Strengthening the Scottish Conservatives

Report and recommendations of the Scottish Conservatives 2010 Commission

November 2010

 Strengthening the Scottish Conservatives
COMMISSION MEMBERS
Lord Sanderson of Bowden (Chairman)
Neil Benny
Kim Donald
The Rt Hon Lord Forsyth of Drumlean
Amanda Harvie
Lord Lindsay
Sandy Manson
Martyn McIntyre
Boyne Stewart
James Stewart
Amy Thomson
Murray Tosh

1

 Commission Chairman’s message
I have pleasure in presenting the unanimous report from the Commission to ‘Review the structures, function and operational
activity of the Scottish Conservative and Unionist Party’.
Our recommendations are far-reaching, as we felt they needed to be, to rejuvenate and focus the Party’s activity. We have
welcomed the very high level of submissions the Commission has received.
The consistent themes in the submissions were of a need for clarity of leadership, a distinctive Scottish identity, a welcoming
and broader Party, increased decentralisation of the Party structure and the empowerment of the members. These are the
themes upon which we have framed this report.
We were all very disappointed by this year’s general election result in Scotland and have analysed that result in both a
Scottish and UK context to identify how we can rebuild a significant level of support for our Party.
We write this report, though, with a great sense of optimism for the future. A distinct Scottish leader elected by all the
members with full responsibility for the Party in Scotland is a very significant change for the Scottish Conservatives, but one
which we feel is necessary in a devolved Scotland.
Recognising regional and local differences across Scotland has underlined our commitment to a regional structure and
continuation of strong, local autonomy for our constituency associations. A streamlined management board where there will
be greater accountability and responsibility, rather than the current large Scottish executive, will ensure that there is a clear
link between our grassroots members and the management of the Party nationally. A new approach to developing policy will
also be crucial to the Party’s future success.
These reforms provide a comprehensive approach to the improvement of our Party’s fortunes. The Commission believes it is
essential that they are implemented as a complete package of complementary measures, rather than a menu of options.
The desire for change across the Party provides a powerful mandate for the Scottish Conservatives and a transformational
opportunity. It allows the Party to aim high, build on its strengths and be bold in delivering the changes required.
To my fellow Commissioners, who gave up so much time for our work, and to everyone who engaged with us – thank you.

Lord Sanderson of Bowden Kb. D.L.

2

 Contents
4

Introduction and remit

6

Summary of recommendations

7

Our approach

8

The need for change
FINDINGS AND RECOMMENDATIONS

3

12

Party function

14

Party structure
G
Legal structure
G
Leadership structure
G
Governance and management structure

25

Policy formation

29

Candidates

33

Campaigning

37

Membership

40

Funding

43

Implementation

45

APPENDIX
Commissioners’ biographies

 Introduction and remit
This document is the report of the independent Commission established by the Scottish Conservative and Unionist
Party in June 2010.
The remit of the Commission was:
“To review the structures, function and operational activity of the Scottish Conservative and Unionist Party and
to recommend any changes that would strengthen the Party as a modern, effective, political campaigning
entity in Scotland.”
The following pages summarise the Commission’s findings and recommendations.
They comprise a complete package of structural and operational reforms that will help to strengthen and build the
Scottish Conservatives.
They have been prepared for the members of the Party but are being published openly to help to engage Scotland in
the Party’s development.

4

 Glasgow

“There should be a distinct Scottish leader with overall authority over the
Party north of the border - elected by the Party membership by onemember-one-vote to give the necessary mandate.”
Scottish Conservative MSP

 Summary of recommendations
The report should be read in full for a comprehensive appreciation of the Commission’s findings, conclusions and
extensive recommendations.
The full set of recommendations comprise an integrated strategy which, implemented as a complete package, will
strengthen and transform the Scottish Conservative and Unionist Party.
The Commission reviewed all of the Party’s operations. Our work was one of the most comprehensive consultation
exercises ever carried out by the Scottish Conservatives.
The need for change is evident from the Party’s election performance in recent years, how the Party is perceived by the
electorate, a declining membership base, problems with the Party’s organisational structure, a lack of professional staff
with campaigning experience, and other resource and funding constraints.
However the Scottish Conservatives have many strengths on which to build and a powerful mandate for change from
the Party’s members and wider Scotland.

The Scottish Conservatives should:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.

Elect a Scottish leader to have overall responsibility for the Party’s performance in Scotland.
Replace the weak leadership and governance framework with a streamlined, transparent and accountable structure.
Create regional campaign centres staffed by campaign professionals.
Increase support and resources for the local association network.
Develop a clear vision for Scotland, distinct to the Scottish Conservatives.
Engage the whole Party and wider Scotland in policy development - and recruit a chief policy adviser.
Introduce balloted motions and open debate at Party conference.
Overhaul candidate selection and development - and reform the current ranking process for Regional List MSPs.
Establish a process to identify and develop future Party leaders.
Contest every local government seat throughout Scotland.
Launch a new fundraising and membership drive across Scotland.
Provide an annual grant to Conservative Future Scotland to help develop the Party’s youth wing.

6

 Our approach
The Commission reviewed all aspects of the Party’s operations.
We sought views on a confidential basis from as wide a spread of people as possible across the whole of Scotland
from both inside and outside the Party.
All Party members were invited to provide input and over 300 written submissions were received.
Commissioners engaged individually with the Party’s elected members, senior officials, constituency chairmen and
other officers throughout the country.
We also held individual discussions with other supporters and representatives of business groups, think-tanks,
academic bodies, public sector organisations, political pollsters and the media.
In addition, the Commission held hearings at which the Party’s senior politicians and officers presented detailed
evidence.
Commissioners also met with senior elected members and officials from the UK Conservative Party and the Welsh
Conservatives.

This work was one of
the most comprehensive
consultation exercises of
its type ever undertaken
by the Scottish
Conservatives.

7

We took a strictly objective and open-minded approach to our deliberations. All contributions received and the
information and suggestions they contained were considered thoroughly.
This work was one of the most comprehensive consultation exercises of its type ever undertaken by the Scottish
Conservatives.
It provided the firm base of evidence needed to inform our recommendations.
In preparing these recommendations, the Commission was guided by best practice and our members’ knowledge of
the Conservative Party and experience in leading, developing and advising a wide spectrum of organisations.

 The need for change
The last major strategic reorganisation of the Scottish
Conservative’s structure and operations followed The
Strathclyde Commission’s Report of 1998. Today there is
acceptance across the Party’s membership that the Party’s
structure, governing executive and operational model are
no longer effective and need to be changed.

Similarly the Scottish Conservatives have failed to increase
their overall representation in the Scottish Parliament over
the last 10 years (we now have 17 Scottish Conservative
MSPs), although the Party has achieved a welcome
increase in the number of candidates elected ‘first past the
post’ (Table 2).

The Scottish Parliament is now the centre of democratic
discussion and debate in Scottish politics. In this era of
minority government in the Scottish Parliament, Scottish
Conservative MSPs are achieving a significant influence on
policy development and legislation. While this influence
has been recognised by some members of the media and
other commentators, it is not widely acknowledged.

More success has been achieved in local government
elections. In 2007 there were 143 Conservative Councillors
elected in Scotland – up by 20 since 2003.

All of the many elected members, officials and supporters
who engaged with the Commission are keen to embrace a
new approach that will allow the Scottish Conservatives to
develop successfully.

Today there is
acceptance across the
Party’s membership that
the Party’s structure,
governing executive and
operational model are
no longer effective and
need to be changed.

The need for change is evident:
Elected representation
In the 2010 general election, despite a swing to the
Conservatives in England of 5.6 per cent and the return of a
Conservative Prime Minister to Downing Street, the Scottish
Conservatives secured 80,204 fewer votes than in 1997
when John Major’s government was defeated (Table 1).
There was a small increase in our share of the vote in
Scotland compared to the 2005 general election, but no
increase in the Scottish Conservatives’ representation at
Westminster.

In 1992 with 25.77 per cent of the vote and 11 MPs elected
in Scotland, the Scottish Conservatives helped to ensure a
Conservative parliamentary majority at Westminster. There
is no doubt that the Scottish Conservatives’ lack of
progress since the Conservative defeat in the 1997 general
election contributed to the lack of an outright Conservative
victory in the general election this May.
Opponents have been quick to write off the Scottish
Conservatives as a political force in Scotland. However in
this year’s general election the Liberal Democrats’ share of
the vote in Scotland was only 2.2 per cent more than the
Scottish Conservatives’ but they sent 11 MPs to
Westminster. The SNP, which forms the Scottish
government in the Scottish Parliament, achieved only 3.2
per cent more than the Scottish Conservatives.
The Party’s position in Scotland contrasts markedly with
that of the Welsh Conservatives who returned eight MPs
this year – up by five since the previous general election.

