Is there a clear and consistent commitment to improvement across political, corporate, and service leadership?

Are improvement goals embedded within the council’s plans, strategies, and governance frameworks?

Do we use improvement as a proactive response to challenges — not just as a reaction to scrutiny or failure?

Do leaders champion innovation, evidence-based change, and continuous improvement?

Is there a shared vision and direction that motivates improvement at all levels?

Are leaders resilient, responsive, and adaptable to changing circumstances?

Do we foster a culture that values learning, accountability, and openness to change?

Are staff empowered and encouraged to identify and lead improvements in their own areas?

How do we handle setbacks and failures — do we learn from them or avoid them?

Do we have reliable, accessible data and insights to inform improvement?

Are performance, customer experience, and impact routinely analysed and acted upon?

How well do we evaluate what works, and stop doing what doesn’t?

Are improvement activities aligned with long-term strategic planning, not isolated or short-term?

Do governance structures support accountability for improvement and innovation?

Is there effective challenge, oversight, and review from elected members and partners?

Do we have the right people, with the right skills, in the right places to drive improvement?

Are time, tools, and capacity allocated for service design, evaluation, and transformation?

Is succession planning in place to ensure improvement continues through change?

Do we make effective use of our financial, digital, and physical resources to enable improvement?

Are we able to reallocate or invest flexibly to support innovation and redesign?

How do we manage financial pressures while still creating space for improvement?

Are we working with partners (e.g. NHS, third sector, communities) to co-design and deliver shared improvement?

Do we access external expertise, innovation networks, or improvement agencies (e.g. Audit Scotland, Improvement Service)?

How do we learn from others — and contribute to sector-wide improvement?

Do we assess and manage the risks associated with change and innovation?

Are we resilient in the face of disruption (e.g. funding cuts, emergencies, policy changes)?

How quickly and effectively can we adapt systems, services, and behaviours?

What does our recent history say about our capacity to improve — have we delivered meaningful change?

Are we building on lessons from past improvement work, or repeating old challenges?

Do we maintain momentum, or does progress stall without external pressure?