UofG Centre for Public Policy

27 February 2026: Following the announcement of a new National Performance Framework (NPF) for Scotland last week by the Scottish Government, Dr Ian C. Elliott shares why a strategic approach to government is as important as ever, despite a ‘growing sense of cynicism’.

Blog by Dr Ian C. Elliott

On 16 February 2026 the Deputy First Minister announced the launch of the new National Performance Framework (NPF) for Scotland. This is the national strategy which sets out the long-term outcomes for Scotland. The proposed new strategy is the result of a comprehensive review which started in March 2023*. It sets out a vision to “improve the wellbeing of people living in Scotland now and in the future” alongside six national outcomes that are underpinned by shared ways of working.

But does any of this really matter? The announcement of the proposed new strategy received no major news coverage, no parliamentary debate, and scant mention on social media. A Carnegie UK report in 2024 noted that “we could not locate a single national policy in Scotland that the NPF has significantly impacted” and the Auditor-General for Scotland recognised that there was an implementation gap. Will any of these issues be resolved by this proposed new strategy?

The National Performance Framework was first created by the Scottish Government in 2007. The rationale for having an NPF was partly driven by a desire of the new SNP government to demonstrate competence in governing and partly a move to encourage more long-term, joined-up and outcomes focused decision making. My research demonstrated the immediate benefits of the NPF that were felt by those working within the Scottish Government at the time. But, in more recent years, a number of factors have undermined attempts at strategic decision making. In follow-up research I identified how a lack of focus and waning momentum had led to significant challenges in maintaining a strategic approach.

The apparent lack of progress on many national outcomes has contributed to a growing sense of cynicism about the NPF. At the FPAC meeting of 17 February it was even suggested that “I have a picture on my wall of a cat saying, “Hang in there, baby”, which I think is just as useful [as the NPF]”. So, should government even try to be strategic? Is it possible? Is it desirable?

It is important here to go back to the original justification of the establishment of the NPF, something which many have now forgotten. As noted, it was intended to help inform more long-term, joined-up and outcomes focused decision-making. This remains a laudable ambition. Any failures of the NPF over recent years should not be taken to mean that government should not try to be more strategic in it’s outlook and decision making. On the contrary, this only serves to highlight the need for a more strategic approach. The problem remains not with the strategy itself but with how it has (not) been implemented. A strategy can only ever be effective if there are the resources, skills and capabilities required to make it happen. Yet resources continue to be allocated largely on an input-basis and not an outcomes-basis. This also requires investment in skills and capabilities and the establishment of ways of working that facilitate and incentivise long-term, collaborative thinking. The announcement of a National School for Government and Public Services, which will support the civil service and the wider public sector, may be a significant move in the right direction – but this should be driven by collaborative, systems leadership and learning from success. 

The launch of a proposed new NPF is to be welcomed. Consultations are now taking place with organisations across the public, private and third sectors to inform how the next government will use the NPF. It is important that this opportunity is taken seriously in order to realise the full potential of the strategic state.

Author

Dr Ian C. Elliott is a Senior Lecturer in Public Administration at the Centre for Public Policy and co-Editor-in-Chief of Public Administration and Development. His research includes the strategic state and mission-led government as well as the teaching of public administration. Ian has extensive experience of advising governments and conducting research on behalf of governments and public bodies including most recently as a member of Scottish Government Reform Advisory Group for the National Performance Framework.

^{*The review process was supported by an Expert Advisory Group and Reform Advisory Group of which I was a member}

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First published: 27 February 2026