8

 Table 1: General Election Results in Scotland 1992-2010
1992

1997

2001

2005

2010

Number of Scottish Conservative Party MPs

11

0

1

1

1

Scottish Conservatives’ vote share

25.77%

17.53%

15.58%

15.83%

16.7%

Number of UK Conservative Party MPs

336

165

166

198

307

UK Conservatives’ vote share

41.9%

30.7%

31.7%

32.4%

36.1%

Table 2: General Election Result in Scotland 2010
Votes

%

1,035,528

42.0%

41

Scottish National Party

491,386

19.9%

6

Liberal Democrats

465,471

18.9%

11

Scottish Conservatives

412,855

16.7%

1

Labour

9

Number of MPs

 Perception
Polling indicates that the Scottish electorate is not clear
about what the Scottish Conservatives stand for and
what they are delivering.
Membership
The Scottish Conservatives’ membership base has
declined in recent years. At present the Party has 10,000
members who pay an annual subscription and there is a
wide variation in the level of recruitment activity across
Scotland. Many local associations are moribund with
membership having fallen by more than half since 1992.
Leadership structure
The current confusion of roles and responsibilities
contributes significantly to what is seen widely to be a
lack of clarity of leadership, accountability and decisionmaking.
Professional staff
The number of professional agents employed to
campaign for Party candidates has continued to decline.
As a result the Party has become heavily reliant on the
staff at Scottish Conservative Central Office in
Edinburgh.
While all target seats had full time staff for the 2010
General Election campaign, these people were
contracted for the campaign only and departed
afterwards, resulting in a loss of knowledge, expertise
and continuity.

Polling indicates that
the Scottish electorate is
not clear about what the
Scottish Conservatives
stand for and what they
are delivering.

Key strengths
These include:
G
A broad and deep resource of skills, experience and
expertise within the Party’s elected representatives,
candidates, officers, volunteers, members, other
supporters and executive staff.
G
A loyal base of members and supporters across
Scotland with a strong commitment to the Scottish
Conservatives.
G
An established network of constituency associations
covering the country, 30 of which own their premises.
G
A strong track record of influencing policy and
legislation at local, Scottish, UK and European levels
to achieve positive change for the people of Scotland.
G
The election of a Conservative-led UK government
this year, with a Conservative Prime Minister.
Opportunity
From the comments received by the Commission, it is
clear that Scottish Conservatives are frustrated by the
Party’s performance and ambitious for its future. They
are inspired by Conservative success in other parts of
the UK and open to a new way of working in Scotland
that will achieve the progress they want.
In addition, many people outside the Party believe that
Scotland needs a strong centre-right political force.

Committed volunteers are essential to campaign success
but they cannot be a substitute for experienced, qualified
professionals in the field.
Funding and resources
The Scottish Conservatives are fortunate to attract
support from a number of loyal donors but the Party is
reliant on too small a group of supporters for the greater
part of its income. It needs to develop this to secure a
more stable financial base that will allow for long-term
planning and investment.

10

 Dumfries

“There is a real danger of a ‘pass the buck, it’s somebody else’s
responsibility’ situation. We must have clear lines of communication.”

Constituency association chairman

 Party function
The overarching function of the Scottish Conservative
Party is to develop and promote policies that will benefit
Scotland, campaign for election to government and
represent the Scottish people.
To achieve these objectives, the Party must have:
G
An organisational structure that allows it to be led
and governed effectively.
G
A culture and framework that ensures accountability
and inclusiveness.
G
A clear vision and strategy for the Party.
G
A distinctive proposition for Scotland with a rigorous
process for policy development.
G
A pool of top quality candidates and elected
representatives.
G
Sufficient resources to campaign successfully.
G
A strong membership base to underpin the
organisation.
G
Sufficient funding to meet resource requirements for
the long-term.
Summarised in the following pages are the
Commission’s findings and recommendations relating to
these requirements.

12

 Dundee

“Without the sound infrastructure we once had I cannot see us making
any headway. The lack of professional agents in Scotland is dire. The
lack of trained office bearers is just as bad.”

Former Party agent

 Party structure
1. LEGAL STRUCTURE
The Scottish Conservative and Unionist Party is
constituted as an autonomous, self-governing part of the
UK Conservative Party. Some Party members and
external commentators have questioned whether this is
the best model for the future.
Their challenge has been prompted by a number of
issues, including:
G
The need for the Party to build public trust and
support by demonstrating it is truly a Party for the
whole of Scotland with Scotland’s interests at its core.
G
Whether the Party can advocate, without restriction, a
policy proposition for Scotland on devolved matters
that may contain elements which differ from the UK
Party’s stance.
G
Ensuring that the Scottish Conservatives remain fully
engaged in the development of Conservative policies
for the whole of the UK.
G
Concerns about the Party’s long-term financial
security and available resources to enable it to
campaign and develop effectively.
The Commission has considered the other models
suggested in submissions from members and external
commentators, including:
G
Complete independence from the UK Party on the
basis of the CSU/CDU model of cooperation in
Germany.
G
The Welsh model of full integration within the UK
Party where the Welsh Conservatives are governed by
the UK Party.

We have also researched the structure of other political
parties and organisations from which lessons can be
drawn.
Conclusions
Our conclusions and observations are as follows:
G
Directly after the 2010 general election, David
Cameron, as Prime Minister, demonstrated his
commitment to Scotland by implementing a new
Respect agenda and protocol for engagement
between the UK and Scottish governments.
G

G

The Scottish Conservatives are already free to
develop distinct policies for Scotland and a distinct
operational approach separately from the UK Party.
The Scottish Conservatives obtain numerous benefits
from being part of the UK Party, including the
opportunity to access resources, training and
expertise and for members to vote for the UK leader.

G

The UK Party also benefits from having the Scottish
Conservatives within the Conservative family to share
knowledge and inform UK policy development.

G

While the CSU/CDU model appears attractive at first,
the circumstances in Germany are very different. The
CSU is the dominant party in Bavarian politics. It is
therefore possible for it to be completely stand-alone
and self-sufficient. The Scottish Conservatives have
greater advantages to gain from being both
autonomous and part of the UK Conservative Party.

14

 G

Given the Conservative commitment to Scotland
remaining within the United Kingdom, it is both
appropriate and beneficial that there should be an
integrated relationship between the Scottish
Conservatives and the UK Party.

G

The challenges facing the Scottish Conservatives are not
the result of the Party’s legal structure.

G

The Scottish Conservatives’ legal structure is not an
impediment to the Party’s development.

Recommendations
1. The Scottish Conservative and Unionist Party should
remain an autonomous, self-governing part of the UK
Conservative Party.
2. Measures should be taken to strengthen communication
and engagement between the Scottish Conservatives
and the UK Party (these are summarised in the sections
below).

The Conservative leader in the Scottish Parliament is
elected on a one-member-one-vote basis by all Scottish
Conservative members. In all three terms of the Scottish
Parliament, there has never been a contested election.
The chairman of the Party in Scotland is appointed jointly by
the UK leader and the Scottish executive (the Scottish
Conservatives’ current governing body). The deputy
chairman of the Party is elected by all Scottish Conservative
members on a one-member-one-vote basis.
Conclusions
There is a lack of clarity in the current configuration of
roles, responsibilities and accountability of the various
people involved in leading the Scottish Conservatives
and, as a result, the processes of leadership and
decision-making within the Party are unsatisfactory. This
was a constant observation in the submissions and
evidence the Commission received.

G

G

The Scottish Conservatives are not alone in lacking
clarity of political leadership in Scotland. The
arrangements within the Scottish Labour Party are
similar.

G

The Scottish Conservatives’ structure has to take
account of the importance of the Scottish Parliament in
Scottish politics and this must be reflected in the scope
of the Party’s leadership.

G

The Commission found no support for the continuation of
the Scottish Conservatives’ current leadership structure.

G

We found overwhelming support for the clarification and
consolidation of the position of ‘Scottish leader’. This
support is not motivated by a desire for the Scottish
Conservatives to break ties with the rest of the UK Party,
but an acknowledgement that the new dynamics of
political and public life in Scotland require absolute
clarity in the political leadership of the Party in Scotland.
Looking at other political party models, the Liberal
Democrats have been able to accommodate a UK and a
Scottish leader successfully.

3. The Scottish Conservatives should make greater use of
the resources, training and expertise available from the
UK Party.
4. Implementation of the full package of recommendations
set out in this report will be necessary to ensure the
Scottish Conservatives’ development.

There is a lack of clarity
in the current
configuration of roles,
responsibilities and
accountability of the
various people involved
in leading the Scottish
Conservatives.

15

2. LEADERSHIP STRUCTURE
The Strathclyde Commission’s Report of 1998 provided a
Scottish Party structure that anticipated the establishment
of the Scottish Parliament and its evolving (now central) role
in Scottish politics.
As a result, the Scottish Conservatives currently have a UK
leader, a Scottish parliamentary leader, a chairman (who is
also the Party’s chief executive officer), an elected deputy
chairman (who is the leader of the Party’s volunteers), as
well as political leaders in the parliaments of Westminster
and Brussels.

 G

G

In examining the structures of other political parties, the
Commission was impressed by the argument that a leader
need not be a member of a specific legislative body. Flexibility
is required to ensure that the Scottish Conservatives’
leadership structure is not constrained by current electoral
fortunes but able to accommodate future opportunities.
Party members would like to see contested leadership
elections which the Commission believes are important to
establishing leadership credibility. A reasonable and
achievable threshold of support from within the Party
membership will need to be set for leadership candidates
to meet.

too high to preclude contested elections. Clear rules of the
election will need to be established.
Submissions on this matter all acknowledged that a
contested election, involving hustings across Scotland,
would be vital to giving authority to the Scottish leader as
well as energising the Party around candidates’ campaigns.
We suggest that an appropriate threshold to trigger a
leadership election would be for 1,000 Party members, whose
names would be published, to support a leadership challenge.

