Guide to the 2021 Scottish Parliament Election

On 6 May, Scottish voters will go to the polls for an election like no other against the backdrop of the Covid-19 pandemic. This is the sixth Holyrood election since devolution, one which the SNP hope to win a remarkable fourth term in office, but one in which their dominance may be challenged, not necessarily by the main opposition unionist parties, but through the continued fallout from the Salmond inquiry and the emergence of the pro-independence Alba Party led by Alex Salmond.

This election will not only have wide ranging implications for Scottish politics but will also have consequences for the UK’s constitutional future if the SNP win an outright majority, or if there is an increased presence of pro-independence MSPs. Opinion polls have shown that the previous lead for independence has narrowed in recent weeks, with some even indicating that the No side is in front.

It is highly probable that the SNP will be the largest party in Scotland and it would take a truly remarkable reversal of fortunes for this not to happen. As neither Douglas Ross or Anas Sarwar will hold the keys to Bute House, a more realistic objective for the unionist parties would be to prevent an SNP overall majority, or even pro-independence majority of MSPs. After all, it was the SNP’s majority in 2011 that provided the catalyst for the independence referendum three years later.

All of the parties have put forward ambitious policies to the electorate in their manifestos, but there has been some criticism from the Institute for Fiscal Studies for the unrealistic levels of public spending from the main three parties. Amidst the glut of lofty promises, voters may simply decide whom they trust the most to deliver and guide the country towards its recovery.

Whatever happens on 6th May will have implications for businesses and organisations in terms of their public affairs strategies in Scotland but also from the Scottish Government continuing to ‘lead the way’ on the domestic agenda – particularly on public health and the environment – and consequently affecting the policy debate elsewhere in the UK.

ASSC’s Public Affairs consultants, Halogen Communications, have put together a guide to the 2021 Scottish Parliament Election: 2021 Holyrood Election Guide

Party Manifestos: an overview of commitments for our sector.

The ASSC held its first ever hustings ahead of the 2021 Holyrood elections.

The event followed the publication of the ASSC’s first ever election manifesto, Recovering, Reopening, and Revitalising: Building a Scottish Self-Catering Sector for the Future.

At the ASSC Hustings, one of the questions centred on short-term letting: “How can the negative impact of Licensing on the short-term let sector be mitigated or avoided?” Find out what candidates had to say: ASSC Hustings – Short-Term Let Position

Resilience must be valued at all times, not just in crisis

Fiona Campbell has it.  Lucinda Bruce-Gardyne has it.  Nadeem Sarwar has it.  Grant Currie has it.  Ryan O’Rorke and Assean Sheikh both have it.  We all need it.  Resilience.

Resilience is a word often used, yet little understood.  Right now, we crave resilience: for our children, for our teams, for our communities, for our firms, for our society, for our planet, for ourselves.

The Oxford English Dictionary definition is:

  1. the capacity to recover quickly from difficulties; toughness.
  2. the ability of a substance or object to spring back into shape; elasticity.

When is everything is stable, trundling onwards, we don’t value resilience, we take it for granted.  The status quo, the predictability of life encourages us to ignore it.  Our careless attitude to resilience shows up in the big issues, like our sluggish acknowledgement of the impact of climate change to the everyday things, like getting enough sleep, exercise, daily learning.

Yet in times of stress, of uncertainty resilience leaps to the foreground.  It turns up everywhere.  In the ability for our institutions and systems to cope with overload, disruption: from the NHS to supply chains to remote work.  In the ability for us as people to cope with overload, disruption: triggering the focus on wellbeing, mental health, skills for the future.

We have it wrong – resilience is not a response to crisis. We must learn to understand and value resilience at all times. We must nurture our own and others resilience.  We must become resilient leaders.

It is important not to associate resilience with being risk averse, safe.  Resilience is not a defensive response.  Putting up the barricades, cutting back investment, over control, narrowing our networks creates rigidity not elasticity.   It may feel counter intuitive.  When we need resilience most, we must step forward not back.  To build resilience we need more exploring, experimenting, embracing diversity of ideas and experience, listening, observing and adapting.  We should think deeply about ourselves, our tribes and on an holistic higher systems level.

Even in the best of times, entrepreneurial leaders, changemakers and innovators have to exhibit bucketloads of resilience.  They need resilience to weather the bumps in the road, the scepticism of friends, the loneliness, the self-doubt.  To keep going.

Whether it be Fiona Campbell, from the Association of Scotland’s Self Caterers, fighting for the sustainability and recovery of her sector in the depths of lockdown.  Lucinda Bruce-Gardyne, Genius Food, breaking two ovens and a magimix to invent a gluten free bread for her son and now the world. Nadeem Sarwar, Phlo, forsaking a safe banking career to create the UK’s leading online pharmacy.  Grant Currie, Virtual FM, enduring business failure and personal tragedy to go and create jobs and turn facilities management on its head.  Ryan O’Rorke and Assean Sheikh, Flavourly, from online beer sales being a “silly idea” 8 years ago to completing their 1,000,000 order this week.  That takes resilience.

Just like entrepreneurial leadership itself, we can learn to be more resilient.  As Professor Scott Taylor of Babson College puts it, having studied the neuroscience behind it, “Resilience is not something we have or don’t have—I believe resilience is something we find.” It turns out, resilience is a central capability of effective leaders.

We all have so much to learn on resilience – best to start now.

Sandy Kennedy

CEO, Entrepreneurial Scotland Foundation

The Herald, 29 Apr 2021

The Impact of Household Restrictions to Self-Catering in Scotland

“While the Association of Scotland’s Self-Caterers welcomes the reopening of parts of Scotland’s tourism and hospitality sectors, there remains an urgent need for more clarity as to when larger self-catering properties can welcome multiple households again. 

“Our sector, and especially those larger businesses within it, also needs further financial support from the Scottish Government, which we believe must continue until Scotland reaches level zero and beyond to normality.

“What we can guarantee at the moment, is that our guests and visitors can rely on Scotland’s self-caterers to provide them with a safe, hygienic, and minimal risk environment in which they can enjoy a well-deserved and much-needed break.” Fiona Campbell, Chief Executive, Association of Scotland’s Self-Caterers.

Indicatively,  from 17 May – four guests from two households can stay overnight in self-catering (in line with ‘up to four people from two households can socialise indoors in a private home or public space’). This is either 4/2 or a single household.  If you have a large household (more than 4 people) you can’t add anybody else.  The only exception would be if they are in an existing support bubble with the main household.

“If circumstances permit, I can confirm that it would be the intention to move to level 1 on Monday 7 June, before then I hope moving to level 0 in late June – and then as we go into the deeper part of the summer, to something much more like normality, over the course of July.” First Minister, Nicola Sturgeon MSP

Indicatively, from 7th June – Up to 6 people from up to 3 households can stay in self-catering accommodation.

Indicatively, level zero by late June – Maximum of 8 people from up to 4 households.*

(*Children 12 years and under not included)

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