Seòmar agus comataidhean

Before I ask Stephen Boyle about the audit function, I will bring in Anna Fowlie. Earlier, the Auditor General said that the audit function is far more than a tick-box exercise; it is about learning, evaluating and assessing outcomes. I think that the SCVO has about 2,700 members. Is there still a view that the audit and evaluation process comes at the end and is very much about ticking a box to close a project or to reapply for funding? Is enough learning taking place in the sector to ensure that we evaluate, assess the outcomes, and collectively learn from what has or has not been achieved?

The convener mentioned two words that I was going to bring up: participatory budgeting. That is a concrete example of community engagement and empowerment. Given that the local government budget is £11,108 million, by my maths, about £111 million is being spent following some degree of community engagement. Auditor General, should more be done to audit that expenditure—it might not be done in a mandatory sense—not only to ensure that the public pound is being well spent but, more important, to ensure that the audit function is evaluating outcomes so that we can all learn and share best practice to allow us to accelerate the work that we have heard about today?

Welcome, everyone. There is one question that perhaps has not been answered. I want to use the closing stages to look forward and see how we can strengthen community empowerment. There are clearly still challenges, despite the huge and, at times, heroic efforts of the third sector, in particular during Covid.

It might be worth asking this question to David Allan, who could respond from a national perspective, and then to Ryan Smart, with a local perspective. Despite all the progress that we have made, to what extent is there still a hard-to-reach group that we did not manage to engage with during the pandemic? On the basis of the learning that we have and the progress that we have made, what can we do to move forward and to reach groups that are marginalised, for whatever underlying reason? How can we finally move forward and ensure that the legacy is that we reach them in future?

Thank you. From a national or international policy perspective, to move that forward to the next phase, political will and public bodies will set the framework that allows community empowerment to thrive. To what extent are all parts of the public sector in Scotland currently supporting and empowering communities? Is there any ready-made template of international best practice or policy that we could embed in Scotland to improve that empowerment and engagement? That question is for Pippa Coutts first.

I ask Euan Leitch the same question. You talked about the fact that your predecessor said, “We do not need any more policy; we just need practice.” How can we move forward from policy to doing, in practical terms, what Pippa Coutts talked about? It strikes me that that is very much about moving away from firefighting and starting to plan for the long term.

I am one of the MSPs for South Scotland. I draw attention to my entry in the register of interests, as I will refer to it later. I am an East Lothian councillor.

Perhaps Ryan Smart can comment from a local perspective. You made the point that all the members of your centre’s management board live within five minutes of each other in Glenrothes. However, sometimes the most extreme problems are the ones that are nearest to us, and yet we do not see them. Do you feel that you have made progress on the ground in reaching people with whom you had not engaged previously?

Once the section 22 spotlight on the commission fades, what steps will be required to ensure that the boundaries between the roles of the chief executive and the board are understood and respected? How critical will the Scottish Government sponsoring division be in ensuring that the dysfunctionality does not return in future?

I have just been to the 26th United Nations climate change conference of the parties—COP26—so I am perhaps running the risk of being accused of greenwashing by bringing up this subject at the end of the meeting.

I would like to get your impression of how the NHS NSS procurement process took into account environmental considerations at the height of the pandemic. Now that things have calmed down, are you sighted on its activities so that you can try to make sure that it acquires a more environmentally sustainable stream of materials?

The former journalist in me has alighted on what was perhaps the soundbite of the morning, which was Colin Beattie’s comment that NDPBs have the capacity to become little knitting circles that turn in on themselves.

I am struggling a little bit to see whether we are saying that the deficiencies and shortcomings of the Crofting Commission were based on personalities, culture or structure, but one of the recommendations is that the commission reconsiders the structure of its senior management team. That is shown in exhibit 1, and it looks to me like a pretty traditional structure. To what extent do you think that that is necessary? Has the commission accepted that recommendation? If so, on what timescale would it implement the recommendation?