3. GOVERNANCE AND MANAGEMENT STRUCTURE
Recommendations
1. There should be a distinct political leader of the Scottish
Conservative Party – the Scottish leader, who should be
held responsible for the Scottish Conservatives’
performance.
2. To secure a clear mandate, the Scottish leader should be
elected by the whole Party membership on the basis of
one-member-one-vote.
3. To allow for future flexibility, the Scottish leader need not
be a Member of the Scottish Parliament.
4. The first Scottish leader election should take place directly
after the next Scottish Parliament election in May 2011.

Party members would
like to see contested
leadership elections
which the Commission
believes are important
to establishing
leadership credibility.

5. Scottish leader elections should be contested elections
with more than one candidate standing.
6. The position of Scottish leader should be subject to reelection after each Scottish Parliament election (every
four years) and a trigger mechanism should be available
for a leadership challenge to ensure the Scottish leader is
held accountable for his or her performance.
To stand for election as Scottish leader, any prospective
candidate would need to secure the nomination of 100 Party
members whose names would be published. The
Commission believes that this threshold is high enough to
demonstrate support for a candidate within the Party but not

At present the Scottish Conservatives’ decision making body is
the Scottish executive (the executive), chaired by the Party
chairman, with various committees reporting to it. The executive
is responsible for the overall management of the Party and is
composed of 15 members of whom only five are directly
elected to the executive by the Party membership.
The Party also has a Scottish council (the council) which is
convened by the executive to receive reports from it and
consider all aspects of Party policy. It has a membership of
some 200 people comprising the members of the executive,
constituency chairmen and other voluntary officers as well as
a representation of elected politicians.
Evidence collected from members of the executive and the
council indicates that neither body functions satisfactorily.
The Party conference is the supreme constitutional authority
of the Party which all Party members are entitled to attend.
The Party has area campaign forums across Scotland but
their success has been variable. While some have worked
well as campaigning units, others do not function.
Our view is that excessive centralisation and weak regions
have not only weakened the Scottish Conservatives’
campaigning organisation but also removed the ‘ladder’ by
which volunteers can rise within the Party from constituency
to regional and then to national office.

16

 Euro Central

“I personally feel the reinstatement of an effective regional setup might
help to bring the Party together. New regions would have to be formed
and led by someone who has a knowledge of the area.”
Party activist

 We studied evidence from other parts of the UK, especially
Wales, in considering the merits of different approaches to
Party structure and decision-making. In Wales the Party’s
management board consists of officers and regional
representatives who are elected by Party members on a
regional basis. This ensures that regional points of view can
be embraced and enables the regions of Wales to have an
accountable voice at the heart of decision-making.
We also examined the operations of constituency
associations across Scotland. It is clear there is real cause
for concern about the Party’s organisational strength at a
local level. Many associations are, in effect, moribund. This
is undoubtedly a symptom of a lack of professional
campaigning staff in constituencies and has led to an over
reliance on centrally employed staff (who need to focus on
national election campaigns) to provide local support.
The weakening of local associations has also been
exacerbated by the lack of guidance, training, mentoring and
support available to association officers. While targeting and
a focus on winnable constituencies are vital for election
campaigns, effective campaigning requires strong local
associations throughout the whole of Scotland.
Conclusions
The Commission has found that:
G
Significant weaknesses exist in the Party’s governance,
decision-making bodies and operational structure.
G

There is a lack of clarity and accountability in the roles and
responsibilities of those involved in the Party’s governance
(see Leadership structure above).

G

Party members and voluntary officers working at local
constituency level are not sufficiently engaged in strategy
development, policy development and campaign planning.

G

Since one of the central philosophies of the Scottish
Conservatives is that of localism, the Party must be
prepared to apply this to its own structures and trust in
local decision-making and the aggregation of local opinion
at a national level.

G

There is no formal infrastructure to support Party
development and campaigning at a local level.

G

Communication and the flow of knowledge and information
throughout the Party are variable, exacerbated by the above.

G

The success of the Welsh Conservatives provides
compelling evidence for the need in Scotland for greater
communication throughout the management of the Party
and with all elected representatives, and the involvement
of members on a regional basis.

G

There is a deficiency of skills and resources within the Party’s
network of constituency associations. The Party needs to
have a functioning and viable Scottish Conservative
association in every Westminster constituency.

Recommendations
1. Replace the Party’s existing governance structure with a
new structure comprising:
G
An overarching management board with full responsibility
for all of the Party’s business, accountable to the Scottish
convention (see below).
G
A fundraising and finance board responsible for
fundraising and financial stewardship – chaired by the
Party treasurer and reporting to the management board
(see Funding, page 40).
G
A political strategy group responsible for policy development
and campaigning – reporting to the management board and
accountable to the Scottish convention.
G
A candidates board responsible for candidate selection
and development – reporting to the management board.
G
Three regional councils responsible for campaigning and
organisation at a local level – reporting to the political
strategy group and advising the Scottish convention.
G
A Scottish convention to hold the management board to
account – open to all Party members.
2. Replace the Party’s existing management structure with a
new structure comprising:
G
The Scottish leader (see details above) – elected by the
Party membership (one-member-one-vote).
G
The Party chairman – appointed by the Scottish leader
after consultation with the UK Party leader.

18

 G

G

G

G

A conference convener – a voluntary officer, who has
previously held office as a regional convener, elected by
the Party members at the Party conference.
Three regional conveners – voluntary officers elected by
their regional council.
The Party director – the chief executive of the Party
appointed by/accountable to the management board.
Three regional campaign managers – full time
executives appointed by/accountable to the Party director
and working with their regional convener.

3. The Commission recommends strongly that the Party
chairman should represent the Scottish Conservatives on
the board of the UK Conservative Party, which has
representation from Conservatives across the UK.
4. To engage expertise from outside the Party, the
management board should set up an advisory group
composed of a small number of senior people from
across Scotland. This group will have no formal
constitutional role but will add value to the management
board’s work by offering constructive challenge and ideas.

At present the Scottish
Conservatives lack a
clear vision for the
Party’s future and a
clear strategy for its
delivery. All
organisations require a
clear vision and strategy
if they are to develop
and be successful.

19

5. Adopt the Welsh Conservatives’ model of communication
involving regular telephone conferences and electronic
communication to ensure that all elected representatives,
executive staff and voluntary officers are kept informed of
strategy, policy and campaign developments on a daily
basis and that the Party membership is fully briefed.
6. Develop an ongoing programme of training and mentoring
for key volunteers, including constituency association
officers.

KEY POINTS TO ACTION
1. Strategic direction
At present the Scottish Conservatives lack a clear vision for
the Party’s future and a clear strategy for its delivery. All
organisations, whatever their function or structure, require a
clear vision and strategy if they are to develop and be
successful. Political parties are no different.

It is important that this gap is addressed to provide a shared
goal for all of the Party’s members and a clear direction of
travel that everyone can get behind.
General aspirations for improving performance in elections
and achieving influence in parliament, for example, plus
short-term election-driven campaigns are no substitute for an
unambiguous, focussed and sustained approach.
The process of developing vision and strategy is an
important organisational discipline in itself and, correctly
undertaken by involving all of the Party’s membership and
other groups, will build engagement and support.
This should be a core responsibility of the management
board.
2. Management board
The management board should be chaired by the Party
chairman. The additional members, with full voting rights
should be:
G
The Scottish leader.
G
The conference convener.
G
Regional convener (West).
G
Regional convener (East).
G
Regional convener (North).
G
The Party treasurer.
G
The Party director.
The Party should still retain the position of honorary secretary
to provide legal advice.
The conference convener should be responsible for chairing
the Party conference and the Scottish convention and
supporting associations and the wider network of volunteers
within the Party. The conference convener should be elected
at conference to serve from the close of conference.
Following the Welsh model, this individual should be a
regional convener demitting office. This approach retains
continuity of experience on the management board from
within the Party’s volunteers. As the regional convener
positions will be new, the position of conference convener
should not be filled initially and conferences in the interim
should be chaired by regional conveners.

 3. Political strategy group
This Group will be of crucial importance to the Party’s
development. It will be responsible for the Scottish
Conservatives’ short, medium and long-term political strategy
and for all campaign preparation and implementation. The
group should be chaired by the Scottish leader. The other
members should be:
G
The Party chairman.
G
The senior Scottish Westminster parliamentarian or their
representative.
G
An MEP nominated by the Scottish Conservatives MEP
group.
G
A Councillor nominated by the Scottish Conservatives
Councillors’ Association.
G
When the Scottish leader is a Member of the Scottish
Parliament, an additional MSP appointed by the Scottish
leader.
G
The Party director.
G
The chief policy adviser (a new role – see Policy formation,
page 26 – in attendance, non-voting).
G
The director of media (in attendance, non-voting).

This new regional
infrastructure should be
regarded as a starting
point and a base
minimum requirement
which the Party should
aim to expand to
encompass Scottish
Conservative campaign
offices in all Scottish
cities.

As is the case with the Welsh Conservatives, the group should
meet on a weekly basis to ensure a single cohesive focus on
political strategy. Directly following meetings, all elected
members and key Party officers and staff (including the
conference convener, regional conveners and regional
campaign managers) should be briefed. They should
immediately disseminate information to candidates and
colleagues in local constituency associations.
4. Scottish convention
The Scottish convention, to be chaired by the conference
convener, will replace the Scottish council, which is a weak
forum that merely hears reports from the current Scottish
executive. In the interests of ensuring openness and
transparency within the new Party structure, the Scottish
convention should be open to all Party members. It should
meet twice a year and be responsible for holding to account
the management board and political strategy group. Therefore
the Party chairman and the Scottish leader should be required
to present to the Scottish convention. Ideally, Scottish
convention meetings should be held on the same day as
events designed to engage members in policy discussions.

