to external relations and strategy for Scotland.

2.4 The lead official should be supported by a team with relevant skills and experience, and their work should be resourced.

2.5 A series of pilot initiatives should be developed and evaluated urgently to identify the need and establish what specific next steps should be taken. One specific suggestion is to take advantage of the opening of the new Copenhagen office, to engage with Denmark on its Tech for Democracy project.

Part 2 – Further Research

3. We recommend conducting further research to fill evidence gaps, specifically:

3.1 Review Scotland's existing strengths and gaps to establish baselines from which progress in relation to both digital diplomacy and digital foreign policy can be measured. This baseline would include the Scottish Government, public bodies, higher education and business.

3.2 Benchmark Scotland against international 'competitors', especially those countries recognised as leading in the areas of digital diplomacy and digital foreign policy, those with whom Scotland competes for international markets or for influence in multilateral fora (recognising that they can be the same countries).

3.3 Identify what digital diplomacy and digital foreign policy can contribute to Scotland's influence in priority bilateral and multilateral contexts.

3.4 Evaluate the pilot projects (recommendation 2.5 above).

3.5 Research to identify what priorities should be for a digital foreign policy strategy, including leveraging such a strategy to deliver benefits for the people of Scotland, international networks and organisations that it would be productive for Scotland to participate in and help shape debate and decision-making in support of the goals of the Programme for Government.