Roles and responsibilities

Everyone has a role to play in ensuring continuous improvement. Clarifying responsibilities is an important step towards ownership and achieving the rigour and robustness expected. An outline of potential roles and responsibilities is below, which could be adapted to suit the particular circumstances of each local authority:

Managers

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Ensuring the council provides the best service to citizens

Creating a culture where self-evaluation and continuous improvement is valued as an integral part of service delivery

Promoting a positive learning culture

Promoting, recognising, and celebrating good practice

The following self-evaluation and continuous improvement responsibilities are identified for services, which may be carried out by service managers or other senior staff depending on service structure. Each service must determine how these responsibilities are met.

Evidencing how the service meets relevant standards and identifying areas requiring development and improvement

Ensuring recording meets standards set out in relevant statutory or regulatory guidance

Regular data and information analysis

Ensuring that a schedule of self-evaluation auditing activities is carried out

Developing and implementing a Service Improvement Plan as a tool to log priorities for improvements and to provide clarity about how the improvements can be achieved

Seeking service user and stakeholder feedback

Reviewing and reflecting on incidents including debrief

Provision of an annual appraisal, and or ensuring these are provided by others in the team with line management responsibilities

Reporting on impact and outcomes as well as outputs of their work

Incremental improvements in metrics such as key performance indicators

Feeling better prepared for returns to council committees, external regulators and public reporting

More engaged and supportive team members who feel they are being listened to and improving their efficiency and effectiveness

An enhanced feeling of confidence when an inspection or audit is announced

Having clear evidence to support improvement actions or to change direction

Chief Executives/Directors/Chief Officers

Incremental improvements to the quality of service delivery and to metrics such as key performance indicators (KPIs)

Better understanding of areas of high and poor performance, and so risk to successfully achieving outcomes

More informed decision-making based on clear evidence

Reduced external scrutiny burden from regulators and Scottish Government

More confident identification of significant issues requiring more substantial improvement or organisational change

Elected Members

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Contributing to service self-evaluation, being creative and share suggestions for developing practice and service delivery within their team

Participating in regular reflective practice to identify what works well and areas for development as well as monitor progress being made on the service action plan

Sharing examples of some of the good work they are proud of and talk about any areas of challenge and what has happened to overcome them

Listening and responding to and recording the voices of citizens

Carrying out delegated tasks as assigned by a manager

Recognition for the work they do that is making a real difference

Incremental improvements in processes and procedures that make your life easier and more efficient

Fewer complaints from those you work with, both internal and external to the council

Increased job satisfaction and reduced stress

Enhanced understanding of the needs and aspirations of citizens and people you work with

Fewer last minute requests for information to produce a return for council a regulator or other party

Roles and responsibilities

Managers at all levels are responsible for

So what should you expect in return?

Chief Executive/Directors/Chief Officers

So what should you expect in return?

Elected Members through committees

Front line staff are responsible for

So what should you expect in return?