5. The regional structure
This new regional infrastructure - encompassing regional
councils, regional conveners and regional campaign managers
- should be regarded as a starting point and a base minimum
requirement which the Party should aim to expand to
encompass Scottish Conservative campaign offices in all
Scottish cities.
To begin with, three regional areas should be established to
cover Scotland: the West, the East and the North. Although
covering a larger area than the current forums, these regions
will be properly resourced and have stronger professional and
financial support. They will provide the critical mass necessary
to give the Party a strong regional campaigning structure and
allow for greater local autonomy.
Each region should have a regional convener and a campaign
manager who will be a full time professional employed by the
Party. Regional conveners will require support from a strong
team of voluntary officers.
Regional councils should consist of constituency association
chairmen and two other representatives from each association
nominated at the association AGM. In addition, all elected
representatives, candidates and professional members of staff
employed by the associations within the region should also be
members.
6. Constituency associations
As part of the new regional structure, each association will
work with their regional convener and regional campaign
manager to strengthen the Party organisation and campaigning
approach within their constituency. The regional conveners
and regional campaign managers should conduct an annual
audit of organisational capacity in each association, leading to
a campaign plan for each association to be presented to the
regional council.
We are also aware that because of the lack of training for new
officers, Party members lack confidence in volunteering to take
office within their association. This is a key area where the
Party can benefit from the volunteer programmes being created
on a modular basis by the UK Party.

20

 To help encourage the regular refreshing of association office
bearers, the existing guidance that constituency association
chairmen must serve for no more than three years should be
strongly adhered to. A constituency chairman who wishes to
continue in post for more than three years should be
required to seek approval from the Party’s management
board which would need to be satisfied that there was noone else suitable to take on the responsibility.
7. Delivery
Clear job descriptions, clear performance criteria and regular
performance evaluation for all office holders (elected,
voluntary and executive) will be required. Also vital will be
the consistent promotion of a culture of accountability,
openness and inclusiveness throughout the Party. This is
the management board’s responsibility and will need a new
approach to communications and ongoing effort and
monitoring.

21

 New Governance Structure

Management Board

Candidates Board
(candidate selection and development)

Political Strategy Group Fundraising and Finance Board
(policy development and campaigning)

(fundraising and financial stewardship)

Regional Councils x 3
(campaigning and organisation)

Scottish Convention
of the Party Membership
(to hold the Management Board and
Political Strategy Group to account)

22

 New Management Structure

Scottish Leader
(elected one-member-one-vote)

Chairman
(appointed by the Scottish Leader after consultation with the UK Party Leader)

Director
(appointed by the Management Board)

Regional Campaign Managers x 3
(appointed by the Director and Regional Conveners)

Regional Conveners x 3
(voluntary officers elected by their Regional Councils)

Conference Convener
(appointed by the Party members
at the Party Conference)

23

 “The centralisation and lack of influence of the ‘grass roots’ has made
them feel valueless. This has not been good for the Party in
Scotland.”
Party volunteer

 Policy formation
How the Party goes about forming policy is another major
concern to Party members. There are major weaknesses
to be addressed urgently relating to:
G
The process of policy development.
G
Inclusion of members’ views.
G
Engagement with external groups and practitioners.
G
The professional resources available to support policy
development.
G
Engagement and communication with the UK
Conservative Party.
G
Priority policy issues.
1. THE NEED FOR A FORMAL PROCESS THAT
ENGAGES PARTY MEMBERS AND EXTERNAL
STAKEHOLDERS

Party members feel
disenfranchised over
policy formation, and
think-tanks and other
third parties feel there is
not enough engagement
from the Party in
Scotland.

25

organisation. It should encourage open debate and Party
members should be allowed to submit balloted motions.
At local level, the Party’s policy forums have not been
given sufficient opportunity or support to input into policy
formation. The Welsh Conservatives have a mechanism by
which these groups are easily engaged. On a rotational basis,
each Party spokesman on the Welsh Assembly produces a
brief for that month’s policy discussion. This ensures that
policy spokesmen get regular feedback on current and future
policy options relevant to their areas of responsibility.
The Commission has observed that much more is done in
London than in Scotland to cooperate with existing thinktanks when working out the long-term vision and direction
of the Party - and to study and respond if necessary to
fresh and innovative ideas.

Annabel Goldie and Derek Brownlee have facilitated an
exchange of policy ideas to prepare the Scottish
Conservatives manifesto for the 2011 Scottish Parliament
elections. However despite this work it is clear there is no
formal structure or process within the Party for including
the views of members, external practitioners, think-tanks
and even the UK Party in London when forming Scottish
Conservatives policy. As a result, Party members feel
disenfranchised over policy formation, and think-tanks and
other third parties feel there is not enough engagement
from the Party in Scotland.

All politicians involved in policy formation must initiate
discussion with third parties outwith the Party
membership. In addition, the Scottish Conservatives need
to be more proactive in identifying experts from within the
membership to help formulate policy. As a matter of
course, Party spokesmen should be consulting with
practitioners in the various policy areas as well as user
groups from inside and outside the Party. We recognise
that this does happen, but it is only on an ad hoc basis
and needs to be formalised.

We believe it is a positive and essential dynamic of a
political party for there to be political debate within that
party. The Scottish Conservatives conference should be an
opportunity for real policy discussion to demonstrate to the
wider Scottish public that the Party is an active, thinking

In addition, the Party needs to increase the professional
staffing resource dedicated to supporting policy
development. At present, the role is shared among a small
team of staff with other responsibilities. There is no full
time professional resource.

 Recommendations
1. The new Party structure is designed to allow a streamlined
process of policy formation engaging the whole of the
Party and informed by local experience – not ‘top down’.
This process must be formalised and adhered to rigorously.
2. Policy formation must involve an ongoing process of
consultation, development, challenge and review inside
and outside the Party – at present it is too focussed
around preparation for elections and reacting to opposition
parties.
3. Elected representatives should engage in dialogue with
respected think-tanks, such as Reform Scotland, as a part
of the Scottish Conservatives’ policy development process.
4. Elected representatives should also engage more with
experts from inside and outside the Party.
5. Comprehensive policy motions and discussion must be an
integral part of the Party conference. At conference there
must be genuine, open debate and ballots held to select
the motions for discussion.

We are not troubled by
policy difference
between the Scottish
Conservatives and the
UK Party. It is an
inevitable and healthy
consequence of
devolution that there
will, from time to time,
be a difference of
opinion.

6. Monthly policy reviews should be held on key policy briefs,
led by Scottish Conservative spokesmen on a rotational
basis.
7. This process should be augmented by two specific policy
conferences each year, in addition to the Party conference.
These should follow on from the Scottish convention
meetings to ensure all Party members have the opportunity
to contribute.
8. An online forum open to Party members only should be
available for members to discuss policy with Party
spokesmen and other elected representatives.
9. The Party should also encourage the establishment of a
Scottish ‘Conservative Home’ to capture centre-right
thinking in Scotland.
10.The Party should appoint a full time chief policy adviser.

2. ENGAGEMENT WITH THE UK PARTY
The Commission believes it should be recognised that the
situation regarding Scottish Conservative representation in the
new Conservative/Liberal Democrat UK government has been
affected radically by the coalition arrangement since the
Cabinet representation for Scotland is in Liberal Democrat
hands. As a result the Scottish Conservatives’ voice in
government risks being diminished.
In this era of coalition government there is a need for a Scottish
Conservative presence at Westminster, as well as direct
communication between the Scottish Conservatives and the
Conservative members of the UK coalition government. It is
important that a gap does not develop which isolates the
Scottish Conservatives from UK Party thinking both on policy as
it affects reserved matters and on devolved matters.
We are not troubled by policy difference between the Scottish
Conservatives and the UK Party. It is an inevitable and
healthy consequence of devolution that there will, from time to
time, be a difference of opinion, policy and emphasis between
Scotland and the rest of the UK. The Scottish Conservatives
should not be uncomfortable, after proper discussion and
liaison with colleagues in London, to take a different position.
Recommendations
1. To aid the process of Westminster and Holyrood
communication within the Conservative Party, and as a
visible statement of our commitment to the Union, regular
meetings should take place between senior Conservative
Westminster and Holyrood parliamentarians.
2. To help facilitate this, the Conservative minister at the
Scotland Office must have adequate support.
3. There needs to be a structure which allows policy
discussion at senior level between the Conservative Party
in government and the Scottish Conservatives:
G
This structure should be built around a pairing
arrangement involving regular dialogue between the
Conservative spokesmen in the Scottish Parliament
and their Conservative opposite numbers in
Westminster.

26

 G

Scottish Conservative MSPs would need to take
responsibility for their part of the relationship and initiate
discussion, while their counterparts in London must
undertake to ensure they are regularly accessible.

3. PRIORITY POLICY ISSUES
While the Commission’s remit is not on policy itself, we cannot
ignore the quantity of submissions on whether or not Scotland
should have greater fiscal accountability. This matter is of
enormous significance to the future of Scotland and needs to
be discussed fully between both the Scottish Conservatives
and the UK Party as well as forming the basis of a fully
informed debate within the Party membership.
Recommendations
1. The Party must have a comprehensive debate on the issue
of fiscal devolution.

