Equality outcomes 2025-2029

Outcome 2: Lived Experience and Participation

By 2029, there will be better use of lived experience and public participation to inform government policy and decision-making. Individuals with lived experience of inequality and exclusion will have greater influence in shaping policies and practices that affect them.

Their insights will be more meaningfully integrated into decision-making processes, strengthening accountability and ensuring that Scotland and our workplace become fairer, more inclusive, and more responsive to diverse needs. Strengthened direct accountability mechanisms will ensure that people with lived experience have a role in assessing how well policies are implemented and whether they deliver meaningful change.

Why We Choose This Outcome

Taking an informed approach by involving people in the decisions that affect them is an essential step in developing policies and services that meet the needs of everyone in Scotland, and in our workplace, particularly those with experience of inequality and exclusion.

We believe that by making better use of lived experience and increasing the participation of diverse groups in our policymaking, we can drive much-needed systemic change. Through our commitment to this within our PSED outcomes, we aim to complement other efforts to improve inclusive policymaking, increase visibility, and create a strong imperative for delivering demonstrable progress.

Context

When making sensitive or significant decisions, participatory and deliberative methods ensure a fair and inclusive process, incorporating diverse perspectives. Where robust evidence already exists on the needs and priorities of those facing inequality and exclusion, we must use it effectively rather than repeatedly asking people to provide the same information.

However, where evidence is lacking, we must engage directly with those affected to understand how their identities and circumstances shape their experiences. We must ensure we draw on their unique experience to reflect on how policy decisions might affect them to inform our decision-making. This engagement must be meaningful and inclusive.

As an employer, adopting the Diversity and Inclusion Employer Strategy theory of change model has strengthened employee involvement in shaping organisational change. This approach fosters shared ownership of actions and a clear rationale for progress. Effective implementation requires accountability at the right levels. The Diversity and Inclusion Governance Group serves as a key internal accountability mechanism, bringing together diverse voices, including staff networks and the Council of Scottish Government Unions, to represent employee interests. External equality organisations and senior leaders also play a crucial role, ensuring actions are delivered within their areas and that they model the changes we seek.

Measuring Success

Success in lived experience and participation will be measured through several key indicators, including:

• Improved record-keeping that tracks the increase in participatory processes and the growing skills and understanding of Scottish Government staff in facilitating them.
• A structured monitoring and evaluation approach will assess the quality and impact of these processes.
• Additionally, success will be demonstrated through an increase in in the proportion of published Equality Impact Assessments (EQIAs) that demonstrate policy refinements in response to meaningful engagement with diverse communities.
• Further evidence will come from mainstreaming reports, published every two years, showcasing how engagement with equality groups has positively shaped policies and decision-making. These will outline our reflections and the impacts this approach has had.

Our success measures above describe our initial proposals for measuring success. Further work will refine this and ensure it is aligned with the finalised set of contributing actions.

Meeting the Public Sector Equality Duty

Our policy approach actively seeks to advance equality of opportunity by embedding the voices of those with lived experience of inequality and exclusion at the heart of decision-making. Through meaningful engagement, we ensure that policies and services are informed by diverse perspectives, addressing gaps in understanding and removing barriers to participation. This results in policies that are accessible, inclusive, and designed to support equitable outcomes for all, particularly for those who are underrepresented or face systemic disadvantage.

To eliminate discrimination, we take a proactive and informed approach that considers the needs of those affected by inequality at every stage of policy development. By engaging directly with communities and individuals who experience discrimination, we reduce the risk of unintended bias and ensure that policies and services uphold fairness and inclusivity. Embedding these principles into our policymaking process helps to mitigate structural inequalities and create a more just and equitable society.

Recognising the importance of trust and collaboration, our approach to fostering good relations is grounded in inclusive methods. By facilitating open dialogue between diverse groups, particularly on sensitive or significant issues, we create opportunities for consensus-building and shared understanding. This strengthens relationships between decision-makers and communities, ensuring that policy outcomes are shaped by a broad range of perspectives and contribute to greater social cohesion.

The Scottish Government, as an employer, embeds the three needs of the PSED through its Diversity and Inclusion Employer Strategy.

We advance equality of opportunity by amplifying underrepresented voices within the workplace. Through inclusive engagement with employees, we ensure that lived experience informs workplace policies and practices. This approach strengthens fairness and provides all staff with opportunities to contribute, influence decision-making, and thrive in their roles.

We eliminate discrimination by embedding accountability and deepening our understanding of employees’ lived experiences. This enables us to identify and address workplace barriers systematically, ensuring that discriminatory practices—whether direct or indirect—are recognised and tackled effectively.

We foster good relations by promoting an inclusive workplace culture where diverse voices are represented in governance and decision-making. Our Employee Experience Insights Series makes sure voices are heard and added to our qualitative evidence base to ensure a long lasting impact. And representation from each equality group in governance and decision-making structures ensures those voices are represented where they can make most difference. This strengthens relationships within the organisation and ensures that employees, regardless of their background, feel valued and able to work together effectively.

Actions

Short Term Actions (12 months)

Policy:

1. Establish a procurement process to facilitate the commissioning of high-quality participatory work.

2. Establish a set of resources to support Scottish Government staff designing or delivering participatory work.

3. Involve people with lived experience of inequality and exclusion in delivering specific policies to tackle inequality. For example, in New Scots Strategy Delivery Plan, Hate Crime Delivery Plan, actions advancing LGBTQI+ equality, engagement with faith and belief communities.

4. Make it easier for communities experiencing exclusion to contribute their views and experiences to shape policies and services that affect them. For example, guidance, support and signposting to organisations leading on New Scots actions to fully ensure refugee engagement and involvement.

Employer:

1. Continue and expand the Employee Experience Insights series to capture views of equality groups where there are data gaps and broaden the approach to encompass the experience of line managers.

2. Co-produce a Network Engagement Framework to amplify diverse voices to ensure that lived experience guides our employer policies, processes and governance.

Long Term Actions (1–4 years)

Policy:

1. Increased evidence, demonstrated through mainstreaming reports published every two years, of policy outcomes that have been positively enhanced by diverse community engagement.

2. Improved coordination of participatory work across government, e.g. record keeping, establishment of monitoring and evaluation approaches.

3. Engage with diverse communities, aligning participation and lived experience work with ongoing strategies.

Employer:

1. Through delivering the Diversity and Inclusion Employer Strategy action plan, increase the capability of our staff diversity networks.

2. Implementation of an organisational Readiness for Change assessment tool. Enabling individual business areas to generate bullying and harassment action plans.

3. Work with the Diversity and Inclusion Governance Group and other stakeholders to develop the next iteration of the Diversity and Inclusion Employer Strategy action plan.

The above actions have been identified as initial actions to support this outcome. Further work is planned to confirm the final set of contributing actions.