27

 Aberdeen

“We have got to be seen as a Scottish Party and to have Scottish
policies. We have failed to get across the advantages of our partnership
with the rest of the UK.”
Party member

 Candidates
One of the Party’s most important resource is its candidates.
Candidates from across Scotland took an active part in our
consultation and contributed detailed observations and
proposals. Issues affecting candidates were also mentioned
by the majority of members - especially constituency
association officers - who engaged with the Commission.

directly after the election result is declared and it is only
candidates’ determination and commitment that keeps
them involved.
Candidates who are successful in being elected also
receive little support. For example, there is no process to
mentor elected representatives, monitor and evaluate their
performance and ensure their skills are developed.

1. CANDIDATES BOARD AND SUPPORT FOR CANDIDATES
The constitution of the Scottish Conservative candidates’
board (SCCB) lacks the full confidence of the Party’s
candidates and volunteers. It consists of only three people
and some members are questioning its ability to function
satisfactorily as a result.

The Party does little to
recognise the huge
commitment expected of
candidates who seek
selection and stand for
election, and the impact
this has on their
personal and
professional lives.

29

The SCCB is also poorly resourced and its function is
limited to producing selection process rules and dealing
with candidate discipline issues. (The exception to this
was the process used to support and develop target seat
candidates for the 2010 general election, which was
undertaken outwith the auspices of the SCCB.)
Within the SCCB and within the Party as a whole, there is
no formal process for either identifying and recruiting new
candidates or supporting, developing and retaining existing
ones.
In addition, the Party does little to recognise the huge
commitment expected of candidates who seek selection
and stand for election, and the impact this has on their
personal and professional lives. In general, candidates
who do not achieve election are ‘dropped’ by the Party

Recommendations
1. The SCCB must be chaired by an independent
chairman from outwith the management board and its
membership increased:
G
Five members would be a more appropriate but still
manageable number.
G
The SCCB should include a parliamentarian, a senior
Party volunteer, a Party member who brings the
necessary professional skills and an independent
external assessor.
G
The chairman and members should be appointed by the
Party’s management board.
2. Extend the SCCB’s remit to include:
Proactive recruitment of candidates – a core
responsibility.
G
Producing tailored personal development plans for
candidates.
G
Advising and supporting candidates before, during and
after election campaigns.
G
Ensuring that candidates are fully involved in the Party’s
work (candidates bring a wealth of personal and
professional expertise to the Party that is rarely
engaged).
G

 3. The SCCB should also be tasked with developing
mentoring support for elected representatives and a
process to assess their performance and support their
personal development.
4. Candidates and elected representatives should be
encouraged to network together and share information,
advice and best practice.

Local applicants may apply for target seats if they are on the
approved candidates list, but need not be on the priority list.
3. To engage the wider electorate and Party support base,
closed and open primaries should be allowed where the
local association wants to use this mechanism for
candidate selection.
3. RANKING

5. Candidates and elected representatives should also be
consulted as the above recommendations are taken forward.

2. CANDIDATE SELECTION PROCESSES
Constituency associations are very concerned that
association chairmen are excluded from the preliminary
stages of candidate selection. At present the names of
candidates are not made known to them until selection
meetings take place.
There are also concerns about the processes of selecting
candidates for target seats and that the use of a priority list
system may limit the opportunity to select local candidates.
The Commission is fully convinced of the value of priority
lists for target seats to help ensure that constituencies have
access to the very best candidates available. However local
associations should not be prevented from favouring an
approved local candidate who may not be on the priority list.

The Commission is fully
convinced of the value
of priority lists for
target seats to help
ensure that
constituencies have
access to the very best
candidates available.

Many selection meetings in local constituencies are poorly
attended and current rules prevent the wider community who
are not Party members from taking part in the process of
choosing their Scottish Conservative candidate.
Recommendations
1. Constituency association officers should be involved in
the candidate selection process at the earliest stage
possible and be given information about applicants
before selection meetings takes place.
2. There should be a priority list process for target seats for
both Westminster and Scottish Parliament elections.

One of the issues about which we have received most
comment is the current ranking process for Regional List
MSPs. This may have been prompted by the timing of our
evidence gathering, but there is a widespread, strongly-felt
view within the Party - and particularly among candidates that the current approach needs to change. This is a major
concern which we share.
Recommendations
1. The SCCB should re-evaluate and reform the current
selection rules for Regional Lists to ensure the process is
fair to all candidates. In undertaking this re-evaluation,
the SCCB should consider all selection process options
including those proposed in the many submissions made
to the Commission on this issue. The Commission will
make details of these proposals available to the SCCB.
We would like this recommendation to be carried out
immediately. However we recognise that because the
candidate selection process for the 2011 Scottish
Parliament election is almost complete, reform will have
to be deferred until after that election, in readiness for the
next Scottish Parliament election in 2015.

4. LOCAL GOVERNMENT CANDIDATES
Despite achieving a steady increase in the number of
Scottish Conservative Councillors in recent local government
elections, the Party does not field local government
candidates in every ward. This is mainly due to the
reluctance in some areas to engage with local government
elections.

30

 The experience in Dumfries & Galloway and The Borders
demonstrates the implications of this. In both these local
authority regions, there was resistance to opposing
independent Councillors in the past. However in both
regions since the Party began contesting all wards, there
has been a significant growth in the local government and
parliamentary strength of the Scottish Conservatives.
Our conclusion is that to be fully engaged with local issues
and local people and to be credible in all elections, the
Scottish Conservatives need to contest local government
elections. Other political parties adopt this approach to
their advantage. The Scottish Conservatives need to as
well.
Recommendations
1. The Scottish Conservatives should contest every local
government seat throughout Scotland.
2. Candidates who are aiming for parliamentary election
should be encouraged to contest local government
elections to gain political experience and build a strong
relationship with their constituency.

5. FUTURE LEADERSHIP DEVELOPMENT
Looking to the future, the Party needs to put in place a
process to identify high calibre people of leadership
potential. No such process exists at present, either to
develop existing candidates (as mentioned above), or to
look outside the Party and recruit new talent. An ongoing
effort is required to develop and maintain a pool of top
quality leadership candidates.
Recommendations
1. The management board should establish a continuing
initiative involving members of the SCCB, advisory
group (see Party structure, page 19) and other relevant
experts to identify, attract and develop potential future
leaders.

31

 Clydebank

“Scotland needs a visionary Conservative Party and the Party needs
visionary candidates. We must recruit the brightest and the best - and
nurture our leaders of the future.”

Scottish Conservative candidate

 Campaigning
The cohesive package of recommendations presented in
this report is designed to strengthen the Party as a
modern, effective, political campaigning entity in
Scotland. This section summarises the Commission’s
findings on the Party’s current approach to campaigning
and makes recommendations on strengthening
campaigning resources. Firstly it addresses the issue of
how the Scottish Conservatives are perceived by the
electorate in Scotland and the impact the Party’s brand
identity has on campaigning.

widely and listen to and engage more with interest
groups across the country. An example of good
practice which should be built on is Annabel Goldie’s
‘Goldie Direct’ – where people are able to question and
learn about Scottish Conservative policies and views.
G

Clear and consistent communication of the Party’s
vision and values and the work it is doing to help
Scotland is vital to dispelling negative perceptions and
winning trust and support.

G

The Scottish Conservatives are too slow to correct the
inaccuracies often stated about the Party, for example
relating to policy plans and the impact of previous
Conservative governments in Scotland. Often the
Party takes no action at all when false claims are made
about it.

G

With regard to the Scottish Conservatives brand, the
problem is not the Party’s name or logo, but its failure
to convey clearly and consistently what it believes in
and stands for.

G

The political strategy group should be responsible for
addressing all of these issues.

1. PERCEPTION AND BRAND
Polling indicates that the majority of the Scottish electorate
does not understand what the Scottish Conservatives stand
for, thinks the Party is anti-Scottish and has an inaccurate
view of the Party’s historical record.

The Scottish
Conservatives need to
communicate a
distinctive vision for
Scotland and the values
and beliefs for which the
Party stands.

33

Because of the Party’s lack of electoral progress and the
negative perceptions that exist, many Party members are
concerned the Scottish Conservatives brand may be
damaged. Some members and external commentators
have suggested the Party should change its logo to
emphasise its Scottish focus and commitment, or even
change its name if it is to win more trust and support.
We have considered these issues carefully and conclude
that:
G
The Scottish Conservatives need to communicate a
distinctive vision for Scotland and the values and
beliefs for which the Party stands. The Party must
also communicate information about its work more

Recommendations
1. Develop a clear vision for Scotland, distinct to the
Scottish Conservatives, and a clear set of distinctive
policies that will realise the vision.
2. The vision and core policies should endure beyond the
electoral cycle so there is consistency in the Party’s

 message. They must also be widely communicated to
the people of Scotland (a coordinated communications
campaign will be required).
3. The Party must not allow false claims made about it to go
unchallenged. It must be rigorous in de-bunking
inaccurate myths about its past and inaccurate
comments about its present position and plans. This will
also require a coordinated, proactive effort.
4. Increase the level of engagement with interest groups
across Scotland and continue to expand initiatives such
as the ‘Goldie Direct’ public meetings.
5. Undertake a full review of the Party’s approach to
branding and develop a brand strategy.
6. There is no requirement to change the Party’s name.
2. CAMPAIGNING APPROACH AND RESOURCES
Party members across Scotland have numerous concerns
about the current campaigning approach, including:

Not enough is done at
present to establish links
with professionals
outside the Party who
may be able to help.
For example, some
people have expressed
an interest in mentoring
Scottish Conservative
candidates.

How Scottish and UK Conservative parliamentary
election campaigns are coordinated.
In a devolved Scotland, communication between the UK
Party and the Scottish Conservatives is vital because policy
priorities in Scotland and the rest of the UK can differ.
The need for flexibility so that campaigns reflect local
issues.
Candidates and local associations acknowledge the need to
promote core Party messages and for there to be a quality
control process in place to ensure messages are conveyed
correctly in campaign literature and activity. However they want
more freedom to highlight local issues and related policies.
The resources available to support campaigning in nontarget seats.
Several local associations – especially those adjacent to this
year’s general election target seats – believe that the profile
and additional resources given to target seats places other

constituency campaigns at a disadvantage. While there is a
general acceptance of the requirement to resource seats
which the Scottish Conservatives have the greatest chance
of winning, associations want a more coordinated approach
– for example to participation in VIP visits and how the Party
positions target seats publicly.
Campaigning capability on the ground in constituency
associations.
The lack of campaigning professionals and infrastructure on
the ground has already been highlighted in this report. It is
one of the Party’s major weaknesses of which candidates
and local associations are well aware. It will be addressed
by the new Party structure with regional councils, regional
conveners and regional campaign managers working with,
supporting and developing constituency associations and
their officers and staff.
The need for more volunteer activists to help campaign.
While the Scottish Conservatives are fortunate to have
dedicated and hard-working activists across Scotland who
help on a voluntary basis with canvassing, leafleting and the
many other tasks involved in election campaigning, there are
far too few of them. This is a reflection of the moribund
position of many local associations. A lack of awareness
among the Party membership of what volunteering involves
together with a lack of training and guidance for activists
contribute to the problem. There is also a tradition of reticence
within associations about approaching Party supporters and
asking them to help. In examining this issue, the Commission
has found that the Party has supporters who would help with
campaigning but have not been asked.
The need to reach out beyond the Party to strengthen
campaigning.
As well as involving Party supporters more effectively, the
Scottish Conservatives need to extend their engagement
further afield to strengthen their approach to campaigning.
Not enough is done at present to establish links with
professionals outside the Party who may be able to help.
For example, some people have expressed an interest in
mentoring Scottish Conservative candidates. There are also
recognised campaigning experts that the Party could consult
with to review best practice.

34

 The infrastructure that supports gathering information
about voting intentions.
The Commission was especially impressed by the work that
has been done by several associations to gather voting
intentions. However the Party’s central canvassing
database has not yet been fully deployed across Scotland
and more needs to be done to ensure that the information
gathered is utilised effectively in developing campaigns and
helping to recruit more volunteer activists.
The Party’s limited use of electronic communications
and ‘new media’ in campaigning.
There is a widespread acceptance across the Party that the
advantages of electronic communications and ‘new media’
are not being utilised in campaigning, communications and
the Party’s operations overall. Professional expertise,
training, standard communications protocols and investment
in communications infrastructure are required.
Recommendations
1. The political strategy group should be responsible for
campaigning and must address all of the above issues.
2. The political strategy group must ensure effective
coordination between the Scottish Conservatives and the
UK Conservative Party for all parliamentary campaigns.
3. Central campaign coordination should continue but more
local flexibility is required. The new regional
infrastructure will guide and support this.
4. More care must be taken to ensure the approach to
target seat campaigns does not disadvantage campaigns
in other constituencies.
5. Weaknesses in local campaigning resource and expertise
must be addressed by the new regional teams.
6. Initiate a volunteer recruitment drive throughout Scotland
and train all volunteers who are involved in campaigning,
making full use of the UK Party’s training resources.

35

7. Seek help and advice from professionals outside the
Party to support campaigning and ensure best practice.

8. Complete deployment of the Party’s central canvassing
database across Scotland and complete related training
of association staff and activists.
9. Utilise electronic communications throughout the Party
and recruit a ‘new media’ specialist to the Party’s
communication team.
10.Take up offers made by senior people in Scotland to help
mentor candidates.

 Stirling

“Volunteers are older and fewer. We need to recruit and train more
activists - and use other campaigning tools such as social networks,
innovative media and more central database management.”

Scottish Conservative candidate

 Membership
In 1992 the Scottish Conservatives had 40,000 paid-up
members. Today there are 10,000 (less than three per
cent of the people who voted Scottish Conservative in this
year’s general election).
Conservative Future Scotland, the Party’s youth
organisation, has an active cohort of mainly student
volunteers, but the majority of the Party’s members are
older people and other parts of the age spectrum are
under-represented.

G

The route to joining the Party is also unclear to
potential members. The current policy is that people
who approach the Party’s central office to enquire
about membership are referred to their constituency
association but may join the Party as ‘central members’
if they do not want to be involved locally.

G

Membership recruitment and retention is mainly left to
local associations for which membership subscriptions
are the principal source of income. Membership
subscriptions provide a relatively small and
unpredictable income for the Scottish Conservatives’
central operations and there is no central oversight of
membership levels or means of ensuring consistent
‘product quality’ (i.e. what constitutes the membership
offering across Scotland).

G

Few local associations are proactive in recruiting new
members and most lack the necessary knowledge and
expertise. The large majority of associations
concentrate on retaining a dwindling base of loyal
members who have subscribed for many years and
providing events to suit them only, rather than
expanding their activities to attract a wider spectrum of
members from across their constituencies.

G

In addition to paid-up members, there is a much broader
base of people who support the Party but are not tapped
in to its work or encouraged to become members.

G

Unconnected and disjointed databases mean the Party
cannot clarify its full universe of supporters - existing
and potential - or manage its engagement with them.

A declining membership base is not unique to the Scottish
Conservatives as other political parties and membership
organisations face similar challenges. However the Party
has allowed the trend of attrition to continue.
Our review has highlighted the following issues which have
contributed to this position:

In addition to paid-up
members, there is a
much broader base of
people who support the
Party but are not tapped
in to its work.

37

G

At present the Party sets no membership targets and
has no formal process for recruiting new members and
retaining existing ones.

G

The Party’s membership committee has only recently
been reconstituted after lying dormant for several
years. Membership policy was last agreed 10 years
ago.

G

The Party’s membership offering is poorly defined.
Various categories of membership exist, which are
confusing to potential members, and there is no clear
subscription or benefits structure.

 G

Members of Conservative
Future Scotland are the
backbone of the Scottish
Conservatives’
campaigning effort as
was evident from their
substantial contribution
to the 2010 general
election campaign.

Communication with members is very patchy and most
members are not kept informed of the Party’s policies,
activities, plans and news. Some members reported
receiving no communications other than an AGM notice
once a year and requests for donations. Unsurprisingly,
they do not feel valued.

G

Without a strong and growing base of young members, the
Scottish Conservatives have no future. Polling evidence
across the UK suggests that today’s Conservative Party
appeals strongly to young people. Members of
Conservative Future Scotland (the Party’s youth wing) are
the backbone of the Scottish Conservatives’ campaigning
effort as was evident from their substantial contribution to
the 2010 general election campaign. However the Party
provides no formal support to Conservative Future Scotland,
which is run wholly by volunteers. In addition, the Party
offers few events for young people and give them little
opportunity to become involved in its policy development
and decision making. Most Party events are held at times
and in venues which are inconvenient for students and
young people starting careers and families.

G

Members of Conservative Future Scotland want the Party to
address these issues. They also want it to do much more to
encourage young people to be active in politics and help them
to pursue career opportunities within the Scottish Conservatives
– as elected representatives or professional staff.

Recommendations
1. The management board should set up a membership
taskforce, reporting to it directly, to develop and oversee
delivery of an ongoing membership recruitment and
retention campaign for the whole of Scotland. In
developing the campaign, the membership taskforce
should consider:
G
Membership income flows within the Party.
G
Membership benefits and subscription levels.
G
Ensuring quality control of the membership product.
G
The Party’s database and knowledge management
requirements.
G
Training needs – particularly in local associations.

2. The campaign strategy must:
Have clear membership recruitment and retention targets
owned at all levels of the Party - including the
management board, regional councils and constituency
associations.
G
Ensure Party membership is representative of Scotland at
large and of all parts of the age spectrum.
G
Deliver clear membership offerings to appeal to this wide
representation.
G
Encourage the development of special interest
groups/networks within the Party membership and
affiliation from other bodies.
G
Be supported by:
- A comprehensive marketing plan to promote
membership; and
- A comprehensive communications plan to ensure that
all members are kept fully informed of Party policy,
activities, plans and news.
G
Ensure efficient and effective management of membership
information.
G
Ensure effective monitoring of the overall campaign.
G
Be properly resourced.
G

3. To encourage young members, the Party should:
Provide an annual grant to Conservative Future Scotland
to assist with the organisation’s development.
G
Create a sabbatical position for a member of Conservative
Future Scotland.
G
Ensure the Conservative Future Scotland annual
conference is addressed by senior parliamentarians from
Holyrood and Westminster.
G
Engage more with young peoples’ groups around the
country.
G
Organise a national intern and mentoring scheme to put
young people in direct contact with elected
representatives at all levels – Councillors, MSPs, MPs and
MEPs.
G
Provide work experience opportunities in its local, regional
and national offices.
G
Ensure its events are held at times and in venues to suit
young members.
G

38

 Inverness

“I am happy to donate but there is much more I could do to help. The
Scottish Conservatives should be far more proactive in involving people
from the business community.”

Scottish business leader

 Funding
The Scottish Conservatives are responsible for their own
fundraising, which is not widely understood and has led
to some misconceptions among Party members, the
media and other commentators.

Edinburgh. Additional professional staff and resources
are necessary to provide the strong operating and
campaigning platform we are recommending in our
report.

The Party’s support base is generous but small and this
reliance on a few individuals is neither a robust nor a
sustainable arrangement.

A new approach to fundraising is therefore essential in
order to provide the necessary funds for this expanded
platform - and this fundraising approach must be kept
distinctive and at arm’s-length from the Party’s political
structure.

The Party’s base of potential donors is much greater
than that currently being targeted. Only an ad hoc
approach is taken to fundraising, mostly prompted by
short-term needs. There is no long-term strategy in
place.
In addition, the Party’s fundraising effort is centrally
driven. There are no regional fundraising groups and
there is little involvement of constituency associations –
few of which are proactive in raising funds beyond the
requirements of local election campaigns.
The management of Party relations with donors is also
poor and donors can be confused about where their
point of contact with the Party should be.
The Scottish Conservatives have only one treasurer and
the present finance committee has eight members, not
all of whom are proactive or engage.
The Party needs to take a new approach to managing its
finances to ensure it is properly resourced and can plan
for the long-term. Resources are already stretched,
particularly the executive team at Party central office in

Recommendations
1. For the Scottish Conservatives to be properly
resourced and have a stable and necessary level of
income to fund a modern, effective, political
campaigning entity in Scotland, a new financial and
operating arrangement is required with the UK
Conservative Party. This arrangement should
recognise the many benefits to be gained from
sharing know-how and resources, such as training,
with the UK Party.
2. The changes to the Scottish Conservatives’
fundraising activities set out below are expected to
enable all running and campaigning costs to be met
from funds raised by the Scottish Conservatives.
While these reforms are being put in place, the UK
Party will be required to meet all costs until the
Scottish Conservatives achieve financial selfsufficiency.
3. The current finance committee should be
reconstructed into a smaller fundraising and finance

40

 board. This board should report to the management
board, operate at arm’s-length from the Party’s political
structure and be responsible for the Party’s fundraising
and financial stewardship (see Party structure, page
18). It should be chaired by the Party treasurer who
should sit on the management board.
4. Up to six additional treasurers should be appointed to
assist in raising funds from members and other
supporters.
5. The fundraising and finance board should adopt a
structured and coordinated approach to fundraising
through:
G
The treasurer taking the lead in establishing a
fundraising strategy involving a spread of different
approaches and routes to securing funds.
G
Ensuring that the central database of potential donors
is significantly improved and an improved system for
managing existing donors is introduced.
G
Setting up regional fundraising groups working with the
central team.
G
Establishing clear fundraising targets which are
allocated appropriately among local associations,
regional fundraising groups and the central team.
6. The Party’s membership is a valuable source of funds
so a drive should be instigated to increase
membership significantly. Over 400,000 people voted
for the Scottish Conservatives in the 2010 general
election and less than 2.5 per cent of those are Party
members.

41

 Edinburgh

“Speaking to people on my travels around Scotland, I find that many are
Conservatives at heart. We need to reach out and harness their passion.”
Party member

 Implementation
The recommendations within this report form an integrated
strategy that will strengthen and transform the Scottish
Conservative and Unionist Party.
They will result in fundamental and necessary reform of all
aspects of the Party’s operations including how the Party
is structured, how it is led, how it functions and the
activity it undertakes, as well as how it is resourced and
the roles and responsibilities of the many people involved.
To be effective, all of our recommendations must be
implemented in a coordinated way as a complete
package of complementary measures. They are not an
optional ‘pick and mix’.
Recommendations
1. Implementation should begin immediately and be
phased to allow the Party’s 2011 Scottish Parliament
election campaign now underway to proceed smoothly.

All of our
recommendations must
be implemented in a
coordinated way as a
complete package of
complementary
measures.

43

2. Transitional arrangements will need to be made for the
governance of the Party leading to the election of the first
Scottish leader directly after the Scottish Parliament
election in May 2011, at which point the new leadership
and governance structure should come in to effect.
3. Implementation of the structural changes will require
some changes to the Party’s constitution. These
should be addressed immediately and will need to be
in place by May 2011.
4. Five additional full time members of staff will need to
be appointed: three regional campaign managers, a

chief policy adviser and a ‘new media’ manager. Work
should begin immediately on scoping roles and
recruitment.
5. In addition to these new staff positions there are new
voluntary roles at national and regional level, including
the three regional conveners, the extended candidates
board membership and up to six further treasurers who
will need to be elected/recruited as indicated in the
report.
6. The programme of training and development that
needs to be put in place for candidates, officers and
other volunteers should draw on the existing resources
available within the UK Party.
7. The Scottish Conservatives will also need to undertake
a full review of the Party’s communications and
knowledge management systems and databases, and
put in place the fully integrated approach and
infrastructure needed. This will require professional
guidance.
8. The new operational processes for policy development
and communications will require the new governance
and management structures to be in place but
transitional improvements can be implemented
immediately.
9. Strong leadership and momentum will be required
throughout the planning and delivery process, and
everyone involved at all levels will need to work
together closely.

 The above recommendations indicate how implementation
should begin, starting now. They are not a comprehensive
list of the work that needs to be done.
The Party should not underestimate the extent of change it
is embarking on. The work will need to be properly
planned, resourced and managed. Organisations of
similar scale and complexity to the Scottish Conservatives
put in place a dedicated team equipped with the
necessary skills and resources and tasked with delivering
the changes to a defined plan, timescale and budget with strict milestones identified along the way. This is the
approach the Party must take.
It is important to note that the strategy will take time to
impact on the Party’s electoral fortunes. Expectations will
need to be managed. We would expect progress to be
reflected in the outcome of the 2012 local government
elections.
It has been a pleasure and a privilege to undertake this
review and develop the approach that will strengthen
the Scottish Conservatives to allow the Party to build
for Scotland. Scotland needs a strong Scottish
Conservative Party. The real work starts now.

SCOTTISH CONSERVATIVES 2010 COMMISSION

The Party should not
underestimate the extent
of change it is
embarking on. The
work will need to be
properly planned,
resourced and managed.

44

 Commissioners’ biographies
Lord Sanderson of Bowden
Russell Sanderson was born in Melrose in 1933 and joined the Party as a branch member in 1964. He served as
chairman of Roxburgh, Selkirk and Peebles Association and subsequently was elected president of the Scottish
Conservative and Unionist Association in 1977, serving for two years culminating in the Party’s successful
general election result in May 1979.
He was then elected onto the Party’s National Union and became chairman of the Executive Committee in 1981,
serving for five years during which he was closely involved with the government, as the Party’s chief volunteer,
and with candidate selection and running the Party conference.
Russell was knighted in 1981, raised to the peerage in 1985 and became a Minister of State at the Scottish
Office in 1987 with responsibility for agriculture, fishing, highlands and islands tourism and all matters relating
to Scotland in the House of Lords.
In 1990 he was appointed by the Prime Minister to be chairman of the Scottish Conservative and Unionist Party,
and served for three years during which he led the Party’s successful 1992 general election campaign.
His career outside politics is mainly connected with the textile trade. He ran his own yarn agency and
merchanting business and became a director of companies including Johnston of Elgin and Illingworth Morris
plc. He has also served on the boards of several companies in other industry sectors and was chairman of
Scottish Mortgage Investment Trust plc for 10 years and of Clydesdale Bank for five years from 1999. He is
currently chairman of The Hawick Cashmere Company and on the board of Accsys plc.
Russell holds honorary degrees from Glasgow and Napier Universities and is a past master of The Worshipful
Company of Framework Knitters. He has also served as Vice Lord Lieutenant for Roxburgh, Ettrick and
Lauderdale and is the current chairman of the Abbotsford Trust, which is in the process of restoring the home
of Sir Walter Scott.

45

 Neil Benny
Neil Benny (28) was elected to Stirling District Council in 2007 and is presently the Council’s youngest member. As chairman of the
Council’s Governance and Audit Committee he is heavily involved in pursuing value for money and good governance in Stirling.
Neil joined the Scottish Conservatives in 1998 and has been involved at many levels of Party since, including serving as national
chairman of the Scottish Young Conservatives. He has a degree in economic history from Edinburgh University and was vicepresident of the Edinburgh University Union in 2003/4.
Following the completion of a graduate training scheme with a national supermarket chain he worked in retail until he was elected as
a Councillor. Until recently he worked in the renewable energy industry. Neil is also a trustee of his local museum and a keen
supporter of Stirling County Rugby Club.
Kim Donald
Kim Donald was born in Hampshire in 1954 and educated in Surrey where she became active in the Conservative Party. From 19731978 she worked in London for Conservative Central Office and then at Imperial College. She moved to Ayrshire in 1978 then
worked at Paisley College. During the last 20 years Kim and her husband have run their own firm of chartered surveyors, land
agents and property managers, recently merging with CKD Galbraith. Kim now runs her family’s property company.
Based in her home constituency of Kilmarnock & Loudoun, Kim has worked her way up the Scottish Conservative voluntary ‘ladder’.
She has held every voluntary elected office in succession, up to her election as vice president and then president of the Scottish
Conservative and Unionist Association from 1994-1998.
Thereafter Kim became the first elected deputy chairman of the Scottish Conservative Party and served in that role from 1998-2000
when she represented Scotland on the UK Party board. During the 1990s she served on the Scottish Conservative Party’s candidates
board, and worked extensively with elected Councillors and area and constituency officers, taking a particular interest in
membership and communication within the Party.
Kim is currently chairman of the Glasgow Unionist Association Trust which funds and runs the Mosspark Project for the Party in
Glasgow. She is also a trustee of the Scottish Unionist Association Trust and has served on several public bodies including the
Scottish Consumer Council and the Ayrshire Health Trusts.
Rt Hon Lord Forsyth of Drumlean
Michael Forsyth was born in 1954 and served in government for more than a decade as Secretary of State for Scotland (1995-97),
Minister of State at the Home Office (1994-95) and the Department of Employment (1992-94) and as a Minister of State and
Parliamentary Under-secretary of State at the Scottish Office (1987-92). He was Parliamentary Private Secretary to the Foreign
Secretary from 1986-87. He represented Stirling in the House of Commons for 14 years.
Following his defeat in the 1997 election Michael joined Flemings as a director of corporate finance (1997-99) and following the
bank’s sale to JPMorgan Chase became vice-chairman investment banking Europe at JPMorgan (1999-2001) and deputy chairman
JPMorgan (2002-5).
Michael is a non executive director of J&J Denholm Ltd., the Centre for Policy Studies and of NBNK Investments PLC. He is also a
senior advisor to Evercore Partners and was chairman of the Tax Reform Commission. In addition, he is a member of the House of
Lords Select Committee on Economic Affairs.
Michael was nominated to the Privy Council in 1995, was knighted in 1997 and appointed a Life Peer in 1999. He was a member of
the Commission on Strengthening Parliament (1999-2000), the Select Committee on the Monetary Policy Committee of the Bank of
England, the Joint Committee of both Houses of Parliament on Reform of the House of Lords and the Select Committee on the
Barnett Formula.
Michael is a former Parliamentarian of the Year (1996) and chairman of the Scottish Conservative Party (1989-90).

46

 Amanda Harvie
Amanda Harvie is the managing director of The Harvie Consultancy advising leaders of companies and organisations on how to
engage with the various stakeholders that affect their interests around the world. She has worked across a range of international
sectors and markets during her career and has particular expertise in corporate strategy and business advocacy and representation.
Amanda is a former chief executive of Scottish Financial Enterprise and of Aberdeen and Grampian Chamber of Commerce. She
began her career in public relations consultancy then ran her own PR practice before helping to start 125 new businesses as regional
manager of The Prince’s Scottish Youth Business Trust.
Amanda was born and educated in Glasgow. She is a graduate of London University, a qualified business advisor and a member of
The Chartered Institute of Public Relations and The City of London Guild of Public Relations Practitioners.
Amanda has served on Scottish and UK government forums relating to the financial services industry and was a founding trustee of
the leading independent think-tank, Reform Scotland.
Amanda served as a member of the advisory group convened last year by George Osborne MP to guide the Conservative Party on
implementing its plans to reform the regulation of the financial services industry in the UK. She was selected as the Scottish
Conservatives’ candidate for Aberdeen South just one month before the 2010 general election and delivered the highest number of
votes achieved for the Party in all elections in the constituency since 1997.
Lord Lindsay
Jamie Lindsay is currently chairman of SAC - Scotland’s leading agricultural higher education institution and specialist research and
advisory organisation, and UKAS Ltd. - the UK’s national accreditation body. He is also chairman of the renewable energy company
Greenfield Holdings Ltd. and a non-executive director of British Polythene Industries (BPI) plc and Scottish Resources Group (SRG) Ltd.
Between 1995 and 1997, Jamie served as Under Secretary of State for Scotland with responsibility for agriculture, environmental
protection, countryside, rural affairs, food and food safety, forestry and culture. His government appointments since 1997 have
included the Better Regulation Commission (BRC) and the Risk & Regulation Advisory Council (RRAC), where he served as deputy
chair and joint chair respectively. He also served as a member of the Calman Commission on Scottish Devolution.
Jamie is currently an associate director of the National Non-Food Crops Centre and a member of an advisory group at the
Department for Business, Innovation & Skills.
In the private sector, he has been a non-executive director of UA Group plc and chaired Scottish Quality Salmon (SQS) Ltd., Assured
British Meat (ABM) Ltd., Food Certification International Ltd., Genesis Quality Assurance Ltd. and MSCI Ltd.
Jamie is chairman of the Moorland Forum, president of the Royal Scottish Geographical Society and vice-president of the RSPB. He is
a director of the Leven Valley Development Trust and a former president of the Royal Highland and Agricultural Society of Scotland
and the International Tree Foundation. Jamie recently stepped down from being chairman of Elmwood College in Fife.
Sandy Manson
Sandy Manson is a member of the Institute of Chartered Accountants of Scotland (CA) and is the chief executive of Johnston
Carmichael, Scotland’s largest independent firm of Chartered Accountants.
Sandy studied accountancy and business studies at the University of Edinburgh where he graduated in 1982 with a Bachelor of
Commerce (with distinction). He trained and qualified as a Chartered Accountant with Arthur Andersen in Edinburgh then gained
experience working in Zurich and London before returning to his native North-East in 1991. He joined Johnston Carmichael in 1991
and became a partner in 1993 and chief executive in 1997.

47

Sandy stood as the Scottish Conservatives’ candidate for Banff and Buchan in the 1992 general election. In 2010, he ran the London
Marathon in aid of charity and lives with his wife and two children beside Oldmeldrum in Aberdeenshire.

 Martyn McIntyre
Martyn McIntyre was born and raised in Dumbarton. He attended Dumbarton Academy, before going to Strathclyde University and
graduating in 2003 with a degree in politics. After graduating, he worked as the parliamentary assistant to a Conservative Member
of the Scottish Parliament until 2007. He is currently the policy officer for the Federation of Small Businesses in Scotland.
Martyn has broad experience within the Scottish Conservative Party having stood for election to West Dunbartonshire Council, the
Scottish Parliament, (Glasgow Govan – 2007) and Westminster, (West Dunbartonshire – 2010). He also holds the position of
chairman of West Dunbartonshire Conservative Association and vice-chairman of the West of Scotland Conservatives.

Boyne Stewart
Boyne Stewart was educated at Dollar Academy and is an economics graduate of Strathclyde University. He has extensive
international experience in running management consultancies as part of a worldwide group and of consulting as an individual.
His work has involved bringing about major change by persuading people to adopt completely new business models; operating
internationally as a director of overseas companies; implementing HR strategies to mirror business strategies; and leading and
developing consultancies in competitive markets.
Boyne’s work with the Scottish Conservative Party includes membership of the Party’s candidates board from 1999-2001. Over the
last four years he has designed and implemented new competency based selection and development processes for both Holyrood
and Westminster candidates. He has also acted as coach and mentor for target seat candidates in the 2010 general election and
canvassed extensively with them.
Boyne’s other experience includes membership of two university courts including chairing a taskforce to completely reform
university governance.
James Stewart
James Stewart, a Scot, and Vice Chairman of the Commission, is a partner at ECI Partners LLP one of the longest established private
equity firms in the UK which he joined in 1996. He is a business studies graduate who, after four years with the international
management consulting division of Arthur Andersen & Co., joined N M Rothschild & Sons Limited.
James transferred to Rothschild Ventures Limited in 1988, where, as a director, he was involved in leading a wide range of
investments as well as holding a number of non-executive directorships. At ECI he has been involved in numerous buyouts and buyins to leading industrial and consumer businesses. James has worked in the UK private equity industry for over 20 years.
James is a treasurer of The Conservative Party and has been involved in a number of donor forums. He is a former chairman of the
Party’s City and Entrepreneurs Forum and is the current chairman of its Renaissance Forum.
Amy Thomson
Amy Thomson graduated from Aberdeen University this year with an honours degree in politics and international relations. Recently
she joined the Civil Service in Whitehall in a policy based role.
Amy’s interest in politics led her to work with the Scottish Conservatives’ 2010 general election campaign and with Conservative
Future Scotland.
Amy is a former vice-president of Aberdeen University Conservatives and former area officer for Conservative Future Scotland. In
addition to politics, her interests include hiking and rock climbing.

48

 Murray Tosh
Murray Tosh is a former Member of the Scottish Parliament for the South of Scotland and West of Scotland regions. He was convener
of the Procedures Committee in the Scottish Parliament’s first session, and a Deputy Presiding Officer in its first and second
sessions. He was also a co-founder of the Scottish Parliament’s Cross Party Group on Affordable Housing.
A graduate in history, politics and economics of the University of Glasgow and of Jordanhill College of Education, Murray went into
teaching, being principal teacher of history at Belmont Academy in Ayr before election to the Scottish Parliament.
Murray has a long track record in the Scottish Conservative Party and was a constituency chairman in Central Ayrshire and Ayr and
an area officer. From 1987-1996 he represented a Troon ward on the former Kyle and Carrick District Council and, latterly, was
convener of the Council’s Housing Committee.
A native of Ayr, Murray was brought up in the Borders and Ayrshire. He will not be seeking election in 2011 and has no remaining
political ambitions, but will continue to help the Scottish Conservatives on a voluntary basis.

49

 The Commission is grateful for the sponsorship of the Scottish Unionist Association Trust in the production of this document.

 Strengthening the Scottish Conservatives

The Scottish Conservative and Unionist Party, 67 Northumberland Street, Edinburgh EH3 6JG. Printed by Hill & Hay Ltd., 58 Rogart Street, Glasgow G40 2AA.